C&W LCC 2003 Report

LIVERPOOL
DISTRICT & LOCAL CENTRE STUDY
ON BEHALF OF
LIVERPOOL CITY COUNCIL
CUSHMAN & WAKEFIELD HEALEY & BAKER

43-45 PORTMAN SQUARE
LONDON
W1A 3BG
TEL: 020-7935-5000
FAX: 020-7514-2392
WWW.CUSHWAKE.COM
2003
Liverpool Local & District Centre Study
CONTENTS Stonedale Cross Retail Park ................................................................................. 19

Deysbrook Barracks............................................................................................. 20
PAGE NO. Breck Road ......................................................................................................... 20
Norris Green ....................................................................................................... 20
Executive Summary ............................................................................................................ i Belle Vale ........................................................................................................... 20
Garden Festival Site............................................................................................ 20
Speke District Centre........................................................................................... 20
1. Introduction ....................................................................................................... 1 North Liverpool ................................................................................................... 20
Retail Market Overview ....................................................................................... 21
Brief.................................................................................................................... 1
Scope of Report ................................................................................................. 1
7. Strategy.............................................................................................................. 22
2. National Economic Overview .............................................................................. 3 Strategic Considerations ..................................................................................... 22

Structure of Hierarchy .......................................................................................... 22
Retail Market ...................................................................................................... 3 North Liverpool ................................................................................................... 24
Consumer Preferences ........................................................................................ 3 Policy ................................................................................................................. 25
Development & Funding ..................................................................................... 4 Individual Centres ............................................................................................... 27
Independent Retailers......................................................................................... 5 Promotion & Marketing ....................................................................................... 31
Overview ............................................................................................................ 5
8. Implementation.................................................................................................. 33
3. Relevant Policy ................................................................................................... 6
Policy ................................................................................................................. 33
PPG6 - Town Centres & Retail Developments...................................................... 6 New Retail Locations ........................................................................................... 33
RPG13 - Regional Planning Guidance for the North West .................................... 6 Compulsory Purchase Order ................................................................................ 34
Liverpool Unitary Development Plan .................................................................... 6 Environmental Improvements .............................................................................. 34
Summary of Policy .............................................................................................. 7 Town Centre Managers ....................................................................................... 35
Crime & Disorder ................................................................................................. 35
Funding .............................................................................................................. 35
4. Local Overview ................................................................................................... 8
Context.............................................................................................................. 8 9. Conclusions ........................................................................................................ 37

Population.......................................................................................................... 8
Infrastructure ...................................................................................................... 10 Overview ............................................................................................................ 37
Regeneration in Liverpool.................................................................................... 10 Future Prospects ................................................................................................. 37
Key Recommendations ....................................................................................... 37
5. Individual District & Local Centre Health Checks/SWOT Analysis ............................ 12
Health Checks .................................................................................................... 12

Strategy Formulation ........................................................................................... 16
Regeneration Initiatives ....................................................................................... 17
6. Retailing within Liverpool ..................................................................................... 18
Overview ............................................................................................................ 18
City Centre......................................................................................................... 18
New Mersey Retail Park ....................................................................................... 19
Edge Lane Retail Park ......................................................................................... 19
Liver Industrial Estate........................................................................................... 19
LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017a

Executive Summary future trend is the internet shopping market which as yet has not had significant effect
on shopping patterns but may do so in the future.
Introduction
5. Consumer preferences effect shopping patterns and the vitality and viability of
1. This study reviews the district and local centres of Liverpool to understand their ability individual centres. The study identifies five key considerations including out of centre
to meet the needs of shoppers, and where appropriate, the requirements of retailers facilities, car parking, shopping environment, Sunday trading and range of
and other town centre users. goods/services. Each one of these considerations has a significant influence on
where people shop and provides a context for assessing the individual centres.
2. The report draws on an assessment of the UK retail market and market perceptions in
Liverpool whilst analysing in depth the existing centres and appraising the options Development & Funding
available for meeting retail needs within the City.
6. Development activity has been largely directed towards shopping centres with strong
3. The study aims to provide an objective view of current retail facilities in the City’s demand and inadequate existing stock, however development opportunities rely on
district and local centres in order to establish the likely future prospects of these the right socio-economic profile to ensure that development is a viable proposition.
centres and where, if appropriate, improved facilities can be encouraged. The study In smaller centres development activity is often only likely to be viable if supported by
is not based on any assessment of turnover and expenditure to determine levels of an anchor operator.
capacity. It is more a qualitative/market real analysis which is practical and
pragmatic reflecting the circumstances of Liverpool City region, including the 7. Without the right tenants, the development economics of a scheme become
regeneration challenges it is faced with. marginal and funding opportunities scarce.
National Economic Overview Independent Retailers
4. Up until the end of 2001 spending witnessed a significant growth, fuelled by the lowest 8. Independent retailers face difficult trading prospects, firstly signalled by an inability in
interest rates in 32 years. High spending has been experienced, particularly on many cases to afford to locate in the prime area of a centre particularly within the
electrical, computing and luxury goods and general investor confidence in the retail most prosperous centres. Independent retailers face a number of variable costs
sector has improved throughout the UK. This increase in spending has been witnessed which can significantly affect their overall cash flow and therefore the viability of their
alongside retailers expanding rapidly, generally increasing thier total tur novers, but business. In addition there are further costs of providing security measures to protect
few actually moving profits forward. The result has been a trend towards their businesses if located in undesirable areas.
consolidation, with retailers seeking larger space units in prime locations in order to
limit their risk profile. These units are rarely available. Interest from national multiple 9. Independent retailers often secure only marginal returns from operating a retail unit
retailers in areas outside these prime locations has been limited and more local within a centre and therefore they do not often have spare capital to improve the
centres have suffered as they do not have the profile or unit size to attract national appearance of their unit, resulting in the need for environmental improvements within
operators. In addition, without change or improvement to accommodate and certain centres as a whole.
compete within the market, such centres are declining on a national basis. Another
LIVERPOO L/LOCAL & DISTRICT CENTRES/CAC0017a i

Relevant Policy 15. Unemployment rates for Liverpool remains ab ove the national average although
rates have witnessed a significant improvement in the past 15 years.
National and Regional Policy
Population
10. In terms of relevant national and regional planning policy, a number of key inter-
linking principles are apparent which relate to district and local centres. National 16. According to ward electorate forecasts Liverpool’s population is predicted to decline
policy clearly highlights the elements which should make up both district and local between 2001 and 2006, the population of Liverpool has been shrinking over the past
centres and encourages local authorities to adopt policies to enable these centres to 3 decades, most significantly between 1981 and 2000. Liverpool is one of the least
meet the needs of residents. affluent city’s in Britain and the Government’s National Statistic Information database
highlights this by outlining a number of key indicators to identify the socio-

11. Both current and emerging regional guidance highlights that the regeneration of the demographic status of Liverpool. The statistics database also provides indices of
regions conurbations will be a regional priority and local authorities and other deprivation by ranking the 29 wards within Liverpool out of a total of 8,414 English
regional agencies should be working together to provide accessible, desirable living wards. All of Liverpool’s wards fall within the lowest 30% of the Index of Deprivation,
and working conditions and to take account of key principles identified in “The with 13 of the wards falling within the top 1% of most deprived wards.
National Strategy for Neighbourhood Renewal” which includes reviving community/
local economies. 17. There remains, however, a City Council Policy to increse the population of the City
significantly over a 20 year period.
UDP Policy Context
Infrastructure
12. The UDP identifies that the vitality and viability of district centres will be maintained
and enhanced in order to secure the best access for the City’s residents to shopping 18. There are a number of significant road links surrounding Liverpool with the M62 linking
and other related facilities. Policy S7 looks specifically at promoting the Liverpool with the M6 and Manchester. The Liverpool area also has the benefit of the
enhancement and maintena nce of district centres and seeks to co-ordinate public M57/M58 and there are toll tunnels beneath the River Mersey providing direct links to
and private sector initiatives in order to secure various improvements for the centre’s. the M53/Wirral.
Local Overview 19. Liverpool has a relatively successful public transport network which links all
conurbations within the UDP area and beyond with access via trains and buses.
13. Liverpool has suffered substantial decline in its manufacturing and port based
industries over time and particularly during the latter half of the 20th century where 20. The Liverpool John Lennon Airport is currently being redeveloped and is close to
employment fell by 1/3. completion which will increase the capacity of passengers significantly over the
coming years.
14. Since 1996 economic growth has been rising, in particular in the public sector area
and business services sector.
LIVERPOO L/LOCAL & DISTRICT CENTRES/CAC0017a ii

21. A future focus of investment in public transport is the proposed ‘Rapid Transit 26. Objective 1 applies to the whole city and to Merseyside as a whole. This is Liverpool’s
Scheme’. This scheme has evolved since the mid-1990’s and at present the public source of European money. Five areas are targeted for economic regeneration
consultation exercise is planned for the end of 2002 on a revised scheme. This funding, e.g. North Docks (Atlantic Gateway), Edge Lane area (Eastern Approaches),
proposed tram system (Mersey Tram) would operate by 3 routes from the City Centre, Speke Garston, Gillmoss and the City Centre. This could supply funding to Speke and
extending out to the conurbations of Liverpool. Garston, Stonebridge Cross, Edge Lane RWP, Old Swan and Edge Hill.
Regeneration in Liverpool Health Check/Analysis
22 The City Centre is the focus of large of funding from a variety of sources, including 27. Following an analysis of the 29 district and local centres, the Study highlights the most
SRB6, NWDA, EP and Objective 1. common weaknesses that are associated with the centres. Of particular relevance is
that approximately 1/3 of Liverpool’s district and local centres have 3 or more key
23 A Strategic Investment Framework (SIF) is being worked up for the inner core of the weakne sses. This analysis is then progressed to identify whether the district and local
city. The SIF will set the parameters for steering a variety of funding packages at centres meet basic standards of retail provision. The result of this highlights that 11
problems associated with collapsing private housing markets. The SIF will identify both centres do not provide the full range of services that would be expected, although
housing clearance areas and those parts of the Inner Core, which will be suitable for some remain important retail locations for other reasons.
private sector housing investment.

Strategy Formulation
24 The SIF will guide the implementation of the Housing Market Renewal Initiative (HMRI).
Liverpool, together with Sefton and Wirral have been designated by the Government 28. It is clear that if retail provision within the City is to remain viable then any strategy will
as HMRI "Pathfinders" and the SIF represents an important element in this. The HMRI need to be pragmatic and flexible whilst containing sustainable principles to give
targets housing areas where there is a declining market (in Liverpool about 70,000 certainty to those investing in the area.
houses in the inner core. It is hoped that a very large Housing Market Renewal Fund of
hundreds of millions of pounds will be available to start bringing about changes in Retail-Led Regeneration
these housing markets.
29. There are many regeneration initiatives within the City, at present many of which
25. The North Liverpool Action Plan is being prepared by consultants. The Study area contain retail uses which are required to generate value in support of regeneration
includes County Road, Breck Road and Great Homer Street centres. The Economic programmes. The Report highlights that the prospect of sporadic retail developments
Action Plan is to identify a series of key interventions and projects over a 10-year in support of regeneration plans can result in significant problems in bringing forward
timescale which will help stabilise (or increase) population levels in North Liverpool meaningful and sustainable development in existing district and local centres. This is
and ensure a degree of economic self-sufficiency. The Plan will also provide a a matter for the City Council to address and planning policy should ensure that the
framework and economic justification for NWDA funding into this part of the city. right balance is struck between encouraging regeneration in appropriate locations
County Road and Breck Road could be recipients of this together with a potential whilst not creating or worsening regeneration issues elsewhere such as the local and
new centre at Great Homer Street. district centres.
LIVERPOO L/LOCAL & DISTRICT CENTRES/CAC0017a iii

Retailing within Liverpool Retail Market Overview
30. The City Centre has 135,663 sq.m of net comparison retail floorspace and is supported 36. In order to provide a ‘market real’ approach to the study, retailers have been
by 15 district and 14 local centres, as defined in the Liverpool UDP. In addition to contacted to establish the extent of their requirements within the district and local
these, there are several local shopping parades whi ch have no UDP designation. centres of Liverpool. Their comments are fed into the analysis of individual centres
and the subsequent strategy. It is apparent, however, that few national or regional
31. The City also has a number of out of centre non-food retail facilities and multiple retailers have aspirations to take more floorspace in Liverpool at present. As
accommodates a significant number of foodstores, many of which are contained in a consequence, demand is muted, a large extent because of the quality of existing
existing centres. centres and units.
32. In regard to the City Centre, a City Centre Retail Strategy Report in February 1999 was Strategy
undertaken by Cushman & Wakefield Healey & Baker (previously Healey & Baker)
which recommended extension to the City Centre main retail area equating to 37. A strategy for retail provision within Liverpool is not straight forward and unlikely to
75,000 sq.m (net) of net additional floorspace which has become known as the result in immediate changes in terms of the retail performance within Liverpool. The
Paradise Street Development Area (Principal Development Area). study i dentifies four elements to be included in a strategy which include:
33. The inclusion of this strategy into Draft UDP Policy has now been endorsed by the UDP (i) Strategic considerations about retail locations;
Inspector. The Council’s development partner for the scheme is Grosvenor (ii) Our policy framework for taking forward retailing in Liverpool and supporting
Henderson and they received planning permission from Liverpool City Council in district and local centres;
September 2002. (iii) Specific provisions for individual centres;
(iv) Promotion and marketing.
34. This, in addition to a number of other smaller retail schemes, is likely to dramatically
improve the retail quality in the City Centre over the coming years. Strategic Considerations
35. In relation to thi s study, the forthcoming improvements within the City Centre is an 38. In order to fully consider the strategic considerations and recommendations put
important factor in that this new found developer confidence will help strengthen the forward to the City Council, a hierarchy of retail centres has been devised as a useful
City as a whole and has the potential to encourage investors to Liverpool, although instrument for policy f ormulation.
the extent which this will benefit the area beyond the City Centre is currently
uncertain. However, what is clear is that the prospect of this investment in the City 39. The hierarchy outlines which centres should be defined as district centres, which
Centre should not be undermined with the promotion of retail facilities that might should be re-branded as ‘neighbourhood centres’, which should have their
undermine the commercial case for the PSDA. boundaries reviewed and which should be de-designated as retail centres. Within
this process and of most significance is the identification of 2 centres of strategic
importance which include Allerton Road district centre and Old Swan district centre..
It is considered that these centres should be the focus of new investment for retail,
commercial and community uses.
LIVERPOO L/LOCAL & DISTRICT CENTRES/CAC0017a iv

