Vol 1 Retail Study

Great Yarmouth Borough
& Waveney District
Retail & Leisure Study: Final Report

Great Yarmouth Borough Council Version
Volume 1
August 2006
Private and Confidential
DTZ Consulting & Research

One Curzon Street
London
W1A 5PZ
Great Yarmouth Borough & Waveney District Retail and Leisure Study
August 2006
Contents
Volume 1
Page
Executive Summary i
1 Introduction 1
2 The Policy and Regeneration Context 3
3 Study Area Overview 12
4 Centre Profiles: Great Yarmouth 26
5 Healthchecks: Gorleston 41
6 Healthchecks: District and Local Centres 49
7 Prospects for Retail - Market Demand 53
8 Prospects For Retail: Capacity Assessment 67
9 Leisure Futures: Market Demand and Capacity Assessment 92
10 Summary, Strategy and Recommendations 110
Glossary
0507612B
Great Yarmouth Borough & Waveney District Retail and Leisure Study
August 2006
Volume 2: Appendices
1. Summary Sheets – District Centres
2. Summary Sheets – Great Yarmouth Local Centres
3. Summary Sheets – Waveney Local Centres
4. Key Performance Indicators
5. Analysis of Key Multiple Representation
6. Retailer Requirements – Great Yarmouth
7. Retailer Requirements – Lowestoft
8. Retail Expenditure – Growth Forecasts
9. Comparison Goods Retail Capacity Assessment: Scenario 1 ‘Baseline’
10. Comparison Goods Retail Capacity Assessment: Scenario 2
11. Comparison Goods Retail Capacity Assessment: Scenario 3
12. Convenience Goods Retail Capacity Assessment: Scenario 1 ‘Baseline’
13. Convenience Goods Retail Capacity Assessment: Scenario 2
14. Convenience Goods Retail Capacity Assessment: Scenario 3
15. Leisure Participation Profile – Great Yarmouth
16. Leisure Participation Profile – Waveney
17. Tourism and Spending Analysis for the Study Area
18. Cinema Screen and Seat Capacity Analysis
19. Planning For Tourism
Volume 3: Household Survey Analysis
Volume 4: Opportunity Site Assessment
0507612B
Great Yarmouth Borough Council & Waveney District Council
Retail and Leisure Study
August 2006
Executive Summary
1 DTZ were jointly commissioned by Great Yarmouth Borough Council and Waveney
District Council in order to provide a retail and leisure study in line with Central
Government guidance. It will inform and support the preparation of their respective
evolving Local Development Frameworks (LDFs) and with the assessment of retail and
leisure proposals.
2 By way of background information the study area covers Great Yarmouth Borough and
Waveney District (Figure 1), which is home to c.210,000 people. The study area is
geographically situated at the eastern most point of the British Isles. For centuries the area
has been dominated by maritime and military industries, which had a significant impact on
its social, economic and political life. The area is known for its poor accessibility and
overall communications, which contributes to its relative isolation.
Figure 1: Study Centres
3 Today, the settlements have somewhat diversified from this image and play host to an
expanding number of visitors. Within the study area, Great Yarmouth and Lowestoft are the
main centres for retail and leisure activity within their respective administrative areas and
their attractiveness needs to be enhanced to ensure their long-term vitality and viability. It is
no secret that Great Yarmouth and Lowestoft need to encourage development to increase
their performance and to achieve sustainable economic growth.
Hierarchy of Centres
4 When considering retailing in the Great Yarmouth Borough and Waveney District it is
important to bear in mind the shopping offer of other destinations in the region. By
i
August 2006
understanding the context of retailing beyond the study area, a fuller understanding of the
realistic scope for managing change can be gained. In this way, the study centres’ retail
performance and prospects cannot be divorced from those of competing centres, both
higher up and lower down the shopping hierarchy. A significant improvement to one centre
holds the threat of drawing trade from others.
5 The settlements of Norwich (regional centre) and Ipswich (sub-regional centre) are the
dominant retailing centres in the sub-region with their greater range of comparison goods
stores, which include department stores, variety stores, key fashion retailers and an
extensive range of national multiple retailers. Subsequently, the centres dominate extensive
catchment areas and, while predominantly rural in nature, they encompass a variety of
surrounding towns and villages in their hinterland.
6 The retail and leisure attractiveness of both centres has a significant influence on the
centres contained within the study area. Furthermore, it is likely that the investment and
expansion of their provision will continue to increase in the foreseeable future, (e.g. the
new Chapelfield Shopping Centre in Norwich city centre) and this will inevitably have
implications for the study centres. In short, if other centres in the study area’s hinterland
improve their offer, so must the study centres, especially Great Yarmouth and Lowestoft, if
they are to retain and/or enhance their current position.
Figure 2: Network of Study Centres
7 Great Yarmouth and Lowestoft (higher town order centres in the hierarchy – see Figure
2) offer a range of convenience and comparison goods shopping, as well as service facilities
normally associated with centres of this size and influence. At this level in the retail
hierarchy, a selection of quality national multiple retailers are present, but there is no
ii
August 2006
significant department store representation (i.e. John Lewis, Selfridges, House of Fraser,
Debenhams). These centres collectively address district needs and requirements.
8 Moving down the shopping hierarchy are the towns of Beccles and Gorleston wherein the
comparison shopping and service facilities serve principally local needs. Compared to the
above hierarchical tier, national multiple retailer representation is limited. In terms of
convenience shopping, the provision in each of the centres is dominated by a large
foodstore. Subsequently, the catchment areas for main food and top-up food shopping serve
a wide catchment area, extending beyond the town boundaries.
9 Lower down the shopping hierarchy are the smaller market towns of Bungay, Halesworth
and Southwold, wherein the shopping function; together with community activities (i.e.
community centres, libraries, health services and other public amenities) serve local needs
only. Although, there is definitely an increased emphasis on convenience shops and
services, the majority of their food and non-food expenditure is leaked to higher order
centres in the hierarchy, but this is to be expected. Their current performance and future
prospects increasingly relies upon the independent retail sector.
10 There is, however, a lower level still in the shopping hierarchy that embraces small district
and local centres. These centres, positioned in predominantly residential surroundings,
generally contain only a parade of small shops, normally anchored by convenience stores
and containing ancillary services (such as banks and post offices), serving a walk-in
catchment population. They are entirely reliant on local expenditure or passing trade (i.e.
proximity to a busy road). In these centres, especially local centres, national multiple
representation is negligible.
11 At the various levels in the shopping hierarchy, each centre has a different role and
function, performance level and potential prospects. The established hierarchy does not
prevent the smaller centres from continuing to be viable. Their current role is to provide for
the day-to-day needs of the local population and, moreover, a range of shopping for less
mobile shoppers.
Great Yarmouth
12 Great Yarmouth town centre functions as a retail, commercial, cultural, educational and
leisure destination. The retail provision is dispersed across a wide area, but the focus of
commercial activity in the centre, especially comparison goods retailing, continues to be
centred on the pedestrianised Market Place/King Street, which has a north-south axis, and
Market Gates Shopping Centre, which runs perpendicular to the central spine. All other
shopping areas within the centre can, in our opinion, be deemed secondary.
13 It is our view that Great Yarmouth has a relatively healthy centre. It has two department
stores and the full complement of variety stores (Marks & Spencer, Bhs and Woolworths).
It also has one of the ‘big four’ foodstore operators namely Sainsburys in its centre, albeit
edge-of-centre. At this level in the shopping hierarchy all these retailers serve an important
anchor function to the centre because they continue to bring shoppers into the centre
frequently and regularly. The centre also benefits from a diverse range of other uses, as
well as a popular sandy beach, that all encourage visitors into the centre.
14 However, we are concerned about the high level of vacancy in the centre, both in terms of
outlets and floorspace, as well as the recent decline in the centre’s yield. There has also
been a limited scale of new development in the centre in recent years, which leads us to the
view that whilst the centre maybe vital, it is not particularly viable in terms of attracting
new development and investment. All these factors do not point to a vibrant and robust
centre. Moreover, given the proximity of Great Yarmouth to the regional centre of
iii
August 2006
Norwich, it is likely that Great Yarmouth will continue to lose some trade to this dominant
centre in its hinterland, especially in terms of expenditure in fashion goods.
15 On a more positive note, at the time of writing the new owners of Market Gates Shopping
Centre had recently submitted an application for planning permission to increase the gross
floorspace of the shopping centre by 9,354 sq.m. In our view, the potential investment to be
pumped into the tired scheme, together with the reconfiguration of some small units to suit
modern retailer requirements, will be a welcome boost and could act as a springboard for
enticing new retailers to occupy the voids that currently exist in the centre. Moreover, it
will help Great Yarmouth town centre to maintain and enhance its overall vitality and
viability.
Lowestoft
16 Lowestoft town centre is the principal shopping and commercial centre within Waveney
District. It performs a strong role as a functional town centre catering for the convenience,
comparison and service needs of the district’s population. The centre is segmented into two
halves by virtue of the busy Artillery Way, which acts as a physical barrier. From the retail
perspective, the threat remains that the shopping centre is in danger of breaking into two.
On the one hand, the retailing to the south focuses on the prime pitches of London Road
North and The Britten Shopping Centre. On the other hand, to the north of Artillery Way is
the secondary pitch of the High Street. However, between the two divided retailing areas
there does not appear to be a particularly strong link.
17 An important anchor function to the town centre as a whole is served by the department
stores, the three variety stores and the two principal foodstores, which perform main trip
and top-up food shopping roles. However, there has been no substantive new development
in the centre over the past decade or so. In this way, it will never compete directly with the
higher order centres in the East of England, which continue to improve their retail offer.
18 At this level in the shopping hierarchy we consider that Lowestoft is generally performing
well at the moment. There are a limited number of vacant properties, rental levels and
yields are both improving, the centre is predominantly pedestrianised which allows
shoppers to peruse the shops in a pleasant and safe environment.
Beccles
19 The rural settlement of Beccles is the largest of the four market towns in Waveney District.
It serves the shopping and service needs of the town’s population and neighbouring
villages. Given that the centre does not have a wide range of national multiple retailers and
the representation of variety stores is restricted to Woolworths, it is our view that the
important anchor function to the centre as a whole is served by the Co-op Westgate
department store and the new edge-of-centre Tesco supermarket, which performs main trip
and top-up food shopping roles. With regard to the latter, if the resident population
undertake food shopping locally, they may be inclined to resist other shopping destinations
for non-food visits and other shops in the centre are therefore supported. In this way, this
type and size of supermarket in this location are in many respects ideal in this size of
centre. Now that Beccles shopping function is better anchored, its overall prospects for the
future are enhanced.
20 Despite the centre’s current relative health, we are concerned that the limited amount of
investment in traffic management in the centre will result in the town slightly losing its
competitive edge and attractiveness. Subsequently, it does need a further injection of
investment in this area in order to remain robust and competitive. Overall, there is no room
for complacency.
iv
August 2006
Gorleston
21 Gorleston does not boast the historic streetscape and charm of the majority of the study
centres. Instead, it contains a purpose-built, functional and well-managed retailing centre.
It trades in the shadow of Great Yarmouth and this is likely to be the case for the
foreseeable future. There is a real lack of “quality” retailers in the centre and this is
reflective of the fact that the centre does not attract a large number of shoppers from a wide
catchment. This point is reinforced by the dominance of fashion retailers at the lower end
of the market, which occupy units in the primary shopping pitch.
22 Whilst there is no specific evidence to point to a picture of fragility or decline in Gorleston

town centre (i.e. the low level of vacancy), the very limited list of national multiple retailers
seeking representation and the centre’s decline in the national rankings does not point to a
vibrant and robust centre. We believe that Gorleston’s future performance and prospects
will depend upon its ability to meet local residents and tourists needs effectively. In this
way, every opportunity should be taken to sustain or enhance the important food shopping
function and to continually seek to improve its existing environment and townscape quality.
Bungay
23 Bungay is an old market town rich in history, which is slightly larger than Halesworth and
Southwold in terms of retail floorspace. At this level in the hierarchy, the town centre
provides important shopping and service facilities. These serve their role well with catering
for the basic shopping and service needs of the town’s inhabitants and its rural hinterland.
Moreover, the specialist-shopping element (i.e. antique shops) encourages the occasional
visitor into the centre, which is important to the centre’s overall well-being. We are,
however, concerned about the high level of vacancy in the centre.
Halesworth
24 Halesworth has an attractive and vibrant town centre, which accommodates a high
proportion of convenience shops and services catering for the local population’s needs. In
our view, it is this level of basic shopping facilities that underpins the centre’s relative
vitality and viability, which serves local residents and those in the south of the district.
Southwold
25 The heritage seaside resort of Southwold has an alternative shopping role to that of the
other landlocked market towns. The centre is anchored, collectively, by the specialist
retailer trade. In this regard, its reputation is far reaching and visitors will travel a
considerable distance to enjoy the specialist trading opportunities. The small and historic
shop units positively lend themselves to this type of trade.
26 Southwold has a dual shopping role, serving local residents and tourists alike. With this in
mind, it is important that the town’s range of shops and services, which rely heavily on
visitor expenditure, do not become too influenced by the tourist market, and continue to
cater for the local population. This has important implications for sustainability and the
less-mobile local residents. Encouragingly, the vacancy level is extremely low.
District and Local Centres
27 In general terms, the district and local centres within the study area appear to be healthy and
are serving their roles by catering for the needs of their local catchments. However, there is
scope in some centres to consolidate the centres and allow the focus of retail and service
uses to be focused in a single, tighter area. For example, there is potential in Bells Road to
convert existing vacancies in peripheral areas to residential use. Similarly in Kirkley, which
v
August 2006
also has a large number of vacant units, and lacks basic service provision (such as banks
and a post office), would benefit from further convenience and service representation to
help strengthen the role of the centre.
28 Overall, we recommend that the district and local centres’ important role and status in the
study area should be strengthened, particularly where new population growth is forecast.
Retail Capacity Findings
29 Our study has focused on the next fifteen years to identify how changes in population,
personal spending levels and future retail business requirements will affect the capacity for
new development in the retail and leisure sectors. Our findings suggest an increase in
spend especially for the non-food comparison goods sector, as well as for convenience
retailing. Our key findings are as follows:
• population across the Great Yarmouth Borough zone is set to increase by 10.9%
increase (from 92,203 in 2006 to 102,221 in 2021) and by 12.5% across the Waveney
District zone (from 117,483 in 2006 to 132,202 in 2021).
• the total available comparison goods spend in the defined study area is set to almost
double from total potential available spend on comparison goods. It will increase by
+96% between 2006 and 2021. In contrast, spend on convenience goods is forecast to
increase by only +12% over the same period under the baseline scenario.
• by 2021, this translates to a median level available residual spend of £250m in Great
Yarmouth Borough seeking new comparison goods floorspace after accounting for
committed floorspace in the development pipeline. In Waveney District this translates
to a median level residual spend of £158m.
• depending on the intensity of trading in retail businesses, for Great Yarmouth Borough
this could lead to the requirement for between 29,000 sq.m net and 43,000 sq.m net
additional comparison goods sales space by 2021. In comparison, for Waveney District
this could lead to the requirement for between 18,000 sq.m net and 27,000 sq.m net
additional comparison goods sales space.
• there is limited capacity for convenience goods retailing in the short (2011) to medium
(2016) term across both authorities. By 2021, the median range comparison goods
projection for Great Yarmouth Borough is between 3,100 sq.m net and 6,300 sq.m net.
The equivalent figures for Waveney District are in the range of 2,300 and 4,700 sq.m
net.
• in summary, our capacity projections indicate:
- that there is a limited capacity for new convenience goods retailing up to 2011.
This is due to the minimal forecast growth in average spend levels and in the case
of Waveney District this is compounded by the large quantum of new foodstore and
convenience goods space with planning permission (c.3,300 sq.m net).
- more substantial capacity for new comparison goods retailing up to 2011 with
increasing capacity to 2021. We recommend that major new floorspace capacity is
concentrated in the higher order town centres in the hierarchy. These centres have
the critical mass of retailing and catchments to sustain significant new additions to
their retail stock, which will help to reinforce their relative status as the principal
shopping locations.
vi
August 2006
• although there is potential capacity for new non-town centre comparison goods space,
we recommend that this should be accommodated in town centre locations. It is also
important to emphasise that government planning policy guidance stresses that existing
centres should be the first choice for all new retail and leisure development. Only if
there are no available, suitable and viable sequential sites to accommodate this type of
retailing should consideration be given to edge-of-centre, and then out-of-centre
locations. Any proposals in out-of-centre locations will also need to be subject to the
usual tests, as set out in PPS6 (para. 3.4), and applicants will need to demonstrate:
- the need for development (PPS6: paras. 3.8 – 3.11)
- that the development is of an appropriate scale (para. 3.12)
- that there are no more central sites for the development (paras. 3.13 – 3.19)
- that there are no unacceptable impact on existing centres (paras. 3.20 –3.23)
- that locations are accessible (paras. 3.24 – 3.27).
Leisure Capacity
30 Within the context of a general increase in leisure expenditure, there is currently a

reasonable level of interest from A3/A4/A5 operators. Our analysis shows that by 2016,
the potential capacity for this floorspace is between 3,520 sq.m to 7,890 sq.m net in Great
Yarmouth Borough, and between 2,100 sq.m to 4,740 sq.m net in Waveney District.
31 There is a strong independent provision in terms of health and fitness activities within the
study area. There is low market demand in terms of commercial leisure requirements,
however this is matched by a lower than average take up of these facilities by the resident
population. Existing facilities should be maintained and protected by promoting investment
in facilities that would encourage an increase in participation by the local population.
32 There should be a capitalisation upon the outdoor pursuits afforded by Great Yarmouth and
Waveney’s rural setting; in particular, promotion of activities such as cycling, fishing,
shooting and bird watching which are already well-represented.
33 Cinema provision within the study area can be considered adequate. Operators should be
encouraged to maintain investment in facilities to encourage more use by the local
population. The capacity for additional screens is limited.
34 There is a higher than average propensity towards gambling within the study area. The dog
track and racecourse should be maintained and protected to ensure this interest is
consolidated as it is a major draw for the resident population. There is also strong market
evidence for demand of casino facilities and a further scoping study is recommended to
gauge the viability of the potential for a regional/sub-regional casino within the study area.
35 There is strong independent representation within the hotel market. In the future it is likely
that budget chain operators will likely seek increased representation. The benefit will be
increased competition with independent operators to ensure that the highest standard of
hotel provision is maintained.
36 Cultural activities provide a crucial link between the hotel trade and tourism within Great
Yarmouth and Waveney; current cultural activities should therefore be maintained and
protected to ensure that their offer remains attractive.
vii
August 2006
Strategy for the Study Area
37 It is widely anticipated within the study area that Great Yarmouth will improve its role and
attraction as a dominant centre if the proposed phased ‘Market Gates’ redevelopment and
expansion proceeds as planned. Furthermore, if (and when) the other potential development
and investment opportunities in the centre come to fruition (such as the URC
masterplanning exercise and the sites analysed as part of this study - The Conge,
Stonecutters Way/Howard Street South area) they will also help to strengthen the town
centre’s position considerably, leading to an increase in its overall attraction, catchment
area and market share over time.
38 With the above in mind, and as previously stated, we are somewhat concerned with the lack
of private sector investment in Lowestoft town centre in the recent past and in the
development pipeline. As a result there is a need for Lowestoft to raise its status, using
marketing and promotion initiatives. Standing still is akin to decline. Great Yarmouth at
present has the benefit of investor interest in its centre. The implication for Lowestoft is to
address this imbalance by encouraging market interest, say, by way of the URC initiative,
but overall there is a further need to engage with, and attract, private sector investment in
the retail and leisure stock within the centre. This needs to be through a process of dialogue
that promotes the centre, but also places it on the radar of investors and retailers. The key
aim of this process is to yield opportunities for redevelopment and reconfiguration within
the centre that will create units suited to modern retailer requirements.
39 In our opinion, neither Great Yarmouth nor Lowestoft has a strong (quality) restaurant or
evening offer. There would, therefore, appear to be potential to strengthen the eating and
drinking offer in both centres as part of the URC regeneration initiative, which would also
cater for any potential increase in tourists and visitors to the area.
40 Gorleston and Beccles perform and trade in the shadow of Great Yarmouth and Lowestoft
respectively, especially in terms of comparison goods retailing. However, in terms of
convenience retailing the foodstores play an important role in retaining expenditure from
their respective catchments. This, to a certain extent, assists with the creating spin-off trade
from which other retailers can benefit in each centre. In our opinion, Gorleston and Beccles
perform an important role in the network of centres and should not be ignored as higher
order centres move forward. In the medium to long-term, we recommend that a robust
vision and strategy be developed for the centres to meet the challenge of new development
and investment elsewhere in the sub-region.
41 We have acknowledged that, to varying degrees, the three lower order centres of Bungay,
Halesworth and Southwold could have physical and planning constraints to their future
development and growth. These attractive visitor centres need to maintain and enhance
their important convenience offer, as well as advance their profile as part of a
comprehensive spatial strategy on tourism as set out in government guidance.
42 In relation to the district and local centres, the majority of which are currently healthy, we
recommend that a robust vision and strategy be developed, in the medium to long term, in
line with their status. The aim should be to meet the challenge of new development and
investment elsewhere in the study area. It is acknowledged, their growth will be more
‘organic’ than the higher order centres. For example, this could involve redefining their role
so that it complements rather than competes with the main town centre offer and builds on
tourist and visitor attractions where necessary.
43 We strongly recommend that all the centres’ overall vitality and viability be maintained and
enhanced in accordance with PPS6. We consider that their growth needs to be in keeping
with the relative status, character and catchments. In some cases the potential exists to
build on waterfront locations and attractions, to create more vital and viable tourist and
viii
August 2006
visitor destinations. In most cases, the medium to lower order centres are anchored by a
foodstore, and supported by a range of other convenience and service businesses, as well as
community facilities. It is our view that these smaller centres will only continue to flourish
in the future if the scale and quality of their food offer and other facilities are maintained
and enhanced.
ix
August 2006
1 Introduction
Study Objectives
1.01 We have been jointly instructed by Great Yarmouth Borough Council and Waveney
District Council in order to provide a retail and leisure study. It will inform and support the
preparation of their respective evolving Local Development Frameworks (LDFs) and with
the assessment of retail and leisure proposals.
1.02 The main objectives of the study are to:
• assess the vitality and viability of the main centres in the study area namely Great
Yarmouth, Lowestoft, Beccles, Gorleston, Bungay, Southwold and Halesworth, as
well as the general health of the key district and local centres.
• provide an indication of the likely future capacity and market demand for
additional retail and leisure floorspace across the study area.
• provide planning and market advice on a strategy for the future development of the
main study centres and on identified key development sites within the study area.
1.03 In order to address the key objectives of the study in a robust and comprehensive manner,
our report is divided into the following inter-related sections:
• Policy and Regeneration Framework (Section 2) – since national planning policy

has been subject to recent changes, we consider it prudent to set out in the first
instance our understanding of contemporary planning policy guidance. This will be
followed by the retail and regeneration policy context at the regional and local
level.
• Study Area and Hinterlands Retail and Leisure Overview (Section 3) – an

examination of the study area’s demographic and socio-economic profiles, the retail
hierarchy, as well as out-of-centre retail and leisure provision.
• Centre Healthchecks (Sections 4, 5 and 6) – these sections examine the relative

strengths and weaknesses of the study centres and draw on key performance
indicators set out in PPS6.
• Prospects for Retail: Market Demand (Section 7) – provides an assessment of

the key trends driving market demand in the retail sector and how this is
manifesting itself in terms of requirements for representation in the study area’s
centres. We also review the potential growth and impact of e-commerce on UK
shopping patterns and town centres.
• Retail Futures: Capacity Assessment (Section 8) – assesses the potential capacity

for new convenience and comparison goods retailing using our Re:Map model.
• Leisure Futures: Market Demand and Capacity Assessment (Section 9) –

assesses the key trends driving market demand in the commercial leisure sector and
forecasts the potential capacity for leisure provision within the study area.
• Town Centre Futures: Strategy and Recommendations (Section 10) – draws

together the main findings and sets out our strategy and recommendations as to the
future role and potential of the study centres.
1
August 2006
1.04 This Volume 1 report should be read in conjunction with:
• Volume 2 – which comprises the technical appendices.
• Volume 3 – containing the results of the household survey.
• Volume 4 – which considers a planning and commercial appraisal of the suitability

and viability of six opportunity sites. This has been achieved in accordance with
advice contained in PPS6.
2
August 2006
2 The Policy and Regeneration Context

2.01 This section provides a summary of the planning policy and regeneration context relevant
to the future growth and development of the study centres within Great Yarmouth Borough
and Waveney District.
National Planning Policy Context
2.02 Since the 1980s there has been a dramatic change in Britain’s urban and retail landscape
driven by a range of socio-economic, demographic and property market trends. Retail,
leisure, entertainment and employment activities have shifted away from central locations
to out-of-centre destinations, impacting on the relative role, attraction and viability of many
of Britain’s cities and towns.
2.03 As a result Britain’s high streets have radically changed in their appearance and function
over the last thirty years. Traditional streetscapes of small shops, mixed with office,
residential and other uses, have been replaced by large shopping malls. As a result, many
of Britain’s larger towns and cities are now dominated by a number of major national
multiple retailers and brands.
2.04 This decentralisation of key uses and activities from their traditional high street locations
resulted in a significant shift in Government thinking and policy from the mid-1990s
onwards. The production of PPG6 and PPG13 strengthened the role of the planning system
and placed increased emphasis on sustainable mixed-use development, underpinned by high
quality urban design. This revised policy has significantly curbed the growth of new out-
of-centre retail and leisure developments.
2.05 The Government’s thinking was further clarified and strengthened by a number of
subsequent Ministerial Statements, along with the publication of the Urban White Paper
(2000) -‘Our Towns and Cities: The Future’. This provided another explicit statement of
the Government’s main objective to reverse town centre decline and create vibrant mixed-
use urban areas, characterised by thriving daytime and evening economies.
2.06 The original PPGs are currently in the process of being updated, in line with the
Government’s wider objective to revise and speed up the planning system. The
replacement for PPG6 - Planning Policy Statement (PPS) 6: ‘Planning for Town
Centres’ - was published in March 2005 and many of its policies reproduce, or are closely
based on, existing policies in PPG6. At its launch the Planning Minister emphasised the
“town centres first” message, stating that: “…the creation of thriving town centres that
provide local people with retail, leisure and other facilities they need is of critical
importance to our vision of sustainable communities…”. A number of ‘daughter’ guidance
papers are scheduled to follow, including guidance on undertaking assessments of need and
impact for retail and leisure uses, as well as preparing strategies for smaller centres.
2.07 Amongst its many aims, PPS6 encourages Local Planning Authorities (LPAs) and Regional
Planning Bodies (RPBs) to be more pro-active in planning positively for the growth and
development of their towns and to work in partnership with the community and key
stakeholders, including developers, retailers and leisure operators (para.2.15). It
specifically states that local authorities should (para.1.6):
• develop a hierarchy and network of centres;

• assess the need for further main town centre uses and ensure there is the capacity to
accommodate them;
• focus development in, and plan for the expansion of, existing centres as appropriate,
and at the local level, identify appropriate sites in development plan documents;
3
August 2006
• promote town centre management, creating partnerships to develop, improve, and

maintain the town centre, and manage the evening and night-time economy; and
• regularly monitor and review the impact and effectiveness of their policies for
promoting vital and viable town centres.
2.08 Central to the advice in PPS6 is the sequential approach and the assessment of need and
impact and these are briefly described below:
(i) The Sequential Approach