Liverpool City Council. The City Council will also be responsible for producing
40. These centres have potential for growth with a diversity of uses serving the south and guidance/policy for those areas where new retail locations are considered
central parts of the City. They are accessible and have the ability to serve large parts acceptable.
of the population. The north of the City has lower order retail centres, and no one
centre has strategic significance. At this stage, the concentration should be on Individual Centres
enhancing retail generally through the defined and proposed centres.
46. This part of the strategy draws on the individual analysis of each centre in Section 5
41. The study then focuses on a range of retail based proposals/ideas w ithin Liverpool and has been refined to recommend potential actions for each centre.
including:
47. As previously mentioned, it is considered that two existing district centres should
§ The prospect of a new district centre at Speke district centre; become strategic centres where investment should be focused with the potential of
§ The prospect of a new district centre at Stonedale Cross; town centre managers being introduced. These include Allerton Road and Old Swan.
§ The prospect of a neighbourhood centre at Deysbrook Barracks; In regard to the remainder of the district centres a number of recommendations are
§ Relocation of Great Homer Street local centre onto Taylor Street industrial estate; attached to each in order to help maintain their status now and in the future. These
include recommendations such as enhancing the environmental characteristics of
Policy the centre, providing additional pedestrian links, formulation of crime and safety
strategies.
42. The study suggests to the Council that policy relating to the district and local centres
should not threaten delivery of the Paradise Street Development Area proposals, 48. It has also been recommended that a number of centres are downgraded as they
although a policy framework for the ex isting centres should be positive in order to do not, and are unlikely to, function effectively in the future and therefore a
create certainty for those seeking to invest or trade from such centres. In addition, constriction of their retail offer is considered the most appropriate way of maintaining
policy should also seek to protect appropriate investment in these centres and the their status.
trading prospects of those centres from the threat of inappropriate development
elsewhere.
New Retail Locations
43. The study also recommends to the Council that the part of the centres which have
been identified to be dedesignated should be redefined as ‘intermediate areas’ 49. To augment existing provision, it is considered that new centres should be identified at
where the proposect of alternative uses coul d be considered on a flexible basis and Stonedale Cross, Speke and Scotland Road. In reality, these are existing retail
Compulsory Purchase may be actively pursued in order to renew these areas. locations that require relocation, upgrade and enhanced prominence to make them
function adequately. There is also the prospect of a neighbourhood centre at
44. The study also suggests that supplementary planning guidance is devised to ensure Deysbrook Barracks.
that new development proposals secure maximum benefits for the local area.
45. The study highlights that policy to support and protect existing centres is a matter
which needs to be pursued through the UDP and therefore the responsibility of
LIVERPOO L/LOCAL & DISTRICT CENTRES/CAC0017a v

Promotion & Marketing Environmental Improvements
50. Following the assessment of the individual centres and the recommendations of a 54. It is clear that signi ficant scope exists for environmental improvement to all of the
strategy for their future the study identifies that monitoring and performance of the centres and funding for these improvements is a key issues with a number of sources
district and neighbourhood centres should be undertaken in order to progress with available which are generally channeled through the NWDA. We consider priority
the overall strategy. It is suggested that the Council ensures these centres are should go to the district centres.
reviewed and assessed in line with the strategy. It is also recommended that Town
Centre Manager’s should be introduced within certain centres in order to 55. The study highlights that there is a balance between the benefits associated with
maintain/improve them on a day to day basis. The centres identified most likely to environmental improvements and the potential uplift in the trading prospect of
benefit are Allerton Road, Old Swan, Broadway, County Road, Aigburth Road, individual centres in that there would need to be a real return from investment from
Smithdown Road North, Walton Vale, Woolton, Wavertree High Street and London environmental improvements in order for them to be worthwhile. It suggested that a
Road. pilot project in one or two centres is undertaken in this regard to see whether the
balance can be met.
51. The role of the Town Centre Manager would be wide ranging and involve creating
retailer groups, organising events, securing funds for improvements, producing a Town Centre Managers
security and crime strategy, marketing the centre, co-ordinating retailers so that they
may benefit from a dialogue with one another. 56. As previously mentioned, Town Centre Managers could have potentially an important
role to play within the district and local centres of Liverpool. It is considered that
Implementation marketing and promoting a centre is part of the role, as is understanding the business
of the retailers that are located within the individual centres. They will also work
52. The study highlights that key to the implementation of the identified strategy is a closely with the City Council in pursuing individual strategies.
focused approach co-ordinated with existing regeneration initiatives that are

currently being pursued throughout the City. At present there are many regeneration Crime & Disorder
bodies operating throughout the City, none of which have specific responsibility for
the district and local centres. 57. Within the options for the centre the Study identified that a crime and safety strategy
should be considered for a number of centres. There are a number of funds available
53. As highlighted previously, it is considered that in order to co-ordinate the strategy, and the Home Office has identified Liverpool as being a key priority area. It is
secure funds, develop policy and ensure the policy is not undermined, responsibility considered that the formulation of such a strategy should be co-ordinated by the City
needs to be assumed within the City Council for the district and local centres of Council, local retailer groups or by any future town centre manager.
Liverpool. In due course, this may become the role of individual town centre
managers.
LIVERPOO L/LOCAL & DISTRICT CENTRES/CAC0017a vi

Conclusions
58. While the district and local centres in Liverpool face significant challenges if they are
to survive, this study sets a framework for making them more competitive. Their revival
will not be immediate but with focus ed and co-ordinated efforts, the City should be
able to create a network of vital and viable retail centres to meet modern shopper
requirements.
LIVERPOO L/LOCAL & DISTRICT CENTRES/CAC0017a vii

1. INTRODUCTION
Brief
1.1 Cushman & Wakefield Healey & Baker (C&W/H&B) have been instructed by Liverpool
City Council to advise on the future of the City’s district and local centres and their 1.7 The City Council has specifically recognised that the district and local centres require
ability to meet the future needs of local community. a coherent strategy. The purpose is to ensure that the City is properly served in terms
of retail facilities and that the local community has easy access to day to day goods
1.2 The study brief requires a fresh approach to reviewing district and local centres to and services, without the need to visit the City Centre.
understand their ability to meet the needs of shoppers and where appropriate the
requirements of retailers and other town centre users. This requires an appreciation of 1.8 The current structure of district and local centres is key to meeting this need but it is
the UK retail market, an assessment of market perceptions in Liverpool, a critical acknowledged that the current network of centres may not be sufficient to meet all
analysis of existing centres and an appraisal o f the options available within the City. of the City residents needs, nor indeed are the centres necessarily performing that
function at present. There is little dispute that the majority of the district and local
1.3 For a study of this type to be an effective tool for future policy decisions and centres have deteriorated over the past 20-25 years with limited investment and
implementation, it must be ‘market real’, ie. capable of implementation, whilst taking increasing levels of decay and dereliction.
an inclusive approach to retail facilities. Significant development is beginning to take
place in Liverpool in different property sectors and at different levels of the market 1.9 The Council requires, therefore, a study which provides an objective view of the
giving confidence in the city as a location to invest. current retail facilities in the City. The study should then take the best retail market
information, at a national and local level, to establish the likely future prospects of
1.4 Liverpool is benefiting from a number of regeneration programmes throughout the these centres and whether a pro-active role can be taken to encourage improved
City which have attracted strong levels of funding. Many regeneration initiatives are facilities, where these are necessary and where there is a good prospect of achieving
being assessed at present and several different agencies have emerged with success.
regeneration responsibilities including Liverpool City Council, Liverpool Vision, NWDA,

North Liverpool Partnership, Kensington New Deal, Liverpool First to name but a few. 1.10 This study is not, therefore, based on an analysis of turnover and expenditure to
Particular regeneration initiatives include extensive Housing Renewal Programmes, determine levels of capacity. Such analyses can represent useful indicators of scope
particularly in North Liverpool, the Eastern Approaches, the Strategic Investment but need to be allied to a proper assessment of market demand and can seriously
Framework and the significant development proposals for the City Centre. misrepresent the prospects of an area. In this case, the approach is more practical
and pragmatic, reflecting the circumstances of Liverpool City region, including the
1.5 In support of the City Centre, Liverpool currently has 15 district and 14 local centres, significant regeneration challenges that it faces.
together with a number of more local shopping parades. The quality of the centres
differ widely. Scope of Report
1.6 Whilst certain centres have a reasonably good range of shops and services and serve 1.11 Section 2 of this Report provides a broad economic overview, including the retail
the community well, others are characterised by high vacancies, low environmental market generally and consumer demand. Section 3 highlights the relevant policy
quality, crime, poor retailing and these centres represent major regeneration including Government, Regional and Local. Section 4 reviews the more immediate
challe nges, for the City Council to tackle.

1
economic circumstances of Liverpool, including general retail market perceptions,

regeneration in Liverpool and a specific mention of North Liverpool.
1.12 Section 5 reviews the health checks for each of the district and local centres, drawing
together the strengths, weaknesses, opportunities and threats (SWOT analysis) that
prevail. This section outlines the options that will exist for the individual centres,
depending on the strategy determined for retailing within Liverpool and the centres
on a collective basis.
1.13 Section 6 provides a description of existing retail facilities in Liverpool and immediately
beyond its boundaries. This section includes the City Centre, district and local
centres, out of centre facilities together with current and prospective retail proposals
that may effect shopping patterns of behaviour within the City.
1.14 Section 7 considers the strategy for the district and local centres both collectively and
individually and Section 8 of the report deals with the potential implementation
options for the strategy, whilst Section 9 concludes the report.

2
2. NATIONAL ECONOMIC OVERVIEW operators. Many independent retailers have continued to lose market share and
multiples are becoming even more dominant in the market.
Retail Market
2.7 Overall, the retail market is increasingly witnessing the polarisation and concentration
2.1 Over the past 12-18 months, retail spending has witnessed significant growth with like of retailing, with increasing competition for the strongest centres and prime locations.
for like sales for 2001 running well ahead of 2000, with only a temporary slowdown Demand for smaller centres is being adversely affected as a consequence.
following the wor ld events of September 2001. The increase in spending is fuelled by
the lowest interest rates in 32 years giving consumers more available expenditure and 2.8 Internet shopping has emerged as another retail medium but has not yet had the
making the cost of borrowing cheaper. effects on shopping patterns that some commentators initially predicted. Interne t
spending principally relates to books, CD’s, DVD’s, etc. where internet spending
2.2 Only in the second quarter of 2002 are spending figures beginning to slow, although growth has been appreciable.
at this stage not sufficiently to represent an absolute trend.
Consumer Preferences
2.3 High spending, particularly on electrical, computer and luxury goods has been
witnessed, together with steady but impressive growth in the clothing and footwear 2.9 Whilst consumer preferences vary on a regional basis, there are five key
sector. Consumers continue to spend approximately 26% of their non-food considerations which affect sho pping patterns and the vitality and viability of
expenditure on clothes. individual centres.
2.4 In general, investor confidence in the retail sector has improved throughout the UK, i. Out of centre facilities;
although wide variations exist as a result of localised factors. Retailers have become ii. Car parking;
much more competitive in an attempt to secure greater market share and mergers iii. Shopping environment;
and take-overs are now a common characteristic of the retail, financial and catering iv. Sunday trading; and
markets. v. Range of goods and services.
2.5 What has emerged are retailers seeking larger space units in prime locations, which (i) Out of Centre Facilities
are rarely available. Interest from multiple retailers in areas outside these prime
locations has been limited and more localised centres without the critical mass of 2.10 There is currently in the region of 3 million sq.m of primary retail floorspace in off-
retailing, profile or unit size to attract national operators have suffered. Without centre locations, accounting for approximately one third of all retail sales (Source:
fundamental and often radical change, against the background of an intensively Verdict). That off-centre provision is seen as a direct response to community demand
competitive market, such centres will continue to decline. for such facilities as well as difficult ies experienced by some operators in securing
suitable premises within town centres. Benefits include economies of scale and
2.6 With this increased competitiveness and improved spending, a significant number of improved margins for operators.
national multiple retailers are performing reasonably well (although may not
necessarily be more profitable). Such retailers take advantage of their greater buying
power, economies of scale and their ability to pay higher rents than more local

3
2.11 The general accessibility of these locations, ample free car parking, range of goods (v) Range of Goods/Services
and competit ive prices often makes these locations highly attractive to the shopping
public. 2.17 Many centres offer a diverse range of services to support the retail function of the
centre. The leisure and restaurant/catering/bar market has expanded rapidly in

(ii) Car Parking recent years and whilst its growth is showing, a number of centres have benefited
from improved services. These types of use can draw shoppers to a centre and result
2.12 Whilst open to regional variations, most people who have access to a car chose to in longer dwell-times. Such uses can also enhance the vitality and viability of a centre
use it to shop, where possible. This means those centres with car parking benefit, as and improve the shopping environment.
they are easier to use, and major retail facilities with ample free surface level car
parking, have an advantage over inner-urban centres, with limited and often 2.18 Other town centre support uses can also encourage greater usage of a shopping
charged parking. centre such as libraries, health centres, employ ment offices, etc. These can be
particularly important for older members of society, often referred to as the ‘greying
(iii) Shopping Environment consumer’, who tend to look for a range and mix of retailing and services to provide
a focus for their shopping activity.
2.13 Various consumer surveys indicate increasing concern by the shopping public for
quality urban environments, comfort, convenience and secure shopping streets. This Development & Funding
plays an important part in shopper activity.
2.19 Development activity has largely been directed towards larger shopping centres with
(iv) Sunday Trading strong latent demand and inadequate existing stock. Such development
opportunities rely on the right socio-economic profile to ensure that development is a
2.14 This represents one of the most significant influences on shopping patterns and in the viable proposition.
retail market over recent years. Whilst most commonly associated with foodstores
and retail park facilities, since 1993 legislation has allowed high streets to open for 2.20 Within smaller centres development activity is often concentrated on individual sites
Sunday trading. and undertaken for a named operator such as a foodstore or fast food operator. In
many smaller centres development activity is only likely to be viable if supported by a
2.15 Sunday shopping is popular with shoppers as it provides an alternative to Saturday for foodstore operator who generally develop direct, or through an associated
family or group shopping outings which cannot take place at any other time. developer.
Shoppers increasingly use their leisure time in which to shop, which particularly benefit
attractive or historic centres, which offer other attractions. 2.21 More mixed-use schemes are now being developed out, where the real value is from
residential uses over a shop unit, within an existing centre. The value of residential
2.16 What has emerged are larger centres, or centres with other catering and leisure property is key to influence the development activity.
facilities opening on a Sunday whilst other centres do not have the critical mass of
retailers with Sunday trading, to make the proposition worthwhile. In particular, local 2.22 Funding for development opportunities is weak in marginal retail locations.
and smaller district centres suffer, where the costs of opening a store can often Speculative schemes are unlikely to receive backing unless an anchor store and
outweigh the days takings. significant lettings to mult iple retailers have been secured. A higher income return on

4
a lower capital outlay reflects the increased funding risk. The prospect of this type of 2.30 If the fortunes of an independent retailer decline, then cuts in their cost base often
scheme coming forward in a traditional local or district centre are limited, unless the have to take place and investment in the stores appearance is often the first item to
centre either trades well or has the potential to do so. be removed. This explains why the appearance of certain centres is poor as it reflects
the marginality of the businesses located there.

2.23 Some property companies are now acquiring purpose built shopping centres, often
older-style 1960’s and 70’s district and local centres, with a view to enhancing their 2.31 Indeed, many retailers limit their liability to insurance and their bills associated with
investment through redevelopment and/or refurbishment and extension. This does statutory services such as light ing, electricity, etc. by only opening at peak periods
require a capital outlay and relies on improving the range and quality of retailers such as Saturdays.
within the centre in order to improve the value of the investment.
2.32 This explains to a large extent why national multiple retailers are able to deal more
2.24 These situations reflect real opportunities to enhance the retailing facilities within a effectively with changes in the trading profile of individual stores.
centre.
Overview
Independent Retailers
2.33 District and local centres face significant challenges as a result of a number of
2.25 Unlike national multiple retailers (defined as a retailer with more than 10 existing national economic circumstances:
stores) independent retailers operate off significantly different trading profiles.
(i) Increase in national multiple retailers at the expense of independent
2.26 A national multiple retailer benefits from economies of scale associated with its larger retailers;
buying power and can shift resources between individual operations in order to (ii) National multiple retailer requirements polarising towards larger cent res
maximise turnover and profitability. and larger units, in order to minimise risk;
(iii) The growth of out -of-centre facilities, with their trading advantages;
2.27 Independent retailers generally operate from individual units and due to cost, cannot (iv) Usually limited car parking compared to larger town centres and out -of-
afford to locate within the most prime parts of existing centres or necessarily in the centre facilities;
most thriving centres. (v) Sunday trading laws favouring larger centres and out -of-centre facilities;
and
2.28 The cost base associated with an independent retailer includes rent, rates, taxes, (vi) Limited developer/funding activity within smaller centres as risks too great.
salaries, store upkeep, stock purchasing and insurance. Changes in any of these
variable costs can have significant implications for overall cash flow and the viability 2.34 The next section of this report goes on to consider these national trends in the context
of a business. of the Liverpool sub-region.
2.29 Additional costs associated with, for instance, high crime levels, can also be
prohibitive including increased insurance premiums and the cost of enhanced
security measures (roller shutters, alarms, CCTVs).

5
3. RELEVANT POLICY 3.6 A Public Exhibition panel report has been produced in response to representations
made on the draft guidance and the Secretary of State has proposed changes to
PPG6 - Town Centres and Retail Developments (June 1996) the draft RPG.
3.1 PPG6 is the principal national planning policy which guides retail albeit supported by 3.7 The draft Guidance states within Policy UR1 that “the sustainable regeneration of the
PPG1 – General Policy and Principles (February 1997) and PPG13 – Transport (March urban parts of the region’s conurbations and other regeneration priority areas will be
2001). a regional priority”. The Guidance advises that local authorities and other regional
agencies should work together to provide accessible, desirable living and working
3.2 As part of the overall objective of PPG6 the Guidance highlights that “local authorities conditions and to take account of the key principles identified in ‘The National
should adopt planning policies to enable district and local centres to meet the needs Strategy for Neighbourhood Renewal’ which includes reviving communities/local
of residents in the area in order to safeguard and strengthen existing centres in both economies and ensuring the delivery of decent services. This approach is reinforced
urban and rural areas which offer a range of everyday community, shopping and by Policy EC6 which highlights in paragraph 5.42 that “local authorities will need to
employment opportunities”. work with local partners to redefine the role of smaller centres that are experiencing
economic decline and decentralisation to retain community facilities and ensure their
3.3 More specifically, the Guidance identifies district centres as “groups of shops, continued economic activity
separate from the town centre, usually containing at least one food supermarket or
super store, and non-retail services such as banks, building societies and restaurants”. Liverpool Unitary Development Plan (2000)
Local centres are described as a “small grouping usually comprising a newsagent, a
general grocery store, a sub- post office and occasionally a pharmacy, a hairdresser 3.8 The Liverpool City Council UDP (2002) identifies in Policy S5 that the vitality and
and other small shops of a local nature”. viability of the district centres will be maintained and enhanced in order to secure the
best access for the City’s residents to shopping and other related facilities. The text
3.4 The Guidance goes on to explain that local authorities should encourage, through supporting this policy explains that a diversity of uses in district centres is fundamental
their planning policies and actions, a wide range of facilities in district and local to the ir success, including the role of leisure and the evening economy. It goes on to
centres, consistent with the scale and function of the centre, to meet peoples day to explain that the district centres are well served by public transport services, and are
day needs, thus reducing the need to travel. The Guidance also highlights that post accessible by foot and bicycle to the immediate population. District centres are
offices and pharmacies in existing district and local centres should be retained, and therefore accessible to most members of the community, including those without
discouraged in out of centre retail development. access to a car which is important due to low car ownership levels within Liverpool.
Regional Planning Guidance for the North West (RPG13) 3.9 Policy S6 of the UDP promotes retail development within district centres and highlights
that shopping provision and investment is an essential element of district centre’s
3.5 The existing RPG13 (1996) is currently in the latter stages of review. The draft vitality and viability and serves to underpin the other facilities provided. Policy S7
Guidance contains policies on housing, transport, economic development, goes even further in promoting the enhancement and maintenance of district
environment, minerals and waste to provide a framework for local authority land use centres and seeks to co-ordinate public and private sector initiatives in order to
plans and local transport plans up to 2021. secure:

6
(i) Refurbishment and expansion and redevelopment of existing retail premises;

(ii) Maintenance of shopping function and primary retail frontages;
(iii) Environmental improvements, including improvement to the quality of shopping
frontages, the safety, security, comfort and convenience of pedestrians and

enhancement of open spaces;
(iv) Improvement to the transport infrastructure - in particular to public transport
and cycling facilities - and improving the quality and quantity of car parking
provision;
(v) The reuse of vacant upper floors, particularly for residential uses;
(vi) Provision of additional social, leisure and community facilities; and

(vii) The retention of larger development sites, where possible, for retail
development.
Summary of Policy
3.10 The planning policy framework at national level encourages Local Authorities to
provide a wide range of facilities to meet the needs of local communities. This
guidance filters into regional policy which is current in terms of recognising that
communities/centres are in need of reviving and relationships are considered to be
key in redefining or maintaining District or Local Centres.
3.11 At a local level the Liverpool Unitary Development Plan supports the above principles
with policy seeking to encourage investment in order to enhance and maintain
centres and support key regeneration objectives.

7
4. LOCAL OVERVIEW 4.6 The Local Authority remains the largest single employer in the Liverpool area. Other
major employers include the health service, Police and in particular, the City’s three
Context universities, which have seen substantial growth during the 1990s.
4.1 Liverpool is the principal retail centre in Merseyside and the second largest City in the 4.7 Retailing and leisure are important sources of employment in Liverpool, although in
north-west of England. Formerly one of the most important trading and industrial the case of retailing, employment in this sector currently falls slightly behind national
centres in the British Empire, Liverpool has long suffered substantial decline in its average figures by approximately 2 -3%.
manufacturing and port -based industries, and this has led to high unemployment
through recent decades and a decline in population. 4.8 Manufacturing employment in the Liverpool area is concentrated in a small number
of large firms, principally active within a limited range of activities, notably vehicles,
4.2 Liverpool’s employment base contracted massively during the latter half of the 20th food and drink and chemicals/pharmaceuticals.
Century. Between 1981 and 1996, total employment in the City fell by a third. This
represented the largest fall in employ ment, both in absolute and percentage terms of 4.9 After many years of negative news, Ford’s announcement in 2000, regarding the
any UK City over that period. production of the new X400 ‘Baby’ Jaguar car, at their Halewood Plant, has had a
major effect on the local manufacturing sector, safeguarding the 1,800 existing jobs
4.3 However, since 1996 employment growth has resumed at a rate slightly ahead of and creating 500 new jobs. The announcement also triggered a number of positive
comparable centres, with employment growth strongest in the public sector - announcements from associated suppliers including the US based Lear Corporation
education, health an d public administration, although there has also been growth in with Conix and Visteon, both opening new factories adjoining the Halewood Plant.
business services (Source: Promis 2002).
4.10 There have also been major job losses in the last 1-2 years including Marconi and
4.4 Employment in Liverpool continues to be biased towards larger organisations with GlaxoSmithkline.
almost 24% of all jobs within firms employing more than 500 people, slightly above
average levels (18%). 4.11 Overall, at 6.2% the unemployment rate for the Liverpool travel to work area is well
above the national average of 2.6%, although the local rate has witnessed a
4.5 Service sector employment fell by 14% in Liverpool during the period 1981-1991, in significant improvement in employment rates over the past 15 years, from
stark contrast to the double digit growth witnessed in other comparable centres unemployment rate of 19% in June 1987, 15% in June 1993 and 13% in June 1996
(Source: Promis 2002). During the latter half of the 1990’s, employment numbers (Source: ONS).
increased substantially within the service sector. The influx of large call centres has
mainly been responsible for this trend. Operators of such facilities include Capital Population
Bank, Abbey National, Alliance & Leicester and Barclay card. Swiss Life has recently
relocated its Crosby -based client service call centre to larger premises at the Albert 4.12 In 2001 Liverpool’s population was 340,481 and is predicted to be 338,928 in 2006
Dock in Liverpool, with a transfer of 500 jobs. IT Group Seven C (7C) is currently in the according to ward electorate forecast s (Source: Liverpool City Council).
process of recruiting up to 700 staff for its new multi-lingual call centre at the
matchworks site in Speke.

8
4.13 The catchment is densely populated but has been shrinking over the past three
Ward Ranking out of 8,414
decades, and the decrease during 1981- 2000, of 10%, is the most significant outflow
(Rank 1 Being the Most Deprived Ward
of population of all the principal cities. A further decline in the catchment population
in England)
is forecast over the period to 2005 (Source: 1991 Census ONS).
Netherly 44
Kensington 48
4.14 Liverpool is one of the least affluent cites in Britain. The Government’s national
statistic information database highlights a number of key indicators which outline the St. Marys 86
socio-demographic status of Liverpool as a whole: Valley 125
County 168
§ Non-car ownership is above the national average by approximately 20%;
Dingle 215
§ Household ownership is approximately 15% below the national average.
Tuebrook 235
Fazakaley 262
4.15 The statistics database also provides indices of deprivation by ranking the 29 wards
within Liverpool out of a total of 8,414 English wards. The index draws together factors Anfield 268
covering income, employment, health and disability, education skills and training, Broadgreen 283
housing and geographical access to services. Picton 328
Old Swan 340

4.16 The table below outlines the rankings of each of the wards.
Gilmoss 349
Warbreck 431
Table 1 – Index of Depravation by Liverpool Ward
Arundel 886
Ward Ranking out of 8,414
Croxteth 1244
(Rank 1 Being the Most Deprived Ward
in England) Allerton 1249
Speke 2 Aigburth 1419
Everton 4 Woolton 2172
Vauxhall 6 Church 2483
Granby 10 Grassendale 2530
Pirrie 11 Childwall 2598

Source: National Statistic Database – Indices of Deprivation, 2000
Breckfield 12
M elrose 24 4.17 Key factors to note are that all 32 wards within the City fall within the lowest 30% of the
Clubmore 26 index of deprivation, with 13 of the wards falling within the top 1% of most deprived
Smithdown 28 wards. Liverpool has 6 of the top 15 most deprived wards in the Country and Speke,
Dovecott 34 in particular, is the second most deprived ward in England.

9
mid-2001. A public consultation exercise is planne d for end of 2002 subject to

4.18 There are variations in prosperity within the area. Amongst the more affluent locations business case approval.
are Aigburth, Allerton and Woolton to the south.
4.24 The new scheme, entitled MerseyTram, would be electrically powered, and run along
4.19 Although per capita retail expenditure is below average, Liverpool’s highly populated three routes, the first of which would go from Kirkby through Croxteth and Old Swan to
catchment area generates a large pool of c omparison spending. the City Centre. The second route would run from the Albert Dock to the City Centre
then onto Page Moss, whilst the third would extend from the City Centre to the Speke
Infrastructure Garston area and serve Liverpool John Lennon Airport.
4.20 The M62 provides a fast link from Merseyside to the M6 and Manchester, while the 4.25 Other public transport schemes in the pipeline include a substantial increase in bus
M57 bypass, to the north-east of the conurbation, connects the M62 to the M58 priority corridors and a new suburban railway station at Allerton.
further to the north. Two toll tunnels, beneath the River Mersey, provide direct links to
the Wirral and the M53. Regeneration in Liverpool
4.21 Public transport within the Liverpool area is relatively well developed. In particular, 4.26 The City Centre is the focus of large of funding from a variety of sources, including
ARRIVA Trains Merseyside (formerly Mersey Rail) operate two well patronised services, SRB6, NWDA, EP and Objective 1.
the Wirral Line, extending under the River Mersey, links Liverpool with West Kirby,
Ellesmere Port, New Brighton and Chester. The Northern Line links Liverpool with 4.27 A Strategic Investment Framework (SIF) is being worked up for the inner core of the
Ormskirk, Kirkby, Southport and Hunts Cross. Both the lines operate ‘underground’ city (roughly that area within Queens Drive – the inner city minus the City Centre) by
beneath Liverpool City Centre, linking the city’s four principal rail stations and thus consultants. The Inner Core area also includes South Sefton and Wirral and very much
offering an efficient means of travel within the central core. focuses on "inne r Merseyside". The SIF will set the parameters for steering a variety of
funding packages at problems associated with collapsing private housing markets.