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

• edge-of-centre locations1 - with preference given to sites that are (or will be) well
connected to the centre; and finally
• out-of-centre sites2 - with preference given to sites that are (or will be) well served by a
choice of means of transport, which are close to the centre and therefore have a high
likelihood of forming strong links with the centre.
2.10 The Government’s aim is to locate the appropriate type and scale of development in the
right type of centre, to ensure that it fits into that centre and complements its role and
function (para.2.41). In doing this, LPAs should be sensitive to the needs of the
community and stakeholders, including developers and operators, and identify sites that are,
or are likely to become available for development during the development plan document
period.
2.11 The identified sites should allow for the accommodation of the identified need and be
capable of accommodating a range of business models. In planning terms, the business
model approach includes the scale and format of new development, car parking provision
and the scope for disaggregation (para.2.45). A significant revision from the draft version
of PPS6 is the requirement for the sequential approach to be applied to all proposed
extensions over 200 sq.m gross.
(ii) Need and Impact Assessment
2.12 PPS6 states that LPAs should place greater weight on the quantitative assessment of need
for additional retail floorspace development. However, it is not necessary to demonstrate
the need or impact of retail proposals located in the primary shopping area, or for other
main town centre uses located within the town centre (para.3.8). PPS6 confirms that local
authorities should also take account of other qualitative considerations, specifically
deprived areas that lack access to a range of services and facilities (paras.2.33 and 3.11).
However, additional benefits in respect of regeneration and employment do not constitute
indicators of need for additional floorspace, although they may be material considerations
in the site selection process, depending on local circumstances (para.2.37).
1
For retail purposes ‘edge-of-centre’ is defined as a location that is well connected to and within easy walking distance (i.e. up to 300 metres)
of the primary shopping area. For all other main town centre uses, this is likely to be within 300 metres of a town centre boundary. Local
circumstances should be taken into account such as local topography, perceptions of easy walking distance, barriers to movement and the
attractiveness/safety of the route.
2
‘Out-of-centre’ is defined as a location that is not in or on the edge of a centre, but neither is it necessarily outside the urban area. This
definition differs from ‘out-of-town’, which is essentially outside the urban area.
4
August 2006
2.13 PPS6 has created new optimism, new visions and new designs for town centres. However,
research shows that there is increasing polarisation in investment and market shares
between the top shopping locations and smaller centres. Many of Britain’s smaller and
medium-sized urban and rural centres have suffered from reduced investment over a
number of years. This is because developers and operators have targeted “less risky” major
town and city centres, as well as out-of-centre locations.
Regional Planning Policy and Regeneration Context
2.14 We now briefly review the Draft East of England Plan, as well as the Norfolk Structure
Plan and the Suffolk Structure Plan.
(i) Draft East of England Plan (December 2004)
2.15 Following the reform of the planning system in 2004, the draft East of England Plan will
replace Regional Planning Guidance for East Anglia (RPG 6) and will also supersede the
Norfolk Structure Plan and the Suffolk Structure Plan. The plan sets out a vision for the
East of England to:
“sustain and improve the quality of life for all people who live in, work in, or visit the
region, by developing a more sustainable, prosperous and outward-looking region,
while respecting its diversity and enhancing its assets”.
2.16 Great Yarmouth Borough and Waveney District are considered to be priority areas for
economic regeneration within the region due to weak economic performance and high
levels of deprivation (Policy SS11). The plan also states that Great Yarmouth and
Lowestoft are key centres where development and change will be focussed. A total of
478,000 net additional dwellings will be built in the region for the period 2001 – 2021, of
which 6,000 in Great Yarmouth and 5,800 in Waveney. Higher levels of growth are
planned for Norwich and Haven Gateway sub-region.
2.17 In terms of the retail hierarchy, the plan recognises that the East of England has an
established structure of centres ranging from major regional centres to smaller market
towns and villages, all of which play a key role in meeting the needs of their catchments. It
can be noted that Great Yarmouth and Lowestoft are defined as regional centres.
2.18 The plan seeks to ensure that town centres are thriving, vibrant, attractive and benefit from
investment, environmental enhancements and regeneration. The plan also notes that
development in rural areas will be focussed in market towns and key service centres.
Policy SS9 states that in order to sustain the viability and secure revitalisation of the
region’s market towns, LPAs should consider the need to:
• accommodate additional housing, employment growth and economic diversification;

• enhance the environment of the town centre;
• improve the accessibility of the town by public transport from surrounding rural
areas;
• extend provision for shopping facilities and services in the town centre; and
• improve access to high-speed communications technology to assist economic
diversification.
2.19 The plan sets out specific objectives for the built-up areas of Great Yarmouth and
Lowestoft. It acknowledges that these towns have had similar problems in recent years
(resulting in relatively high unemployment and pockets of deprivation), but the area has
many positive attributes including a high quality coastal, countryside and Broads
environment and an important built heritage.
5
August 2006
2.20 The plan notes that the two ports offer scope for development of maritime related industries
and the ability to act as gateways between the region and Europe. The plan states that
existing industries should be developed and there should be diversification into new sectors
with a particular focus on environmental assets and tourism. The plan notes the potential
for:
• business parks and employment sites in South Gorleston and the Ness Point area of
Lowestoft;
• South Denes/East Port area of Great Yarmouth, for urban regeneration and port
related activities; and
• Lake Lothing (Lowestoft) for maritime and leisure industries, offshore wind energy
and electronics.
2.21 Overall, the plan recognises that regeneration should focus on the urban renaissance of both
Great Yarmouth and Lowestoft. Priority areas and projects for brownfield redevelopment
should be identified and particular attention should be made to waterfront sites.
(ii) The Norfolk Structure Plan (1999)
2.22 The Structure Plan provides an analysis of the strengths, weaknesses, opportunities and
threats in Norfolk (see Table 2.1). It highlights the capacity for new investment in the area,
whilst realising that there is a requirement to increase transportation links to reduce its
relative isolation.
Table 2.1: SWOT Analysis of Norfolk

Strengths
• quality of life (identity, tradition, culture)
• rich natural and built environment
• Norfolk's coast
• improved A11 trunk road
• good rail links to London from Norwich and King's Lynn
• Norwich Airport
• Norwich's regional capital role
• tourism
• presence of university, colleges and training provision
Weaknesses
• lack of low cost housing in both urban and rural areas
• poor east-west trunk road and rail links
• no major sea ports with European links
• dispersed small settlements with declining rural services
• concentration of disadvantage in Great Yarmouth where there may be
environmental constraints to some development
• no alternative to the car as a means of transport in some rural areas
6
August 2006
Opportunities
• potential to develop Great Yarmouth’s outer harbour potential for improved
links with Europe
• harnessing community involvement
• capacity at Norwich Airport
• potential for improved rail links between Great Yarmouth and the Midlands
• capacity of brownfield sites in central Norwich and King's Lynn ability to
attract SRB, national lottery and other funding
• a range of market towns to act as rural and local centres
• restoration of a unique natural environment in the Broads and Brecks
Threats
• damage to the environment from poor quality, badly located development
• increased car traffic
• lack of investment to improve trunk road links
• rail privatisation (loss of rural services)
• competition with rest of region e.g. Cambridge
• businesses vulnerable to external commercial decisions
• pressure on sensitive environments from visitors
• coastal erosion
• depletion of water resources with implications for the water environment
damage to the Broads through sea flooding, pollution and development
pressures
2.23 The Structure Plan sets out a framework for the future pattern of development in Norfolk.
In terms of retail development it provides a functional hierarchy of centres, which it seeks
to improve and enhance. Great Yarmouth is defined as a sub-regional centre, Gorleston and
other identified district centres, such as Caister, are classified as small town centres. The
plan states that the concentration of facilities on the seafront in Great Yarmouth can be
considered as part of the town centre for leisure and entertainment uses. The plan supports
the enhancement of these centres and in particular promotes the vitality and viability of the
market towns and smaller centres.
2.24 Great Yarmouth is a priority area for economic growth in Norfolk due to its high rate of
unemployment and dependence on highly seasonal and volatile industrial sectors. Major
housing, employment and commercial development will be located in Great Yarmouth in
order for the centre to retain its vitality and viability. Links with Lowestoft are also
important.
(iii) The Suffolk Structure Plan (2001)

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

• attracting inward investment;
• protecting and enhancing the attractive historic and natural environment;
• achieving the redevelopment of under-used industrial sites; and
• maintaining and expanding port facilities.
7
August 2006
2.26 Lowestoft, Beccles, Bungay, Halesworth and Southwold are classified as town centres.
The plan seeks to maintain and enhance the vitality of these centres by ensuring a healthy
retail sector and a wide range of other uses including residential. The development of
accommodation and facilities for tourism is also important, particularly in the traditional
seaside resorts of Lowestoft and Southwold.
2.27 The plan also notes the importance of strengthening market towns and villages. It states
that many of the smaller market towns in Suffolk may be adversely affected by retail
developments of less than 2,500 sq.m gross floorspace and as a result it advises that local
authorities request impact assessments where such an impact is anticipated.
Local Planning Policy and Regeneration Context
2.28 The key planning policy documents that have been reviewed at the local level are:
i. Great Yarmouth Borough Local Plan (February 2001)
ii. Great Yarmouth Borough Local Development Framework (LDF)
iii. Great Yarmouth Local Development Scheme (LDS)
iv. Great Yarmouth Statement of Community Involvement (SCI)
v. Great Yarmouth Local Development Documents (LDD)
vi. Waveney District Local Plan Revised Draft (October 2002)
vii. Waveney Interim Local Plan (May 2004)
viii. Waveney Local Development Framework (LDF)
ix. Waveney Local Development Scheme (LDS)
x. Waveney Statement of Community Involvement (SCI)
xi. Waveney Local Development Documents (LDD)
(i) Great Yarmouth Borough Local Plan (February 2001)
2.29 The main objectives of the local plan are:
• to improve the health of the local economy (retailing is considered a key objective);
• to improve transport links to and within the Borough; and
• to protect the natural and built heritage.
2.30 Great Yarmouth is the main centre in the Borough and, in this way must maintain and
enhance its role as a sub-regional centre. Gorleston is a smaller, more specialist district
centre serving residents in the south of the Borough. The main challenges for retailing in
the Borough are to ensure that the existing retail hierarchy is maintained and that any
beneficial changes in retailing within the catchment are accommodated.
8
August 2006
2.31 There are several local centres within the Borough that serve the everyday needs of
residents and the plan recognises the importance to enhance the range of retail and other
uses, as well as the environment in these centres.
2.32 Furthermore, it highlights the role of seafront shopping and the value of facilities for
tourists in Gorleston and Great Yarmouth. With regard to the latter, a significant amount of
tourist shops are located along Regent Road and the plan seeks to safeguard retail uses in
this area, because it links the seafront with the town centre and other uses (e.g.
entertainment).
2.33 South Gorleston is recognised as having the potential to be a large development area
comprising a business park, housing and open space. The need for community facilities,
including local retail uses, is highlighted.
2.34 The plan discourages retail development on land considered to be more suitable and viable
for other business/commercial and industrial employment uses. It is a strategic objective
that land allocated for employment purposes is kept available so that the Borough can
respond positively to economic growth.
(ii) Great Yarmouth Borough Local Development Framework (LDF)
2.35 The Borough-wide local plan discussed above will provide planning policy guidance until
2007. It will then be superseded by the LDF, which is designed to replace the current local
plan according to new legislation, and provide guidance until 2010 or 2011.
2.36 The LDF will have the primary function of guiding the development of Great Yarmouth to
achieve the planning related vision outlined in the Great Yarmouth Community Strategy.
The Great Yarmouth Community Strategy (2020 Vision – the Revised Path to the Future)
details three objectives to work towards: a prosperous and dynamic economy, a clean and
safe environment, and a healthy and cohesive community.
2.37 To assist in meeting these objectives, the LDF will provide clear policies relating to the
location and design of development that will be used in the assessment of planning
applications, as part of the development control process. As such, the LDF will constitute:
• a Local Development Scheme (LDS);
• a Statement of Community Involvement (SCI); and
• a number of Local Development Documents (LDD), which are either Development

Plan Documents (DPD) or Supplementary Planning Documents (SPD).
(iii) Great Yarmouth Local Development Scheme (LDS)
2.38 The LDS is a public statement of the Council’s three year programme for the preparation of
Local Development Documents. The Great Yarmouth Local Development Scheme 2004 –
2008 came into effect on 29 April 2005.
2.39 The LDS informs the local community and stakeholders of the documents that will make up
the Great Yarmouth Local Development Framework and the timescales for the preparation
of these documents. It also establishes and reflects the Council’s priorities and enables
work programmes to be set for the preparation of the documents, and establishes a
timescale for the subsequent review of the documents.
9
August 2006
(iv) Great Yarmouth Statement of Community Involvement (SCI)
2.40 The Statement of Community Involvement (SCI) outlines how Great Yarmouth Borough
Council intends to involve the community and organisational stakeholders in the
preparation of the LDF, and outlines the arrangements for consultation on applications for
planning permission.
2.41 The SCI was adopted on 12 January 2006. The document is divided into five main
sections:
• Great Yarmouth Borough Community;
• Approach to Community Involvement;
• Standards for Local Development Documents;
• Standards for Planning Applications; and
• Monitoring and Improvement.
(v) Great Yarmouth Local Development Documents (LDD)
2.42 The Council has proposed that the Great Yarmouth LDF should include several
Development Plan Documents (DPD):
• Core Strategy
• Generic Development Control Policies
• Area Action Plans
• Site Specific Proposals
• Proposals Maps
2.43 At the time of writing, these documents are at various stages of completion. The Core
Strategy has reached the Preferred Options stage of the consultation process. The draft
Core Strategy Preferred Options Development Plan Document comprises a long-term
spatial vision and strategic objectives, a spatial strategy, core policies and a monitoring and
implementation framework to reach delivery, and it will identify broad locations for
delivering housing and other major development needs. A Sustainability Appraisal Report
for the Preferred Options has also been produced, highlighting likely economic, social and
environmental effects of the policies and proposals in the plan.
2.44 The Urban Regeneration Company ‘1st East’ has produced an Area Action Plan, which is
discussed later in this section.
2.45 In addition, the currently adopted Supplementary Planning Guidance (SPG) documents
‘Residential Design Guidance for Norfolk (February 1998)’ and ‘Biodiversity
Supplementary Planning Guidance for Norfolk (June 2004)’ will be reviewed for re-
adoption as Supplementary Planning Documents (SPD).
10
August 2006
(vi) Waveney District Council Local Plan Revised Draft (October 2002)
2.46 The overall vision of the plan is to “promote sustainable development, and by directing
most development to the urban areas, encourage regeneration, whilst protecting the
district’s built heritage and natural environment”.
2.47 In a similar vein to Great Yarmouth Borough, regeneration is a key for the District Council.
Lowestoft, in particular, suffers from severe economic and social problems. Although,
many areas in Waveney (including Lowestoft and the market towns of Beccles, Bungay and
Halesworth) have benefited from regeneration initiatives and funding over recent years, it is
recognised that more work is required (refer to Table 2.2). Economic regeneration is a
priority and it is considered essential that sufficient land is safeguarded for employment
generating uses.
Table 2.2 Regeneration Areas in Waveney

Lowestoft
• On-going work to create an outward looking town with an improving
economic, social and physical environment
South Lowestoft
• Regenerating the local economy
• Revitalising the local community
• Enhancing and conserving the environment
• Developing integrated transport
• Promoting tourism
• Providing attractive retailing
Lake Lothing, South

Lowestoft
• Encourage more commercial uses to complement existing industrial
uses.
• Improve access via the construction of the South Lowestoft Relief
Road
• Redevelopment of vacant, previously used land for retail and
associated commercial and tourism purposes.
Beccles, Bungay &

Halesworth
• Important to continue the role of the regeneration of market towns in
the future. Maintaining services and developing links between towns
and surrounding rural areas
2.48 Lowestoft, Beccles, Bungay, Halesworth and Southwold are regarded as the most
sustainable locations for future development to contribute to regeneration, as well as to
enhance levels of services and facilities. In terms of retailing, Lowestoft has the main town
centre, followed by the market towns of Beccles, Bungay, Halesworth and Southwold, then
the district centres of Kirkley and Oulton Broad. Broad strategies for the centres are set out
below:
• Lowestoft – its role should be maintained and enhanced to offer a wide range of
shopping, leisure and other facilities. The centre should aim to improve its shopping
environment and attract new retail investment with a view to clawing back leakage to
Norwich. A core shopping area is identified to prevent the dilution of retail uses.
The conversion of residential units to office uses around the town centre is restricted.
• Beccles – provides a shopping centre for a substantial urban and rural area, especially
in terms of convenience and comparison needs. New retailers should be encouraged
into the centre.
11
August 2006
• Bungay – has a range of eating/drinking establishments and a high proportion of

antique shops. The maintenance and enhancement of the town centre’s role for day-
to-day shopping services is encouraged. Specialist shopping for visitors and the
evening economy will remain important to the town’s vitality and viability. It is
recognised that the provision of a foodstore would help to claw back shopping trips
from competing towns.
• Halesworth – a traditional market town and an important centre in the south of the
district. Local shopping facilities underpin the vitality and viability of the centre.
• Southwold – shops reflect its tourist appeal. The centre does not serve all
convenience shopping needs, as it only has a provision of small supermarkets and
convenience shops. An appropriate balance between the needs of local residents and
visitors needs to be maintained. Development opportunities are somewhat limited.
2.49 The main retail policies are:
• retail development will only be permitted within these town centres and only if there
are no suitable sites available, will edge-of-centre or out-of-centre sites be
considered;
• only ancillary retail uses will be permitted on land identified for non-retail uses;
• retaining a satisfactory mix of retail uses in the market towns;
• retaining the individual character of the market towns;
• support local shopping centres;
• expansion and improvement of the shopping area at London Road South (Kirkley
District Centre), by maintaining and enhancing it as a viable shopping centre of more
than local significance;
• South Quay/Lake Lothing is an eight hectare derelict site allocated for mixed-use
redevelopment, with a significant quantum of convenience, comparison and leisure
floorspace. It is located beyond the 300m distance parameter for an edge-of-centre
site, but this is considered to be outweighed by regeneration benefits; and
• land at Clifton Road/Economy Road is allocated for mixed-use development
comprising retail, leisure and community uses.
(vii) Waveney Interim Local Plan (May 2004)
2.50 The Waveney Interim Local Plan sets out amendments to the Revised Draft Local Plan,
which was approved by Council on 24 February 2004 following consideration of
representations received during the consultation period February to April 2003.
2.51 It takes account of changes in Government policy, especially with regard to housing
development, and will be used for development control purposes alongside the existing
adopted Waveney Local Plan. It should be noted that, these amendments to the local plan
pre-date the introduction of PPS6 in March 2005.
2.52 A new retail policy (S10) inserted into the local plan permits proposals for retail, leisure
and community uses on land between the Thoroughfare and Saxon’s Way, Halesworth. A
planning permission on this site and subsequent floorspace commitments are dealt with in
Section 8.
12
August 2006
(viii) Waveney Local Development Framework (LDF)
2.53 The Waveney LDF will replace the local plan over the coming years. Similarly, it will
consist of a suite of documents, including
• a Local Development Scheme (LDS) and an associated Annual Monitoring Report;
• a Statement of Community Involvement (SCI); and
• Local Development Documents (LDD), including Development Plan Documents

(DPD) and Supplementary Planning Documents (SPD).
(ix) Waveney Local Development Scheme (LDS)
2.54 The Waveney LDS underwent its first review in January 2006. It aimed to provide a brief
description of LDP documents to be prepared, establish which documents are part of the
development plan, set out a timeline for the preparation of those documents, and explained
how their progress would be monitored.
(x) Waveney Statement of Community Involvement (SCI)
2.55 The Waveney Statement of Community Involvement was also produced in January 2006.
It sets out progress to date on the Waveney Local Plan, factors affecting the Council’s
approach to consultation, the strategy for community involvement for each of the LDD, and
the schedule of documents to be considered.
(xi) Waveney Local Development Documents (LDD)
2.56 Development Plan Documents are at various stages of completion, and include:
• Core Strategy
• Site Specific Land Allocations
• Core Development Control Policies
• Action Area Plans
• Proposals Maps
2.57 The Core Strategy Preferred Options, along with the Sustainability Appraisal Draft Report,
have been published for consultation, with a view to submitting a revised Core Strategy
towards the end of 2006.
2.58 Currently, the Core Strategy sets out policies on: sustainable development; settlement
strategy; high quality and sustainable design; infrastructure; an Area Action Plan for Lake
Lothing; community-based regeneration; housing; housing mix; employment; renewable
energy and knowledge economy; retail, leisure and office development; tourism; culture;
sustainable transport; natural, built and historic assets; and climatic events.
2.59 Supplementary Planning Documents will also provide further detail on policies or proposals
in adopted development plan documents.
13
August 2006
Urban Regeneration Company
2.60 Urban Regeneration Companies (URCs) are companies approved by the ODPM to organise
the physical regeneration and redevelopment of particular towns or cities. The URC for
Great Yarmouth and Lowestoft was officially launched in January 2006 as 1st East.
2.61 The URC is funded by the East of England Development Agency (EEDA) and the four
local authorities involved, namely Great Yarmouth Borough Council, Waveney District
Council, Norfolk County Council and Suffolk County Council. It is managed by a board
consisting of representatives from private practice, the local authorities, EEDA, and
community groups, with the Government Office for the East of England (GO-East) holding
observer status.
2.62 The principal aim of 1st East is to address and reverse deprivation within Great Yarmouth
and Lowestoft. These towns have experienced declines in their respective employment
bases, resulting in major areas of land becoming derelict and under-utilised.
2.63 The URC plans to carry out its objectives primarily through the creation of jobs and the
promotion of economic growth, by coordinating public and private sector initiatives. It will
also form a key delivery vehicle for wider regeneration of the sub-region.
2.64 The URC boundaries contain c.600 hectares of mostly brownfield industrial land in Great
Yarmouth and Lowestoft, including approximately 26km of waterfront. The main areas of
focus are outlined in Table 2.3.
Table 2.3: URC Focus Areas
Great Yarmouth Lowestoft

• North Quay • Lake Lothing
• Cobholm • The Fish Dock
• Southtown • Ness Point
• South Quay
• South Denes
• Runham Vauxhall
2.65 The overall goals that ‘1st East’ seek to achieve in Great Yarmouth and Lowestoft include:
• employment-led regeneration
• broaden the base of economic activity
• re-use of brownfield land
• reconnect town and waterfronts
• identify catalyst projects and infrastructure needs.
2.66 Shared objectives and specific objectives for Great Yarmouth and Lowestoft are outlined in
Table 2.4.
14
August 2006
Table 2.4: 1st East Objectives
Shared Objectives
• Generate economic and social activity;
• Create attractive towns in which to live, work and invest;
• Manage the changing relationship between the port and town;
• Realise the full potential of the waterfront asset;
• Set high standards of urban and landscape design quality by encouraging

innovation; and
• Foster strong economic/community linkages within the sub region, and with
Europe.
Great Yarmouth Objectives Lowestoft Objectives

• Integrate East Port into the town; • Reconnect the historic town to the
sea;
• Create attractive entrances into the
town; • Reconnect the town centre to Lake
Lothing;
• Improve accessibility; and
• Improve north-south connectivity;
• Transform the inner harbour. and
• Transform the inner harbour.
Summary
2.67 Great Yarmouth and Lowestoft need to encourage development to increase their
performance and to achieve sustainable economic growth. They are considered priority
areas for economic regeneration and, in this way, it is intended that they take a lead
strategic role in accommodating new employment and significant housing growth. Both
towns are defined as regional centres in the Draft East of England Plan and are a focus for
regeneration activity, particularly on brownfield and waterfront sites. They are also the
main centres for retailing and their physical and commercial attractiveness needs to be
enhanced to ensure their long-term vitality and viability.
2.68 Physical regeneration and redevelopment of a significant scale is being introduced into the
study area through ‘1st East’ Urban Regeneration Company. This will seek to address and
reverse deprivation within Great Yarmouth and Lowestoft. The URC plans to carry out its
objectives primarily through the creation of jobs and the promotion of economic growth, by
co-ordinating public and private sector initiatives. This will contribute to raising the profile
of the two centres over the medium to long-term.
2.69 In Waveney, the market towns are important centres and policies are in place to protect the
diverse mix of retail uses. The key objectives are to ensure that they maintain their
individual character and identity, whilst enhancing their vitality and viability. It is
important that the market towns do not decline as a result of the dominance of the higher
order centres. The expansion of the Kirkley District Centre, along London Road South, is
also promoted.
15
August 2006
2.70 Finally, the importance and benefits of tourism, in both local authority areas, is considered
fundamental to economic performance and prospects.
16
August 2006
3 Study Area Overview

3.01 The survey-based catchment areas (Figure 3.1) have been used to define the socio-economic
characteristics of both Great Yarmouth Borough and Waveney District. The catchments
themselves are postcode-sector based and therefore do not correspond exactly with the
administrative boundaries of the two authorities.
Figure 3.1: Survey Based Catchment Areas
3.02 The key demographic and socio-economic characteristics of the two defined core catchments
and the single outer catchment are set out in Table 3.1.
i. In 2006, the core catchment of Great Yarmouth has a resident population in excess of
92,100 people, whilst Waveney has nearly 117,400.
ii. The outer catchment has 183,900 people, thus making the total amalgamated
population of all catchments over 393,400.
iii. Based on the 2003 ONS sub-national projections, the population within the Great
Yarmouth core catchment is set to increase from 92,100 in 2003 to 98,500 in 2016.
This represents an increase of 6.9% over the period or 0.67% per annum. The
population in Waveney is expected to increase some 8.0% from 117,400 to 126,800.
17
August 2006
Table 3.1:Demographic and Socio-Economic Profile of the

Great Yarmouth and Waveney Catchments
Category Core Great Core Outer National
Yarmouth Waveney Average
Population Size 90,320 114,742 179,710 n/a
Convenience Spend Per Capita (per annum) £1,312 £1,300 £1,468 £1,549
Total Convenience Goods Spend (per annum) £119 million £149 million £264 million n/a
Comparison Spend Per Capita (per annum) £2,159 £2,138 £2,545 £2,671
Total Comparison Goods Spend (per annum) £195 million £245 million £457 million n/a
A/B 15.8% 18.8% 24.9% 24.9%
C1/C2 51.7% 51.3% 52.6% 47.9%
D/E 32.4% 29.8% 22.4% 27.3%
Car Ownership 70.2% 75.0% 86.8% 72.5%
Owner Occupied 70.0% 72.5% 76.3% 68.9%
Source: MapInfo TargetPro (2003 based estimates)
• The age profiles for the two catchments are shown in Figure 3.2. Compared to the
national average, the population is relatively mature, with 46% and 47% of the
population within the Great Yarmouth Borough and Waveney District core catchments
respectively being aged over 45.
Figure 3.2: Age Profiles for the Primary & Secondary Catchment Areas
16
14
12
% Population
10
0
0-14 5-14 15-24 25-34 35-44 45-54 55-64 65-74 75+
Age
GTY W Out GB
Source: Mapinfo Target Pro Data / Census 2001
• Compared to the national picture, spend per capita (for comparison and convenience
goods) in the defined catchment areas (Great Yarmouth Borough £3,471 and Waveney
District £3,438) are significantly below the average (£4,220), indicating that both
catchment areas are less affluent.
18
August 2006
• The affluence profile in the core catchments (Great Yarmouth Borough 44%, Waveney
District 45% ABC1) is significantly lower than the national average (54%). Figure 3.3
illustrates the distribution of relative affluence in the two catchment areas. The figure is
based upon the CACI Acorn Demographic Classification System, which uses
information derived from Census data, together with other variables. The spectrum of
colour ranges from red (indicating the most affluent) to blue (being the least affluent).
Due to the greater mix of housing types within urban areas, it should be noted that these
areas often appear less affluent than the less densely populated surrounding areas.
Figure 3.3: Relative Affluence in the Primary and Secondary Catchments
• Car ownership is also often used as a proxy for affluence as car ownership figures are
typically lower in less affluent areas. With this in mind, it can be noted that within Great
Yarmouth Borough’s core catchment area, ownership (70% of households having access
to at least one car) is below the national average (72%). In Waveney District, ownership
figures are slightly higher than the national average at 75%.
• Owner-occupier households in both of the core catchments are slightly above national
trends (Great Yarmouth Borough 70%, Waveney District 72% compared to a national
average of 69%). However, the outer catchment area is significantly higher at 76%. This
is consistent with the national pattern of large urban areas and conurbations being less
affluent than rural areas.
Study Centres
3.03 It is important to appreciate that the residents of the study area have a choice of destination
for their shopping trips. Their final decision in destination is based upon a combination of
factors including the retail and services offer, i.e. quality, range, value, accessibility and
environmental quality.
19
August 2006
Figure 3.4: Study Centres
3.04 Figure 3.4 sets out the main retailing centres in the study area. For the larger retailing
centres of Great Yarmouth, Lowestoft, Beccles and Gorleston retailer representation and
floorspace is regularly updated by Experian and contained in Goad Centre Category Reports.
For the smaller centres of Bungay, Halesworth and Southwold this information is not readily
available and subsequently we commissioned Experian to carry out surveys of these centres
and extrapolate the findings to produce maps and associated Centre Category Reports on a
like for like basis. In this way, we now have a comprehensive and robust set of data.
However, it should be noted that the Goad plans (and relating data) do not adhere to the town
centre boundaries set out in the proposals maps.
3.05 It should be noted from the outset, that when considering retailing in Great Yarmouth
Borough and Waveney District to bear in mind the shopping offer of other destinations in the
region. By understanding the context of retailing beyond the study area, a fuller
understanding of the realistic scope for managing change can be gained. In this way, the
study centres’ retail performance and prospects cannot be divorced from those of competing
centres, both higher up and lower down the shopping hierarchy. A significant improvement
to one centre holds the threat of drawing trade from others.
3.06 With this in mind, we now provide a general overview of the retail provision in the main
competing centres of Norwich and Ipswich.
3.07 Norwich city centre comprises in excess of 1,000 shops and circa 250,000 sq.m of retail
floorspace (A1/A2/A3/A4/A5). The city centre has an excellent representation of department
stores (House of Fraser, John Lewis, Debenhams, Co-op and Jarrolds) and two key variety
store operators namely Bhs and Marks & Spencer. It can be argued that the main focus of
retailing in Norwich now centres on the two enclosed shopping malls namely Chapelfield
and Castle Mall. We consider each in turn.
20
August 2006
3.08 Chapelfield, opened in September 2005, comprises approximately 47,400 sq.m of retail
floorspace set within a stylish and contemporary environment. This mixed-use scheme is
anchored by House of Fraser and hosts 80 shops configured to modern retailer requirements,
together with a wide selection of restaurants and cafes.
3.09 The enclosed shopping mall has a strong line-up of quality fashion multiple national retailers
including French Connection, H&M, Levi, Republic, River Island, Zara, Elle, Espirit,
Mango, Monsoon, Oasis, Timberland, USC, Warehouse, Accessorize, Claire’s Accessories
and The Sunglasses Hut. Other key operators in the scheme include Allsports, Office, Schuh,
Boots, Crabtree & Evelyn, Superdrug, The Pier, Whittards, Clinton Cards, Thorntons, H
Samuel, Borders, HMV, Costa Coffee, KFC, McDonalds, Caffe Nero, Pizza Hut, Starbucks
and Wagamama. In this way, the addition of Chapelfield to the city centre has significantly
increased the number and range of national multiple retailers in the city centre.
3.10 Castle Mall is Norwich’s second largest shopping centre comprising 35,300 sq.m of retail
floorspace, 80 shops, a number of small kiosks and a food court. When the centre opened in
1993 it was the first large-scale retail development in the city centre for over twenty years.
Although Castle Mall cannot boast a traditional anchor store in the form of a major
department or variety store, it does host a number of prominent retailers. These include
Boots, Virgin, H&M, Mothercare, New Look and Argos. The disadvantage of Castle Mall is
the relatively small size of its units and its tired appearance.
3.11 Ipswich is the largest town in the predominantly rural county of Suffolk. Its centre comprises
626 outlets and in excess of 150,000 sq.m of retail floorspace (A1/A2/A3/A4/A5).
Department store representation comprises Debenhams, TJ Hughes and Co-op. Variety store
provision includes Marks & Spencer, Bhs and Woolworths. The centre also has a good range
of standard high street multiple national retailers, but only a limited number of speciality and
up-market fashion retailers.
3.12 The pedestrianised Westgate Street, leading into Tavern Street, is the town centre’s prime
retailing pitch. This commercial area comprises large footprint units occupied by
Debenhams, Marks & Spencer, Next, Primark, Virgin, Clinton Cards, WH Smith, Gap,
HMV and Dixons.
3.13 The town centre is primarily anchored by two shopping centres, The Buttermarket Centre
and Tower Ramparts. The Buttermarket Centre, completed in the early 1990s trades on two
levels and comprises circa 27,500 sq.m of retail floorspace. The centre hosts a range of
multiple national retailers including TK Maxx, Sports Soccer, New Look, Boots and The
Sony Centre. Allders department store anchored the scheme until its closure (March 2005)
and has recently been replaced by TJ Hughes.
3.14 Tower Ramparts shopping centre opened in 1986 (subsequently refurbished in 1994) is
located perpendicular to the prime pitch of Tavern Street. It comprises 12,000 sq.m of retail
floorspace. Key retailers with representation in the scheme include Top Shop/Top Man,
Boots, Vision Express, Bay Trading Company, Stead & Simpson, Warehouse, Dorothy
Perkins and Clinton Cards.
21
August 2006
Table 3.2: Retail Floorspace Provision (sq.m gross)
Centre Convenience Comparison Service Vacant Total

Norwich 13,434 140,896 76,087 19,677 250,094
Ipswich 6,289 83,045 55,789 9,077 154,200
Great Yarmouth 12,207 44,240 30,945 12,430 99,822

Lowestoft 10,647 32,553 21,516 2,007 66,723
Beccles 4,701 14,251 11,297 1,626 31,875

Gorleston 6,262 9,783 8,082 604 24,731
Bungay 1,644 5,333 5,584 1,830 14,391

Halesworth 1,266 3,623 4,970 957 10,816
Southwold 1,728 4,357 4,376 37 10,498
Source: Experian Goad Centre Category Reports
3.15 From the analysis of Table 3.2, together with Figure 3.5 below, it can be quickly noted that
the comparison shopping offer of Norwich and Ipswich is of a vastly different scale to Great
Yarmouth and Lowestoft, which are themselves considerably more substantial than Beccles,
Gorleston, Bungay, Halesworth and Southwold.
Figure 3.5: Main Competing Retailing Centres
3.16 We have also been commissioned by the local authorities to survey the district and local
centres, albeit in a less detailed fashion. Not surprisingly, Experian Goad information is not
available and subsequently we surveyed each of the centres in March 2006. Retailer
representation and their speciality have been recorded and presented in the form of summary
sheets contained in Volume 2, Appendices 1-3.
22
August 2006
Regional Hierarchy
3.17 As previously set out, the settlements of Norwich (regional centre) and Ipswich (sub-
regional centre) are the dominant retailing centres in the sub-region with their greater range
of comparison goods stores, which include department stores, variety stores, key fashion
retailers and an extensive range of national multiple retailers. Subsequently, the centres
dominate extensive catchment areas and, while predominantly rural in nature, they
encompass a variety of surrounding towns and villages in their hinterland.
3.18 Moving down the hierarchy are the higher order centres of Great Yarmouth and
Lowestoft, which offer a range of convenience and comparison goods shopping, aswell as a
services and facilities normally associated with centres of this size and influence. At this
level in the retail hierarchy, a selection of quality national multiple retailers are present, but
there is no significant department store representation (i.e. John Lewis, Selfridges, House of
Fraser, Debenhams). These centres collectively address district needs and requirements.
3.19 Further down the shopping hierarchy are the large town centres of Beccles and Gorleston
wherein the comparison shopping and service facilities serve principally local needs.
Compared to the above hierarchical tier, national multiple retailer representation is limited.
In terms of convenience shopping, the provision in each of the centres is dominated by a
large foodstore. Subsequently, the catchment areas for main food and top-up food shopping
serve a wide catchment area, extending beyond the town boundaries.
3.20 Lower down the shopping hierarchy are the smaller market town centres of Bungay,
Halesworth and Southwold, wherein the shopping function; together with community
activities (i.e. community centres, libraries, health services and other public amenities)
serves local needs only. Although, there is definitely an increased emphasis on convenience
shops and services, the majority of their food and non-food expenditure is leaked to higher
order centres, but this is to be expected. Their current performance and future prospects
increasingly relies upon the independent retail sector.
3.21 There is, however, a lower level still in the shopping hierarchy that embraces small district
and local centres. These centres, positioned in predominantly residential surroundings,
generally contain only a parade of small shops, normally anchored by convenience stores and
containing ancillary services (such as banks and post offices), serving a walk-in catchment
population. They are entirely reliant on local expenditure or passing trade (i.e. proximity to a
busy road). In these centres, especially local centres, national multiple representation is
negligible.
3.22 At the various levels in the shopping hierarchy, each centre has a different role and function,
performance level and potential prospects. Indeed, the established hierarchy does not prevent
the smaller centres from continuing to be viable. Their current role is to provide for the day-
to-day needs of the local population and, moreover, a range of shopping for less mobile
shoppers.
3.23 Sections 4 to 6 measure each of the centre’s vitality and viability in the context of key
performance indicators set out in PPS6. For ease of reference and clarity, the individual
centres have been sub-divided into their respective hierarchical tiers and considered in order,
filtering down from the largest centre (in terms of gross footprint floorspace) to the smallest.
Changing Status
3.24 The ranking of centres is a common indicator used to measure the relative strength and
changing performance of shopping locations. However, it is an imprecise science, as the
rankings are driven by the criteria used to measure centre attraction and performance.
23
August 2006
3.25 For the purpose of this analysis we draw on the Management Horizons ‘Shopping Centre
Index (2004)’. This national ranking of some 1,670 shopping locations provides a broad
indication of the changes in a centre’s relative attractiveness and performance. It is based
upon a weighted scoring system which takes account of the representation of non-food
national multiple retailers in each centre, with anchor stores and major attractors being given
greater weight.
3.26 The key centre rankings for 2001 to 2004 are set out in Table 3.3. The headline findings are
described thereafter.
Table 3.3: Regional Retail Rankings

Centre 2001 2004 Change
Norwich 15 8 +7
Ipswich 43 35 +8
Great Yarmouth 195 161 + 34
Lowestoft 220 222 -2
Beccles 775 685 +90
Gorleston 644 716 -72
Bungay n/a n/a n/a
Halesworth n/a n/a n/a
Southwold n/a n/a n/a
3.27 Not surprisingly the pattern to emerge in the retail rankings follows that of the hierarchy
previously discussed. The dominance of the larger centres is reiterated in the retail rankings,
which show that Norwich is currently amongst the top 10 centres in the UK, whilst Ipswich
is in the top 50. It should be noted that Norwich has significantly improved its retailing status
due to continued investment and enhancement (e.g. the introduction of the new Chapelfield
Shopping Centre).
3.28 Great Yarmouth and Lowestoft both appear in the top 250. Whilst Great Yarmouth has
significantly improved its retail ranking since 2001, Lowestoft has fallen in rank, albeit by
only two places. Beccles and Gorleston are positioned within the top 750. The fortunes of
both centres, between 2001 and 2004, have been contrasting. Beccles has improved its
position by an encouraging 90 positions, while Gorleston’s rank has declined by 72 places.
The centres of Bungay, Halesworth and Southwold are considered too small to feature in the
retail rankings.
3.29 Whilst this is very encouraging news for the study centres of Great Yarmouth and Beccles, it
should be noted that for Lowestoft and Gorleston, their decline does not necessarily mean
that the centres themselves are performing inadequately, merely that other centres have
improved and consolidated their shopping offer. This, in turn, has pushed the lower order
centres further down the rankings. This reinforces the fact that ‘standing still’ and
complacency is akin to decline. Simply, centres must continually improve and enhance their
shopping offer and amenities in order to maintain or increase their status.
Convenience Floorspace
3.30 Figure 3.6 provides a strategic overview of the location of the key foodstores i.e. in excess
of 200 sq.m net) in the study area. Those operators trading in, and/or on the edge of, town
centres serve an important anchor function, because they continue to attract shoppers
frequently and regularly to undertake main food and top-up shopping. We look more closely
at convenience store provision in each of the individual centre healthchecks.
24
August 2006
Figure 3.6: Convenience Store Provision
Out-of-Centre Provision
Retail Warehousing
3.31 We have already opined that the performance and prospects of the study area’s centres, both
in terms of retail and leisure, cannot be divorced from those of competing centres. It should
be noted that this also extends to out-of-centre provision. In this way, Figure 3.7 illustrates
the extent of this provision in and around the study area. It clearly demonstrates that there is
a wide range of out-of-centre retail warehouse operators, contained in retail parks and in
solus units, in the dominant centres of Norwich and Ipswich.
25
August 2006
Figure 3.7: Out-of-Centre Provision
3.32 Tables 3.4 and 3.5 below set out the retail warehouse provision in Norwich and Ipswich
respectively. At present, Norwich has circa 65,000 sq.m of out-of-centre provision, whilst in
Ipswich it is also substantial and presently comprises in excess of 95,000 sq.m floorspace.
3.33 By way of background information, the City of Norwich Replacement Local Plan (2004)
seeks to make sure that retail parks in Norwich do not change nature to supplant better-
located more sustainable retail centres and developments. There is no general need for
further retail warehouses in the plan period.
Table 3.4: Out-of-Centre Retailing Provision in Norwich

Name Key Operators GIA (sq.m)
B&Q B&Q Warehouse 9,710
Cathedral Retail Park Brantano, Farmfoods, TK Maxx, Toys “R” Us 5,461

Aldiss & Bettys, Bennetts, Burger King, Homebase, Pets
Hall Road Retail Park 13,516
at Home, Pizza Hut, The Carphone Warehouse
Barker Street MFI, Halfords, World of Leather 4,012
Milecross Comet 3,695
Drayton Road Wickes, Topps Tiles 3,522

Allied Carpets, Carpetright, Currys, Paul Simon, PC
Sweet Briar Retail Park 9,176
World.
Carpetright, DFS, Furniture Village, Harveys, Homebase,
Sprowston Retail Park JJB Sports, Land of Leather, Miller Bros, Pets at Home, 15,634
Rosebys, ScS.
TOTAL 64,726
Source: Trevor Wood: The Definitive Guide to Retail & Leisure Parks (2006)
26
August 2006
3.34 Meanwhile in Ipswich, the majority of retail warehouse floorspace is within or immediately
adjoining the built-up area and contained in the following destinations:
• Anglia Retail Park commenced trading in 2000 and benefits from good accessibility.
The planning permission governing the retail warehouse park restricts the extent of
non-bulky goods floorspace.
• Euro Retail Park is the largest retail park in Ipswich. It is located two miles to the
south-east of Ipswich town centre and opened in 1996. It comprises an L-shaped
terrace of eight units predominantly occupied by furniture retailers.
• Suffolk Retail Park, opened in the 1990s, is approximately half a mile to the west of
the town centre.
• Orwell Retail Park is a ‘first generation’ retail warehouse scheme and is thus
somewhat dated in appearance. The park benefits from good accessibility, but has
modest car parking provision.
• The retail warehouses contained on Commercial Road are within the inner area of the
town centre.
• Interchange Retail Park opened in 1997 and is situated at Copdock Interchange,

making it easily accessible from both the A12 and A14.
• Martlesham Retail Park is situated within a mixed commercial area. It is accessible

from the A12 and benefits from close proximity to a modern Tesco superstore.
Table 3.5: Out-of-Centre Retailing Provision in Ipswich

Anglia Retail Park B&Q Warehouse, Burger King, Carpetright, Comet, Land
of Leather, Mamas & Papas, Pizza Hut, The Carphone
19,323
Warehouse
Interchange Retail Park Currys, Mulityork, PC World, Mothercare World, Pizza

Hut 5,635
Orwell Retail Park Focus, Gala Bingo, Mercedes, Pets at Home

14,074
Suffolk Retail Park Argos Extra, Brantano, Dunelm Millshop, Halfords, The
Range 9,045
Beardmore (Martlesham Bennetts, Focus, Jewson, Little Chef, Chris Ling, Conway
Heath Retail Park) Pine, Glasswells, Seapets, Topps Tiles 9,913
The Junction, Euro Retail Allied Carpets, Arbuckles, B&Q Warehouse, Burger
Park King, Carpetright, Dreams, Halfords, Harveys, Hughes,
19,695
JJB Sports, MFI
Units on Commerical Road Former B&Q – now vacant, Fabric Warehouse

5,337
Warren Heath Homebase, Sainsburys
10,876
Hadleigh Road Industrial Wickes
Estate 1,679
TOTAL 95,577
27
August 2006
3.35 In Great Yarmouth, retail warehouse provision is predominantly contained in two out-of-
centre destinations namely Gapton Hall Retail Park (Figure 3.8) and Pasteur Road Retail
Park (Figure 3.9).
Figure 3.8: Gapton Hall Retail Park Figure 3.9: Pasteur Road Retail Park
3.36 Table 3.6 demonstrates that there is a total of 33,580 sq.m out-of-centre retail warehouse
floorspace accommodating a mix of bulky and non-bulky goods operators, some of which
compete directly with the town centre for trade such as Boots, Next, Poundstretcher,
Rosebys, TK Maxx, Argos and Matalan.
Table 3.6: Out-of-Centre Retailing Provision in Great Yarmouth
Name Key Operators Net (sq.m)

Gapton Hall Retail Park Allied Carpets 712
Boots 697
Carpetright 857
Currys 627
Halfords 741
Harveys 842
MFI 1,558
Next 1,382
Poundstretcher 679
Rosebys 465
TK Maxx 1,382
Sub-Total 9,942
Pasteur Road Argos Extra 914
B&Q Warehouse 11,674
Comet 1,329
Paul Simon 443
Pets at Home 630
Economy Carpets 617
Topps Tiles 605
Sub-Total 16,212
Pasteur Road/Station Road Homebase 2,315
Sub-Total 2,315
Fullers Hill Staples 832
Sub-Total 832
Southtown Road Matalan 2,010
Bennetts Electrical 637
Sub-Total 2,647
~ Non-food floorspace provision in out-of- centre foodstores 1,632
Sub-Total 1,632
TOTAL 33,580
Source: Great Yarmouth Borough Council
28
August 2006
3.37 In a similar vein to Great Yarmouth, but to a lesser extent, Lowestoft also has two principal
retail warehouse destinations at North Quay Retail Park and Tower Road. However, the
majority of the operators are traditional bulky goods retailers, except for the Carphone
Warehouse. The total amount of out-of-centre retail provision in Lowestoft sums to 20,592
sq.m (Table 3.7).
Table 3.7: Out-of-Centre Retailing Provision in Lowestoft
Name Key Operators Net (sq.m)

North Quay Retail Park B&Q Warehouse & Garden Centre 3,760
Comet 461
A.H.F 2,844
Carpetright 808
Currys 883
Vacant 1,051
Carphone Warehouse 149
Halfords 749
Vacant 410
Sub-Total 11,115
Barnards Way Graham 372
Sub-Total 372
Focus 3,052
Tower Road
Homebase 2,178
Sub-Total 5,230
Peto Way Wickes 2,143
Sub-Total 2,143
~ Non-food floorspace provision in out-of- centre foodstores 1,733
Sub-Total
TOTAL 20,592
Source: Waveney District Council (May 2005)
Leisure Provision
3.38 In terms of leisure, there is also a multitude of out-of-centre provision in Norwich and
Ipswich as set in Table 3.8. It sums to c.30,000 sq.m and this is in addition to the leisure
provision contained in their respective centres.
29
August 2006
Table 3.8: Leisure Provision in Norwich

Norwich
Norwich Riverside Brannigans 18,361
Fitness Exchange
Frankie & Benny’s
Hollywood Bowl
Lloyds No 1
Nando’s Chicken
Norwegian Blue
Old Orleans
Pizza Hut
Riverbank Chinese Buffet
The Square
Time
UCI
Ipswich:
Cardinal Park ASK 10,344
Frankie & Benny’s
Golden Dragon Chinese Restaurant
Gym & Trim
KFC
Liquid
McDonalds
Nando’s
Old Orleans
Rat & Parrot
Cineworld
TOTAL 28,705
Summary
3.39 The important point to note from the above overview is that the retail and leisure
attractiveness of Norwich and Ipswich has a significant influence on the centres contained
within the study area. It is likely that the investment and expansion of this provision in the
study area’s hinterland will continue to increase in the foreseeable future, (e.g. the new
Chapelfield Shopping Centre in Norwich city centre) and this will inevitably have
implications for the study centres. Without wishing to be repetitive, in retail and leisure
terms, the performance and prospects of the study centres cannot be divorced from those of
competing centres in the shopping hierarchy. If other centres in the study area’s hinterland
improve their offer, so must the study centres, especially Great Yarmouth and Lowestoft, if
they are to retain and/or enhance their current position.
30
August 2006
4 Healthchecks: Great Yarmouth and Lowestoft

4.01 The health of Great Yarmouth and Lowestoft town centres has been assessed using the key
performance indicators of vitality and viability outlined in PPS6 ‘Planning for Town
Centres’ (March 2005). These are detailed in Appendix 4.
4.02 Not all of the above indicators can be usefully applied in this study. For example,
pedestrian flow counts would need to be undertaken over a number of years on a controlled
basis in order to ascertain the scale of any change. Similarly, shopper surveys would also
have to be undertaken on a regular basis in order to gauge any changing views. However,
insofar as information addressing the PPS6 indicators is available, we set out our
observations below.
Great Yarmouth
4.03 The important maritime town and seaside resort of Great Yarmouth has a rich and varied
history. It grew from a fishing port on the mouth of the River Yare with the North Sea and
became famous for its herring industry. Today, it is a base of the North Sea oil companies
and one of the United Kingdom’s most popular seaside resorts. The town also has the
benefit of being surrounded by the beautiful and coastal setting of the Norfolk Broads; a
network of navigable lakes and rivers, traditional old windmills and wind pumps.
4.04 The town has many historical features including monuments, churches and museums. Parts
of the old town centre remain and there are several stretches of medieval wall, as well as a
number of narrow alleyways linking the port with the river. The Victorian seafront
promenade is still evocative of the traditional English resort, complete with pier, plethora of
amusement arcades (Figure 4.1), traditional fairground attractions, rock shops and fast-
food outlets. This sits comfortably with a range of modern attractions along the seafront
including the pleasure beach (open March – October) comprising modern rides (Figure 4.2)
and a Sea Life Centre.
Figure 4.1: Leisureland Amusements Figure 4.2: Pleasure Beach
4.05 Great Yarmouth town centre functions as a retail, commercial, cultural, educational and
leisure destination. The retail provision is dispersed across a wide area and is punctuated by
a number of churches, public buildings and offices. The focus of commercial activity in the
centre, especially comparison goods retailing, continues to be centred on the pedestrianised
Market Place/King Street, which has a north-south axis, and Market Gates Shopping
Centre, which runs perpendicular to the central spine. All other shopping areas within the
centre can, in our opinion, be deemed secondary.
31
August 2006
4.06 Market Place (Figure 4.3), leading into the pedestrianised section of King Street, is the
town centre’s prime retailing pitch. This commercial area is anchored by two department
stores namely Palmers (Figure 4.4) and Co-op (both trading on three retail floors) and two
variety store operators, Marks & Spencer (trading on two floors) and Woolworths. Other
quality retailers include River Island, Superdrug, WH Smith, Mackays, Holland & Barrett,
Clinton Cards, Dixons, JJB Sports, Specsavers, Argos, Burton and Evans. This spacious
area also accommodates a large outdoor market.
Figure 4.3: Market Place Figure 4.4: Palmers Department Store
4.07 Market Gates Shopping Centre, opened in 1976 (subsequently refurbished and extended in
1993) trades on two floors and comprises circa 14,729 sq.m of retail floorspace. The
shopping centre appears somewhat tired and stale, especially in terms of shop fascias,
configuration and décor. The lower ground level, within the vicinity of the bus station, has
a particularly poor appearance and trading profile.
4.08 It is primarily anchored by Boots (operating on two retail floors), Iceland and Wilkinson.
The enclosed mall, at ground floor level, accommodates approximately 40 units, which are
predominantly occupied by a range of national multiple retailers including Bon Marche,
Dorothy Perkins, Jessops, Allsports, Game, New Look, Peacocks, Claire’s Accessories and
Mothercare.
4.09 Miller Developments and Centenary Investments have recently acquired the shopping
centre from the Halladale Group and its partner Anglo Irish UK Property Fund for £33.31
million. The price reflects a net initial yield of 5.35%. In terms of recent lettings within the
scheme, Card Factory has taken 135 sq.m of floorspace on a 10-year lease at £40,000 per
annum, F Hinds has taken c.100 sq.m on a 15-year lease at £42,000 per annum and
Gamestation has taken c.130 sq.m at £55,000 a year.
4.10 At the time of writing, the new owners of the centre have submitted an application for
planning permission to increase the gross floorspace of the shopping centre by 9,354 sq.m.
In our view, the potential investment to be pumped into the tired scheme, together with the
reconfiguration of some small units to suit modern retailer requirements, will be a welcome
boost and could act as a springboard for enticing new retailers to occupy the voids that
currently exist in the centre. Moreover, it will help Great Yarmouth town centre to maintain
and enhance its overall vitality and viability.
4.11 Market Place at its southern end forks into Theatre Plain and King Street. The former
amalgamates with Deneside and is anchored by a large British Home Stores (Bhs). The
latter is a long linear street, hosting a complementary mix of A1, A2, A3, A4 and A5,
accommodated in a sporadic mix of historic, purpose-built and converted retail properties
32
August 2006
situated on both sides of the road. At the northern end of King Street, within close
proximity to the prime retailing area, is the Victoria Arcade (Figure 4.5) comprising a mix
of national multiple, independent and specialist retailers.
Figure 4.5: Victoria Arcade Figure 4.6: Regent Street
4.12 Regent Street (Figure 4.6) runs in an easterly direction from King Street and is dissected by
Theatre Plain and Temple Road. The street is predominantly pedestrianised and contains a
range of operators and independents normally associated with secondary pitches. The
western end of the street, within the vicinity of entrance to Market Gates Shopping Centre,
has a range of well-known A3 and A4 operators (McDonalds, KFC, Spudulike, Pizza Hut,
Wetherspoons), whilst at the eastern end is Mecca Bingo and the Regent Shopping Arcade
accommodating a large indoor market.
4.13 Other key retail pitches within the town centre include:
• Market Row/Broad Row