4.22 A complete redevelopment of the existing terminal facilities at the Liverpool John The SIF will identify both housing clearance areas and those parts of the Inner Core,
Lennon Airport is currently underway. The develop ment, scheduled for completion in which will be suitable for private sector housing investment. .
Mid-2002, will increase capacity to 4.5 million passengers per year (Source: Liverpool
City Council). 4.28 The SIF will guide the implementation of the Housing Market Renewal Initiative (HMRI).
Liverpool, together with Sefton and Wirral have been designated by the Government
4.23 The main focus of infrastructure spending is public transport, with the largest project as HMRI "Pathfinders" and the SIF represents an important element in this. The HMRI
being the proposed rapid transit scheme. The first version of this scheme was the targets housing areas where there is a declining market (in Liverpool about 70,000
subject of a public inquiry at the end of 1998; the Secretary of States subsequent houses in the inner core. It is hoped that a very large Housing Market Renewal Fund of
report in 1999, rejected the scheme, primarily on the grounds that it would be hundreds of millions of pounds will be available to start bringing about changes in
judgmental to existing bus services. However, a commitment to rapid transit provision these housing markets. The funding will target a holistic approach to establishing
was maintained in the Merseyside Local Transport Plan and Merseytravel with market renewal and represent a major opportunity for securing improvement in
Liverpool and Knowsley Councils submitted a business case for the revised scheme in centres such as Breck Road, Park Road, Edge Hill, County Road, which are located in
the Inner Core and have been adversely affected by collapsing housing markets and

10
de-population. It is unclear at present however, to what extent HMRF can be used for 4.34 Funding could be available for transport improvements in some centres, and the local
the provision of non- housing development e.g. shops, community facilities. It may well Transport Plan and Merseytravel. Other Council funding could target centres via
be however, that HMRF could be used for site assembly etc. Clarification of the rules improved street lighting and maintenance.
are still awaited.

4.35 There is little prospect of easy funding for centres in better off areas like Allerton and
4.29 The North Liverpool Action Plan is being prepared by consultants. The Study area Woolton.
includes County Road, Breck Road and Great Homer Street centres. The Economic
Action Plan is to identify a series of key interventions and projects over a 10-year
timescale which will help stabilise (or increase) population levels in North Liverpool
and ensure a degree of economic self-sufficiency. The Plan will also provide a
framework and economic justification for NWDA funding into this part of the city.
County Road and Breck Road could be recipients of this together with a potential
new centre at Great Homer Street.
4.30 Objective 1 applies to the whole city and to Merseyside as a whole. This is Liverpool’s
source of European money. However, it has traditionally not been available for
spending on retail areas because of competition rules. Whilst all the Partnership Areas
are targets for some money, much is on training, etc. However, five areas are
targeted for economic regeneration funding, e.g. North Docks (Atlantic Gateway),
Edge Lane area (Eastern Approaches), Speke Garston, Gillmoss and the City Centre.
This could supply funding to Speke and Garston, Stonebridge Cross, Edge Lane RWP,
Old Swan and Edge Hill.
4.31 Kensington New Deal targets a very large amount of New Deal for Communities
money to a small area. Edge Hill and Kensington centres can and will receive a lot of
this.
4.32 Neighbour hood Renewal Funding is available in all the poorest wards in the city (over
half) but is not really applicable to retail centres, except via improved neighbourhood
service delivery.
4.33 There is funding available for crime and community safety via a variety of sources.

11
5. INDIVIDUAL DISTRICT & LOCAL CENTRE HEALTH CHECKS/SWOT ANALYSIS • Clear that a number of centres are experiencing pressure fro change.
• The health of centres across the City varies.
• There is no real trend in terms of the health of a centre determined by size.
5.1 This section of the Study analyses the key characteristics of each centre to establish
• With few exceptions the inner urban centres appear to trade less well than those
general levels of vitality and viability and should be read alongside Appendix 1. For
in the suburbs or outer areas.
each centre the strengths, weaknesses, opportunities and threats (SWOT) have been
• The presence of ample car parking generally has a beneficial trading effect on
considered and a number of options have been identified for the centre.
a centre.
• While there do not appear to be any “food deserts” in Liverpool, from a
5.2 In health checks of this nature, indicators such as rents and yields are often utilised. In
geographical and qualitative overview there does appear to be further scope in
this case, these indicators are not deemed to give a reliable indicator of performance.
certain parts of the City for further food convenience facilities.
For instance, many units are owner occupied with the owner living over the shop. In
other cases, the units are too small to provide a use for comparable rent. More
5.7 Table 5.1 summarises the most common weakness associated with the District and
importantly, variations in rental level exist to a significant degrees within existing centres
Local Centres and which centres have such weaknesses.
and between centres.
5.3 To help with the assessment, we have included a benchmarking exercise to assess
each centre against the Liverpool average and against the UK average. This provides
a useful market to assess each centre against.
5.4 At the end of each of the health checks, a summary list of “options” for each centre is
identified. It should be made clear that these are options , not necessarily the
recommendations for each centre. Before conclusions can be drawn about these
options, the overall strategy for the local and district centres in Liverpool needs to be
considered.
5.5 Our recommendations, therefore, are presented in following sections.
Health Checks
5.6 In summarising the situation, the following factors are relevant:
• It is clear that with a few notable exceptions the vast majority of Liverpool’s
District and Local Centres have deteriorated over time. An appreciable number
are now in a state of some decay.
• Environmental quality is a major issue in several centres.
• Crime and the perceived threat of crime is a constant concern in many centres.

12
Table 5.1 - Shows the Most Common Weaknesses within the District and Local Centres of Liverpool
Top 10 centres with highest % of Centre too large to Lack of multiple Environmentally poor Lack of community Limited car parking Limited pedestrian
Vacant Units sustain existing retail retailing facilities provision crossing points
Great Homer Street 65% Breck Road Aigburth Vale Breck Road Belle Vale Aigburth Road Breck Road
Smithdown Road North 45% Garston Garston Belle Vale County Road Breck Road Allerton Road
Kensington Fairfield 38% County Road Edge Hill Garston Edge Hill Aigburth Vale Old Swan
Edge Hill 37% Park Road Park Road County Road Hunts Cross Allerton Road
Garston 37% SmithdownRoad North Rose Lane Edge Hill West Derby Village Tuebrook
Park Road 36% Walton Vale Wavertree Road Park Road Woolton
Rice Lane 33% Kensington Fairfield Lodge Lane Great Homer Street Muirhead Avenue East
Lodge Lane 29% Prescott Road Tuebrook Speke Rice Lane
Prescott Road 26% Speke Rice Lane Walton Vale
Breck Road 26% SmithdownRoad North Kensington Fairfield
Walton Vale SmithdownRoad South
Kensington Fairfield Prescott Road
Wavertree Road London Road
Lodge Lane Lodge Lane
Tuebrook Tuebrook
LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017 13

5.8 The table demonstrates that approximately one third of Liverpool’s District and Local
Centres have three or more key weaknesses.
5.9 Table 5.2 below, assesses the District Centres against their ability to meet basic
Supermarket
Hairdressers
Off-Licence
Newsagent
Post Office
standards of retail provision, such as:
Restaurant
Foodstore
Grocers/
Butchers
Chemist
§ Supermarket
Bakers
Bank
Bars
§ Chemist
§ Newsagent Wavertree
4 4 4 4 4 6 4 4 6 4 4 4
§ Post Office
Old Swan
§ off-licence 4 4 4 4 4 4 4 4 4 4 4 4
§ Hairdressers Walton Vale

4 4 4 4 4 4 4 4 4 4 4 4
§ Butchers
Smithdown Rd
§ Bakers South 6 4 4 4 4 6 4 4 4 4 4 4
§ Greengrocers
Speke
4 4 4 4 4 6 4 4 4 4 6 4
Woolton
5.10 Table 5.3 assesses the local centres against a more basic standard of 4 6 4 4 4 4 4 4 4 4 4 4
‘neighbourhood’ provision. Edge Hill
4 4 4 4 4 6 4 4 4 4 4 4
County Road
4 4 4 4 4 4 4 4 4 4 4 4
Belle Vale
6 4 4 4 4 6 6 6 4 4 4 4
Garston
4 4 4 4 4 4 4 4 4 4 4 4
Broadway
4 4 4 4 4 4 4 4 4 4 4 4
Allerton Road
4 4 4 4 4 4 4 4 4 4 4 4
Breck Road
4 4 4 4 4 4 4 4 4 4 4 4
Aigburth Road
4 4 4 4 4 4 4 4 6 4 4 6
London Road 4 4 4 4 6 4 4 6 6 4 4 4
Table 5.2 – Assessment of Basic Provision, District Centres
LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017 14

Table 5.3 – Assessment of Basic Provision, Local Centres § Old Swan

§ Smithdown Road South
§ Speke
§ Edge Hill
§ Aigburth Road
Newsagent
Post Office
Foodstore
Grocers/
§ London Road
Chemist
5.12 Whilst some of these centres do not provide the full range of services that w ould be
Knotty Ash expected, they remain important retail locations for other reasons - London Road,
4 4 6 4
Lodge Lane Belle Vale.
4 4 4 4
Tuebrook
4 4 4 4 5.13 Having regard to the market factors outlined above, it is seemingly questionable
Rose Lane whether some of the other centres would actually achieve these basic standards in
4 4 6 4
the foreseeable future.
Prescot Road
6 4 6 4
Kensington Fairfield
4 4 4 4 5.14 The difficult retail market conditions for local and district centres experienced
Smithdown Road North throughout the UK is perhaps felt most acutely in Liverpool. The city centre dominates
4 4 4 4
retail patterns and a location of these dominantly linear centres along the city’s main
Rice Lane
4 6 6 4 arterial routes, often serves to provide the bus routes to take shoppers away from
Muirhead Avenue East these centres and into the city centre.
4 4 4 4
West Derby Village
4 4 4 4
5.15 Consolidation of these centres to create more focused retail facilities with better
Park Road
4 4 4 4 interaction between operators is perhaps the answer. The dichotomy often comes
Hunts Cross when finding sites in linear centres with sufficient depth to accommodate
4 4 4 4
Aigburth Vale appropriate retail format such as foodstores. As a consequence, edge of centre sites
4 4 4 4
are often considered the only option, further elongating and diluting the retail
Great Homer Street
4 4 4 4 function of the centre.
5.16 Moreover, the lack of interaction between retailers in these centres to create
5.11 The following centres do not even satisfy these standards of basic provision: appropriate promotional, marketing and business initiatives is apparent. Perhaps the
greatest challenge within the district and local centres is to break the “cycle of
§ Rice Lane decline” which effects the majority of the centres within Liverpool.
§ Prescot Road
§ Knotty Ash
§ Wavertree Road
§ Belle Vale

15
Cycle of Decline 5.20 The current market opportunities in Liverpool are limited. Retailers and operators are
Poor quality not prepared to commit to retailing locations in the following circumstances:
Centres
• Where the centre is in a poor state of environmental quality;
• Where crime is a prohibitive factor;

• Where the centre has no critical mass of retailing;
Shops reduce Unattractive to • Where the trading prospects of the centre are poor;
investment in built Retailers
• Where the socio-economic profile of the area does not match their own
fabric
aspirations.
5.21 These factors characterise many of the District and Local Centres within Liverpool and
Shops Lose Trade this encapsulates the scale of the task that rejuvenating such centres require.
5.22 Where this is possible, it will require concerted effort by all interested parties over a
prolonged period before results begin to emerge.
Strategy Formulation
5.23 Nonetheless, identifying an appropriate strategy now, will enable the development of
5.17 Any future strategy must address these issues. If the future network of retail provision local policy and other initiatives including the overall direction of Neighbourhood
within the city is to remain viable and effective then any strategy needs to be Renewal Strat egy.
pragmatic and flexible whilst containing sustainable principles to give certainty to
those investing in the area. 5.24 The basic principles of the overall strategy towards district and local centres should be
to:
5.18 Clearly, certain centres are fairing better than others in the context of local socio-
economic circumstances. Certain centres have attained a critical mass of retailing § Create communities which are sustainable;
which allows them to function at a reasonably strong level in a given area, eg. § Provide modern, accessible services;
AllertonRoad, Old Swan. These centres need to maintain this function, although § Maintain social inclusion; and
increasingly this will be at the expense of nearby less attractive centres. § Ensure a diversity of shops, services and community uses.
5.19 There are also certain centres that are capable of expansion whilst others are not. In 5.25 To realise these basic principles will required long-term investment in the local and
this respect, it needs to be recognised that centres move up and down in the district centres with a concerted and focused approach.
hierarchy reflecting market circumstances. This process should be expected and
individual centres should not be held back from growing, if this is fundamentally the 5.26 The need to secure an on-going capital programme for funding improvements and
right strategy, just to remain on a par with centres that wither cannot accommodate to level funding from other public and private sources is a pre-requisite to the
growth or are not attractive locations for growth. achievement of positive change in Liverpool’s retail centres.