This narrow pedestrianised street, which leads in a westerly direction from Market
Place, accommodates a range of small units primarily occupied by independent and
specialist operators. Despite the close proximity to the prime retailing area there are
a high number of charity shops and vacant units.
• the area within the vicinity of the Town Hall (Hall Quay)
This part of the town centre comprises a range of financial and professional services,
hotels and a vacant post office, which all lie behind the façade of historic buildings.
The picturesque Town Hall provides a dominant landmark in this part of the town
centre. This, together with the presence of the harbour frontage, which runs
immediately adjacent to Hall Quay, provides an attractive backdrop to the area.
Despite its potential strength, some of the waterfront and buildings have been
neglected and would benefit from restoration works. This could become an
important catalyst for wider regeneration for this principal gateway into the centre.
• Sainsburys Supermarket
The above large freestanding supermarket is situated in an isolated edge-of-centre
location to the north-east of the centre.
Diversity of Uses
4.14 The total number of retail units (A1, A2, A3, A4 and A5) including miscellaneous
properties (i.e. under construction and vacant) is 479 according to the most recent Experian
Goad Centre Category Report (survey undertaken on 28 April 2005). This includes 30
33
August 2006
convenience stores, 204 comparison stores and 179 units accommodating services (retail
service 40, leisure services 94 and financial & business services 45). Figure 4.7 sets out
their location.
Figure 4.7: Land Use
Convenience Goods
4.15 The total amount of convenience floorspace (ground-floor footprint) in Great Yarmouth
town centre is 12,207 sq.m (gross). The supermarket provision comprises an edge-of-centre
Sainsburys (2,978 sq.m net) and Aldi (762 sq.m net). Convenience stores account for 6% of
total outlets and 10% of total floorspace within the centre compared to national averages of
7% and 11% respectively.
4.16 In terms of potential ‘gaps’ in provision, more detailed analysis indicates that Great
Yarmouth town centre has no greengrocers, and, more surprisingly, fishmongers.
Notwithstanding this, these goods are sold in the covered market in the Market Place.
(ii) Comparison Goods
4.17 In terms of gross comparison floorspace, 35% of the town centre’s floorspace is devoted to
comparison retailing compared to the national average of 32%. In terms of proportion of
outlets, 38% of outlets are comparison-based against a national average of 33%.
4.18 Great Yarmouth town centre has two department stores namely Co-op and Palmers,
together with the full complement of variety stores (Marks and Spencer, Bhs and
Woolworths). These serve an important anchor function to the town centre, because these
operators continue to attract shoppers into the centre frequently and regularly.
34
August 2006
Encouragingly, Debenhams also has an extant requirement for Great Yarmouth and is
actively seeking between 12,000 – 20,000 sq.m of retail floorspace.
4.19 In the important fashion sector (ladies wear, menswear, children/infant wear, general
clothing and footwear), it can be noted that Great Yarmouth has a total of 49 outlets (this
excludes fashion goods contained in department and variety stores), and 8,770 sq.m of
floorspace (Table 4.1). Stores selling fashion goods account for 9.1% of total outlets and
6.9% of total floorspace within the centre. Both, of which, are slightly below the national
averages of 9.3% and 8.0% respectively.
Table 4.1: Fashion Goods

Categories Outlets Floorspace
Number Area Base Floorspace Area Base

(%) (%) (sq.m) (%) (%)
Childrens & Infants Wear 4 0.74 0.67 1,133 0.89 0.52

Clothing General 16 2.97 1.85 2,815 2.21 2.66
Footwear 5 0.93 1.38 1,106 0.87 0.96
Ladies & Mens Wear & Accessories 2 0.37 0.63 427 0.34 0.60
Ladies Wear & Accessories 16 2.97 3.72 2,620 2.06 2.58
Mens Wear & Accessories 6 1.12 1.01 669 0.53 0.69
TOTAL 49 9.10 9.26 8,770 6.90 8.01
(iii) Service Businesses
4.20 In terms of gross service floorspace in Great Yarmouth town centre, retail services account
for 2.7% (half the national average of 5.5%), leisure services sum to 15.3% (lower than the
national average of 17.3%) and financial & business services 6.3% (against 7.2%). The
main concentration of services is along Hall Quay and King Street.
4.21 It is somewhat surprising that a seaside town of Great Yarmouth’s stature has a lower, than
average, floorspace provision of leisure services in the town centre. It should be noted that
the majority of leisure uses are positioned in close proximity to the beach, outside the town
centre boundary. We understand that Travel Inn and Travelodge are seeking representation
in the town.
(iv)Eating and Drinking Offer
4.22 There are an average number of restaurants and cafes (Use Class A3) within Great
Yarmouth town centre, which are generally dispersed across the centre (Figure 4.8).
35
August 2006
Figure 4.8: A3/A4/A5 Distribution
4.23 The total number of outlets in the town centre classified as A4 Uses (public houses, wine
bars and night clubs) sums to 31. This is slightly higher than the national average (5.8%
compared to the national average of 4.3%). Surprisingly, there is only one branded public
house (only JD Wetherspoon is represented) and there are no nightclubs within the town
centre boundary. As with A3 uses, the outlets are also scattered throughout the centre.
4.24 Such facilities help to strengthen the evening economy and underpin the retail offer of some
centres by encouraging local residents and visitors alike to spend more time and money in
the centres.
Office Uses
4.25 Great Yarmouth town centre is not a major administrative centre in terms of private and
public sector activity. According to the Goad Centre Category Report (survey undertaken
on 28 April 2005), the provision of offices within the town centre sums to only 10 premises
(1.9% of all the outlets in the centre, compared to the national average of 3.9%) and circa
1,000 sq.m (0.8% against 5.4%). In this way, there is only a minimal provision of office
floorspace catering for the small, niche local businesses. Great Yarmouth Borough Council
is one of the largest employers in the town and the civic centre is located within the town
centre boundary.
4.26 If needs arise for new office space within the Borough it is important to note that this
development should ideally be directed towards the town centre. This area is accessible to
36
August 2006
the surrounding residential areas and is also well-served by the existing public transport
system. Moreover, the positioning of offices in and around the town centre will also help to
generate trips to the centre at lunch-times and in the evenings to make use of the shops and
services.
Other Uses
4.27 As previously set out, Great Yarmouth has a rich history and maritime heritage. The centre
and sandy beach reinforces the town’s attraction as one of the leading resorts in the UK.
4.28 In the Market Place is the Church of St Nicholas, with the widest nave in the country, and
nearby is the charming early eighteenth century Hospital for Decayed Fishermen. Great
Yarmouth has several museums of interest – including the Elizabethan House, which tells
the story of English domestic life, the Tollhouse Museum, housed in the old courthouse,
which is devoted to the history of the town, and the award winning Time and Tide,
focussing on Yarmouth’s maritime heritage.
4.29 In addition to the aforementioned and its dominant retail, leisure and administrative
function, the town centre also has a notable and diverse range of other activities including:
• markets (indoor and outdoor)

• a variety of dwelling types
• community halls
• places of worship
• hotel and guest houses
• educational facilities (kindergarden and St Nicholas Middle School)
• bingo hall (Mecca)
• job centre and employment agencies
• citizens advice bureau
• doctors surgery
• theatre (St Georges)
• parkland
4.30 All of the above encourage visitors into the centre and generate footfall.
Multiple Representation and Demand
4.31 According to the Goad Centre Category Report (survey undertaken on 28 April 2005), there
are a total of 132 national multiple retailers (A1, A2, A3, A4 and A5) in Great Yarmouth
town centre, of which 10 are convenience retailers, 63 are comparison and 59 are service.
Figure 4.9 sets out their location and clearly illustrates that the main cluster is focused on
the pedestrianised section of Market Place/King Street and within the Market Gates
Shopping Centre. This, in turn, reinforces that this area forms the prime retailing pitch
within the town centre.
37
August 2006
Figure 4.9: National Multiple Representation
4.32 Attached at Appendix 5 is a schedule undertaken by DTZ setting out the leading multiple
retailers across a variety of goods categories and their representation in Great Yarmouth
town centre, compared to such provision in its principal competing centres. Great
Yarmouth’s relative position in the local retail hierarchy can be summarised in the
following table:
Table 4.2: National Multiple Representation

Centre Multiple Representation
Norwich 215
Ipswich 160
Great Yarmouth 84
Lowestoft 76
Beccles 22
Gorleston 18
4.33 In the important fashion sector (i.e. clothing and footwear), it can be noted that Great
Yarmouth (13) lags considerably behind the higher order centres of Norwich (59) and
Ipswich (38).
38
August 2006
4.34 The ‘Retail Focus Reports’ monitor the changes in demand for retail representation across
1,100 UK centres and are widely used to benchmark the changing health and status of retail
locations. Appendix 6 provides an insight into the nature and range of retailer
requirements. It shows that retailers perceive the centre to be a viable trading opportunity.
Great Yarmouth town centre currently has requirements from 25 retail and leisure operators
requiring approximately 33,000 sq.m of floorspace. Some of the key operators seeking
representation, or relocation, in the town centre include:
• comparison operators: Carphone Warehouse, Debenhams, The Works, Silverscreen,

TJ Hughes and TK Maxx.
• convenience operators: Farmfoods and Greggs.
• A3/A4/A5 operators: ASK, KFC, Pizza Hut, Pizza Express and Zizzi.
• leisure operators: Travel Inn and Travelodge.
4.35 Table 4.3 below shows that in terms of historical data the number of requirements for Great
Yarmouth has climbed from 23 requirements in April 2001 to a peak of 32 requirements in
April 2005. There is therefore a relatively healthy level of ‘stated’ demand for the town.
Table 4.3: Retailer Demand

No of Requirements Ranking (1st highest) Date
32 230 Apr 2005
30 234 Oct 2004
27 244 Apr 2004
29 231 Oct 2003
27 237 Apr 2003
27 236 Oct 2002
19 298 Apr 2002
23 242 Oct 2001
23 243 Apr 2001
Source: Town Focus Report, Retailer Demand, January 2006
Rental Levels
4.36 To set Great Yarmouth (Zone A) rental levels into context, the table below compares the
prime rental level with those of its surrounding and competing centres.
Table 4.4: Rental Values (Zone A) £ per sq.m.
Centre 1998 1999 2000 2001 2002 2003 2004 2005
Study Centres:
Lowestoft 592 700 700 700 753 753 753 753
Great Yarmouth 538 592 592 592 700 700 753 753
Competing Centres:
Norwich 2,045 2,153 2,153 2,153 2,153 2,153 2,153 2,260
Ipswich 1,238 1,238 1,238 1,292 1,399 1,399 1,399 1,561
Source: In-Town Retail Rental Map, Colliers, 2005
4.37 Prime rental levels in Great Yarmouth town centre have significantly improved since 1998
from £538 per sq.m (Zone A) to a peak of £753 per sq.m (Zone A) in 2005.
Vacancies
4.38 Vacant retail accommodation in the town centre is marked in blue in Figure 4.10. The plan
demonstrates that the vacant units are dispersed in the peripheral areas of the centre.
Indeed, in the prime pitch there are very few voids. This denotes a very active trading
profile in the retailing heart of the town centre.
39
August 2006
4.39 It can be noted that a total of 66 retail and service outlets were vacant according to the
Goad Centre Category Report (survey undertaken on 28 April 2005). This represents 12%
of all outlets and other town centre uses covered by Experian Goad in the centre, which is
above the current national average (8%). The total amount of vacant floorspace equates to
circa 12,430 sq.m. This is c.10% of the total floorspace in the town centre, which is almost
double the national average (5.5%).
Figure 4.10: Vacant Retail Accommodation
Commercial Yields
4.40 The table below comprises an extract from the Valuation Office Property Market Report
(January 2006) and reveals that yields on prime retail properties in Great Yarmouth town
centre are currently estimated at 7.5%. In relative terms, Great Yarmouth’s yields had
remained stable at 7% between Autumn 2002 and Summer 2005, which had suggested a
steady investment market for the town. In comparative terms, it is much weaker yield than
Lowestoft.
Table 4.5: Commercial Yields

Centre Yields %
04/00
10/00
04/01
10/01
04/02
10/02
04/03
01/04
07/04
01/05
07/05
01/06
Date
Study Centres:
Lowestoft 8 7.5 7.5 7.75 7.75 7 6.75 6.75 6.75 6.75 6.75 6
Great Yarmouth 7.25 7 7 7 7 7 7 7 7 7 7 7.5
Competing Centres:
Ipswich 4.25 4.25 4.25 4.5 4.5 4.25 4 4 4.25 4.25 4.75 4.75
Norwich 5 5 5 5 5 5 5.5 5.5 5.5 5.5 5.5 5.5
Source: Property Market Report, Valuation Office, January 2006
40
August 2006
Pedestrian Flows
4.41 Customer count data for Great Yarmouth, provided by Springboard on behalf of Great
Yarmouth Borough Council, indicates low customer flows in the latter part of 2005 and
early 2006 compared to the same weeks in previous years (Figure 4.11). However,
customer flows appear to have recovered recently, with customer counts from June through
to the start of July higher than in previous years. The total customer count for the week
beginning 3 July 2006 was 551,867, compared to 443,947 in the same week in 2005.
Figure 4.11: Customer Count Great Yarmouth, 2004 - 2006
4.42 Unfortunately, this data may be compromised due to counter failure, because counters have
been located on independent businesses that have ceased operation or changed hands,
resulting in cables being removed and power shutdowns. It also includes out-of-centre
locations such as the Marina Centre, Maritime Museum and the Sea Life Centre located on
the seafront.
4.43 The two most reliable town centre counters are located at the Marks & Spencer (King
Street) and at the Market Gates Shopping Centre south elevation (Regent Road). An
analysis of data from these two counters shows a similar pattern to the trends indicated
above, however customer counts from late April through to mid-May 2006 are also above
those for the same weeks in previous years (Figure 4.12).
41
August 2006
Figure 4.12: Customer Count Marks & Spencer (King Street) and Regent Road, Great
Yarmouth, 2004 - 2006
4.44 The improvement in customer numbers is due to increased pedestrian flows at Regent Road
rather than Marks & Spencer on King Street, which has actually experienced a fall in
customer flows in 2006 from the same weeks in 2004, and mostly negligible changes to
customer flows compared to the same weeks in 2005 (Figures 4.13 and 4.14).
Figure 4.13: Customer Count Marks & Spencer (King Street), Great Yarmouth, 2004 - 2006
42
August 2006
Figure 4.14: Customer Count Regent Road, Great Yarmouth, 2004 - 2006
4.45 Our visual inspection of the centre (February 2006) can confirm that the pedestrian flows
are highest along Market Place and the top end of Regent Road within the vicinity of
Market Gates Shopping Centre. Beyond this, shopper footfall diminishes. However, we are
advised by the Borough Council that increased footfall will be generated through the
InteGreat and the St George’s Park extension as a result of the funding for the ‘Cleaner,
Safer and Greener’ initiative.
Accessibility
4.46 The town of Great Yarmouth lies strategically at the intersection of the A47, the A143 and
the A12. The A47 trunk road provides access to the A11 which in turn links to the A14
(serving the Midlands and the north) and the M11 motorway. The A47 also provides direct
access to Norwich (19 miles); the dominant retailing centre in the region. The A143 links
Great Yarmouth with Bury St Edmunds, whilst the A12 links the town with Ipswich via
Lowestoft. Norwich International Airport is conveniently located for passengers residing in
Great Yarmouth Borough. The airport caters for flights to in excess of 400 worldwide
destinations.
4.47 The town centre itself is easily accessible by a choice of means of transport; an important
issue in terms of PPS6. In terms of rail, there are Intercity services to Norwich and London
Liverpool Street, with local connecting services within East Anglia. The average journey
time from Great Yarmouth to London Liverpool Street is two hours and twenty minutes.
Connecting services are available from the Midlands and the north, via Peterborough. Great
Yarmouth railway station is positioned on the periphery of the town centre.
4.48 The bus station is conveniently located within the confines of Market Gates Shopping
Centre and caters for bus services to all parts of its catchment. In our view there is also a
good provision of car parking facilities both multi-storey and at grade (Table 4.6). We
estimate that the total number of car parking spaces serving the town centre and
surroundings is 3,241 spaces. Visual assessment of the car parks indicates good usage, and
the car parks potentially serve the town centre adequately.
43
August 2006
Table 4.6: Town Centre and Edge-of-Centre Car Park Provision
Location Operator Estimated no. of spaces

Multi-Storey Car Parks:
South Market Road 560
Surface Level Car Parks:
South Quay 57
Matalan 166
Homebase 157
Economy Carpets 36
Pasteur Road 65
Stonecutter’s Quay 41
George Street 38
Howard Street NCP 52
Palmers 143
King Street 208
Asda 612
Aldi 108
Staples 40
Fuller’s Hill 151
Brewery Plain 80
Tesco Stores 122
Sainsburys 450
Market Place 155
TOTAL 3,241
Perception of Crime and Safety
4.49 As it stands, we are unaware of any published data, statistics and crime reduction initiatives
specifically relating to Great Yarmouth town centre. We have contacted the relevant crime
reduction liaison officer at the Borough Council, but, at the time of writing this report, no
information on the following aspects of crime and safety has been received:
• current and historical crime and disorder statistics

• when and where the crimes are being committed
• types of crime
• crime prevention measures and initiatives
• monitoring the evening and night time economy.
4.50 Our visual inspections of each centre, have pinpointed cctv cameras strategically positioned
throughout each centre, including some car parks, providing comprehensive coverage.
Environmental Quality
4.51 Whilst it is difficult to be objective as to the environmental quality of any centre, much of
the prime retailing area (i.e. Market Place, upper King Street and Market Gates Shopping
Centre), as well as Regent Road, is free from traffic, which provides shoppers with a safe
and pleasant environment in which to shop and visit. The remainder of the centre has a
good provision of pedestrian crossings at grade and no intimidating underpasses. In general
terms, we consider the centre to be environmentally attractive and clean with a good
provision of street furniture, landscaped areas and litter-bins. Insofar as these factors do
actually contribute to a centre’s vitality and viability, we consider their contribution to be
positive.
44
August 2006
Summary
4.52 It is our view that Great Yarmouth has a relatively healthy centre. It has two department
stores and the full complement of variety stores. It also has one of the ‘big four’ foodstore
operators namely Sainsburys in its centre, albeit edge-of-centre. At this level in the
shopping hierarchy all these retailers serve an important anchor function to the centre
because they continue to bring shoppers into the centre frequently and regularly. The
centre also benefits from a diverse range of other uses (commercial, leisure, residential,
cultural and educational), as well as a popular sandy beach, that all encourage visitors into
the centre.
4.53 Notwithstanding the above, we are concerned about the high level of vacancy in the centre,
both in terms of outlets and floorspace, as well as the recent decline in the centre’s yield.
There has also been a limited scale of new development in the centre in recent years, which
leads us to the view that whilst the centre maybe vital, it is not particularly viable in terms
of attracting new development and investment. Indeed, all these factors do not point to a
vibrant and robust centre. Moreover, given the proximity of Great Yarmouth to the regional
centre of Norwich, it is likely that Great Yarmouth will continue to lose some trade to this
dominant centre in its hinterland, especially in terms of expenditure in fashion goods.
4.54 On a more positive note, the anticipated extension and regeneration of the Market Gates
Shopping Centre, in the heart of the town centre will offer a range of shop units configured
to modern retailer requirements. It will also go a long way with helping to satisfy the
current retailer demand for a presence in the town centre and unquestionably help Great
Yarmouth to enhance its overall vitality and viability over the longer-term. In this way, it
should be supported as a matter of policy.
Lowestoft
4.55 Lowestoft is geographically situated at the eastern most point of the British Isles. For
centuries the town has been dominated by the fishing industry and military bases, which
had a significant impact on its social, economic and political life. Today, the town has
somewhat diversified from this image and plays host to an expanding number of visitors.
4.56 Lowestoft town centre is the principal shopping and commercial centre within Waveney
District, serving the population’s retailing needs and requirements. The centre is segmented
into two halves by virtue of the busy Artillery Way, which acts as a physical barrier. From
the retail perspective, the threat remains that the shopping centre is in danger of breaking
into two. On the one hand, the retailing to the south focuses on the prime pitches of London
Road North and The Britten Shopping Centre. On the other hand, to the north of Artillery
Way is the secondary pitch of the High Street (Figure 4.15). However, between the two
divided retailing areas there does not appear to be a particularly strong link (Figure 4.16).
45
August 2006
Figure 4.15: High Street Figure 4.16: Under-Utilised Linkage
Southern Retailing Area
4.57 The shopping facilities of the southern half of the town centre are almost exclusively
confined to the pedestrianised section of the long and linear London Road North (Figure
4.17), which is the centre’s traditional retailing backbone comprising a north-south axis.
The only exception to this is the adjoining Britten Shopping Centre (strategically located at
the retailing heart of the town centre) and an agglomeration of secondary retailing streets
leading from Station Square to the south (Bevan Street East, Commercial Road and Suffolk
Road).
Figure 4.17: London Road North
4.58 London Road North is the centre’s prime retailing area accommodating two small
department stores, namely Westgate and Chadds (trading on two and four retail floors
respectively), and the full complement of variety store operators (Marks & Spencer, Bhs
and Woolworths). The street also hosts a range of national multiple retailers including
Specsavers, Dorothy Perkins, Clinton Cards, Evans, The Body Shop, Argos, Bon Marche,
Clarks, Etam, Ottakers, H Samuel, New Look, Burton, Boots and Jessops.
4.59 The Britten Centre (Figure 4.18), opened in 1987, comprises circa 9,300 sq.m of retail
floorspace. The scale and configuration of the shops are well-suited to modern retailer
requirements for a town of Lowestoft’s stature. The scheme is fully let and hosts a range of
national multiple retailers including WH Smith, Holland & Barrett, Allsports, Game,
Rosebys, Superdrug, Mothercare and Thorntons.
46
August 2006
Figure 4.18: Britten Centre
4.60 Meanwhile, at the southern end of the town centre, the majority of the streets, within
proximity to the railway station, accommodate a range of uses, predominantly occupied by
independent operators. The most notable outlets include a large independent variety store
trading on two floors (Godfreys) and an Aldi supermarket, situated at the tail end of
Commercial Road.
Northern Retailing Area
4.61 The somewhat isolated and secondary pitch of the High Street, located to the north of the
centre, has a historic street pattern that reflects the area’s history as the original town centre.
It accommodates a range of predominantly independent and specialist retail/service/leisure
operators. This area has a distinctively different retailing and service offer to the functional
nature of the southern retailing area. In this way, it can be argued that that both shopping
areas, north and south, complement each other, but it is important that linkages between the
two are enhanced.
Diversity of Uses
properties (i.e. under construction and vacant) is 309 according to the most recent Experian
Goad Centre Category Report (survey undertaken on 1 February 2005). This includes 18
service 44, leisure services 51 and financial & business services 43). Figure 4.19 shows
their location.
47
August 2006
(i) Convenience Goods
4.63 The total amount of gross convenience floorspace in Lowestoft town centre is circa 10,647
sq.m. The supermarket provision comprises Tesco (1,498 sq.m net), Somerfield (2,785
sq.m net), Iceland (494 sq.m net), Marks & Spencer Foodhall (836 sq.m) and an edge-of-
centre Aldi (855 sq.m net). Convenience stores account for 5% of total outlets and 13% of
total floorspace within the centre compared to national averages of 7% and 11%
respectively.
4.64 In terms of potential ‘gaps’ in provision, more detailed analysis indicates that Lowestoft
town centre has no representation of greengrocers or fishmongers within the town centre.
This reflects the national trend in the decline of smaller independent businesses, principally
due to the rise of the food superstore since 1980s. Notwithstanding this, these goods are
sold in the market.
4.65 In terms of gross floorspace, 39% of the centre’s floorspace is devoted to comparison
retailing compared to the national average of 32%. In terms of proportion of outlets, 38%
of outlets are comparison-based against a national average of 33%.
4.66 In a similar vein to Great Yarmouth, Lowestoft town centre has two department stores
namely Co-op Westgate and Chadds, together with the full complement of variety stores
(Marks and Spencer, Woolworths and Bhs). Likewise, there is also a requirement by
Debenhams department stores for Lowestoft and are again seeking between 12,000 –
20,000 sq.m of retail floorspace. However, in our view it is very unlikely that Debenhams
would trade from two town centres within close proximity and therefore once there
48
August 2006
requirement has been satisfied in the study area they will not pursue additional
representation.
4.67 In the important fashion sector (ladies wear, menswear, children/infant wear, general
clothing and footwear), it can be noted that Lowestoft town centre has a total of 31 outlets
(this excludes fashion goods contained in department and variety stores), and 6,251 sq.m of
floorspace (Table 4.7). Stores selling fashion goods account for 8.7% of total outlets and
7.4% of total floorspace within the centre. Both, of which, are slightly below the national
averages of 9.3% and 8.0% respectively. The fashion store needs of the local population are
broadly catered for by the dominant retailing centres of Norwich and Ipswich.
Table 4.7: Fashion Goods
Categories Outlets Floorspace

Number Area Base Floorspace Area Base
(%) (%) (sq.m) (%) (%)
Childrens & Infants Wear 4 1.12 0.67 929 1.10 0.52
Clothing General 5 1.40 1.85 1,031 1.22 2.66
Footwear 4 1.12 1.38 808 0.96 0.96
Ladies & Mens Wear & Accessories 0 0.00 0.63 0 0.00 0.60
Ladies Wear & Accessories 10 2.80 3.72 2,480 2.94 2.58
Mens Wear & Accessories 8 2.24 1.01 1,003 1.19 0.69
TOTAL 31 8.68 9.26 6,251 7.41 8.01
4.68 In terms of gross service floorspace in Lowestoft town centre, retail services account for
6.9% (above the national average of 5.5%), leisure services sum to 11.4% (considerably
lower than the national average of 17.3%) and financial & business services 7.2% (equal to
the national average). Services are primarily located in secondary pitches.
(iv) Eating and Drinking Offer
4.69 In terms of A3, A4 and A5 uses, the main concentration in the centre can be found on both
sides of the High Street (Figure 4.20) and within the vicinity of the railway station.
49
August 2006
Figure 4.20: A3/A4/A5 Distribution
Office Uses
4.70 According to the Goad Centre Category Report (survey undertaken on 1 February 2005),
the provision of general offices within the town centre sums to 12 premises (3.4% of all the
outlets in the centre, compared to the national average of 3.9%) and circa 3,350 sq.m (4%
against 5.4%). In this way, Lowestoft town centre, like Great Yarmouth, is not considered
an administrative centre. In this way, there is only a minimal provision of office floorspace
catering for the small, niche local businesses. The main employer in the town centre is
Waveney District Council, which has offices sporadically located at Town Hall, High
Street, Clapham Road and Gordon Road.
Other Uses
4.71 In addition to its dominant retail function, the town centre also has a diverse range of other
activities including:
• dwellings
• central library
• community and social clubs
• theatre
• doctor and dental surgeries
• advice centre.
50
August 2006
Multiple Representation and Demand
4.72 According to the Goad Centre Category Report (survey undertaken on 1 February 2005),
there are a total of 117 national multiple retailers (A1, A2, A3, A4 and A5) in Lowestoft
town centre. Figure 4.21 sets out their location. This shows that they are strategically
positioned throughout the centre, although the main cluster is along London Road North
and within the Britten Shopping Centre.
Figure 4.21: National Multiple Representation
4.73 According to Appendix 5 (undertaken by DTZ), there are a total of 76 key national
multiple retailers (A1, A2, A3, A4 and A5) in Lowestoft town centre. In the fashion sector
(i.e. clothing and footwear), Lowestoft town centre has a total of 12 multiples, which is
slightly lower than in Great Yarmouth (13), but considerably falls behind the higher order
centres of Norwich (59) and Ipswich (38).
4.74 Appendix 7 provides an insight into the nature and range of retailer requirements.
Lowestoft town centre currently has requirements from 27 new and existing operators
seeking in excess of 62,000 sq.m of retail floorspace. The key retail and leisure operators
include:
• comparison operators: Bon Marche, Debenhams, Peacocks, Silverscreen, TJ Hughes

and TK Maxx.
• convenience operators: Farmfoods.
• A3/A4/A5 operators: ASK, Pizza Hut and Pizza Express.
• service operators: Saks.
51
August 2006
4.75 Table 4.8 below shows that in terms of historical data the number of requirements for
Lowestoft town centre has declined from a peak of 29 requirements in October 2002 to 27
requirements at the time of production of the Focus Report in 2006. In contrast Great
Yarmouth (Lowestoft’s main competitor), has an increasing list of retailers seeking
representation.
Table 4.8: Retailer Demand
No of Requirements Ranking (1st highest) Date

27 272 Apr 2005
27 258 Oct 2004
25 262 Apr 2004
26 253 Oct 2003
28 226 Apr 2003
29 223 Oct 2002
19 298 Apr 2002
23 242 Oct 2001
24 233 Apr 2001
Source: Town Focus Report, Retailer Demand, September 2005
Rental Levels
4.76 The table below compares the prime rental level with those of its surrounding and
competing centres.
Table 4.9: Rental Values (Zone A) £ per sq.m.