16
Regeneration Initiatives
5.27 C&W/H&B are cognisant of how the many regeneration initiatives that overlay the
City at present, although few of these actually concentrate on the improvement in
the trading prospects and fortunes of the local and district centres.
5.28 It is increasingly apparent that a significant number of the wider regeneration

initiatives contain retail uses outside defined centres, principally in order to generate
value to support regeneration programmes but also to take advantage of market
demand for certain forms of retailing such as foodstore operators.
5.29 The prospective paradox between incorporating retail in regeneration schemes whilst
also trying to regenerate district and local centres is not lost on this report.
5.30 It is the purpose of planning policy and implementation to ensure that the right
balance is struck between encouraging regeneration in appropriate locations whilst
not creating or worsening regeneration issues elsewhere.
5.31 Clearly, the prospect of sporadic retail development to support regeneration plans
can result in significantly greater difficulty in bringing forward meaningful and
sustainable development in existing district and local centres. This is a mater of the
utmost significance for the City Council to address.
5.32 The strategy, therefore, is not just about promoting change but also needs to focus on
protecting existing retail centres, particularly w here ongoing investment is planned
and the conditions for such are being created.
5.33 In addition, this is not a matter of theoretical capacity for further retail facilities in
certain parts of Liverpool. Whilst this is relevant, to rely on such studies underestimates
market considerations. In this case, the need to protect existing retail businesses,
encourage new development (particularly in the City Centre) and to promote future
retail potential.
5.34 These factors are key to the success of the retail strategy for the City.

17
6. RETAILING WITHIN LIVERPOOL 6.7 This strategy has been incorporated into draft UDP policy and subsequently has been
endorsed by the UDP Inspector. The Council’s development partner for this scheme is
Overview Grosvenor Henderson and they received a resolution to grant planning permission by
Liverpool City Council in September 2002.
6.1 Liverpool witnesses the factors effecting retail on a national basis, namely:
6.8 There has been a competing city centre proposal located principally on Chavasse
• Principally retailers are seeking space in larger centres. Park, submitted by the Walton Group, for a retail and leisure development extending
• Greater requirement for larger retail unit size. to 68,250 sq.m net of additional floorspace. This proposal was also the subject of a
• Most attractive centres have a diversity of use and good environmental quality. Public Inquiry towards the end of 2001/beginning 2002 and the Secretary of State’s
• Retail facilities with good car parking are more attractive to shoppers. decision was to dismiss the appeal, in favour of a PSDA (PDA) based scheme.
• Retail centres need anchor operators to draw trade.
• Purpose- built centres are easier to improve/redevelop, due to ownership. 6.9 Whilst the schemes would be mutually exclusive, there remains a prospect of
substantial retail development in the city centre over the next 10 years. Other city
6.2 Liverpool City Centre is the principal retail destination within the City and Merseyside centre schemes include the former Post Office site at Whitechapel, with a consent for
generally. 9,965 sq.m (net) floorspace, a retail/leisure scheme of 1,692 sq.m on Central Station.
6.3 The city centre has 135,663 sq.m of net comparison retail floorspace. The City Centre 6.10 It is likely that the retail quality in the city centre is going to improve considerably over
is supported by 15 District Centres and 14 Local Cent res as defined in the Liverpool the coming years as a result of this new development.
UDP. In addition, there are several local shopping parades that have no UDP
designation. 6.11 This is an extremely important factor for the Liverpool sub-region and has implications
for this study. Major improvements to the city centre represent a significant show of
6.4 The City also has several out -of-centre non-food retail facilities. The principal facilities operator, developer and investor confidence in Liverpool after years of neglect. The
are located at New Mersey Retail Park (Speke Boulevard), Edge Lane Retail Park and strength of the city centre is important throughout the sub-region which looks to a city
Liver Industrial Park. centre for a focus for retail, commercial and administrative functions. The prospect of
new investment brings with it new jobs, training, more expenditure in the local
6.5 The City also accommodates a significant number of foodstore facilities, many economy, visitors, enhanced facilities and greater vitality and viability for the centre.
contained in existing centres but several in stand alone locations. It also has the ability to send a clear message to potential investors that Liverpool is a
healthy location within which to invest. The extent to which this translates beyond the
City Centre city centre is currently uncertain.
6.6 Cushman & Wakefield Healey & Baker (previously Healey & Baker) issued a City 6.12 A key consideration for his study, however, is that the prospect of this investment in
Centre Retail Strategy Report in February 1999, which recommended extension to the the City Centre should not be undermined by the promotion of retail facilities that
city centre main retail area, equating to 75,000 sq.m of net additional floorspace, might undermine the commercial case for the PSDA. The findings of this report,
which has become known as the Paradise Street Development Area (Principal therefore, and any subsequent policy framework should not threaten this City Centre
Development Area). regeneration programme.

18
New Mersey Retail Park 6.18 In addition to the recognised retail locations identified above, there are several other
proposed or mooted sites, which are appropriate to consider in the context of this
6.13 This out -of-centre retail location in Speke accommodates 29,037 sq.m of retail report.
floorspace and has recent ly seen major expansion and upgrading. It is anchored by
Stonedale Cross Retail Park
a B&Q depot and has a number of mainstream High Street retailers accommodated
including Next, Gap and Boots. It is a particularly successful retail location.
6.19 Currently an agglomeration of retail and leisure facilities located on the southern side
of the A580 East Lancashire Road on land defined as Stone Bridge Cross
Edge Lane Retail Park
Regeneration Area, which itself is identified as a Strategic Investment Area.
6.14 Situated approx imately 4km from the city centre this retail park extends to 18,204 sq.m
6.20 A Development Brief for the 21.52 hectare site has been released and it shows an
(net). It has grown incrementally as a retail location and it extends to both sides of
opportunity to expand/remodel the exist ing Stonedale Crescent Retail and Leisure
Edge Lane. The range of goods within the park area generally restricted to
Park and designated as a District Centre in order to serve the needs of the local
approximately 1,200 sq.m of floorspace has been permitted for a wider range of A1
population. The Brief notes that the District Centre would be required to provide a
floorspace. Anchored by B&Q, it is generally a successful retail location, although
range of services and community facilities including banks, doctors surgeries, dentists,
now becoming dated in appearance.
post office, etc. The brief considers that the development of this regeneration area to
include a District Centre would provide high quality jobs, services and facilities for the
6.15 A major regeneration study for the City Eastern Approaches is currently in preparation
adjoining Croxteth, Gillmoss, Fazak erley and Kirkby communities and beyond.
and will cover the area of the retail park and extend to the south to the Littlewoods
building and the Botanical Gardens.
6.21 It is understood that the site has been marketed, bids and proposals received and
that a preferred developer is in further discussions.
6.16 Two applications are currently before the Council to extend the retailing facilities in
this location extends across Rathbone Road playing fields whilst the second is on land
to the north known as the Skellys site.
Liver Industrial Park
6.17 A relatively anonymous retail location on Long Lane, anchored by Taskers DIY and
containing a small number of additional units. U nlikely to witness any real expansion
proposals die to the significant retail facilities at the Aintree Retail Park 1.5km to the
north, outside of the city boundaries.
Potential Retail Locations

19
Deysbrook Barracks
Garden Festival Site
6.22 Defence Estates submitted an application in January 2002 for the comprehensive
development of the former barracks to include inter alia 400 residential units and a 6.26 A planning application has been submitted by the Wiggins Group involving the
Local Centre extending to 2,500 sq.m. No named operators are associated with the comprehensive development of the former Garden Festival site, off Festival Road.
application. A retail proposal in this location has the potential to serve the immediate The scheme includes an indication of retail development of3251 sq.m net, although
area of West Derby and potentially a wider area to the east. no named operators have been identified.
Breck Road, Breckfield Speke District Centre
6.23 The site of the former Mecca Bingo and car park at the rear of the Mall Shopping 6.27 Proposals to relocate Speke District Centre up to the Speke Boulevard frontage are at
Parade at the western end of the Breck Road District Centre currently has outline an advanced stage of evolution. The scheme wuld be supported by a mainstream
planning permission for either the complete redevelopment of the site to foodstore.
accommodate a food retail store of 6,968 sq.m or redevelopment to include non-
food retail floorspace of 5,221 sq.m and a foodstore of 1,282 sq.m. No named North Liverpool
operators have yet emerged on this site.
6.28 Few firm commitments have actually come forward in North Liv erpool at the present
Norris Green time. However, there are a number of proposals which have been noted, some more
attributable than others. However, for the purposes of thoroughness, they are
6.24 A planning application was submitted in November 2001 for a new urban village at referred to below, whatever their status:
Norris Green, as part of a major programme of housing renewal. The scheme
included 2,390 sq.m of retail development in the form of a medium sized supermarket • Goodison Park – Potential for a foodstore proposal to help cross-subsidise
of 1,500 sq.m gross and a series of small local units, although the two retail locations proposals for the club’s King Dock proposals;
were to remain divorced. The applicant indicated demand from discount food • Eldonians – Considering the prospect of a new store off Vauxhall Road;
operators, although following negotiations with Liverpool City Council the • Leeds Street/Vauxhall Road – Local landowners seeking an opportunity for a
supermarket element of the scheme has been withdrawn. new supermarket;
• Taylor Street/Great Homer Street – The prospect of new retail development on
Belle Vale the Taylor Street Business Park, including a foodstore, to act as a relocation of the
Great Homer Street Centre;
6.25 A planning application submitted by W.M. Morrison for a store of 5,574 sq.m, adjoining • Atlantic Gateway – Masterplanning preparation, prospect of retail proposals to
the rear of the Belle Vale District Centre has been approved. This is part of emerging support regeneration could lie in with Eldonions or Leeds Street/Vauxhall Street.
proposals to enhance and refurbish the Belle Vale District Centre generally by its
current owners St Modwen. These proposals are discussed further in the next section
of this report.

20
Retail Market Overview § There is a general view that the smaller district and local centres do not have
the ‘critical mass’ of facilities to encourage enough custom.
6.29 In the preparation of this report we have surveyed and discussed operator § Most of t he centres are seen as too run-down to take a commercial risk of
requirements with retailers to establish the extent of their requirements for the district seeking a reasonable or worthwhile return;
and local centres in Liverpool. This process has helped to inform the analysis of § The environmental quality of many centres is seen as being poor and
individual centres and the subsequent strategy. investment prospects limited;
§ Crime and disorder is a significant issue;
6.30 As is often the case, certain retailers have been reluctant to discuss their requirements § Some o perators felt there were too many centres in the city; &
for the area, particularly where competitors may also be active. Nonetheless, the § Foodstore operators are interested in enhancing representation in the City
retailers and operators that have responded represent a good cross section of the but are highly selective about location and store size.
national and regional market. Operators have included:
6.33 Operators are not prepared to compromise over space/locational requirements of

§ Budgens § Sayers Bakery new stores. For instance, the mainstream foodstore operators surveyed were clear
§ WM Morrisons § W oolworths that their range of smaller stores would not be realistic retail propositions. A critical
§ Tesco Stores Limited § Taskers mass of retailing would be required. Tesco, however, would be prepared to consider
§ Boots § Whitbread their smaller express format stores (250-300 sq.m) and significantly larger stores only, as
§ Home Bargains § Toby Restaurants/Harvester viable trading propositions.
§ Superdrug
6.34 Apart from specific centre requirements which are discussed in general terms in the
6.31 In addition, we are also aware that several operators have registered demand for specific centre analysis at Section 6 of this report, operator demand is clearly muted.
retail outlets. These include:
6.35 This is not altogether surprising. When Cushman & Wakefield Healey & Baker
§ Marks & Spencer (Simply Food) § Safeway prepared the City Centre Strategy in 1999, it was apparent that retailer interest was
§ Poundzone § Raw Shoes clearly evident but specifically focussed on the city centre. Many retailers seeing the
§ One Clothing § Republic Clothing city centre as an important test bed for the region. This is unlikely to change in the
immediate future.
6.32 For reasons of commercial confidentiality we cannot attribute comments to specific
retailers. However, there are a number of common themes in the responses that give 6.36 Over time, however, retailer requirements have been seen to change with operators
a clear picture of retailers perceptions: who previously dismi ssed Liverpool City Centre as a trading location, now actively
seeking space. This trend may spread to the district and local centres, over time, but
§ The socio-economic composition of the city militates against widespread is not likely to be an immediate effect. The foodstore interest is, however,
investment – most operators are content with their current level of encouraging.
commitment;
§ Many national operators only want to be in the city centre;
§ Operators may be attracted by new retail space, under one management,
but are less keen on occupying existing premises in centres;

21
7. STRATEGY locations in order to enhance the diversity of the centres and to better serve
the local community.
7.1 The strategy for retail provision to meet day to day needs in Liverpool falls into four
parts: The centres have good road access from the A5058 orbital route and are
i) Strategic considerations relating to retail locations; surrounded by significant areas of residential population. The centres have the
ii) A policy framework for taking forward retailing in Liverpool and supporting the ability to serve large parts of the city population for their day -t o-day shopping
existing centres; needs, and to act as a counter-balance in this regard to the City Centre.
iii) Specific proposals provisions for individual centres;
iv) Promotion and marketing. ii The two strategic centres are located in the south and east of the city. In the
north of the city it was not as clear which centre may fulfil the role of a strategic
7.2 The strategy is not straightforward, nor is it likely to result in immediate changes to the centre. Broadway District Centre was found to be the most vital and viable
retail performance of Liverpool. The different elements of the strategy are seeking to centre in north Liverpool, although not on the same level as Allerton Road and
create the conditions for retailing in Liverpool that over the next 10 years will allow Old Swan in terms of the quality and extent of retailing. At present, it is therefore
structural improvements to day -t o-day shopping. considered inappropriate to identify a strategic centre in this part of the city.
However, Broadway may have the potential in the future to become a strategic
Strategic Considerations centre, if new retail investment could be attracted to the centre, and a site
became available to accommodate it.
7.3 These strategic considerations and recommendations to the City Council about the
district and local centres, largely relate to the disposition of existing facilities iii We consider the following centres should be defined as District Centres in policy
throughout the City and the role and function of those centres. In this regard, it is terms:
considered that a hierarchy of retail centres is valid and will be a useful instrument for
policy formulation. § Aigburth Road
§ Belle Vale
Structure of Hierarchy § County Road

§ Woolton
i) We consider there are two centres within the city which are of clear strategic § Broadway
importance, and could accommodate new and enhanced facilities. These
‘strategic centres’ are: The emphasis of policy in these locations is to support the role and function of
these centres as a focus for the community. The strength of the retailing in
§ Allerton Road District Centre these centres should be sustained, and enhanced wherever possible.
§ Old Swan D istrict Centre
As referred to later in this section, it is recommended these district centres be
These centres should be the focus of new investment for retail, commercial augmented by 3 new district centres at Speke, Stonedale Cross and Scotland
and community uses. They have the potential for high levels of public Road. This will provide a more balanced retail provision throughout the City
transport accessibility and community uses should be concentrated in these and help meet the needs of retailers and shoppers.