Centre 1998 1999 2000 2001 2002 2003 2004 2005
Study Centres:
Lowestoft 592 700 700 700 753 753 753 753
Great Yarmouth 538 592 592 592 700 700 753 753
Competing Centres:
Norwich 2,045 2,153 2,153 2,153 2,153 2,153 2,153 2,260
Ipswich 1,238 1,238 1,238 1,292 1,399 1,399 1,399 1,561
Source: In-Town Retail Rental Map, Colliers, 2005
4.77 Prime rental levels in Lowestoft town centre have continued to steadily improve since 1998
from £592 per sq.m (Zone A) to a peak of £753 per sq.m (Zone A) in 2005, which mirrors
Great Yarmouth. However, it can be noted that rental levels have been stagnated since
2002.
Vacancies
4.78 Figure 4.22 demonstrates that there are very limited number of voids in the town centre
and those that are vacant are dispersed in mainly secondary areas. In this way, there are no
distinct pockets of dereliction.
4.79 It can be noted that only 16 outlets were vacant at the time Experian last updated their data
(1 February 2005). This represents 4% of all outlets and other town centre uses covered by
Experian Goad in the centre, which is half the current national average of 8%. The total
amount of vacant floorspace equates to circa 21,600 sq.m. This is only 2.4% of all the units
contained in the centre, compared to a national average of 5.5%. This is very encouraging
indeed.
52
August 2006
Commercial Yields
4.80 The Property Market Report (January 2006), prepared by Valuation Office, identifies a
current yield of 6% in Lowestoft. This represents a significant improvement from Summer
2005 when a yield of 6.75% was identified. Furthermore, it indicates high expectations of
rental growth and good economic prospects. In comparative terms, it should be noted that
the current yield is much stronger than in Great Yarmouth.
Table 4.10: Commercial Yields

Centre Yields %
04/00
10/00
04/01
10/01
04/02
10/02
04/03
01/04
07/04
01/05
07/05
01/06
Date
Study Centres:
Lowestoft 8 7.5 7.5 7.75 7.75 7 6.75 6.75 6.75 6.75 6.75 6
Great Yarmouth 7.25 7 7 7 7 7 7 7 7 7 7 7.5
Competing Centres:
Ipswich 4.25 4.25 4.25 4.5 4.5 4.25 4 4 4.25 4.25 4.75 4.75
Norwich 5 5 5 5 5 5 5.5 5.5 5.5 5.5 5.5 5.5
Source: Property Market Report, Valuation Office, January 2006
Pedestrian Flows
4.81 Our visual inspections of the town centre(February 2006) can confirm that the pedestrian
flows are strongest along the pedestrianised London Road North and throughout Britten
Shopping Centre.
53
August 2006
Accessibility
4.82 Lowestoft town centre is easily accessible by a choice of means of transport. The A12
(Inner Ring Road) runs immediately to the west of the centre allowing easy access by car.
In our view there is also a good provision of car parking facilities within close proximity to
the main retailing pitch, especially the two multi-storey car parks abutting the The Britten
Centre and the Somerfield Supermarket. We estimate that the total number of car parking
spaces serving the town centre is 1,164 spaces.
Table 4.11: Car Park Provision

Location Type Estimated no. of spaces
Multi-Storey Car Parks:
Battery Green Pay & Display 541
Brittern Centre Pay & Display 330
Surface Level Car Parks:
Belvedere Road Pay & Display 160
East Point Pavillion Pay & Display 33
The Esplanade Pay & Display 100
TOTAL 1,164
4.83 The railway station is positioned in the south of the town centre (only a few minutes walk
to the centre’s prime retailing pitch) and caters for regular services to Ipswich and Norwich.
The bus station is located adjacent to The Britten Centre and, in this way, is well-related to
the primary shopping function. The town centre is accessible by bus to and from all parts of
its catchment.
specifically relating to Lowestoft town centre. In a similar vein to Great Yarmouth, we have
contacted the relevant crime reduction liaison officer at the District Council, but, at the time
of writing this report, no information on the following aspects of crime and safety has been
received:
• current and historical crime and disorder statistics
• when and where the crimes are being committed
• types of crime
• crime prevention measures and initiatives
• monitoring the evening and night-time economy
4.85 Our visual inspections of each centre, have pinpointed cctv cameras strategically positioned
throughout each centre, including some car parks, providing comprehensive coverage.
4.86 In general terms, we consider the centre to be environmentally attractive. Town centre
traffic is channelled onto the ring road, which, in turn, has allowed the pedestrianisation of
London Road North. In this way, the vast majority of the centre is free from traffic. Here,
the majority of the shops are purpose-built premises.
54
August 2006
4.87 The traffic-free area extends to part of the High Street, which has a strong character with
numerous buildings that make a positive contribution to the streetscape. Its more quiet
nature adds to its attractiveness as a shopping and leisure environment.
4.88 The centre has recently benefited from the implementation of the Waveney Sunrise
Scheme, which constituted a £15 million regeneration initiative promoted by the East of
England Development Agency (EEDA). The key objectives of the scheme were to
strengthen the Lowestoft economy through supporting business and tourism, focus on urban
regeneration measures to create a high quality public-realm and improve facilities for the
town centre and seafront.
4.89 The most noticeable features of the scheme were the restoration of prominent buildings,
tree plantation, the extension of pedestrianised areas to include Bevan Street East, the
introduction of new street furniture, improved street lighting and the extension of the cctv
coverage throughout the centre. This successful investment package has unquestionably
upgraded the townscape, which will provide an improved shopping experience for shoppers
and visitors alike. In this way, they are likely to spend a longer time perusing shops, which,
in turn will increase income for traders.
4.90 There are no obvious pockets of dereliction or visual signs of graffiti/litter. Overall, we
consider the centre to be environmentally friendly and attractive.
Summary
4.91 Fundamentally, Lowestoft town centre performs a strong role as a functional and attractive
town centre catering for the convenience, comparison and service needs of the district’s
population. However, as with Great Yarmouth, there has been no substantive new
development in the centre over the past decade or so. In this way, it will never compete
directly with the higher order centres in the East of England, which continue to improve
their retail offer. It is our view, therefore, that an important anchor function to the town
centre as a whole is served by the department stores, the three variety stores and the two
principal food stores (the centrally located Tesco and Somerfield supermarkets), which
perform main trip and top-up food shopping roles.
4.92 At this level in the shopping hierarchy and located in close proximity to the dominant
centres of Norwich and Ipswich, we consider that Lowestoft is generally performing well at
the moment. There are a limited number of vacant properties, rental levels and yields are
both improving and the centre is predominantly pedestrianised which allows shoppers to
peruse the shops in a pleasant and safe environment. The centre is also easily accessible in
terms of road, rail and bus.
4.93 The urban renaissance and environmental improvements recently implemented under the
‘Waveney Sunrise’ umbrella will further increase investor confidence in the town centre.
55
August 2006
5 Healthchecks: Beccles and Gorleston

5.01 As previously set out, there is limited information on the retail provision contained in the
smaller settlements at the lower end of the retail hierarchy. In this way, it is difficult to
analyse these centres against the key performance indicators outlined in PPS6, because of
the very limited information available.
5.02 Notwithstanding this, we are able to provide our assessment on the following indicators for
each of the town centres:
• diversity of uses
• retailer representation
• vacancies
• pedestrian flows
• accessibility
• environmental quality
5.03 There is no published data available for the remaining key performance indicators such as
rental levels, retailer demand, commercial yields and crime. We consider each in turn now.
Rental levels
5.04 Historical rental data provided by Colliers is only typically available for larger centres, i.e.
Great Yarmouth and Lowestoft. As it stands, there is no published rental data for any of the
market towns, district and local centres in the study area. It should be noted that for small
retail centres Zone A rates are not usually applicable as the majority of shop tenants will
consider their rents in overall annual terms only, not as an analysed per sq.m rate. Analysis
of this nature is in the domain of more sophisticated markets where rents are typically
higher and there is an active rent review market.
Retailer Demand
5.05 Unlike the higher order retailing centres, where demand from retailers for representation is
considerable, lower down the retail hierarchy there is only limited demand for units.
Indeed, it is most unlikely that the key national multiple retailers would have any
requirement for settlements of this size, stature and influence. Consequently, there is a real
lack of published data and it is very difficult to record and monitor retailer demand for the
smaller towns contained in the study area. The future prospects and performance of the
various centres considered here will, in all probability, rely more on the independent
market, which traditionally has not had the resources for marketing and purchasing that
national multiple organisations have. Indeed, requirements from independent retailers are
very difficult to record and monitor.
Commercial Yields
5.06 In terms of commercial yields, it is not possible to provide a uniform indicative yield for
any of the smaller town centres, since the value of known deals relates more to the occupier
than to the centre itself. However, this is not to say that the centres in question are
fundamentally fragile. The institutional investment market sees a more secure income
stream in centres higher up the shopping hierarchy.
56
August 2006
specifically relating to the town centres of Beccles, Gorleston, Bungay, Halesworth and
Southwold. Our visual inspections of these centres have pinpointed cctv cameras
strategically positioned throughout the centres, including some car parks, providing
adequate coverage.
Importance of Foodstores and Convenience Stores
5.08 It should be noted that lower down the shopping hierarchy the important anchor function to
these smaller centres is invariably performed by foodstores and convenience stores as
opposed to comparison/non-food shops. Department stores, variety stores and fashion
retailers generally do not have requirements for small towns. Indeed, the larger centres of
Norwich, Ipswich, Great Yarmouth and Lowestoft, are the dominant retailing centres for
comparison goods.
5.09 In this way, the convenience element of these centres tends to generate regular and frequent
visits, creating general shopper presence (or vitality) from which other shopkeepers can
benefit. If shoppers do not visit a centre, the shopkeepers have no opportunity to convert
presence into a transaction. Since foodstores and convenience stores normally provide the
important anchor function in smaller centres, the stronger the food shopping element the
stronger the centre.
Tourism
5.10 Another area that draws visitors into the study area’s smaller towns on a regular and
substantive basis is tourism.
Beccles
5.11 The rural settlement of Beccles is situated on the southern edge of The Broads National
Park and is the largest of the four market towns in Waveney District. The town centre sits
within the heart of a predominantly residential area and is located on the banks of the River
Waveney. The presence of the river frontage, which runs immediately adjacent to the centre
in the west, provides an attractive backdrop to the centre.
5.12 The historic and compact centre does not contain an obvious primary retailing pitch.
Instead, it contains fragmented and sporadic pockets of national multiple representation
dotted throughout the centre. Notwithstanding this, in our view the main focus of retailing,
especially comparison goods retailing, is centred on the pedestrianised Sheepgate, which
amalgamates with New Market (Figure 5.1). Quality retailers in this part of the centre
include Woolworths Local, Boots, Superdrug, Stead and Simpson and a Somerfield
supermarket.
57
August 2006
Figure 5.1: Pedestrianised Sheepgate/ New Market
5.13 When considering the size of Beccles’ catchment and its proximity to higher order centres
namely Norwich and Ipswich, as well as Great Yarmouth and Lowestoft, it is somewhat
unusual for a retailing centre with Beccles’ stature and position in the retail hierarchy to
accommodate a department store. In our view, Co-op Westgate, which operates from two
neighbouring premises (trading on two retailing floors respectively) on Smallgate,
undeniably is a major contributor to Beccles’ retailing success and securing its ranking in
the top 700 shopping centres in the UK.
5.14 The town’s increased convenience shopping needs have been met by the recent introduction
of a Tesco supermarket (Figure 5.2), which is well integrated with the town centre. In this
way, the centre is a more convenient and attractive food shopping destination. The Tesco
store has considerably upgraded the shopping offer of the town centre as a whole and,
together with the in-centre Somerfield, has reduced the need for and frequency of car-borne
food shopping trips to out-of-centre locations and, more importantly, other competing
towns.
Figure 5.2: New Tesco Store, Beccles
Diversity of Uses
5.15 The total number of retail units (A1, A2, A3, A4, A5) including miscellaneous properties
(i.e. under construction and vacant) is 169 according to the most recent Experian Goad
Centre Category Report (survey undertaken on 14 March 2005). This includes 13
service 18, leisure services 28 and financial & business services 19). As Figure 5.3 sets out,
Beccles town centre has a good balance of uses.
58
August 2006
5.16 According to the Goad Centre Category Report (survey undertaken on 14 March 2005) for
Beccles town centre, which excludes the recently completed Tesco supermarket, the total
amount of convenience floorspace in the centre is 4,701 sq.m net. Convenience stores
account for 6.5% of total outlets and 12.2% of total floorspace within the centre compared
to national averages of 7.3% and 10.9% respectively. The current foodstore provision
comprises Tesco (2,730 sq.m net), Somerfield (314 sq.m net) and Rainbow Co-op (1,245
sq.m net).
5.17 In terms of potential ‘gaps’ in provision, more detailed analysis indicates that Beccles town
centre has no representation of frozen-food stores or off-licences, albeit these products are
readily available in the aforementioned supermarkets.
5.18 The majority of comparison goods stores within the town centre are predominantly
independent in nature. Great Yarmouth and Lowestoft, as well as the dominant centres of
Norwich and Ipswich, broadly cater for the variety store and fashion needs of the local
population.
5.19 Notwithstanding this, Beccles does have a significant amount of comparison retailing for a
town of its size. In terms of gross ground floor footprint, 37.1% of the centre’s floorspace is
devoted to comparison retailing, which is significantly higher than the national average of
59
August 2006
31.9%. In terms of proportion of outlets, 39% of outlets are comparison based against a
national average of 32.6%.
5.20 As previously set out, Beccles has one department store operator (Co-op Westgate) and one
variety store (Woolworths Local).
5.21 Compared to the national picture, the town centre has slightly below average proportions of
leisure, financial and business services, although there are a particularly good provision of
hotels and guesthouses catering for the visitor market (an index of 327, compared to the
national average of 100) and banks (149).
5.22 As set out in Figure 5.4 the eating and drinking offer (A3/A4/A5) in the town centre is
generally dispersed. The size of Beccles’ catchment explains why there are no branded fast-
food or take-away outlets.
Figure 5.4: A3/A4/A5
Other Uses
5.23 In addition to its retail function, the centre contains a diverse range of other activities.
These include:
• dwellings
• hotels and guest houses
60
August 2006
• town hall
• Citizens Advice Bureau (CAB)
• library
• offices – both private and public sector
• tourist information centre
• community halls
Retailer Representation and Demand
5.24 In contrast to the higher order centres, Beccles town centre is characterised by a multitude
of independent retailers. However, for a town of this stature and influence this is to be
expected. According to the Goad Centre Category Report (survey undertaken on 14 March
2005), there are a total of 36 national multiple retailers (A1, A2, A3, A4 and A5) in Beccles
town centre. Figure 5.5 sets out their location and shows that they are strategically
positioned throughout the centre, although the main cluster is along New Market.
Figure 5.5: Multiple Retailer Representation
5.25 Table 5.1 provides an insight into the nature and range of retailer requirements for Beccles.
It shows that retailers perceive the centre to be a viable trading opportunity. There are
currently a total of eight requirements, all of which are by national multiple retailers (albeit
one is a charity retailer), including one convenience retailer, six comparison and one key
food and drink operator. Together they seek a total of circa 4,300 sq.m of retail floorspace.
61
August 2006
Table 5.1: Retailer Requirement for Beccles

Company Retail Specialities Sales Area Requirement (sq.m)
Min Max
British Heart Foundation Charity Shop 56 111
Dorothy Perkins Women’s Wear 102 279
Farmfoods Supermarket 465 743
JD Wetherspoons Public House 93 929
Peacocks General Clothing 465 1,394
Scope Charity Shop 70 465
Size Up Clothing 139 186
Specsavers Opticians 93 186
TOTAL 1,483 4,293
Source: Town Focus Database
Vacancies
5.26 According to the Goad Centre Category Report (survey undertaken on 14 March 2005), 13
retail and service outlets are vacant. This represents 6.5% of all outlets and other town
centre uses covered by Experian Goad in the centre, which is below the current national
average of 7.9%. In terms of floorspace 1,626 sq.m is vacant, which represents 4.2%, again
below the national average (5.5%). This reflects a very buoyant retail market. Figure 5.6
demonstrates that the vacant units are dispersed in the peripheral areas of the centre.
Subsequently there are no distinct pockets of dereliction.
62
August 2006
Pedestrian Flows
5.27 Our recent visual inspection (February 2006) can confirm that the pedestrian flows are
buoyant, especially in the prime pitch along New Market, most notably within the vicinity
of the Boots store. Beyond this, shopper footfall diminishes. The exception to this is the
introduction of the Tesco supermarket and adjoining car park, which has increased
pedestrian activity at the north-eastern end of the shopping area.
Accessibility
5.28 The town centre suffers from high levels of traffic. This, in turn, has led to pedestrian
intimidation, safety problems, air pollution and noise pollution. Despite the provision of
pelican crossings at grade it is still difficult to cross the road. In the past, one of the main
reasons for the high levels of vehicular movements through the centre was the lack of car
parks conveniently located on the main routes into the centre. This, in turn, meant that
traffic had to pass through the centre’s narrow streets to find a space. Whilst, the
introduction of the car park associated with new Tesco store has gone a long way to
addressing the issue, there are, in our opinion, still too many cars in the centre.
5.29 In our opinion, the implementation of traffic management measures would make the town
centre a more customer-friendly environment. This can be achieved by increasing the
separation of traffic and pedestrians by giving higher priority to pedestrians (e.g. expansion
of the existing pedestrianisation scheme, wider pavements and introducing a traffic calming
measures). Consideration needs to be given to what improvements can be made to
encourage walking and cycling in the town and promote a better use of public transport. A
co-ordinated approach to public parking and traffic management is required.
5.30 In terms of public transport, there is a railway station with services to Ipswich and
Lowestoft. There are also regular and frequent bus services to Beccles from towns and
villages in its hinterland, with the main bus facility located at Old Market, to the north of
the town centre. In our view there is now a good provision of car parking facilities. We
estimate that the total number of car parking spaces serving the town centre proper is circa
336 spaces (this excludes the new Tesco car park).
5.31 Beccles town centre has maintained its historic street pattern and, in our opinion, the vast
majority of the urban fabric in the town centre is of the highest quality. The shops are
merged with narrow lanes and alleyways, which are a remainder of the earlier town.
However, only a small fraction of the centre is pedestrianised (i.e. Sheepgate/New Market),
which means that shoppers are unable to enjoy this picturesque centre in a pleasant and safe
environment. Instead, the remainder of the town centre suffers from a high level of traffic
congestion and subsequent pedestrian vehicular conflict in the centre’s narrow streets and
pavements.
5.32 The historic nature of much of the centre’s townscape provides the springboard on which
further environmental improvements in the town centre can be launched in time. In our
view, an expansion of the pedestrianised scheme along Sheepgate/New Market to include
The Walk would allow shoppers and visitors alike to appreciate the beauty of the church
and its surroundings.
63
August 2006
Summary
5.33 Beccles serves the shopping and service needs of the town’s population and neighbouring
villages. Given that the centre does not have a wide range of national multiple retailers and
the representation of variety stores is restricted to Woolworths, it is our view that the
important anchor function to the centre as a whole is served by the Co-op Westgate
department store and the new edge-of-centre Tesco supermarket, which performs main trip
and top-up food shopping roles. With regard to the latter, if the resident population
undertake food shopping locally, they may be inclined to resist other shopping destinations
for non-food visits and other shops in the centre are therefore supported. In this way, this
type and size of supermarket in this location are in many respects ideal in this size of
centre. Now that Beccles shopping function is better anchored, its overall prospects for the
future are enhanced.
5.34 Despite the centre’s current relative health, we are concerned that the limited amount of
investment in traffic management in the centre, will result in the town slightly losing its
competitive edge and attractiveness. Subsequently, it does need a further injection of
investment in this area in order to remain robust and competitive. There is no room for
complacency.
Gorleston
5.35 Gorleston is a self-contained seaside resort and has a very popular sandy beach (Figure 5.7)
formed within a cove by the harbour entrance to the River Yare and the easterly shoreline.
Apart from a few elegant buildings dotted along the seafront, such as the theatre (Figure
5.8), the town centre does not boast the historic streetscape and charm of the majority of the
study centres. Instead, it contains a purpose-built, functional, well-managed and successful
retailing centre.
Figure 5.7: Gorleston Beach Figure 5.8: Theatre
5.36 The shopping facilities of the town centre are almost exclusively confined to the linear
High Street, which merges into Feathers plain, and then into Lowestoft Road. This is the
centre’s traditional retailing backbone comprising a north-south axis. The only exception to
this is the Somerfield supermarket (located on Blackwall Reach) and Baker Street, which
runs perpendicular to the main shopping street.
64
August 2006
5.37 The High Street (Figure 5.9) has retail properties on both sides of the thoroughfare, which
runs parallel to the beach. The southern end of the street, where it amalgamates with
Feathers Plain, is the prime retailing pitch in the centre. It accommodates a range of
national multiple retailers including Superdrug, New Look, Clinton Cards, Boots, Iceland,
QD Stores, Stead & Simpson and Peacocks. Beyond which, in our opinion, can be deemed
secondary.
Figure 5.9: Gorleston High Street
5.38 As previously explained, at this level in the shopping hierarchy the maintenance and
enhancement of the food shopping function is of paramount importance and in Gorleston
the principal foodstore, Somerfield, provides the all important anchor function. The car
park within the vicinity of Somerfield, with an estimated 250 spaces, is strategically located
between the beach and the supermarket, also serves an important role in terms of
accessibility.
Diversity of Uses
properties (i.e. under construction and vacant) is 128, according to the most recent Experian
Goad Centre Category Report (survey undertaken on 24 February 2004). This includes 12
service 19, leisure services 20 and financial & business services 17). Figure 5.10 illustrates
the distribution of these uses.
65
August 2006
Figure 5.10: Land-Use
5.40 The total amount of convenience floorspace in Gorleston town centre is 6,262 sq.m net. In
terms of supermarket provision, it comprises Somerfield (2,316 sq.m net) and Iceland (455
sq.m net). In this way, only the smaller store operators are present, rather than one of the
‘big-four’ (Tesco, Sainsbury, Asda and Morrisons). Proximity to Great Yarmouth ensures
that local provision serves top-up needs only.
5.41 Convenience stores account for 8.5% of total outlets and 23.3% of total space within the
centre, which is significantly higher than the national averages of 7.3% and 10.9%
respectively. This serves to underwrite our view that convenience shopping performs an
important anchor role to the centre’s shopping function.
5.42 In terms of proportion of outlets, 39.4% of outlets are comparison-based against a national
average of 32.6%, and with regard to gross floorspace, 36.5% of the centre’s floorspace is
devoted to comparison retailing compared to the national average of 31.9%. The town does
not have the catchment, critical mass or status to support a department or variety stores.
5.43 Compared to the national picture, the town centre has above average proportions of retail
and financial/business services. However, there is a slightly lower than national average of
66
August 2006
leisure services, albeit there is a higher representation of fast-food/take-away outlets, as

well as bingo and amusements (indexes of 152 and 140 respectively).
5.44 In terms of distribution, the A3/A4/A5 uses are generally dispersed across the centre
(Figure 5.11). Compared to the national average, there is a lower representation of cafes,
restaurants and public houses, which is surprising when considering the centre’s proximity
to the beach.
Other Uses
5.45 In addition to the dominant retail and service outlets, there is a range of other uses in the
centre. These include private and public sector offices, community halls, various dwelling
types, social clubs and a library.
5.46 As previously set out, national multiple retailers are principally concentrated at the southern
end of the High Street/Feathers Plain. Figure 5.12 reinforces this point. According to the
Goad Centre Category Report (survey undertaken on 24 February 2004), there are a total of
34 national multiple retailers (A1, A2, A3, A4 and A5) in Gorleston town centre. At this
level of the retail hierarchy, in close proximity to higher order centres, this level of
provision is to be expected in our experience.
67
August 2006
5.47 The table below shows that worryingly only one retailer is currently seeking representation
in Gorleston.
Table 5.2: Retailer Requirements for Gorleston

Company Retail Specialities Sales Area Requirement (sq.m)
Min Max
Bakers Oven Bakers 163 232
TOTAL 163 232
Source: Town Focus Database
Vacancies
5.48 According to the latest Goad Centre Category Report (survey undertaken on 24 February
2004) only four outlets were vacant. This represents 2.8% of all outlets and other town
centre uses covered by Experian Goad in the centre, which is considerably below the
current national average of 7.9%. Figure 5.13 sets out their location.
68
August 2006
Pedestrian Flows
5.49 Our visual inspection (February 2006) confirms that pedestrian flows were high in the
identified primary pitch, notably along Feathers Plain, and within the vicinity of the
Somerfield supermarket/car park.
Accessibility
5.50 Whilst Gorleston does not have a train station, it is served by national, regional and local
bus services. There is also an adequate provision of car parking facilities surrounding the
town centre. We estimate that the total number of car parking spaces serving the town
centre is 417 (calculated from the Goad Plan), albeit 250 of the spaces are contained in the
car park, adjoining Somerfield
5.51 Gorleston town centre’s townscape generally lacks the historic character as witnessed in
many of the smaller study centres. As a consequence it does not boast a focal point. Also,
some parts of the centre appear tired and stale, especially in terms of shop fascias and
décor. In this way, the centre would benefit from a range of environmental improvements to
give it a face-lift. Notwithstanding this, there are no long-term pockets of vacancy and it is
generally free of graffiti/litter.
69
August 2006
Summary
5.52 Gorleston clearly trades in the shadow of Great Yarmouth and this is likely to be the case
for the foreseeable future. There is a real lack of “quality” retailers in the centre and this is
reflective of the fact that the centre does not attract a large number of shoppers from a wide
catchment. This point is reinforced by the dominance of fashion retailers at the lower end of
the market (such as Peacocks and New Look), which occupy units in the primary shopping
pitch.
5.53 Whilst there is no specific evidence to point to a picture of fragility or decline in Gorleston
town centre (i.e. the low level of vacancy), the very limited list of national multiple retailers
seeking representation and the centre’s decline in the national rankings does not point to a
vibrant and robust centre. We believe that Gorleston’s future performance and prospects
will depend upon its ability to meet local residents and tourists needs effectively. In this
way, every opportunity should be taken to sustain or enhance the important food shopping
function and to continually seek to improve its existing environment and townscape quality.
70
August 2006
6 Healthchecks: Bungay, Halesworth and Southwold