22
iv The following centres should be defined as local or neighbourhood centres: § West Derby
§ Smithdown Road South
§ Wavertree § Garston § Tuebrook
§ Breck Road § Edge Hill § Breck Road
§ Edge Hill § Smithdown Road North § Garston

§ West Derby § Walton Vale § Edge Hill
§ Smithdown Road South § Kensington Fairfield § Smithdown Road North
§ Muirhead Avenue East § Hunts Cross § Walton Vale
§ Tuebrook § Lodge Lane § Kensington Fairfield
Within these locations, flexibility is required in order to maintain the viability of vii W e support, in principle, the relocation of Speke District Centre up to Speke
the individual centres. The emphasis of policy should be on maintaining the Boulevard, to enhance its commercial potential, attract retailers and allow it
base levels of provision for such centres including a supermarket, post office, to better serve its catchment, including the Speke Estate.
chemist and newsagents, wherever possible.
Our analysis confirms the poor trading conditions of Speke District Centre and
Whilst many of these centres are experiencing decline, others have the lack of retailer interest in the centre as it exists at present. The general
demonstrated an ability to sustain their levels of trade and are relatively regeneration imperative for the Speke area is also recognised and the
successful albeit on a small scale. The objectives for these centres are to importance of the shopping centre in this regard is apparent.
maintain their roles as far as is practicable and to relate the role and function
of the centre to its surrounding area. The prospect of relocating the centre to provide a Speke Boulevard frontage
would certainly enhance its prominence and profile, two key considerations to
v The following locations should be dedesignated as retail centres: secure retailer interest. Indeed, if it is acknowledge that large foodstore
interest has been registered for the site, which would draw more trade to the
§ Prescot Road centre, helping to anchor other retail facilities.

§ Rice Lane
§ Knotty Ash Whilst the disbenefit of relocation is that it would remove the central location
of the shopping centres within the Speke residential area, the overall ilkely
These centres no longer offer even base day to day retail provisi on and offer improvements in retailing facilities in this area would, in our initial view, more
little prospect of doing so. Whilst these locations may well continue to sustain than compensate for any community disadvantage.
retail floorspace, the loss of such would not fundamentally worsen local
accessibility to such facilities.
viii We recognise that there is the prospect of a new district centre at Stonedale
vi The following centres should have their boundaries reviewed, to concentrate Cross, and that a development brief for the area has been produced.
the centres and improve the prospects of viability, in line with our
recommendations on each centre below: In our view, it is critical that proposals for the area: -

23
§ Link with the existing retail/leisure park; larger retail facility as this could effect existing retail centres at West Derby and
§ Contain other day -t o-day shopping facilities and services; Broadway.
§ Contain community uses;
§ Are closely allied to public transport i mprovements for the area;
§ Are assessed particularly against potential effects and implications for North Liverpool
Broadway District Centre.
x We support, in principle, the relocation of the Great Homer Street Local Centre
The location falls within a key regeneration area and clearly has an amount of onto the Taylor Street Industrial Estate and adjoining land, to create a new
disparate retailing and quasi-retail uses in this location. At present, the area does District Centre with a range of commercial attractive units including a
lack a community focus, good linkages to nearby residential areas and public foodstore, community uses and potential new market. We believe this would
transport accessibillity. These are all issues which will need to be addressed in re-invigorate retailing in the area, provide much needed enhanced facilit ies
any proposal which consolidates the retail function of the area. It is considered and act as a focus for the renewal programme associated with the Scotland
reasonable to achieve these benefits through the creation of a new centre to Road/Great Homer Street corridor and the Netherfield Road North/Hapton
serve the surrounding residential areas. Street/Jason Street area.
Additionally nearby residential areas, particularly Croxteth Park which has seen The scope for further retail facilities in this location should be of a scale
substanial housing development in the last 20 years would appear to lack appropriate to a district centre and aimed at meeting local day -t o-day
access to quality food retail provision. Providing the tests of retail need and needs. This would need to be reviewed against the overall community
sequential approach can be met, and it can be proven that there will be no regeneration proposals for this area and the scale of renewal envisaged.
adverse impact on nearby centres including Broadway District Centre, the However, this location, given its profile and prominence has the ability to serve
consolidation and expansion of retail facilities at Stonedale Crescent may areas to the west (Vauxhall and the Atlantic Gateway) for day -t o-day
represent an appropriate option for enhancing retail facilities in north Liverpool. shopping needs.
All the above issues will need to be addressed to the satisfaction of the Council if xi We would caution the Council against supporting a foodstore proposal on the
further development at Stonedale Crescent is to be supported. Goodison Park site. A number of issues would need to be satisfactorily
resolved before such development could be contemplated and even then
ix We support, in principle the prospect of a Local Centre at Deysbrook Barracks. there would be significant implications.
In spatial terms, a retail facility in this location has the ability to serve a potential
catchment that lacks current day to day retail facilities. Whilst we have not The site is currently out -of-centre, with no proper physical link to County Road.
defined any firm retailer interest in this site, it is considered that future discussions As a stand alone development, of some scale, it would have the potential to
with the landowners should be pursued to assess overall feasibility. draw trade away from existing stores in-centre such as Somerfield, County
Road, and effect the retailing of that centre generally.
We do not see this local centre as serving a substantial wider area. However, an
appropriately sized retail facility, matching the levels of basic provision A foodstore on this site would be likely to preclude the prospect of a foodstore
associated with a local centre, would help to meet local day -t o-day shopping as part of a relocated Great Homer Street, which would be part of a wider
needs. We do not consider this as an appropriate location for a significantly

24
programme of renewal. Whilst this represents our view, it also represents those Policy
of the retailers that we have spoken to.
xiii The Council Policy Framework towards existing centres should be positive and
In addition, as it is likely to be some years before the football ground is de- create certainty for those seeking to invest or trade from such centres. It should
commissioned, the prospect of a foodstore permission on this site could also seek to protect those centres from the threat of inappropriate development
effectively blight proposals elsewhere for several years, even if such proposal elsewhere.
were in more appropriate locations in retail policy terms.
xiv The Council’s policies towards strategic, district and local/neighbourhood centres,
xii Cavendish Drive – We have reviewed this site and consider that the Cavendish together with other forms of retailing, should not, through their implementation,
Drive site has the potential to enhance its retail content and potentially to threaten the delivery of the Paradise Street Development Area proposals within
become a centre serving this part of North Liverpool. The site accommodates the City Centre. These proposals are of key strategic importance to Liverpool and
already a J Sainsbury store as an effective anchor trader and has significant the sub-region and should not be compromised.
surface level car parking adjacent. Alongside the scheme is a health centre
and on the opposite side of Rice Lane is Walton Hospital which is being xv The Council should initiate policies to protect the day to day shopping function of
decommissioned and could open up other opportunities. It is a location with Local/neighbourhood Centres, whilst recognizing that change in these smaller
the ability to broaden its community focus. Significant under-used land also centres is inevitable.
adjoins the site, creating the potential for a significantly enhanced facility.
xvi Policy should be initiated to ensure that the vitality and viability of the District
However, this overall strategy is seeking to enhance retail provision generally Centres is sustained and, where possible, enhanced.
and there are concerns that a significant expansion of retail/community
facilities in this location could have the following consequences: xvii Policies should be initiated to direct retail development, community and
recreational uses to the ‘Strategic’ Centre locations.
(a) Make it more difficult for Walton Vale and County Road to attract
retailer investment; and xviii The City Council should work with Merseytravel and the bus operating companies
(b) Potentially to reduce retailer demand from the relocation of to est ablish ways in which to serve local and particularly district centres more
Great Homer Street. effectively. The ‘Strategic’ centres should be a focus for public transport
accessibility.
On balance, therefore, the expansion of retail facilities at Cavendish Drive is
not considered to be an appropriate short -term objective for the City Council. xix We consider the Council should be cautious about the prospect of new retail
This is an issue which could, and should, be reviewed again towards the end of development outside the network of centres proposed and policy should be
the next UDP period and assessed against the health of the existing centres at couched accordingly. It is recognised that many regeneration schemes seek the
that time. prospect of higher value uses to help viability and to serve a new or emerging
community. Recent Ministerial Statements have referred to regeneration not
being an element of need but rather a material consideration. Accordingly, in
such cases, the applicant should be required to satisfy the following tests:

25
§ The retail elements of the proposal area required to satisfy a clearly xx Where retail development is proposed within or on the edge of a Local or District
defined retail need; Centre that the Council negotiate with the developer at an early stage to establish
§ That sequentially no alternative site or sites are available; whether proposals can be enhanced for the benefit of the centre. Moreover, a
§ The scale of retail proposed is appropriate to the development; number of the larger retailers can be encouraged to develop community
§ The retail should not have an unacceptable impact on a nearby programmes to secure local employment and training.
centre including new investment to t hat centre; and
§ The retail should be well accessed by public transport xxi In the areas that are recommended for removal from the District and Local Centres,
a policy should be considered defining these as ‘Intermediate Areas’ within these
And in the case of regeneration sites: areas the Council should be flexible about applications for uses falling with Class A
use, B1 (Offices), Leisure and recreational uses generally and residential use. The
§ That retail development is actually required to make the development emphasis i n these locations should be on reuse and renewal.
viable or appropriate: and

§ The type of retail proposed could not realistically be accommodated Intermediate Areas
in an existing centre.
Areas where the previous planning designation was principally retail based,
It is considered that this represents a pragmatic approach. It should be
but where retail use is no longer dominant.
recognised that whilst the City Council wishes to see investment and
regeneration in existing centres, there are also other parts of the city that ‘Intermediate Area’ status provides a flexible planning framework, where a
require regeneration. If this regeneration outside existing centres can be variety of uses may be appropriate in order to encourage the maintenance
secured without unacceptably harming existing retail centres and without and reuse of existing buildings. Generally large scale retail use would no
undermining their future prospects, then it may make a valuable contribution longer be appropriate unless the site is edge of centre.
to Liverpool’s regene ration efforts.
‘Intermediate Areas’ are where reuse and renewal will be a priority and the
In our view, however, it would not be appropriate to allow retail development approach and potential uses will vary between locations. Residential, business
on regeneration schemes as a matter of course. Too many retail permissions and community uses will often be appropriate and these areas may well be
have been allowed throughout the city without full consideration of the incorporated in larger areas for comprehensive renewal. The act ive use of
implications. Individually and collectively these can be harmful to existing CPO in these areas would be anticipated, along with Action Area Plans to
retail locations, and create a precedent for retail development which is often
address their future.
not marketable and subsequently is extended.
If policies are brought forward which seek to direct retail development to

existing shopping centres, then there is the potential to undermine such policy
if in terms of implementation, retail permissions are allowed outside these
xx Where new retail development is proposed, either within or on the edge of an
centres. This can result in a loss of confidence from the development and
existing centre, where possible the Council should prepare Supplement ary Planning
operator fraternity who will witness their investments compromised.
Guidance to ensure that the development secures maximum benefits and is
consistent with this overall strategy.

26
‘options’ for the centres. In the context of a rounded strategy for retailing in Liverpool
xxi The Council should have regard in policy terms to the prospect of retail being as a whole, the se options have been assessed and reviewed, and recommendations
proposed on sites outside existing centres. In suc h cases the policy should be as to ‘action’ have been put forward accordingly.
consistent with xiv and xix above.
7.5 Aigburth Road– This centre could benefit from a new foodstore and retailer interest
xxii An overarching crime and security strategy for district and local centres should has been identified for the site incorporating the Territ orial Army premises. In terms of
be prepared which can be evolved for each centre depending on a strategy for the centre the following is considered to be appropriate:
circumstances. This would be worked up by Liverpool City Council in
association with police, operator groups, local businesses and potentially § Maintain District Centre status if foodstore proposal comes forward. If not,
residents and would include issues such as: review status closely with a view to downgrading it to a local centre;
§ Leave centre boundaries as existing;
1. Potential targets for crime; § Pursue the prospect of a foodstore which links with the centre and also
2. Security measures; provides the added benefit of additional car parking;
3. Good practice; § Environmental enhancements.
4. City-Safe Initiatives;
5. CCTV;
6. Security personnel; 7.6 Breck Road – The centre has suffered in terms of the lack of quality retail provision and
7. Police involvement; and no retailer interest has been identified for the UDP site D3. Against this environmental
8. Lighting improvements. decay and muted retailer demand, the proposed strategy for the centre is as follows:
There are various crime initiatives currently in operation throughout the § More appropriate to plan for contraction of retailing facilities and creation of
Country, many of which have evolved since the Crime and Disorder Act 1998 intermediate areas along Breck Road North and from the junction of Belmont
which initiated Crime and Disorder Partnerships to link relevant groups/bodies Road heading north-east to the direction of Lower Breck Road;
together to implement strategies which contain measures to tackle priority § The centre should be downgraded to Local Centre status;
problems. There are 375 such partnerships currently in operation and 43 § Environmental improvements for the centre should be a priority;
function the north-west of England. § Formulation of crime strategy.
Other Government Initiatives including funding for a variety of crime reducing 7.7 Aigburth Vale – The centre continues to perform a local function but is generally
tools including CCTV. Liverpool City Council is working with the City Safe constrained in terms of expansion. A strategy for this centre is as follows:
Liverpool Community Partnership who have recently have been approved for
Round 2 Funding in relation to CCTV. § Acquisition of land to provide improved parking facilities for the centre;
§ Environmental improvement/provision of street furniture;
Individual Centres § Acquisition of upper vacant floors/vacant retail units to be either let at
reduced rents to encourage new businesses or let at reduced rents for
7.4 In this section of the strategy recommendations, the individual centres are dealt with residential purposes.
in turn. The section draws on the analysis at Section 5, which put forward various