6.01 Lower down the shopping hierarchy, the small rural market towns of Bungay, Halesworth
and Southwold only have a limited scale of retail and service provision catering for the
local population and tourists alike. It is unrealistic to expect centres at the lower levels to
display the characteristics of those higher up and, in this way they traditionally
accommodate principally convenience stores and service businesses (such as post offices,
hairdressers, restaurants, public houses, and takeaway outlets, betting offices, banks and
building societies), together with a few comparison outlets.
6.02 Generally speaking, retailing in Bungay, Halesworth and Southwold, is clearly dominated
by independent traders occupying small unit shops, of a size generally unfavoured by
national multiple retailers. In this way, national multiple representation is negligible and
independent retailers provide an important top-up facility for settlements of this size. In the
circumstances, the stores are an important facility, which are entirely reliant on expenditure
from local inhabitants and visitors.
6.03 These centres are so far down the retail hierarchy that it is difficult to give any considered
view as to their vitality and viability. In this way, vacancy paints the best picture, as well as
identifying whether a basic level of retail and service facilities is accommodated. With
regard to smaller settlements this comprises a greengrocer, baker, butcher, chemist, food
store, off-licence, newsagents, post office and banking facilities. Again, it should be noted
that the larger centres of Norwich, Ipswich, Great Yarmouth and Lowestoft are the
dominant retailing centres for comparison goods.
Bungay
6.04 Bungay is an old market town, rich in history, which is slightly larger than Halesworth and
Southwold in terms of retail floorspace. It was primarily built around the ruins of an
ancient Norman castle partially surrounded by the River Waveney. The town centre
comprises a long linear main street based on a traditional retailing background (north/south
axis). It constitutes St Mary’s Street, which ‘dog-legs’ into Market Place and Earsham
Street. The latter has a rich diversity of specialist shops and commercial premises. Black
Dog Antique Centre, opposite the post office, is the largest of a number of antique shops in
this area.
6.05 The Victorian townscape of Market Place (Figure 6.1) has remained virtually unchanged
for centuries and has a complementary mix of convenience, comparison and service
operators. Prominent buildings include two coaching inns, the King’s Head and the Three
Tuns, both of which are still a vital part of the hostelry scene.
71
August 2006
Figure 6.1: Market Place
6.06 St Mary’s Street has a row of shops housed in a variety of architectural styles on its western
side, which face three prominent buildings namely two churches and a school. Meanwhile,
Bridge Street is one of Bungay’s most historic and unspoilt streets. This was a busy
commercial area in Victorian times with numerous shops and public houses, but today is
more residential in character.
6.07 There is a degree of complementarily insofar as town centre accommodates the ‘everyday’
national multiple retailers (Spar, Nisa, Threshers, Paper Chain, Martin Newsagents, Post
Office, HSBC, Barclays, Natwest, Lloyds TSB) as well as important independents
(greengrocers, bakers and butchers) and service operators such as estate agents,
bookmakers and hairdressers. There are also a good selection of public houses and
restaurants, as well as community and educational facilities. The table below considers the
broad level of facilities that, in our view, should be provided within a settlement the size of
Bungay.
Table 6.1: Basic Level of Facilities and Existing Representation in Bungay
Basic Amenities Representation

Greengrocer Alex’s Fruit & Veg
Baker Farmhouse Bakery
Butcher Bairds Family
Chemist Moss Pharmacy
Foodstore Spar, Bungay Shopper
Off licence Threshers, The Imperial Wine Company
Confectionary, Tobacco and News Paper Chain, Martin
Post Office Post Office
HSBC, Barclays, Natwest, Norwich & Peterborough Building Society,
Bank/Building Society
Lloyds TSB
6.08 Analysis of Table 6.1 reveals that Bungay town centre contains the full complement of
facilities. These foodstores (Spar and Bungay Shopper) are supported by a good selection
of small specialist convenience stores including butchers, bakers, greengrocers and
newsagent. This strong convenience offer in the centre reflects its main function, which is
to serve the day-to-day convenience and food shopping needs of the local resident
population. In this way, it is important to the centre’s overall health, as it attracts a
significant number of shopping trips.
72
August 2006
Diversity of Uses
Goad Centre Category Report (survey undertaken on 16 January 2006). This includes 14
service 12, leisure service 19 and financial & business services 12).
6.10 The total amount of convenience floorspace in Bungay town centre is 1,644 sq.m net.
Convenience stores account for 12.3% of all outlets, which is higher than the national
average of 7.3%. In terms of gross floorspace, the centre’s convenience provision (10%) is
equal to the national average. To be honest, we would normally expect a small market town
of this stature to have an above average amount of convenience floorspace.
6.11 Not surprisingly, comparison retailers are primarily independent in nature. In terms of
proportion of outlets and floorspace, the provision in the town centre is similar to the
national average, albeit antique shops govern 2.6% of the outlets (significantly higher than
the national average of 0.44), while in terms of floorspace 2.8% is devoted to the antique
trade (against 0.21% nationally).
73
August 2006
6.12 As with comparison shops, the provision of services outlets (retail, leisure and
financial/business) is comparable to the national picture.
6.13 Interestingly, at the beginning of the last century, Bungay had a total of thirty-three
drinking establishments, ranging from large ancient hostelries such as the King’s Head and
Three Tuns, to small, one room Victorian beer-houses along side streets. Today, only eight
have survived, but nevertheless provide a real insight into the history of the town.
6.14 Figure 6.3 sets out the distribution of A3/A4/A5 provision and clearly illustrates that they
are scattered throughout the centre. There are a total of five restaurants and cafes (Use
Class A3) within the centre, all of which are independently operated.
Other Uses
6.15 These include dwellings, private and public sector offices, community halls, places of
worship and educational facilities.
74
August 2006
6.16 According to the Goad Centre Category Report (survey undertaken on 16 January 2006),
there are 19 national multiple retailers (A1, A2, A3, A4 and A5) in Bungay. Figure 6.4 sets
out the location. It demonstrates that national multiple retailers are primarily concentrated
within the vicinity of Market Place.
Vacancies
there are 11 vacant retail and service units in the centre. This represents 9.7% of all outlets
and other town centre uses covered by Experian Goad in the centre, which is above the
current national average of 7.9%. The total amount of vacant floorspace equates to 1,830
sq.m. This is 11.2% of all the units contained in the centre, which is exactly double the
current national average of 5.6%. We advise that this needs to be addressed by Waveney
District Council.
6.18 Vacant outlets are plotted in Figure 6.5, which shows that the majority of vacant units are
concentrated in Broad Street.
75
August 2006
Pedestrian Flows
6.19 Our recent visual inspection (February 2006) confirms that pedestrian flows were buoyant
throughout the centre, most notably in the vicinity of Market Place.
Accessibility
6.20 Bungay can be easily reached by road and bus. There are numerous bus routes that pass
through the centre, stopping conveniently in the heart of the town centre. These buses
provide regular services to surrounding towns and villages. Car parking facilities constitute
only one dominant car park, situated in the south-east of the town centre, with
approximately 50 spaces.
6.21 Environmental quality is often a matter of opinion, and, in our opinion, Bungay’s
townscape and rural character is of the highest quality, with the main shopping street
(encompassing St Mary’s Street, Market Place and Earsham Street) in particular containing
numerous well-presented Victorian buildings. These seem to have been well-maintained.
Notwithstanding this, the historic and compact nature of the centre means that traffic in the
narrow sections of the centre (most notably St Mary’s Street) does not provide the
shopper/visitor with a safe and pleasant environment.
76
August 2006
Summary
6.22 Even at this level in the hierarchy important shopping and service facilities are being
provided. These serve their role well with catering for the basic shopping and service needs
of the town’s inhabitants and its rural hinterland. Moreover, the specialist-shopping element
(i.e. antique shops) encourages the occasional visitor into the centre, which is important to
the centre’s overall well-being. Notwithstanding this, we are concerned about the high level
of vacancy in the centre, which needs to be addressed.
Halesworth
6.23 Halesworth is a charming market town located in the south of Waveney District,
approximately 30 kilometres from Lowestoft. The town centre has benefited from a
programme of regeneration and environmental improvements (funded by local, county and
European bodies), such as the pedestrianisation of the meandering Thoroughfare (Figure
6.6), that have enhanced the shopping experience of local residents and visitors alike.
Figure 6.6: Thoroughfare
6.24 The historic Thoroughfare has a strong character with numerous buildings that make a
positive contribution to the streetscape. Beyond this pedestrianised street, the only shopping
streets of any significance are Bridge Street to the north of the River Blyth, and where the
Thoroughfare forks at its southern end into Market Place and London Road.
6.25 The table below considers the broad level of facilities that should be provided within a
settlement the size of Halesworth.
Table 6.2: Basic Level of Facilities and Existing Representation in Halesworth
Greengrocer Melons, CR Patrick

Baker Jacksons, Farmhouse Bakery
Butcher Allens, CA Palmer
Chemist Best Pharmacy
Foodstore Spar
Off licence
Confectionary, Tobacco and News DC Patrick, Fourbuoys
Lloyds TSB, HSBC, Norwich & Peterborough Building
Society, Barclays
77
August 2006
6.26 Analysis of Table 6.2 reveals that Halesworth contains the full complement of facilities,
except for an off-licence, albeit these products are available in Spar.
Diversity of Uses
service 15, leisure service 15 and financial & business services 16) (Figure 6.7).
6.28 The total amount of convenience floorspace in the town centre is 1,266 sq.m net.
Convenience stores account for 13% of total outlets and 10.5% of total floorspace within
the centre, compared to national averages of 7.3% and 10.8% respectively.
6.29 In terms of proportion of outlets, 30.6% of outlets are comparison-based, slightly below the
national average of 32.5%. Meanwhile, in terms of gross floorspace, 30.2% of the centre’s
floorspace is devoted to comparison retailing, which again is slightly below the national
average of 31.8%.
78
August 2006
6.30 Compared to the national picture, the town centre has above average proportions of retail
and financial/business services. However, there is a slightly lower than national average of
leisure services.
6.31 The distribution of A3/A4/A5 uses is strategically dispersed across the town centre (Figure
6.8). Compared to the national average, there is a low representation of restaurants and
public houses, which could have consequences for the evening economy.
Other Uses
6.32 Additional facilities in the centre include hotels, dwellings, places of worship, social clubs
and an art gallery. The new library, which hinges around the junction of Bridge Street and
Rectory Street, complements and underpins the community facilities available to local
residents. A visitor centre is also in the pipeline.
6.33 There are 17 national multiple retailers (A1, A2, A3, A4 and A5) in Halesworth town
centre, according to the Goad Centre Category Report (survey undertaken on 16 January
2006). Figure 6.9 shows their distribution and clearly illustrates their sporadic location
across the centre. Consequently, it is extremely difficult to identify the primary shopping
area.
79
August 2006
Vacancies
6.34 It can be noted that seven outlets are vacant. This represents 6.5% of all outlets and other
town centre uses covered by Experian Goad in the centre (survey undertaken on 16 January
2006), which is below the current national average of 7.9%. The total amount of vacant
floorspace sums to 957 sq.m. This is 8%, higher than the national average of 5.6%.
6.35 Vacant retail accommodation in the town centre is marked in blue in Figure 6.10, which
demonstrates that there are no voids along the Thoroughfare. Instead, they are primarily
located in the secondary pitch of Market Place. In this way, it would appear that retail units
in good locations are trading viably.
80
August 2006
Pedestrian Flows
6.36 According to our visual inspections (February 2006), pedestrian flows were strongest along
the Thoroughfare.
Accessibility
6.37 Halesworth town centre is easily accessible by a choice of means of transport. The railway
station is positioned only 300 metres from the shopping area, approximately a 5-10 minute
walk. The centre is also accessible by bus from all parts of its catchment, with frequent bus
services passing through the centre. In our view there is also an adequate provision of car
parking at grade (an estimated 173 car parking spaces), which are well-related to the
shopping function.
6.38 In a similar vein to Bungay, the town’s shopping area is compact with the majority of the
buildings being historic. In our view, the town centre’s contemporary buildings (i.e. the
new library building in close proximity to the Thoroughfare) happily co-exist with many of
the old features reminiscent of the town’s rich and varied past as set out in Figures 6.11
and 6.12.
81
August 2006
Figure 6.11: Old Shop Front Figure 6.12: Library Building
6.39 Unlike the other market towns in the study area, Halesworth benefits considerably from the
comprehensive pedestrianisation of the main shopping area (Thoroughfare), creating a safe
and pleasant shopping environment in which to shop and visit. The overall appearance and
quality of the pedestrianised area, landscaped areas and street furniture are all very good.
Summary
6.40 Halesworth has an attractive, charming and vibrant town centre, which accommodates a
high proportion of convenience shops and services catering for the local population’s
needs. In our view, it is this level of basic shopping facilities that underpins the centre’s
relative vitality and viability, which serves local residents and those in the south of the
district.
Southwold
6.41 The heritage seaside resort of Southwold (Figure 6.13) is located 14 kilometres from
Halesworth and 22 kilometres from Lowestoft. It is surrounded by picturesque countryside
and award winning beaches. In this way, it has an alternative shopping role to that of the
other landlocked market towns and draws a significant trade from visitors to the centre.
Figure 6.13: Southwold Beach and Seafront
6.42 The smallest of the market towns in the study area (in terms of retail floorspace),
Southwold has a good mix of independent and specialist retailers. The retention of the
latter, together with many fine restaurants and public houses, provides the centre with its
unique character and caters primarily for the well-established tourist market.
82
August 2006
6.43 The centre is anchored, collectively, by the specialist retailer trade. In this regard, its
reputation is far reaching and visitors will travel a considerable distance to enjoy the
specialist trading opportunities. In this way, the small and historic shop units positively
lend themselves to this type of trade (standard retailers tend to prefer units configured to
their standard requirements).
6.44 The table below considers the broad level of facilities that should be provided within a
settlement the size of Southwold.
Table 6.3: Basic Level of Facilities and Existing Representation in Southwold
Greengrocer Roses Fruit Fare

Baker Temptations
Butcher KE Hutson
Chemist Howells & Brooks, Queen Street Pharmacy
Foodstore Somerfield, Co-op Local
Off licence Adnams Wines, Wine Cellar & Kitchen Store
Confectionary, Tobacco and News Purdys, Chapmans
Barclays, Norwich & Peterborough Building Society, Lloyds
TSB
6.45 Analysis of Table 6.3 reveals that Southwold contains the full complement of facilities.
We opine that the two foodstores, Somerfield (Figure 6.14) and Co-op Local, have
considerably upgraded the shopping offer of the centre. By having two foodstores in close
proximity, it not only provides a healthy level of competition between the two, but it helps
play an important role with anchoring the retail provision in the centre. Its catchment
population is too small to support a superstore, but these stores nevertheless provide a wide
range of food lines. Furthermore, these stores are complemented by a range of other
convenience stores and services, such as the post office (Figure 6.15).
Figure 6.14: Somerfield Figure 6.15: Post Office
83
August 2006
Diversity of Uses
service 5, leisure service 14 and financial & business services 10) (Figure 6.16).
6.47 The total amount of convenience floorspace in Southwold town centre is 1,728 sq.m net.
Convenience stores account for 12.9% of total outlets and 12.8% of total floorspace within
the centre, which are higher than the national averages of 7.3% and 10.8% respectively.
6.48 In terms of proportion of outlets, a significant 46.2% of outlets are comparison-based

against a national average of 32.5%. Meanwhile, in terms of gross floorspace, 32.2% of the
centre’s floorspace is devoted to this type of retailing compared to the national average of
31.8%.
6.49 Comparison goods retailers in Southwold town centre are primarily specialist in nature,
especially art dealers, which account for 6.5% of all the outlets in the town centre (national
average is only 0.7%. In terms of floorspace, art dealers have acquired 5.1% of the
floorspace, again considerably higher than the national average of 0.3%.
84
August 2006
6.50 Due to the dominance of the comparison and convenience sectors in Southwold, there are
notably less service operators than we would normally associate with a tourist destination
of this size and influence. Indeed, representation of retail services account for only half the
national average (5.4% against the national average of 10.9%), leisure services are again
below the national average (15.1% against 17.8%), albeit there is a higher than average
amount of hotels linked to the tourist trade (2.2% against 0.5%). Meanwhile, financial and
business services are equal to the national picture (circa 10%).
6.51 Compared to the national picture, there is a significant amount of cafes in the centre,
representing 5.4% of all outlets (against 2.4% nationally), all of which are independently
operated. In terms of distribution the A3 uses are dispersed across the town centre (Figure
6.17)
Other Uses
6.52 These include the Adnams brewery, dwellings, small niche offices, hotels, tourist
information office and places of worship.
85
August 2006
there are 13 national multiple retailers (A1, A2, A3, A4 and A5) in Southwold. Figure 6.18
sets out the location. This demonstrates that national multiple retailers not concentrated in
one particular part of the centre.
Vacancies
6.54 There is only one vacant unit (measuring 37 sq.m) in the centre, according to the Goad
Centre Category Report (survey undertaken on 16 January 2006). This represents a mere
1.1% of all outlets and other town centre uses covered by Experian Goad in the centre, and
only 0.3% of the total amount of floorspace. This is de-minimus. The vacant outlet is
plotted in Figure 6.19 below.
86
August 2006
Pedestrian Flows
6.55 Our visual inspection of the centre, a sunny day in February 2006, confirms that pedestrian
flows were high throughout the centre.
Accessibility
6.56 Southwold is strategically located on the A12, A1095 and B1127. The town is accessible
by national coaches from all parts of the UK. There are many local bus services to and from
the higher order centres of Norwich, Ipswich and Lowestoft, as well as the nearby market
towns of Beccles, Bungay and Halesworth. All bus routes stop at Market Place. We are
somewhat surprised that there are no defined car parks serving the town centre proper,
especially when taking into account the importance of the tourist market.
6.57 Southwold’s peninsular location, offers a maritime setting. Generally speaking the town
centre is small and quaint, with an attractive mix of historic buildings (Figures 6.20 and
6.21). This, together with the town’s setting, are unquestionably some of key strengths of
Southwold.
87
August 2006
Figure 6.20: High Street Figure 6.21: Tourist Information Office
Summary
6.58 Southwold has a dual shopping role, serving local residents and tourists alike. With this in
mind, it is important that the town’s range of shops and services, which rely heavily on
visitor expenditure, do not become too influenced by the tourist market, and continues to
cater for the local population. This has important implications for sustainability and the
less-mobile local residents. Encouragingly, the vacancy level is extremely low.
6.59 District and local centres lie below city and town centres within the retail hierarchy.
Generally speaking, they are smaller centres and thus serve smaller catchments. PPS6
defines the characteristics of district and local centres as follows:
• District centres will usually comprise groups of shops often containing at least one
supermarket or superstore, and a range of non-retail services, such as banks, building
societies and restaurants, as well as local public facilities such as a library.
• Local centres include a range of small shops of a local nature, serving a small
catchment. Typically, local centres might include, amongst other shops, a small
supermarket, a newsagent, a sub-post office and a pharmacy. Other facilities could
include a hot-food takeaway and laundrettes. In rural areas large villages may
perform the role of a local centre.
6.60 Great Yarmouth Borough has one district centre and ten local centres. Gorleston is
currently defined as a district centre within the local plan, however, for the purposes of this
study (and as directed by Great Yarmouth Borough Council) Gorleston is defined as a town
centre. Table 6.4 lists the district and local centres, together with the number of outlets
contained within each.
88
August 2006
Table 6.4: District and Local Centres in Great Yarmouth Borough

Name Outlets
District Centres
Caister 65
Bells Road 45
Hemsby 20
Martham 17
Magdalen Way 12
Ormesbury St Margaret 11
Local Centres
Bradwell 6
Belton 4
Hopton 4
Winterton 3
Filby 2
6.61 The distribution of the district and local centres is set out in Figure 6.22. A summary of
each centre is attached in the Appendices.
Figure 6.22 – District and Local Centre Provision in Great Yarmouth
District Centres
6.62 Caister, the only district centre, has almost twice as many outlets as the largest local centre.
The retail and service units are sporadically located along a linear road (High
Street/Yarmouth Road), with residential units interspersed amongst the retail provision.
The centre provides a good range of shops and services, with the key convenience anchors
being Budgens (372 sq.m net) and Co-op (150 sq.m net). There are also a range of small
independent stores including butchers, bakers and fishmongers. These convenience stores
serve the needs of the local catchment population.
89
August 2006
6.63 In terms of comparison goods there are a total of sixteen outlets, all of which are
independent retailers. Comparison provision within the centre includes chemists, florists,
clothing stores, a cycle shop and a hardware store.
6.64 The service provision includes several public houses, cafes and restaurants, as well as a
large number of takeaway outlets. The high representation of A3-5 uses reflects the fact
that Caister is a holiday destination, with several caravan/holiday parks nearby. The centre
lacks bank and building society provision, although there are two post offices within the
centre.
6.65 There were six vacancies within the district centre at the time of our site visit, which
equates to less than 10% of all outlets. It should be noted that these were small units in
peripheral areas of the centre. Broadly, the centre appeared to be busy during our site visit
in March 2006. We would expect the potential level of trading and patronage to increase
during the peak tourist season in the summer months. Overall Caister appears to be a
generally healthy centre.
Local Centres
6.66 Bells Road is the largest of the local centres (with over 40 outlets). There are a range of
offices, shops and services (such as a bridal shop, art studio, solicitors and accountants) that
draw people to the centre from further afield. The centre lacks national multiple retailers
and a large convenience store. There are several bakers and a fishmonger, however the
only other convenience provision is small to medium-sized newsagents. There are several
vacancies at the northern end of the centre, and in this way there is certainly scope to
change these to residential use. This, in turn, would help consolidate the centre.
6.67 Magdalen Way is situated within a predominantly residential area to the south of
Gorleston. This centre comprises a traditional, purpose-built, single parade of stores with
residential units above. A Co-op supermarket, selling a wide range of convenience goods,
anchors the centre. There is also a Forbouys convenience store, a butcher and baker. There
is limited comparison provision, but adequate service provision (takeaways, public house,
video hire store and bookmakers). There are two vacancies within the centre.
6.68 Encouragingly, there are five national multiple retailers (Co-op, Forbouys, Lloyds
Pharmacy, Coral and Bushells) out of a total of twelve outlets. This is certainly higher than
would be normally expected in a centre of this size. Overall, the centre was well-patronised
at the time of the visit and appears to be adequately serving the needs of the local
population.
6.69 Belton and Bradwell are located in the south-west of the Borough. Belton is the smaller of
the two centres with just four outlets. It is anchored by a Tesco Express which sells a wide
range of convenience goods and serves the day-to-day needs of the local catchment. The
store also incorporates the post office. The centre benefits from having its own car park,
enabling it to serve not only the local walk-in catchment, but also the village as a whole. At
the time of the site visit the stores and the car park were busy.
6.70 Bradwell is located on the busy A143 passing through the village and is anchored by a
Budgens store. Other key shops and services include Lloyds Pharmacy, a post office and
large medical centre. The centre appeared well-patronised, however the busy road running
through the centre forms a physical barrier between some of the stores.
6.71 Hemsby, Martham, and Ormesbury St Margaret are all located in the north of the
Borough. They are medium to large local centres, with between 10 and 20 outlets
90
August 2006
contained within them. Hemsby is the largest of the three centres, and is an attractive, well-
presented village centre comprising a small, purpose-built parade of shops distributed along
a primarily residential street. It is anchored by a Spar convenience store and has a variety
of other uses within the centre including takeaways, a post office, video rental, hairdressers
and gift stores. At the time of our site visit there were no vacancies.
6.72 Hemsby serves predominantly a walk-in catchment, although there are parking facilities for
those travelling by car. There is also a bus stop serving the village. The centre benefits
from seasonal trade from holiday parks located directly to the east of the centre, although it
should be noted that the holiday parks have their own limited retail and A3/A4/A5 services
on site.
6.73 Martham and Ormesbury St Margaret are both inland villages with medium-sized centres.
Both are anchored by modern convenience stores, Co-op in Martham and Budgens in
Ormesbury St Margaret. These stores sell a wide range of convenience items and
adequately serve local needs. Both centres have a range of services that include hot-food
takeaways, hairdressers and post offices. Neither centre has any retail vacancies, although
Ormesbury St Margaret has a vacant public house.
6.74 Winterton, Filby and Hopton are all very small centres, each with no more than four
outlets. They are all anchored by a branded convenience store namely Mace, Londis and
Premier, and these provide the top-up needs of their respective local walk-in catchments.
The centres all have at least one service unit, a hairdresser in Filby, a public house in
Hopton and a takeaway in Winterton.
6.75 Overall, the district and local centres within Great Yarmouth Borough appear to be healthy
and are serving their roles by catering for the needs of their local catchments. There is
scope in some centres, e.g. Bells Road, to convert existing vacancies in peripheral areas of
the defined centres to residential use. This would consolidate the centres and allow the
focus of retail and service uses to be focused in a single, tighter area.
Waveney District
6.76 Waveney District has two district centres and fifteen local centres. Table 6.5 lists the
centres and the number of outlets contained within each. More detailed summary sheets for
each individual centre are attached in the Appendices.
91
August 2006
Table 6.5: District and Local Centres in Waveney District
Name Outlets
District Centres Kirkley (Lowestoft) 135
Oulton Broad 58
London Rd (Pakefield) 23
Kessingland 17
Norwich Road (Lowestoft) 15
Carlton Road (Lowestoft) 14
Westwood Avenue (Lowestoft) 13
Wrentham 13
Snape Drive (Lowestoft) 8
Local Centres Famona Road (Lowestoft) 7
Hollingsworth Road (Lowestoft) 7
Village Rise (Lowestoft) 7
Ashburnham Way (Lowestoft) 6
Oulton Road (Lowestoft) 5
The Green (Lowestoft) 5
Hillside Avenue (Worlingham) 4
Bittern Green (Lowestoft) 3
6.77 The distribution of the centres can be seen in Figure 6.23. The map demonstrates that the
majority of the local centres are located within the Lowestoft urban area.
Figure 6.23 – District and Local Centre provision in Waveney
92
August 2006
District Centres
6.78 There are two district centres within Waveney District, Kirkley and Oulton Broad.
Kirkley is the largest, with 135 outlets. It is situated on a busy, one-way street (London
Road South) immediately to the south of Lowestoft town centre. At the time of our site
visits, there was a high level of traffic passing through making it a less attractive place in
which to shop. However, we are advised that the recent opening of the South Lowestoft
Relief Road will reduce traffic flows along London Road South. Furthermore, the car park
on Clifton Road has been resurfaced, which has upgraded parking provision for the centre.
6.79 The anchor convenience store is a small Co-op in the south of the centre and there are
several smaller independent convenience goods stores including several bakers, newsagents
and a general store. In this way, the centre is dominated by comparison and A3/A4/A5 uses.
In terms of comparison uses there are a number of second-hand goods and charity shops,
but also a selection of more specialist outlets. The latter cater for a wider catchment area.
The A3-A5 uses draw additional trade during the seasonal period due to the proximity and
linkages to the sea front.
6.80 The twenty vacant units within the centre suggest that it is not performing particularly well.
Furthermore, PPS6 suggests that a district centre should contain services including banks
and building societies, as well as public services such as libraries. None of these types of
services are evident.
6.81 Overall, the centre lacks dominant convenience and key service provision. This, coupled
with a high number of vacancies, suggests that the centre is not performing to its full
potential. In our opinion, the centre would benefit from consolidation.
6.82 The range of outlets is better in Oulton Broad. It is properly anchored by a Spar and
supported by key services such as banks, a post office and a library. The centre is divided in
two parts. One section lies to the north of the bridge over Oulton Broad. This is a busy
stretch of the linear high street, with the majority of the units on the eastern side of the
street. To the south of the broad is smaller and less busy. However, it is likely to have
increased levels of seasonal trade, due to the proximity to the broad. This explains the good
provision of shops and services such as cafés, ice-cream kiosks and gift shops.
Local Centres
6.83 There are three large local centres within the district, Kessingland, Norwich Road
(Lowestoft) and London Road (Pakefield). The latter is the largest of the three centres
with 23 outlets. It is primarily anchored by Spar and Co-op. There is a good balance of
convenience, comparison stores and services. In this way, the centre has all the key
elements of a local centre and adequately meets the needs of the local population.
6.84 Kessingland is situated to the south of Lowestoft and is similar in nature to London Road.
Budgens and Costcutter are the two key anchor store and there is a good mix of other shops
and services serving the needs of those living within the village.
6.85 Norwich Road is based in a predominantly residential area to the west of Lowestoft town
centre. It is not a cohesive centre, based on a long narrow street. The units are clustered in
twos and threes, and interspersed with residential units. There are several vacancies and
evidence that units that were once devoted to retail or service uses have since been
converted to residential use. In our view, the centre fulfils its role as a local centre and
appears to be well-patronised.
93
August 2006
6.86 Carlton Road, Westwood Avenue (in Lowestoft) and Wrentham are all slightly smaller.
Both Carlton Road and Wrentham only have limited convenience provision, and are
primarily based on comparison and service uses. Both have a number of specialist
comparison stores. Carlton Road has a party store, packaging store and kiteboarding store,
whilst Wrentham also has a party store alongside a frame-maker, stove shop and furniture
stores. In addition, Wrentham has a large factory warehouse store selling a wide range of
comparison goods. These stores are likely to attract people from a wider area.
6.87 Westwood Avenue consists purely of stores that serve the day-to-day needs of the local
population. There are two medium-sized convenience stores anchoring the centre, Co-op
and One Stop. The centre also benefits from having an off-licence, Co-op pharmacy and a
bakery. The centre was busy at the time of our site visits and there were no vacancies,
suggesting that the centre is performing well.
6.88 The remainder of the local centres within the district (Famona Road, Hollingsworth
Road, Village Rise, Ashburnham Way, Bittern Green, The Green, Oulton Road,
Snape Drive (all in Lowestoft) and Hillside Avenue (in Worlingham) all have less than
ten outlets. At the present time all these centres appear to be healthy and well-patronised,
with no vacancies.
94
August 2006
7 Prospects for Retail - Market Demand

7.01 The following commentary describes some of the key trends that are driving changes in the
retail sectors and specifically how this is being manifested in terms of the scale, quality and
location of new retail development. It describes trends in retailing and how these are
impacting on the vitality and viability of town and city centres.
1. Convenience Goods Retailers - Market Demand
7.02 The UK grocery sector has experienced dramatic changes in its location, format and offer
since the 1980s. Growth during most of this period has been characterised by the expansion
of large out-of-centre foodstores, which recent research shows account for £2 out of every
£5 spent on groceries in the UK1. National trends also indicate a decline in the number of
food specialists in the decade since 1992 by c.19% and an increase in the number of large
superstores by c.50%, from 860 to 1,292 outlets. In terms of sector performance and
according to TNS, during Christmas 2005, grocery retailers enjoyed their strongest growth
since the summer of 2004.
7.03 The government’s recent political and policy commitment to urban renaissance and town
centre regeneration has resulted in a significant reduction in planning applications and
permissions for new out-of-centre stores. This scaling down of out-of-centre development
has been further compounded by the fact that the forecast growth in convenience goods
spending is significantly lower than for comparison goods retailing. This means that there is
less demand, and therefore capacity, for new convenience goods space.
7.04 These trends in policy and consumer demand have impacted on the business strategies of
the major food retailers. Whilst they are continuing with new store openings and
extensions, albeit on a smaller scale than before, they are also trying to differentiate
themselves from their competitors in order to open up new markets and increase market
share in this highly competitive sector. This has manifested itself in a number of key trends
over recent years, including:
(i) Consolidation – the takeover of Safeway by WM Morrison enabled it to expand its

UK coverage and market share. However, Morrisons has been forced into significant
changes at management level following profit warnings. Other operators have also
benefited from the disposal of Safeway stores. For example, Somerfield purchased
114 stores, although 22 of these were under investigation by the Competition
Commission following concerns by the Office of Fair Trading (OFT). Similarly the
convenience stores and supermarkets arm of the Co-operative Group is in the midst of
a ‘root-and-branch’ review after threefold expansion over the last four years, a period
that has included the acquisition of the Alldays chain. Marks & Spencer has also
announced the purchase of 28 stores from Iceland to help develop its Simply Food
format. The company is also understood to be working on plans to create Simply
Food stores in 300 BP service stations across the country. They also aim to raise their
share of the food retail market from 3.8% to 5% over the next few years2.
(ii) Product diversification - non-food sales now account for an increasing share of the
turnover of grocery retailer multiples. Tesco and Asda already have a large non-food
component, and Sainsbury has intensified its non-food coverage in larger stores.
Although Morrisons still remains focused on its main food business, we believe it is
likely to diversify into non-food once it has successfully integrated Safeway’s stores
into its business. In September 2005, Tesco reported that they would open a further
93 stores, amounting to 170,000 sq.m in floorspace terms. This also includes its first
1
The National Retail Planning Forum (November 2004) ‘The Role and Vitality of Secondary Shopping - a New Direction’
2
Source: Retailfreeview (24/01/06)
95
August 2006
two non-food outlets, ‘Tesco Homeplus’ that have opened in Manchester and
Aberdeen. Tesco’s domination, in terms of market share, is shown in the graph
below. In addition to the differentiation into non-food products, the sector has also
seen an increase in the demand for high-quality convenience food ranges, such as
Tesco Finest and Sainsbury’s Taste the Difference ranges, and organic products
which potentially add to the inflationary pricing on food.
Figure 7.1: UK Supermarket - Market Share
Source: CACI / TNS - November 2005
(iii) A ‘return’ to the high street and the growth of convenience (‘c-store’) formats –
The sequential test has resulted in new smaller store formats on the high street, such
as Tesco’s ‘Express’ and ‘Metro’ formats, and Sainsbury’s ‘Local’ stores. The growth
in Sainsbury’s smaller store format is illustrated in Figure 7.2, which shows an
increase both through acquisitions and new openings. It is likely that these smaller
store formats will be rolled out to smaller and medium-sized centres in the future,
particularly following the move by Tesco (and other operators) into the ‘c-store’
format, following its purchase of T&S stores. There may, therefore, be opportunities
for smaller-scale formats to be located in some of the smaller centres in the future
within the sub-region. Tesco have indicated that they could double their number of
local Express stores within a decade3. This demand is being boosted by an ageing
population, busier lifestyles and more single households.
3
Source: Egi 07/11/05
96
August 2006
Figure 7.2: Total Sainsbury’s Supermarkets (2001 – 2005)
350
3,716 sq.m (40,000 sq.ft) +
2,322 - 3,716 sq.m (25,000 - 40,000 sq.ft)
300
1,394 - 2,323 sq.m (15,000 - 25,000 sq.ft)
under 1,394 sq.m (15,000 sq.ft)
250
No. of Outlets
200
150
100
50
0
2001 2002 2003 2004 2005
Source: J.Sainsbury Company Profile – October 2005 (http://www.j-sainsbury.co.uk/files/pdf/company_profile.pdf)
(iv) The growth of the discount food retailers – European food operators (particularly
Aldi, Lidl and Netto) have experienced significant growth over the last 10-15 years.
These operators, along with Kwik Save, are to varying degrees, seeking opportunities
to expand their network of centres and market share in the competitive grocery sector.
Asda is also launching itself into the discount retail market dominated by Aldi and
Lidl. It opened its own-brand-only store called Asda Essentials in Northampton in
March 2006.
7.05 If these trends continue over the medium-term (and planning policy remains unchanged), it
is our view that the main trends driving demand and development over the next 5–10 years
will comprise the following:
• continued applications for extensions to existing larger foodstores as well as

mezzanines (both in-town and out-of-centre), as operators attempt to increase their
non-food offer. On the latter, the government has moved to close this loophole
under the GDO Amendment (England) Order 2006. As a result, and from May
2006, any internal increases in floorspace of more than 200 sq.m in retail premises
will constitute development and require planning permission.
• the growth of convenience (‘c-store’) operators and discounters as operators seek to
increase their representation and market share in smaller and medium-sized towns.
This trend could lead to high profile retailers such as Tesco and Sainsburys
targeting centres that they would not have previously considered, which may
benefit some lower order centres.
• an increase in the number of planning applications for mixed-use foodstore

developments. For example, both Tesco and Sainsburys are now looking to
develop mixed-use schemes in metropolitan and urban areas, which generally
comprise new (or extended) foodstores and residential units (or other uses) in the
‘air space’ above stores.
97
August 2006
7.06 In the future, the convenience sector is likely to come under further regulatory scrutiny.
This is evidenced by the sentiment expressed by the parliamentary group on small shops
which stated that if smaller stores were squeezed out, there would be social, economic and
environmental consequences felt by local communities. The main recommendations in the
report are:
• suspend takeovers until plans to secure the diversity of the sector are brought forward;
• establish a regulator;
• bring in comprehensive code of practice;
• introduce a new requirement for all local authorities to adopt a retail strategy within
their development plan;
• develop regeneration units in all local authorities within the UK; and,
• develop retail-focused regeneration units in all Regional Development Agencies

(RDAs) within the UK.
7.07 Additionally, the Office of Fair Trading (OFT) announced in March 2006, that it is to refer
Britain’s £95bn a year grocery sector to the Competition Commission for a full
investigation. The investigation will revisit the argument that Tesco, J Sainsbury, Asda and
Morrison have become too powerful and operate a number of anti-competitive strategies.
The OFT based its decision on four issues:
• the use of land banks as effective barriers to entry;
• possible market distortions caused by the buying power of the four largest players;
• the effects of low pricing; and,
• the move by the large chains into the smaller convenience store sector.
2. Comparison Goods Retailers - Market Demand for the High Street
7.08 The high street is currently facing a difficult period. Market indicators show that consumer
spending growth has been weak for almost two years. However, the volume of retail sales
in April 2006 was 0.1% higher than the previous quarter and the underlying situation was
nevertheless improving. Overall, the trend is still weak and an improvement in the housing
market may boost the sales of related items. However, any rise in interest rates will
potentially subdue the fragile demand.
7.09 This slowdown is due, in part, to a marked dip in consumer confidence following a period
of rising interest rates, energy costs and household debt. This debt burden and the potential
increase in savings, which is expected as a result, is likely to mean that private consumption
will be less buoyant over the short-term. In the past, this has been further exacerbated by
the cooling housing market, which deterred mortgage equity withdrawal that helped to
underpin the growth of consumer spending over recent years. Discretionary spending has
therefore reduced drastically through a combination of a depressed housing market and
increases in interest rates.
98
August 2006
7.10 Consumer caution and uncertainties over the housing market, interest rates and potential tax
rises continue to depress sales of housing and related products. These tougher trading
conditions are inevitably impacting on other retailers’ sales and profit margins. All sectors
of the retail market have been hit and examples over the last 6-12 months include:
• Woolworths – adjusted profit before taxation decreased 15.1% to £57.7 million,

according to the 2006 annual report4. Like-for-like sales were down by 3.9% in the
year to January 2006. In the 19 weeks to June 2006, like-for-like sales were down a
further 6.7%, 0.5% of which is attributed to the closure of 54 stores for refits5.
Restructuring of the out-of-town store portfolio consisted of moving away from the
‘Big W’ format to Woolworths out-of-town, and disposal of the MVC chain of
entertainment stores. Despite significant trading problems, the programme to refit
stores has continued with some success, with the completed store refits outperforming
the Mainchain6. Plans have been laid to refurbish a further 100 stores in the next two
years
• Topps Tiles – for the country’s biggest ceramic tiles retailer, its revenue increased by
1.2% to £88.57 million (during the 26 weeks up to April 2006), however like-for-like
revenue decreased 4.0%. The store opening programme has nevertheless continued,
resulting in the opening of 14 new stores during this period. Another 10 are planned to
open during the remainder of the full financial period.
• Comet – in the 2005/06 financial period, like-for-like sales at Comet were down
3.6%7. As a result of a store modernisation programme, one new store opened, three
were relocated and seven refurbished, while two older stores were closed.
• MFI – turnover for the UK Retail business group fell 4.5% to £787.8m for the 52
weeks to 24 December 20058. A restructuring of the group’s UK operations into three
businesses – ‘Retail’, ‘Howdens depot network’, and ‘Supply’ – is intended to
eliminate inefficiencies relating to the former centralised structure. Specific actions
identified for the ‘Retail’ business unit include concentration on kitchen and bedroom
products, and consolidation of ranges within those products, rather than stocking the
whole range of home furniture currently on offer. As a result, sales are expected to fall
further in 2006 while the product offer is redefined. In terms of store size, the most
appropriate size stores to maximise profitability have been identified as c.741 to 1,389
sq.m. Currently operating stores range in size from c.278 and 3,704 sq.m, which has
prompted store-by-store assessments to determine how the current portfolio can be re-
shaped.
• Next – announced in March 2006 that profit before tax increased by 6% to £449m, on
sales of £3.1 billion which were 9% ahead of last year. Sales in NEXT Retail grew by
7.7%, with like-for-like sales in the 224 stores that were not planned to be affected by
new openings down -2.9%. Despite negative like-for-like sales the operating profit was
up 6.3% on last year. Analysts say that Next has been ‘harassed’ by the recent activity
and growth of rival Marks and Spencer. During 2005, Next added a net 91,044 sq.m to
its trading space, increasing the total to 399,480 sq.m9. Despite tough trading
conditions Next still plans to open an extra 41,810 sq.m (450,000 sq.ft) of trading space
4
Source: Woolworths Group plc Annual Report and Accounts 2006
5
Source: Woolworths Group plc AGM Statement June 2006
6
The Mainchain stores comprise traditional Woolworths outlets located in small towns and city suburbs, targeted at meeting basic everyday
shopping requirements, as well as larger stores located on prime shopping streets in major regional shopping centres. The product offer
covers Toys, Children’s Clothing, Events, Confectionery, Home and Entertainment; larger stores include a more comprehensive range of
Home and Children’s Clothing. Source: Woolworths Group plc Annual Report and Accounts 2006.
7
Source: Kesa Electricals plc Annual Report 2005/06
8
Source: MFI Furniture Group plc Preliminary Results for the 52 Weeks to 24 December 2005
9
Source: Next Annual Reports and Accounts (March 2006)
99
August 2006
in 2006. The most significant feature of Next’s expansion is the increase in the average
size of its stores. As Table 7.1 shows, it is now opening more stores over 465 sq.m
(5,000 sq.ft).
Table 7.1: Next - Number of Stores by Average Size (2003 – 2006)

Store size Number of stores
(sq.m) 2006 2005 2004 2003
Less than 465 133 152 166 182

465 – 929 132 112 99 96
929 – 1,394 99 61 45 34
1,394 – 1,858 35 29 25 19
Greater than 1,858 40 30 23 13
Total 439 384 358 344
Source: Next Annual Report & Accounts – January 2005 and March 2006.
7.11 Nevertheless, despite this more cautious outlook for the retail sector, our research indicates
that demand for space in prime town and city centre locations is still relatively strong (as
indicated for example by Next’s expansion programme).
7.12 We have identified the following key sectors that are driving demand for space at the
national and regional level.
(i) Department and Variety Store
7.13 Although analysts argue that the mixed goods profile of department stores should help to
insulate this sector against any major downturn in retail spending, Allders was forced into
administration in early 2005 and part of its portfolio was sold to other major retailers,
including British Home Stores (Bhs), Debenhams and Primark.
7.14 Nevertheless, some major department store operators, such as The John Lewis Partnership,
are still actively targeting selected town and city centres for expansion. It is planning a
further ten new department stores in the UK.
7.15 Other key operators are also looking at medium-sized centres. For example, Debenhams
currently has 104 stores, with plans for an additional 20 stores by 2008. We understand
that Debenhams is also looking to open a number of smaller format ‘Desire’ stores of 2,323
sq.m – 3,252 sq.m (c.25,000 – 35,000 sq.ft) in town and city centres that cannot support a
full sized store. It is to open up to 130 Desire stores and has trialled this format in Truro,
Cornwall and South Shields and has one in Orpington which opened in Christmas 2005.
These stores will inevitably be in places where physical development constraints exist, but
where there is a sizeable catchment and demand for a department store. These stores are
unique in that they are female-only department stores and as of November 2005 were
delivering 30% more sales than expected10.
7.16 Similarly Bhs aims to increase its store space in 2005 by up to 9% increasing its estate to
more than c.418,000 sq.m11. Bhs is already buying six former Littlewoods stores from
Primark.
10
The Guardian 11/11/05 (pg 29)
11
Source: Egi 16/11/05
100
August 2006
(ii) Fashion Retailing
7.17 Modern multiple fashion retailers generally have requirements for larger unit sizes, as it
allows them greater flexibility to display a wider range of goods in a more customer-
friendly environment. A number of established retailers in this sector have significant
expansion plans up to 2006. For example:
• Next is predominantly looking for larger units. In the Autumn of 2005, it opened its
largest store totalling 7,620 sq.m in the remodelled Arndale Centre in Manchester. In
2005, much of Next’s profitable new space was located in the edge of, or out-of-centre
retail parks, despite concerns of a challenging retail environment12.
• Arcadia Group is also reportedly targeting an additional c.46,500 sq.m of new shop
space, on top of its existing 2,000+ stores in the UK. Arcadia has also identified 60
potential new sites for the Top Shop format. The spin-off fascia Top Shop Shoes is to
be expanded after its successful pilot in Manchester.
• Other high street stores with expansion plans in the fashion sector include H&M,
Monsoon, Mango and Zara. They are all generally looking for larger footprints in
order to capture higher market shares. However, much of this growth will be
concentrated in Britain’s ‘top 100 – 200’ centres, and there appears to be limited
demand for representation in smaller rural, market and coastal towns.
(iii) Value Fashion Retailing
7.18 A significant trend on the high street over recent years has been the increased polarisation
in the retail market between the more expensive brands at one end of the spectrum and the
value/discount clothing retailers at the other. Research shows that the value-fashion
retailers (such as Matalan and TK Maxx) have doubled their market share of the clothing
sector between 1995–2001, and strong growth is forecast up to 2006. Matalan, which had
previously concentrated on out-of-centre locations, is currently targeting town centre sites
due to the stricter planning policy climate.
7.19 The smaller value-fashion specialists (such as Primark and Peacocks) are also looking at
low-cost city centre sites, market towns and secondary shopping centres in large urban
areas, where overheads are relatively low. New players are also opening on the high street.
The most high profile example is ‘George’ (at Asda), which is looking to increase its
market share by opening stores on the high street and out-of-centre. As a reaction to this
growth, middle-market operators are segmenting their offer further to provide either more
up-market own-brands (such as Per Una in Marks & Spencer), or more heavily discounted
offers within stores (such as in New Look).
3. Comparison Goods Retailers - Market Demand for Out-of-Centre Retailing
7.20 Despite the slowdown in new retail warehouse development due to the tightening of the
planning system, research shows that approximately 280,000 sq.m of floorspace will be
developed in out-of-centre and edge-of-centre locations in 2004/0513. Demand for retail
warehouse units and retail park locations remains strong, mainly because they offer large
unit sizes, lower cost premises and are generally served by free car parking. The top three
retailers, in terms of trading space on retail parks are B&Q, Homebase and Currys.
7.21 In terms of investment performance, the retail warehouse sub-sector has out-performed the
rest of retail property (including department stores, variety stores, supermarkets and other
12
Source: Next Annual Reports and Accounts (January 2005)
13
Source: The Times (19th June 2004)
101
August 2006
retail) over the last 23 years (and particularly during the last decade). One of the main
driving forces behind the strong growth has been high consumer spending on household
and durable goods.
7.22 Thus, despite the tighter planning restrictions, developers and occupiers are still pushing
ahead with applications and development to try and meet the high levels of demand. The
key retailers driving demand in the out-of-centre retail warehouse market are briefly
described below:
(i) DIY and Hardware
7.23 This has been the best performing sector over recent years and analysts predict that growth
will remain strong during 2005, as it is argued that any falling confidence in the housing
market will result in fewer transactions and more people investing in their homes. This is
also the most consolidated ‘out-of-centre’ sector and is dominated by just four key players
– B&Q, Focus, Wickes and Homebase. All the DIY operators are rolling out larger
‘category-killer’ stores as well as smaller stores, targeted at edge-of-centre and even town
centre locations. They are also introducing ‘mezzanine’ floors in some stores as a means of
extending the floorspace, often without the need for planning permission. The government
has moved to close this ‘loophole’ under the GDO Amendment (England) Order 2006. As a
result, and from 10 May 2006, any internal increases in floor space of more than 200 sq.m
in retail premises will constitute development and require planning permission.
(ii) Electrical goods
7.24 The constant stream of new products, innovations and technology has fuelled the growth of
this sector over recent years - such as digital/plasma televisions, third-generation mobile
phones, cheaper computers/laptops and MP3 players. It is expected that PC demand will
also increase with the wider usage of broadband and digital photography, particularly as
prices are set to fall.
7.25 However all the major retailers – Dixons/Currys Group and Comet – are facing severe
competition from non-traditional retailers such as supermarkets and the internet, and are
reviewing their current portfolio of stores. The internet’s impact on traditional retailing
reached a new level in April 2006, when Dixons said it was abandoning the high street to
focus on being a pure e-tailer. DSG International, Europe’s biggest electricals retailer said
that it was going to shift the 190 Dixons strores into its portfolio of Curry’s stores, named
Currys.digital, and concentrate on turning it into the UK leader in electrical goods retailing.
Nevertheless, the withdrawal of Dixons from smaller towns and high streets is creating
opportunities for other retailers, such as Robert Dyas.
(iii) Furniture and Carpets Sector
7.26 The furniture market has experienced a troubled trading over the last 12 – 24 months.
Overall it grew by 1% in 200514. Furniture specialists have borne the brunt of the slowdown
with MFI suffering a decline in sales and other rivals (e.g. Klaussner, Furnitureland,
Durham Pine Express) following Courts into administration.
7.27 Analysts nevertheless predict improved growth for this sector over the next five years.
However, the market leaders – MFI, Ikea and DFS – are facing increased competition from
other retailers (particularly department and variety stores) leading to increased
consolidation. Both MFI and Ikea are looking to expand both their out-of-centre store
portfolio (such as the new Ikea in Edmonton, North London), whilst also looking to
develop in-centre, multi-storey stores where sites and parking are available. As a direct
14
Source: Retailfreeview (28/02/06)
102
August 2006
result of stringent planning direction against out-of-town development, a town centre Ikea
store has been designed in Coventry. This is a 30,000 sq.m over four floors and with 900
car parking spaces underneath, on a former Co-Op store. It was recently approved by a
planning committee and will now be referred to the ODPM for final approval15. Ikea also
announced in January 2006, that it is to build 10 new city centre stores with an average
footprint of up to 15,000 – 20,000 sq.m, as part of a £1bn expansion plan. This expands on
the pilot scheme in Coventry. Ikea was also granted planning permission for its second
town centre store in Ashton town centre, Cheshire. The 20,000 sq.m store is expected to
open in October 2006.
7.28 This sector is one of the most cyclical of all and, with consumer spending growth slowing
in the face of rising interest rates, it may experience more difficult trading conditions in the
short-term. Nevertheless, new entrants in this sector include Danish furniture retailer
ILVA, which plans to open 20 new stores across the UK over the next decade. As part of
this expansion it purchased the failed Marks & Spencer ‘Lifestore’ in Gateshead. Other
retailers with expansion plans include:
• Zara Home - opened its debut standalone store on Regent Street recently. The 4,300sq
ft store sells soft furnishings, tableware, cosmetics and clothing over three floors. The
roll out of this concept will be via standalone stores rather than in Zara fashion shops.
• Allied Carpets is also planning a return to the high street and has targeted locations
across the UK.
• Carpetright is also seeking to open 60 new stores or concessions in the UK making a

total of 500 by end of 2006, this is despite pre-tax profits falling from £72.5m to
£64.2m16.
(iv) Other Retailers
7.29 A new wave of national multiple retailers, which have been traditionally associated with
high street locations, are also looking to expand in out-of-centre locations in order to reach
new customers and increase market share. Despite the tighter planning restrictions,
operators who are currently targeting larger stores in out-of-centre locations include Next,
Early Learning Centre, Borders, HMV, Boots, Mothercare, Arcadia Group and Clinton
Cards. In certain locations this could mean that existing smaller town centre stores are
vulnerable to closure.
7.30 The strength of demand from retailers for space in out-of-centre locations, coupled with a
continuing shortage of new supply, has resulted in above average rental growth in the retail
warehouse sector. This, in turn, has placed pressure on other retail sectors that have been
unable to generate the level of sales densities required to sustain these higher rents. Recent
casualties include value/discount retailers such as Brunswick Shoes, Textile World and
What Everyone Wants, all of whom have been put into administration. Woolworths also
plan to reduce its underperforming portfolio of out-of-centre ‘Big W’ stores. These stores
represented more than 130,000 sq.m of selling space, of which almost 60% had open A1
consent. Of the original 24 stores, eleven have been sold or reduced in size. It has been
reported17 that the remaining 13 stores are unlikely to be sold but would be cut down to fit
with the other successful out-of-centre stores of about 3,716 sq.m (40,000 sq.ft).
Nevertheless, we understand that there is a queue of retailers ready to purchase some of
these stores, including Next, Matalan, Asda, TK Maxx, Wickes, Boots, Tesco, TJ Hughes,
PC World and Currys.
15
Source: Planning Magazine ‘Coventry Ikea indicates high street course’ (11/11/2005)
16
Daily Telegraph (28/06/06)
17
Financial Times 24/03/05
103
August 2006
7.31 In summary, the out-of-centre retail market has evolved from low-cost and narrow-margin
formats, to higher cost and wider-margin structures, similar to those on the high street. As
planning permission becomes increasingly harder to obtain, so developers, investors and
retailers have to be more innovative and flexible about how they extend their businesses.
As a result a new generation of retail parks and stores are emerging that are very different
from earlier developments. Operators are increasingly looking to add value to their retail
offer, rather than simply ‘pile-it-high and sell-it-cheap’. For example, retailers are
experimenting with leisure and A3 uses, often by introducing mezzanines into existing
stores, and landlords are also looking to invest and asset manage their portfolios of retail
parks through improved design, branding and tenant mix strategies.
4. The Growth of E-commerce and the Potential Impact on Market Demand
7.32 Over the last five years the growth of the internet has had a significant impact on the way
people live, work and shop. Not surprisingly there are many different views and forecasts
as to the potential impact of the internet and ‘e-commerce’ (or ‘e-tailing’) on shopping and
leisure patterns. In broad terms recent research indicates that:
• the UK home shopping market is the second largest in Europe behind Germany18.
• according to a recent study by IBM and The Economist, the UK is now the biggest
e-commerce market in Europe.
• consumer confidence in online retailers has risen with increasing familiarity of the
internet, the spread of broadband technology and confidence in using online
payment facilities.
• the ease of comparing the price of goods and services has also led sales to soar.
7.33 In relation to convenience e-tailing, the jury is still out in relation to the impact on existing
foodstores. Mintel estimates that the online grocery market is worth some £1.3bn, but this
represents only just over 1% of the total grocery market of £102 billion19. Tesco is the
leading online grocer generating e-commerce sales of £719 million in 2004-05. According
to Mintel, it is still the only profitable business. Other convenience retailers have some
way to go. Morrisons has yet to develop a transactional website, Asda is improving and
Sainsbury’s has been working on making its service easier and quicker. Undoubtedly
convenience sales on-line are growing but at this stage it is a watching brief especially since
delivery, stock availability and customer satisfaction are fundamental issues.
7.34 Although it is clear that internet-based shopping will increasingly impact upon town
centres, it is difficult to forecast the likely scale and focus of this impact on Britain’s high
street. The research evidence seems to indicate that, over the short to medium-term, the
future of the high street is not under significant pressure. The reasoning is that the internet
cannot fulfil the leisure and social needs of retailing and therefore its impact is unlikely to
threaten the future of town centres. The ODPM Property Advisory Group (PAG, 2001)
has looked at the likely impact on the retail offer in different types of urban areas and
suggested that20:
• Outer London and the South East - attractive and larger towns will do better than
more ordinary towns and generally better than northern towns, because of their greater
influence.
• Metropolitan areas (excluding the South East) - they offer better choice, so should
be less badly affected than smaller towns.
18
Source: Mintel - Ibid. (March 2005)
19
Mintel Food Retailing – UK (November 2005)
20
As referred to in BCSC (2004) ‘The Smaller Towns Report’.
104
August 2006
• Towns outside the South East - could lose trade to larger towns, unless they have
other attractions, such as a pleasant environment.
• Country towns - could find e-commerce particularly attractive, although they probably
have more of a convenience role, which could be less affected.
7.35 Thus, although e-commerce may not pose an immediate threat to the economic viability of
many small centres, it is likely to be increasingly relevant over the long-term, although in
different ways depending on the characteristics and attractions of particular centres. In the
case of the Great Yarmouth and Waveney sub-region centres, many of the centres will be
able to meet the potential threat of e-commerce to their future vitality and viability, as they
primarily function as local centres serving the needs of their immediate catchment.
7.36 Nevertheless, in a rapidly changing marketplace it is increasingly important to plan for