27
§ Continuing review of this centre with the prospect of removing its local centre § Redevelopment of vacant factory sites for convenience retailing which should
status. include pedestrian links to each shopping centre;
§ Enhance the exterior of the centre;
7.8 Allerton Road – This is a strong centre which could benefit further from a town centre § Additional landscaping/street furniture;
manager in order to maintain its function and role within Liverpool. A strategy for this § General environmental overhaul.
centre is considered to be:
7.11 Garston – Whilst Garston offers significant opportunity sites, retailer demand is limited
§ Promoted as a ‘strategic’ district centre; and on this basis an incremental strategy should be applied for its improvement. The
§ Possible future expansion of the Tesco store; strategy for the centre for the near future should include:
§ Provision of parking on UDP site D16 to help strengthen the northern part of the
centre with increased visitor numbers; § Reducing status to a local centre;
§ Creation of gaps within the landscaped island situated in the road at the § Consolidation of the centre with a split at Wellington Street with the area west
southern end of the centre to improve pedestrian flows to both sides of the be coming an intermediate area where policy is flexible in regards to changes
road; of use;
§ Provision of additional pedestrian crossing points. § Continue to promote the redevelopment of the bus depot for retail purposes;
§ General environmental overhaul of the centre.
7.9 Broadway – This is a relatively strong centre that performs well in this area of Liverpool,
and it has an opportunity to expand its role and function. The strategy for this centre 7.12 County Road – This centre has limited retailer demand and its effectiveness is
is considered to be: hamptered due to its length and restrictive depth. The following strategy is
considered to be appropriate:
§ Reconfiguration and improvement of retail shed on Broad Lane to include
community facilities; § Maintain its district centre statusl;
§ Re- use of vacant residential units on the Broadway for A1/A3 or community § The Council should be flexible in allowing A1, A3/residential on the UDP site
uses; M58 (Bingo Hall) in order to strengthen the depth of the centre;
§ Explore opportunities for the relocation of the bakery to the rear (east) of the § The centre could benefit from themed environmental improvements which
centre and consider this site, with adjoining land holdings, as a potential may revolve around the increasing popularity as an evening destination;
foodstore site. Subject to feasibility, a supplementary planning guidance § Provision of additional pedestrian crossing points;
should be prepared for the site in order to ensure that any proposal would § General environmental overhaul, particularly in relation to public realm and
strengthen the centre as a whole. pedestrian facilities.
7.10 Belle Vale – This is a purpose built shopping location which has significant scope for 7.13 Edge Hill– This is a particularly run down centre most notably at its western most point
improvement. The centre is under one ownership who are keen to improve the site and currently operates as two centres. The prospect of investment in existing stock is
especially as the proposed Morrisons has been given planning permission. A strategy limited. A strategy for the centre should consist of:
for the centre is as follows:
§ Maintain district centre status;

28
§ Split the centre to allow the purpose built retail units at the centres most § Provision of additional community facilities;
eastern to operate separately to the rest of the centre. Both centres to then § Redefinition of centre boundary where parts have been lost to residential
be defined as local centres; development and should therefore no longer be part of the centre.
§ Discuss the possibility of the centre’s enhancement with an extension to Taskers
DIY; 7.17 Woolton – Currently functioning well as a centre with no obvious problems. A strategy
§ Create an ‘intermediate area’ in the central part of the centre to allow flexible for the centre is:
changes of use;
§ Concentrate efforts on improving environmental quality in the area between § Maintain district centre status;
Taskers and Kwik Save; § Investigate whether the Tesco could be better integrated with the town
§ Formulate longer-term strategy for complete renewal of the centre in co- centre;
ordination with Kensington New Deal Trusts; § Consider town centre management initiative.
§ Council should produce a crime and safety strategy to address issues of

vandalism, crime and anti-social behaviour. 7.18 Muirhead Avenue East – The centre is considered to operate effectively at present. A
strategy for the centre is:
7.14 Hunts Cross – This centre is currently operating effectively and a strategy for the
centre is considered to be: § Maintain local centre status;
§ Provision of additional pedestrian crossing points;
§ Maintain local centre status; and § Provision of additional street furniture;

§ General environmental improvements including provision of street furniture. § Enhance local environmental quality.
7.15 Park Road – At the present time, retailer interest does exist for the Bingo Hall site which 7.19 Great Homer Street – This centre has deteriorated rapidly over recent years and
if developed could more effectively meet the needs of Inner/South Liverpool. Any cannot support the retail floorspace within it. Vacancies are high whilst
redevelopment of this site would need to be part of a comprehensive regeneration environmental quality is poor. A strategy for this centre is:
strategy to include other uses appropriate to the site to attract operator demand.
We have not identified any retailer demand beyond foodstore operators, although § To undertake a more detailed feasibility study of the potential relocation of the
this would be largely scheme dependent. The strategy for the centre is: centre onto the Taylor Street Business Park, Scot land Road. This represents the
best way of meeting both local shopping needs and those of existing and
§ Consider feasibility of redevelopment of Bingo Hall and land to the north and potential new residents to the west.
discuss with operators and site owners; and § To consider the scope for the existing centre or the relocated centre as part of
§ Maintain local centre status in the short -term. the community renewal programme for the surrounding area.
7.16 West Derby Village – This is a popular centre for recreational visits in an attractive part 7.20 Speke – The centre is not currently operating effectively and therefore the strategy for
of Liverpool. An appropriate strategy for the centre is considered to be: the centre is:
§ Maintain local centre status; § Support relocation of centre to the A561 Speke Boulevard with provision of
§ Provision of additional A3 uses to capitalise on recreational destination; new quality foodstore;

29
§ Alternatively, to promote a programme of environmental improvements. § Environmental overhaul;

§ Redevelopment of vacant site between Beech Street and Deane Road to
7.21 Rice Lane – This centre cannot sustain itself in terms of retailing due to other stronger provide additional retailing/community facilities to further strengthen the
surrounding centres. The strategy should be: centre in the most central part;
§ Create a crime strategy for the centre.

§ The re- designation of the centre from local centre to intermediate area.
7.25 Smithdown Road South – Long and diluted centre which cannot sustain itself in terms
7.22 Smithdown Road North – This centre is unable to support adequate retailing due to its of retailing. Popular evening destination supported by significant student population
length/location. A strategy for the centre is: in the surrounding area. The strategy for this centre is:
§ Downgrade the majority of the centre to ‘intermediate area’, splitting it at § Maintain local/neighbourhood centre status;
Danube Street to focus retailing in a more western area; § Creation of ‘intermediate area’ at the eastern end of t he centre;
§ Consolidation of retailing at the western end of the centre, and consideration § Provision of additional community facilities;
given to the a potential merge with Lodge Lane Centre (see Lodge Lane); § Potential to capitalise on the centre’s attraction as a recreational destination;
§ General environmental overhaul. § Provision of additional crossing points;
§ Environmental overhaul of shopfront fascias and public areas;
7.23 Walton Vale – It is considered that Walton Vale should maintain its retail role in this § Potential to create a themed centre which would aid in the environmental
part of Liverpool and a strategy should be: improvement and promotion of the centre.
§ Potential for town centre management to enhance function of centre and
§ Downgrade to a local centre status; build on the success of the new Asda store.
§ Reduce the shopping centre designation by the creation of ‘intermediate
area’ at southern end of the centre; 7.26 Prescot Road – This centre suffers from the stronger centre of Old Swan and the
§ Provision of additional crossing points; facilities within Prescott Road have therefore deteriorated over time. In addition, it is
§ General environmental improvements, particularly to public realm. a location of low environmental quality. The strategy for this centre is:
7.24 Kensington Fairfield - This centre has been given attention in terms of strategy and § De-designation as local/neighbourhood centre;
proposals by Kensington New Deal and is potentially located on a future LRT route. If § Redefine centre ‘intermediate areas’;
constricted and revitalised Kensington Fairfield could become an important centre § Environmental overhaul of shop fronts and public areas;
within Liverpool. A strategy for the centre is:
7.27 Rose Lane – Relatively strong localised shopping with low vacancy rate. The strategy
§ Maintain local centre status; for the centre is:
§ Split the centre at the junction with Esher Road with the area to the west being
identified as an ‘intermediate area’; § Environmental overhaul of shop fronts and provision of street furniture;
§ Reuse or redevelopment of larger dominant buildings (ie. Kensington Palace) § Encouragement of additional A3 uses and recreational/leisure uses;
providing improved retailing and community uses for the centre; § For town centre management initiatives it could be considered as part of
§ Revitalisation and promotion of indoor market; Allerton Road.

30
§ Define it as a ‘strategic’ district centre;

7.28 London Road – Relatively strong discount retailing centre with open air market. § Seek to work with the new management at Tesco to ensure that the draw of
London Road should maintain its role and function as part of the City Centre the foodstore benefits the centre as a whole;
Shopping offer whilst seeking to improve facilities. The strategy for the centre is: § Provision of additional crossing points;
§ Provision of additional community facilities;

§ Additional retail facilities should be encouraged although limited retailer § Improvements to environmental quality of the centre, particularly the
interest has been identified at present. pedestrian environment.
§ Encourage more catering uses within the centre to diversify paroduct;
§ Consider town centre management to devise most appropriate promotional 7.32 Lodge Lane – This centre has suffered from competing stronger centres. There are
strategy for the centre. high vacancy rates due to its length and it is environmentally poor. The strategy for
this centre is:
7.29 Wavertree High Street – This centre does not have sufficient retailing to sustain its
current designation as a whole. The strategy for the centre is: § Possibility of new convenience foodstore on the (M31) site or vacant
community primary school site. This would most likely be a discount operator
§ Investigation as to whether a quality foodstore can be secured for the centre although no specific demand has been defined for this location;
possibly on the existing sports centre site; § Consider the consolidation of the centre at its northern end with a potential to
§ If a foodstore operator cannot be encouraged and we have identified no merge with Smithdown Road North Local Centre;
retail interest, then the centre should be consolidated and downgraded to § Environmental overhaul;
Local/neighbourhood Centre status; § Create a crime strategy for the centre.
§ Encourage smaller convenience retail unit(s);
§ Environmental overhaul of the centre; 7.33 Tuebrook – This centre is operating adequately at its most eastern end, however, due
§ Provision of additional pedestrian crossing points; to its length there are some vacant units at the western end. The strategy for this
§ Capitalise on existing evening recreation facilities and create a theme for the centre is:
centre.
§ Preparation of crime and safety strategy for the night -time economy. § Maintain local centre status;
§ Environmental improvements to neglected shop fascias;
7.30 Knotty Ash - This is an extended and linear centre where the retail elements are § Downsize the centre
disparate and have no real collective merit as a retail destination. Accordingly, the § Create an ‘intermediate area’ at western end of the centre where its retailing
strategy is as follows: is least effective;
§ Seek additional parking to capitalise on drive-by custom.

§ De-designate the centre.
Promotion & Marketing
7.31 Old Swan – This centre is relatively strong in retail terms and with the new Tesco store,
has the potential to become a ‘s trategic centre’ within Liverpool. It is also on a ii) Specific responsibility sho uld be taken at Officer level within the City Council
potential LRT route. The strategy for the centre is: for monitoring the performance of the Strategic, District and
Local/neighbourhood Centres and progress with the overall strategy.

31
A number of centres do accommodate national multiple retailers, many of

At present, there is no specific Officer remit concerning Local and District which have their own community development programmes and the store
Centres. As a consequence, opportunities which arise may not be pursued or managers are able to play an effective part in these retailer forums in passing
the implications of proposals on other centres may not be considered fully. on business acumen and trading styles to independent retailers.
iii) In addition to Officer responsibility, we consider that opportunity now exists to

introduce beneficially town centre management into certain centres or parts
of the city. The initial centres most likely to benefit from such an approach at
the present time are:
Allerton Road; Old Swan; Broadway; County Road; Aigburth Road; Smithdown
Road North; Walton Vale; Woolton; Wavertree High Street and London Road.
This could be done in several different ways. The most likely are:
§ A town centre manager could be appointed to cover each of the

strategic District Centres.
§ More than one town centre manager coul d be appointed with

responsibility for different parts of the city.
§ A combination of these two approaches with a town centre manager
for the strategic district centres, with responsibility for other centres in
his/her ‘patch’.
iv) The town centre manager(s) would take responsibility for promoting the
individual centres on a day to day basis. This might include setting up business
strategies, creating retailer groups, organising events, securing funds for
improvement to the centre and producing a security and crime strategy. A
major part of the role, however, would be to ‘sell’ the centre(s) and its
attributes to potential new operators. This is a practical role aimed at co-
ordinating the function of a centre and working towards further improvements

in trading potential and environment.
v) In the first instance, Liverpool City Council should encourage the individual
centres to set up retailer groups, to identify ways of promoting and marketing
the centre and strategies for enhancing their trade draw.

32
8. IMPLEMENTATION 8.8 In practice, this type of approach could well favour the policy frameworks and
proposals to support the strategic, district and local/neighbourhood centres. Action
8.1 The key to delivering improved facilities and services within the City’s district and local Area Plans can be prepared or updated as necessary and in areas where
centres will be the implementation of an appropriate strategy based around the regeneration represents a key imperative they will form an important part of the case
recommended strategy options outlined above. for funding.
8.2 The implementation of this strategy needs to be focused but co-ordinated with existing 8.9 This in turn should enable the City Council to prioritise initiatives and bring forward
regeneration initiatives that are being pursued throughout the City. It is clear at policy and funding initiatives simultaneously.
present that there are very many regeneration bodies operating throughout the city,
none of which at present have specific responsibility for enhancing the future trading 8.10 Clearly, a policy to support and protect existing centres is a matter which needs to be
prospects of the existing district and local centres. pursue d through the UDP and is clearly the responsibility of Liverpool City Council. This
is also the case where new retail locations are proposed where the City Council will be
8.3 In order to co-ordinate the strategy, secure funds, develop policy and ensure the responsible for creating policies for those areas through supplementary planning
policy is not undermined, indiv idual responsibility needs to be assumed within the City guidance and/or interim planning policy.
Council for these centres.
New Retail Locations
8.4 In due course, this may become the role of individual town centre managers but at this
early stage of the strategy, it is a matter which will fall within the Council’s remit with 8.11 Over the next 10 years, to which this Report relates, there may well be new locations
specific officer responsibility for co-ordination and strategy. proposed for retail development, in particular major extensions to existing centres or
new and relocated centres.
Policy
8.12 Such development needs to be controlled in order for the Council to be able to secure
8.5 As stated in the previous section, policy has a dual role for the retail centres and will be appropriate forms of sustainable development and to mitigate the effects of any
required to proactively promote development opportunities in strategic and district development.

centres whilst also protecting the centres, particularly while the climate for investment
in these locations is being created. 8.13 The delivery of these facilities may well be public sector-led, if the Council is pursuing a
proactive agenda for change. Equally the developments may be brought forward by
8.6 Clearly, policy evolution is the domain of the City Council and at present the principal private developers or other agencies.
policy document is the UDP. Policy form and scope is, however, changing and the
Government proposes to speed up the planning process through Local Development 8.14 In any of these scenarios, where the development represents a known quantity to the
Frameworks incorporating a series of targetted Area Action Plans, which will focus on Council, officers should w ork towards a policy framework for the site in the form of a
areas of change where more specific policies are required to guide development. planning brief. This will help to ensure that any development that comes forward
respects the strategy for individual locations and maximises the outputs of the scheme,
8.7 Action plans can be area masterplans, neighbourhood plans, site development briefs where appropriate.
or design statements and will be allied to statements of community involvement.

33
8.15 Where such a situation is led by a private developer, the Council should seek to work but this could lead to a ‘rolling programme’ where the capital receipt from one
together to agree an appropriate planning brief. development was able to underwrite the next.
8.16 Where the development of a site is a public initiative then the Council or other Environmental Improvements
promoting authority, may well proceed to the planning stage by producing a

masterplan or schematic plan in order to test the market. 8.25 There is significant scope for environmental improvements in each of the district and
local centres. Clearly, environmental improvements can be limited whilst remaining
8.17 Such development must be ‘market real’ and a planning framework or brief will need effective or they can be extensive where an area needs complete upgrade and
to reflect practical market issues and balance these with environmental constraints. overhaul.
8.18 Subsequent phases of the development process would require the choice of 8.26 Funding for environmental improvements is a key issue as is prioritisation by centre.
development vehicle and potentially developer competition or partnership.

8.27 Clearly, the benefits associated with environmental improvements would need to be
8.19 The realisation of development may well require CPO in order to piece together a site considered carefully, against the potential uplift in the trading prospects of individual
or to realise its full potential in the interests of the wider public. centres. There would need to be a real return on investment for environmental
improvements to be worthwhile.
Compulsory Purchase (CPO)
8.28 One initiative that has proved effective elsewhe re in the Country is colour coding, or
8.20 Not all development is in the gift of the private sector to bring forward in its own right. branding, a centre. In the case of colour coding, this is where all the street furniture
This may be because of complicated and diffuse land ownership issues or simply that such as lamp posts, bollards, bins, together with roller shutters and key signage is based
no impetus for development currently exists despite the wider public interest for such. on a uniform colour. This gives the centre an identity. In the case of Liverpool, we
consider that this may be a useful strategy for certain centres and in the first instance if
8.21 In such cases, the Council (and specific other agencies, including the NWDA for this option was to be pursued, we suggest a pilot project with one of two centres,
instance) have the power to compulsarily acquire land. potentially either County Road or Wavertree High Street, in the areas that we have
identified that retail development should be focused.
8.22 Whilst it is not necessary for this report to set out the process of CPO, it is a tool that has
been used sparingly in the past. Government proposals seek to speed up the CPO 8.29 Other ways in which to secure environmental improvements might be for the City
process with the specific purpose of encouraging early regeneration. Council Development Control Section to negotiate for improvements to individual
centres through a legal agreement. In response to larger retail applications within or
8.23 There are various times when the Council might utilise its CPO powers, either on the edge of these centres. Often it is in the interests of larger national multiple
indemnified by a developer or in the pursuit of public sector-led renewal. retailers to improve the environment of the shopping centre which they operate within
and they may be prepared to release funds for improvements of shop fronts, street
8.24 For instance, this Report advocates the identification of ‘Intermediate Areas’ where furniture, etc.
previous retail areas have become redundant and fallen into decay. An active
programme of CPO in such areas, to acquire surplus property and assemble sites for
redevelopment. Initial resources would be required to embark on such an approach

34
8.30 Clearly, any future town centre managers would have a significant role to play in
securing environmental improvements to individual centres and they would be able to
work with the individual operators to achieve this.
Funding
Town Centre Managers

8.34 A number of the initiatives and recommendations for action and improvement made
8.31 Effective town centre management can have significant benefits for individual in this Report will have a capital cost. At present, the prospect of the existing retailers
centres. Marketing and promoting a centre is part of the role, as is understanding the within the centre being able to fund improvements collectively is limited.
businesses of the retailers that are located within individual centres. More often than
not, bringing together the retailers and key stakeholders into a forum which allows a 8.35 Consequently, funding sources will need to be channelled either from private sector
discussion about business objectives is key to finding strategies to benefit centres in the investment through targetted contributions to legal agreements (planning gain), or
future. from public sector external funding.
8.32 Again, town centre managers would have the role of co-ordination and would work 8.36 The prospect of monies from planning gain is far from certain, would not be on-going
closely with the City Council (potentially employed by the City Council) in pursuing and could not be relied upon throughout the City. As a consequence, to make a real
individual strategies, including: difference to centres on a comprehensive basis there would need to be external
funding.
§ Improved management of the public realm;

§ Helping centres to develop their competitive edge; 8.37 The sources for this public-funding are significant and Liverpool City Council and other
§ Create a shared vision of purpose for a centre regeneration agencies operating within the City are well practised at securing funding
§ Develop projects that focus on environment, access, car parking, marketing, programmes.
inward investment;
§ Creation of a business plan and a programme of achievable actions; 8.38 To date, however, funding for regeneration programmes targetted at local and district
§ Promotion of improved access for disabled people including the provision of shop centres has been ad- hoc.
mobility schemes.
8.39 It is considered that to make the real change to local and district centres that is
Crime and Disorder desired a capital expenditure programme needs to be established on an on-going
basis.
8.33 This report has emphasised the need to draw together a strategy for dealing with crime
and disorder throughout Liverpool and this has been recognised as a key priority area 8.40 Individual centres may then have a number of funding sources for development w hich
by the Home Office. £1.5m of funds has been allocated for the improvement of CCTV could be secured and administered in different ways but potentially by the City
systems throughout Liverpool, in recognition of this key issue. An overarching crime Council, a town centre manager(s), or other agencies.
strategy for the district and local centres is an important recommendation of this report
and tailored strategies for the individual centres is equally important. This is a matter
that can be co-ordinated by the City Council, local retailer groups or by any future
town centre manager.

35
8.41 In terms of funding sources, these might apply as follows:
Physcial Development:
Community Development:
Environme ntal Improvements:
8.42 These will need to be targetted and co-ordinated, in order to provide the best
chances of improving individual centres.

36
9. CONCLUSIONS Future Prospects
Overview 9.7 Notwithstanding these difficult trading conditions, there are real signs of investment
activity in Liverpool as a whole and a well established programme of housing renewal.
9.1 The district and local centres in Liverpool face a substantial challenge if they are to
continue to serve the existing population in the City over the coming years. The historic 9.8 The significant development proposals for the City Centre (Paradise Street
pattern of retailing, the unit size and the specification often fails to meet contemporary Development Area) have provided a new confidence and impetus for retail provision
retail standards. in Liverpool. As more retailers are introduced to local trading circumstances, there is
the opportunity to encourage them to broaden their exposure to the region by
9.2 This is set against changing operator requirements for the larger high street brand locating in district and local centres.
names which have lead them to limit their risk profile by seeking larger units in the
larger town centres. The prospect’s of these type of retailers locating in smaller district 9.9 It is our view that against the background of the retail industry generally in the UK and
and local centres, with limited catchments has reduced, particularly if these centres the conditions prevailing in Liverpool, that greater concentration needs to be paid on
have a low profile or generally poor trading conditions. the district and local centres, in order to better meet the shopping needs of local
people. This approach needs to be targetted and co-ordinated.
9.3 Independent traders fair no better as they do not benefit from the same economies of
scale, buying power or the promotional capability of the larger traders. Often they 9.10 To help in this process we have made a number of key recommendations.
operate on the margins of viability and shop upkeep and the local environment suffers
as a result. Crime and disorder have become major issues. Key Recommendations
9.4 The district and local centres in Liverpool are experiencing difficulties and whilst there 9.11 This study contains a significant number of recommendations, the principal ones of
are not able exceptions, many centres are characterised by: which seek to enhance the overall shopping offer in Liverpool:
§ High vacancy levels; § To identify strategic centres which will be the focus for investment. Two centres
§ Few national/regional operators; have been identified - Allerton Roadand Old Swan, which are strategically
§ Low environmental quality; placed to meet shopping, business and community requirements in the south
§ Poor unit size; and central Liverpool area. These should be seen as centres to focus strategic
§ Limited car parking; investment, while new investment outside the City Centre should be
§ Crime and disorder issues. encouraged an d where further facilities and the diversity of use should be
pursued.
9.5 These factors detract from the profile of individual cent res and makes them less
desirable to operators, effecting in turn the services offered to local residents. § In the North Liverpool area retail facilities need strengthening more generally
and at present no one centre could perform that strategic function.
9.6 The challenge for the City Council and other regeneration agencies is how to arrest this
decline and better meet the shopping requirements of the people of Liverpool. § In addition to the strategic centres there will be a reduced number of district
centres providing for the day to day shopping needs of local residents which will

37
be augmented by three new district centres at Stonedale Cross, Scotland Road

and Speke, which will help to create the right conditions for development, the
right type of space to attract retailers and the right environment for the shopping
public.
§ It is recommended that a number of the boundaries of the centres are reviewed

to focus the retailing within the existing centres and concentrate environmental
improvements within these areas. This will help to secure the viability of these
centres and make them more attractive.
§ Local centres will continue to have a function meeting basic shopping needs
and may be defined as neighbourhood centres.
§ The City Council should actively consider town centre managers to help
promote the strategic centres and certain district centres.
§ The City Council should create a policy to protect and support the centres.
§ There is a real necessity to attract funding into these centres and to ensure that
regeneration programmes do not overlook the importance of district and local
centres in terms of the focus that they create for local residents.
9.12 These recommendations, together with the significant number of other measures
suggested within the Report will help to tackle the challenge faced by the district and
local centres in Liverpool and over time will help to provide a pattern of retailing within
the City which complements and supports the City Centre and meets the shopping
and town centre needs of residents.

38

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LIVERPOOL

DISTRICT & LOCAL CENTRE STUDY

LIVERPOOL CITY COUNCIL

CUSHMAN & WAKEFIELD HEALEY & BAKER

CONTENTS Stonedale Cross Retail Park ................................................................................. 19

2. National Economic Overview .............................................................................. 3 Strategic Considerations ..................................................................................... 22

Context.............................................................................................................. 8 9. Conclusions ........................................................................................................ 37

5. Individual District & Local Centre Health Checks/SWOT Analysis ............................ 12

Health Checks .................................................................................................... 12

6. Retailing within Liverpool ..................................................................................... 18

LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017a

National Economic Overview Independent Retailers

LIVERPOO L/LOCAL & DISTRICT CENTRES/CAC0017a i

highlights this by outlining a number of key indicators to identify the socio-

LIVERPOO L/LOCAL & DISTRICT CENTRES/CAC0017a ii

Regeneration in Liverpool Health Check/Analysis

private sector housing investment.

LIVERPOO L/LOCAL & DISTRICT CENTRES/CAC0017a iii

Retailing within Liverpool Retail Market Overview

commercial and community uses.

LIVERPOO L/LOCAL & DISTRICT CENTRES/CAC0017a iv

LIVERPOO L/LOCAL & DISTRICT CENTRES/CAC0017a v

Promotion & Marketing Environmental Improvements

focused approach co-ordinated with existing regeneration initiatives that are

LIVERPOO L/LOCAL & DISTRICT CENTRES/CAC0017a vi

LIVERPOO L/LOCAL & DISTRICT CENTRES/CAC0017a vii

regeneration responsibilities including Liverpool City Council, Liverpool Vision, NWDA,

challe nges, for the City Council to tackle.

LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017a

economic circumstances of Liverpool, including general retail market perceptions,

LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017a

LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017a

centre. The leisure and restaurant/catering/bar market has expanded rapidly in

LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017a

the marginality of the businesses located there.

LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017a

LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017a

(i) Refurbishment and expansion and redevelopment of existing retail premises;

frontages, the safety, security, comfort and convenience of pedestrians and

(vi) Provision of additional social, leisure and community facilities; and

LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017a

LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017a

socio-demographic status of Liverpool as a whole: Valley 125

Old Swan 340

Speke 2 Aigburth 1419

Everton 4 Woolton 2172

Vauxhall 6 Church 2483

Granby 10 Grassendale 2530

Pirrie 11 Childwall 2598

Dovecott 34 in particular, is the second most deprived ward in England.

LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017a

mid-2001. A public consultation exercise is planne d for end of 2002 subject to

funding packages at problems associated with collapsing private housing markets.

LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017a

are still awaited.

Old Swan and Edge Hill.

LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017a

5.5 Our recommendations, therefore, are presented in following sections.

5.6 In summarising the situation, the following factors are relevant:

LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017a

LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017 13

§ Hairdressers Walton Vale

Table 5.2 – Assessment of Basic Provision, District Centres

LIVERPOOL/LOCAL & DISTRICT CENTRES/CAC0017 14

C&W LCC 2003 Report

C&W LCC 2003 Report