potential change in the retail and leisure sectors. Thus the better managed and marketed the
centre is, the less vulnerable it will be to the growth of the internet. The best way to ensure
against any impact is to offer a range of complementary, non-retail attractions. Smaller and
medium-sized centres, that offer a high level of convenient shopping facilities, supported
by niche goods, leisure and tourist attractions are likely to be more resilient to these
technological changes. Inevitably, there will be increasing polarisation of prime and
secondary property within centres and between towns. Therefore, centres need to diversify
their role in order to be resilient to changing future circumstances.
7.37 In conclusion, it is hard to accurately forecast the extent to which ‘e-commerce’ will impact
on the high street and market demand. Nevertheless, it has already impacted on the
business strategies of key retailers and sectors, and in certain cases this has manifested itself
on the high street by speeding up the trend towards the closure of banks, travel agencies
and post offices. For example, over the last decade Britain has lost over one-quarter of its
high street bank branches, due principally to the rise of telephone and internet banking,
along with the increase in ATMs (and branch-less banks). The closure of banks and post
offices in smaller urban and rural centres can have an adverse impact on their overall
vitality and viability, as they are significant generators of day-to-day footfall leading to
‘spin-off’ benefits for other shops and facilities.
7.38 A survey by the British Council of Shopping Centres (BCSC)21 shows that despite the
presence of e-commerce, 52% of retailers anticipate increasing their number of stores over
the next five to ten years. The internet has opened up a new means of access and
communication. This potentially changes the balance of location preferences and space
needs as well as competitive pressures underpinning rental and capital values. It is the case
that developers and retailers will have to work harder to attract shoppers. To retain and
enhance market share, developers and investors are considering setting up transactional
shopping centre websites where shoppers can enter a ‘virtual’ mall. Nevertheless, to reduce
the threat of on-line shopping, high street and shopping centres will need to ensure that
shopping remains a sociable and fun experience22.
7.39 Planning and managing change on the high street due to the impact of the internet and new
technological advances represents a major challenge to all centres in the future. The role of
town centre management will become ever important, as it will be necessary to build even
closer partnerships between key stakeholders to meet the challenges ahead and to identify
opportunities for using the new technology to promote and market centres in more
innovative ways.
21
As reported in the Property Week Supplement - Future Retail (23/06/06)
22
Property Week Supplement - Future Retail (23/06/06), Ibid.
105
August 2006
Summary
7.40 The retail sector has experienced some profound changes over recent years. The mix of
social and economic conditions which prevailed in the 1980s has triggered the arrival of a
much more mobile and discerning consumer seeking not just value for money, but also
increased choice in terms of goods, shopping and leisure environments and experiences.
7.41 These conditions continue to impact on the nature and location of today’s retail and leisure
provision. Consumer loyalty has become a vital ingredient in the success of town centres.
Increasingly, town centres have to be able to fulfil the role of destination shopping and
entertainment locations. This means providing a wide range of retail and leisure facilities,
which are able to attract and retain the interest of the entire family. In return, such schemes
benefit not only from much wider catchment areas, but also increased footfall, spend and
substantially longer shopping trips. At the same time, this meets the government’s
objectives of sustainable communities and sustainable development in thriving town and
city centres.
7.42 It is evident, however, that whilst town centre development has increased over the last
twenty years, the successive waves of out-of-centre investment have squeezed the market
share of the traditional high street. There is also growing evidence of polarisation between
centres in regions, with the larger more dominant centres benefiting from increased
investment, as well as between prime and secondary/tertiary locations on the high street.
As a result, the larger cities and towns have continued to outperform the smaller and
medium-sized centres in terms of average rental growth and market demand.
7.43 This section has demonstrated that the larger food retailers are rolling out smaller store
formats in town centre locations (e.g. Tesco Metro and Express stores). At the same time,
discount food retailers, such as Aldi, sell a much more limited range of food products than
would be available in a larger food superstore. They do not offer facilities that may be
found in smaller centres, such as a butcher, baker or fishmonger, and non-retail facilities
such as dry cleaning, pharmacy or a post office. In addition, the discount food retailers’
operating hours are not usually as long as those of superstores, as they are not normally
open on Sundays and do not have late night opening. As such, there could be more of a
role for their presence within secondary centres and shopping areas, to complement existing
convenience outlets, where these continue to exist.
7.44 The emergence of ‘e-commerce’ over recent years also represents a major challenge to the
future vitality and viability of the high street. Town centres will increasingly need to adapt
and diversify their roles and activities to differentiate themselves from the ‘physical’ and
‘virtual’ competition. Although it is still too early to predict the potential implications for
market demand, it is clear that it is impacting on a number of key sectors, such as books,
music and travel agents.
7.45 In addition to online retailing another key underlying issue is the changing demographic of
the nation. The population is ageing. It is predicted that over the next ten years the number
of people aged 45 and over will grow by 15%, while the number of people under 45 will
decrease by 2.2%. Research claims that over-55s are more discerning consumers and place
prominence on service. 23In particular, the preference older consumers is for:
• better facilities management – cleanliness, lighting, signage and security;
• better service – independent retailers to high street multiples;
23
University of Surrey Research as reported in the Property Week Supplement - Future Retail (23/06/06), Ibid.
106
August 2006
• greater retail experience provision – shopping is a sociable leisure activity i.e. more
seating, suitable eateries and easy pedestrian flow;
• location – little preference between town centres, retail parks or out-of-town malls but
accessibility and parking are key; and,
• tenant mix – prefer independent retailers as they are seen as offering excellent service
and items not available in ‘clone town’ high streets. They want more retail brands that
‘speak’ to older consumers e.g. John Lewis and Marks & Spencer.
7.46 One of the challenges for the future is how small towns can cope in a changing retail world.
According to CACI, the top 50 UK retail centres attracted 40% of comparison goods
shopping trips in 2005, whilst those outside the top 50 attracted 60%, declining from 68%
in 2000. To differentiate themselves from larger neighbours requires attracting more
independent retailers, focusing on different uses or exploiting physical or historical
attributes. It is necessary to offer a range of mixed uses so that local residents make linked
trips to the centre. BCSC recommends that smaller towns focus on improving accessibility
by creating partnerships between local, highways and transport authorities, transport
providers and town centre managers24. The top tips for improving the retail standing of
towns and small cities are as follows:
• resist out-of-town development and direct developers into town centres;
• differentiate from the competition;
• take a regional review to limit growth of some large centres so smaller ones can thrive;
• raise the socio-economic profile of the catchment through housing and employment
programmes;
• form a public transport partnership between local, highways and transport authorities,
transport providers and town centre managers;
• develop a parking strategy to provide adequate, convenient, high quality and preferably
free parking;
• set up a business improvement district;
• invest in the public realm to create high quality, clean and safe public spaces;
• integrate historic buildings and public spaces with the town centre to help differentiate
the town;
• promote mixed use and provide leisure, work and residential facilities;
• local authorities must engage with retailers, developers and investors to establish their
priorities and meet market requirements; and,
• attract independent retailers to give smaller centres unique character and draw.
7.47 The role of independent retailers is important in contributing to the vitality of centres. In
rural communities these are even more important. Country corner stores are making a
comeback by a new generation of rural community co-operatives. The biggest surprise is
that the big supermarkets chains are emerging as allies in this growing movement.
24
As reported in the Property Week Supplement - Future Retail (23/06/06), Ibid.
107
August 2006
Sainsbury, the Co-op, Tesco and Somerfield have all created partnerships allowing these
stores to stock and sell supermarket produce. For example, Asda’s store in Huntly,
Aberdeenshire has set up a local scheme where customers can collect supermarket loyalty
stamps when they shop at small independent stores. A partner for Sainsbury is
Briantspuddle in Dorset where volunteers formed a non-profit co-operative. The store
includes Sainsbury branded goods as well as fresh local produce. Typically the supermarket
goods are sold at a small mark-up, but shoppers save on petrol, time and convenience.
7.48 Whilst our research has shown a low demand from primarily out-of-centre retailers, in the
context of PPS6 and the sequential approach (paras. 3.13 – 3.19), our advice is that any
future proposal/developer should demonstrate that, in seeking to find a site in or on the
edge of existing centres, they have been flexible about their proposed business model in
terms of the scale and format of the development; car parking provision; and the scope for
disaggregation (PPS6: paras. 3.17 –3.18).
7.49 The purpose of this exercise is, according to PPS6, to explore the possibility of enabling the
development to fit onto more central sites by reducing its overall footprint. In this context,
this section has demonstrated that the larger food retailers are rolling out smaller store
formats in town centre locations (e.g. Tesco Metro and Express stores). At the same time,
discount food retailers, such as Aldi, sell a much more limited range of food products than
would be available in a larger food superstore. They do not offer facilities that may be
found in smaller centres, such as a butcher, baker or fishmonger, and non-retail facilities
such as dry cleaning, pharmacy or a post office. In addition, the discount food retailers’
operating hours are not usually as long as those of superstores, as they are not normally
open on Sundays and do not have late night opening. As such, there could be more of a
role for their presence within secondary centres and shopping areas, to complement existing
convenience outlets, where these continue to exist.
7.50 The emergence of ‘e-commerce’ over recent years also represents a major challenge to the
future vitality and viability of the high street. Town centres will increasingly need to adapt
and diversify their roles and activities to differentiate themselves from the ‘physical’ and
‘virtual’ competition. Although it is still too early to predict the potential implications for
market demand, it is clear that it is impacting on a number of key sectors, such as books,
music and travel agents.
108
August 2006
8 Prospects For Retail: Capacity Assessment

8.01 This section summarises the findings of DTZ’s broad quantitative retail capacity
assessment. To meet the objectives of this study we have modelled the potential residual
spend and floorspace capacity for new convenience and comparison goods retailing across
the two authorities up to 2021. Our capacity assessment has been prepared in the context of
the new PPS6 and we therefore assume that all new spend and floorspace capacity should
be developed in town centres first, in accordance with the sequential test, unless there are
no suitable and viable sites available. It is important to state at the outset that longer term
projections are inevitably less reliable than those for the shorter term.
DTZ Re:Map - Methodology and Baseline Assumptions
8.02 DTZ has developed the Re:Map model specifically to forecast the potential capacity for
new retail and leisure floorspace. DTZ Re:Map is based on a conventional step-by-step
approach (see Figure 8.1) and is both transparent and robust, in accordance with policy
advice. Its main advantage over other approaches is that the sensitivity of the key inputs
and forecasts can be tested at all stages in the analysis.
8.03 For the purpose of this capacity assessment we have necessarily tested different growth
scenarios to produce a range of capacity projections. In each case we describe the key
assumptions underpinning our capacity assessments, as well as the caveats involved in
forecasting trends and growth over the long term (i.e. normally more than five years). It is
important to state at the outset that our projections are not meant to be prescriptive. They
should therefore be treated as a broad guide to future allocations and development over the
medium to long term.
8.04 In the context of PPS6 we also necessarily assume that all the forecast capacity should be
accommodated in town centres “first”, including any potential capacity and demand for
‘larger store’ formats (including retail warehousing). This approach is in accordance with
the sequential approach to site selection. PPS6 states that only where there are no suitable
and viable sites or redevelopment opportunities in existing centres, should edge-of-centre
locations be considered, followed (lastly) by out-of-centre locations.
Figure 8.1: DTZ Re:Map Model Stages

1
Catchment Population and Spend Forecasts
2 Inputs
Floorspace Assessments
3
Market Share Assessments
4
Trade Draw Estimates
5
Turnover Forecasts
6
Outputs
Derived Turnover
7
Retail Capacity Assessment
109
August 2006
8.05 The key inputs to the model include:
• Expenditure growth projections - The base year population and average spend
estimates have been derived in-house using our MapInfo Geographic Information
System (GIS), based on the 2001 Census. Our good-based spend projections are based
on past trends and are derived from MapInfo Brief 05/02“Goods based retail
expenditure estimates and price indices” (September 2005), which is the accepted
source for retail planning studies and the approach recommended by PPS6 (para.3.10).
• Population forecasts – These are based on the ONS 2003 sub-national population
projections for the local authorities that make up the catchment area.
• Market share levels – These estimate the proportion of available comparison and
convenience goods spending in the defined study area that is attracted to existing
centres and stores at the base year (i.e. 2006). Capacity assessments normally assume
that market shares remain constant over the forecast period.
• Trade draw levels – The trade draw profile within the defined catchment area is
derived from the market share estimates. Trade draw from beyond a centre’s/store’s
defined catchment area is normally dependent on the relative size, location,
accessibility and quality of shopping provision in centres and/or stores, as well the
attractiveness and diversity of uses in the centre’s as a whole. We have therefore
necessarily assumed that a certain proportion of the total estimated turnover of the main
study centres and stores will be derived from beyond the defined catchment.
8.06 Our market share estimates have been informed by the household telephone interview
survey, which was conducted between 27 January and 17 February 2006 across eight zones,
and as agreed with both authorities. The zones are illustrated in Figure 8.2 below:
Figure 8.2 Household Survey Zones
110
August 2006
8.07 We have grouped the original eight zones into three functional zones (combining zones 5 –
8 in to one ‘outer’ zone) for analysis purposes. These are illustrated below:
Figure 8.3 Household Survey: Functional Zones
8.08 The other key assumptions underpinning DTZ’s Re:Map model relate to trading conditions
at the base year and the potential growth in the ‘productivity’ (or turnover ‘efficiency’) of
existing businesses and floorspace over the forecast period. DTZ’s assumptions are briefly
described below:
• ‘Equilibrium’ – DTZ has necessarily assumed that all existing floorspace and retail
businesses are trading at ‘equilibrium’ at the base year. In other words, existing centres
and stores are assumed to be achieving average turnover to floorspace levels in line
with the national company and centre averages. DTZ consider that this is a robust
baseline assumption, as there is no published information on the changing turnover
performance of Britain’s cities and towns over time, or individual foodstores and shops.
Thus, we are unable to accurately identify whether businesses are ‘under-trading’ or
‘over-trading’. In this context, DTZ therefore necessarily assume that there is no
residual (‘pent-up’) convenience or comparison goods expenditure available to support
new floorspace at the base year. Nevertheless, we do recognise that some centres and
stores across both authorities may be ‘under-trading’. Therefore, based on the market
shares derived from the household survey, DTZ provide a high level view as to whether
the stores and centres are in ‘equilibrium’ at 2006.
• Turnover ‘efficiency’ growth – DTZ assume a proportion of the forecast growth in

average spend will be allocated to existing floorspace and businesses to allow for their
increased turnover ‘efficiency’. This is a standard approach used in retail planning
studies and is a function of available spending growing at faster rates than new
floorspace provision, and retailers’ ability to absorb real increases in their costs (e.g.
rents) by increasing their turnover to floorspace ratios. It therefore helps existing town
centres to maintain their vitality and viability in accordance with policy guidelines.
PPS6 also supports the use of a “…realistic assessment of forecast improvements in
productivity in the use of floorspace” (para. 2.34). However, it does not provide
111
August 2006
specific guidance on what these ‘realistic’ annual growth rates should be for food and
non-food retailing. As a result, for comparison goods retailing, DTZ has tested a range
of floorspace ‘efficiency’ growth rates of +1.5% and +2.5% per annum. For
convenience goods retailing, DTZ test efficiency growth rates of +0.3%, +0.5% and
+0.8% per annum.
8.09 DTZ has modelled the following scenarios in order to test the sensitivity of the outputs of
the Re:Map model to critical changes in the key inputs (such as population, expenditure and
turnover ‘efficiency’ growth rates for existing businesses):
• Comparison Goods ‘Baseline’ - Scenario 1 – This scenario tests the capacity for
new comparison floorspace based on an expenditure growth rate of +3.8% per
annum (see Appendix 9). This is based on the ultra-long term historical trend
derived from MapInfo Brief 05/02 “Goods based retail expenditure estimates and
price indices” (September 2005). We also assume an efficiency growth rate for
existing businesses and floorspace of c.1.5% per annum, again to reflect
Government policy to allow businesses some growth to maintain their vitality and
viability.
• Comparison Goods ‘High Spend & Efficiency Growth’ Growth’ - Scenario 2 –

This scenario tests the capacity for new comparison floorspace based on a higher
expenditure growth rate of +4.8% per annum (see Appendix 10). This is based on
MapInfo's long term comparison goods average annual growth rate over the period
1978 – 2004 (MapInfo Brief 05/02). We assume a higher efficiency growth rate for
existing businesses and floorspace of c.2.0% per annum.
• Comparison Goods ‘Growth in Special Forms of Trading’- Scenario 3 – Same

inputs as Scenario 2. However under this scenario we assume an increasing market
share for Special Forms of Trading, rising from 7% in 2006 to 10% by 2021. We
also test a higher efficiency growth rate for existing businesses and floorspace of
c.2.5% per annum (see Appendix 11).
• Convenience Goods ‘Baseline’ - Scenario 1 – This scenario tests the capacity for
new convenience goods floorspace based on an expenditure growth rate of 0.3% per
annum. This is a long term projection derived from MapInfo Brief 05/02. In this
case we test a nominal floorspace ‘efficiency’ growth rate of 0.1% per annum (see
Appendix 12).
• Convenience Goods Scenario 2 - ‘High Spend & Efficiency Growth’ - This

scenario tests the capacity for new convenience floorspace based on a higher annual
expenditure growth rate of +0.8%, using MapInfo’s short-term historical growth
trend. Although we understand that other planning consultants are testing this
higher spend growth rate to support new foodstore developments and extensions,
we do question whether projections based on short term trends are sustainable up to
2021 and beyond, particularly as national and regional economies are subject to
cycles of growth and decline (“boom and bust”). In this scenario we test an
‘efficiency’ growth rate of +0.3% per annum (see Appendix 13).
• Convenience Goods Scenario 3 - ‘Higher Efficiency Growth’ – Same overall

inputs as Scenario 2, but where the efficiency factor tested has been increased to
0.5% (see Appendix 14).
112
August 2006
8.10 Table 8.1 provides a summary of the key inputs / assumptions tested in the different
scenarios. Please note that all monetary estimates and forecasts are expressed in constant
2003 prices and do not, therefore, include inflation.
Table 8.1
Comparison and convenience goods retail capacity assessments, 2006 – 2021
Scenario Testing
Annual Population Annual Constant Market Shares
Spend Growth ‘Efficiency’
Growth 2006 - 2021 Growth
Comparison Goods
Scenario 1 3.8% 12.1% 1.5% √
Scenario 2 4.8% 12.1% 2.0% √
X
Scenario 3 4.8% 12.1% 2.5% (growing market share for
Special Forms of Trading)
Convenience Goods
Scenario 1 0.3% 12.1% 0.1% √
Scenario 2 0.8% 12.1% 0.3% √
Scenario 2 0.8% 12.1% 0.5% √
8.11 The following commentary briefly describes the key stages in the DTZ Re:Map capacity
assessment and sets out the baseline assumptions underpinning our analysis.
STAGE 1: Population and Spend Forecasts
8.12 The starting point for the capacity assessment is to define the study area and to understand
current shopping patterns. The key assumptions are as follows:
• The study area is based on the zones used for the household interview survey as
illustrated in Figure 8.3.
• The base year population and average spend estimates have been derived in-house
using the MapInfo Geographic Information System (GIS), which runs the TargetPro
demographic and spend datasets. This is a standard source and is widely used by
planning consultants and accepted at Public Inquiries.
• DTZ has used the goods-based approach (see Appendix 8) to determine average
spend levels (rather than the business-based approach), which is supported by PPS6
(para.3.10).
• DTZ’s population projections are based on forecasts derived from the 2003 ONS Sub-
National Projections over the period to 2021. We therefore assume that each
‘catchment area’ will increase at the rates set out in Table 8.2 below.
Table 8.2:
Study Area: Population Projections
Study Area Annual Growth Local Authority(ies) under
Zones Rate which zone falls under
Zone 1 +0.69%pa Great Yarmouth BC
Zone 2 +0.79%pa Waveney DC

Suffolk Coastal DC, Mid-Suffolk DC, South Norfolk DC, Broadland DC,
Zone 3 +0.79%pa
North Norfolk DC and Waveney DC.
113
August 2006
• These projections result in a total population growth of c.47,800 people (+12.1%)

across the whole study area between 2006 and 2021. This comprises a 10.9% increase
in Zone 1 (from 92,203 in 2006 to 102,221 in 2021) and a 12.5% increase in Zone 2
(from 117,483 in 2006 to 132,202 in 2021).
8.13 Under the baseline scenarios, Table 8.3 shows that the total potential available spend on
comparison goods will increase by +96% between 2006 and 2021. In contrast, spend on
convenience goods is forecast to increase by only +12% over the same period under the
baseline scenario. The table confirms the significant forecasts growth in the comparison
goods market benchmarked against the growth in convenience goods retailing. This clearly
will impact on the forecast capacity for new retail development in these two retail sectors.
Table 8.3:
Baseline Scenario: Estimated Population and Available Spend at Base Year (2006)
Total Available Total Spend Growth
Zones Population Spend (£million) 2006 – 2021 (%)
Non-Food Food Non-Food Food
Zone 1 92,203 £234.3m £123.6m 94.0% 16.0%
Zone 2 117,483 £295.8m £156.1m 96.9% 17.7%
Zone 3 184,003 £551.5m £276.1m 96.9% 17.7%
TOTAL: 393,688 £1,081.7m £555.8m 96.3% 17.3%
Source: DTZ ReMap, (Appendices 9 & 12, Stage 1)
STAGE 2: Floorspace Stock and Commitments
8.14 This stage in the analysis sets out DTZ estimates of existing non-food and food retail
floorspace across the two authorities. The current town centre and non-town centre
floorspace stock is set out in Stage 2 of the DTZ Re:Map model (see Appendices 9 & 12).
8.15 Figures 8.4 and 8.5 show the comparison goods floorspace across the two authorities. In
terms of the study centres, Great Yarmouth town centre has the highest amount of
comparison goods floorspace. There is also a high amount of non-town centre comparison
floorspace across both authorities representing c.30% of the total comparison goods
floorspace.
Figure 8.4: Great Yarmouth Borough: Comparison Goods Floorspace (net sq.m)
0 5000 10000 15000 20000 25000 30000 35000 40000 45000 50000
M a in C e n t r e : G r e a t
Y arm o u t h
T o w n & L a r ge C e n t r e s :
G o r le s t o n
D is t r ic t C e n t r e s
L o cal C en t res
N o n -T o w n C en t re
Source: DTZ ReMap, (Appendix 9 Stage 2)
114
August 2006
Figure 8.5: Waveney District: Comparison Goods Floorspace (net sq.m)

0 3000 6000 9000 12000 15000 18000 21000 24000
M a in C e n t r e : L o w e s t o f t
B e c c le s
O t h er C en t res
L o cal C en t res
8.16 Similarly, Figures 8.6 and 8.7 illustrate the quantum of convenience goods floorspace
across the two authorities. This shows that the largest amount of convenience goods
floorspace is in non-town centre locations. Waveney District has a higher quantum of
convenience floorspace of c. 38,990 sq.m net when compared with Great Yarmouth
Borough c.33,710 sq.m net.
Figure 8.6: Great Yarmouth Borough: Convenience Goods Floorspace (net sq.m)
0 2000 4000 6000 8000 10000 12000 14000 16000 18000 20000
M a in C e n t r e : G r e a t
Y arm o u t h
G o r le s t o n
L o cal C en t res
115
August 2006
Figure 8.7: Waveney District: Convenience Goods Floorspace (net sq.m)

0 3000 6000 9000 12000 15000 18000 21000 24000
M a in C e n t r e : L o w e s t o f t
B e c c le s
O t h er C en t res
L o cal C en t res
Source: DTZ ReMap, (Appendix 12, Stage 2)
8.17 In terms of current commitments, we have been informed that there are no town centre
comparison goods developments with planning permission across the two authorities. The
commitments present, are all located in non-town centre locations. Table 8.4 shows that
there are three commitments totalling some 7,322 sq.m net.
Table 8.4:
Comparison Goods Floorspace Commitments – Out of Centre
Centre Application Location Additional Additional

No: Floorspace Floorspace
(Gross - sq.m) (Net - sq.m)
Great Yarmouth 06/04/1197/F1 Gapton Hall Road ~ 130
Sub-Total: ~ 130
Waveney District
Lowestoft W17336/12 Land off Belvedere Road 7,200 5,0406
Beccles W1804/183 George Westwood Way 2,447 1,7136
North Quay Retail Park W2863/354 Unit 1A 431 3026
North Quay Retail Park W2863/365 Comet 195 1376
Sub-Total: 7,192
NON-TOWN CENTRE TOTAL: ~ 7,322

Notes:
1
Planning permission relates to a mixed-use scheme of 900 sq.m of which the retail component is some 130 sq.m net. The permission was
granted on 03/05/05.
2
Planning permission relates to the non-food retail element of the South Quay retail scheme. The permission was granted on 09/09/02.
3
The planning permission relates to a mixed-use development incorporating business and comparison goods retail units granted on 09/01/06.
The units are presently under construction.
4
Planning permission relates to the extension of an existing 999 sq.m Halfords unit by 431 sq.m gross. Planning permission granted
28/08/2003.
5
Planning permission relates to the extension of an existing 614sq.m Comet unit by 195 sq.m gross. Outline planning permission granted
28/08/03.
6
Derived using a gross to net ratio of 70%.
116
August 2006
8.18 The convenience goods floorspace commitments are set out in Table 8.5. There are no
convenience commitments in Great Yarmouth Borough. The commitments shown relate to
Waveney District, one in Halesworth town centre and the rest in non-town centre locations,
totalling c.3,278 sq.m.
Table 8.5:
Convenience Goods Floorspace Commitments - Town Centre and Out-of-Centre
Centre Application Location Additional Additional
No: Floorspace Floorspace
(Gross - sq.m) (Net - sq.m)
Waveney District
Halesworth W13357/41 Land between the Thoroughfare and 1,943 1,360
Saxon’s Way
TOWN CENTRE TOTAL: ~ 1,360
Waveney District
Lowestoft W13102/52 Land off Millennium Way 703 4925
Lowestoft W161/823 Yarmouth Road/Leisure Way 1893 13255
Carlton Colville W15951/34 St Peters Road 144 1015
NON-TOWN CENTRE TOTAL: ~ 1,918
Notes:
1
The planning permission relates to the demolition of existing retail units and construction of a retail foodstore of 1,943 sq.m gross. Outline
planning permission granted 19/02/02.
2
The planning permission relates to a Anglia Regional Co-op Society store granted on 21/11/05. The floorspace proposed is 703 sq.m gross.
3
The planning permission relates to an extension to a Tesco foodstore granted on 03/03/06. The additional floorspace proposed is 1,893 sq.m
gross.
4
The planning permission relates to the retail component (retail unit & ancillary works) of a wider application by Persimmon Homes granted
on 26/05/04. The retail floorspace proposed is 144 sq.m gross.
5
STAGE 3: Market Share Estimates
8.19 Stage 3 sets out our estimates of the proportion of available comparison and convenience
goods spend within the study area that is potentially ‘flowing’ to existing centres and stores
across the two authorities (and ‘leaking’ to other large competing centres, such as Norwich
and Ipswich) at 2006.
8.20 This stage of DTZ Re:Map drives our assessment of the total ‘potential’ turnover (Stage 5)
and average sales densities (Stage 6) of existing centres and stores at the base year. The
detailed Re:Map tables for comparison and convenience goods are set out in Appendices 9
to 14.
8.21 Market shares are normally based on judgements as to the relative attraction of centres and
stores, according to the ‘critical mass’ (i.e. scale) and quality of their retail offer, the
shopping environment, existing competition and geographic location. They are also
influenced, to varying degrees, by other factors, such as accessibility and parking. To help
inform these market share judgments we have drawn on the results of the healthcheck and
market research. For example, the household survey specifically asked respondents where
they shop for convenience goods (both for main ‘bulk’ and ‘top-up’ food purchases) and
comparison goods (for clothing & footwear, furniture/carpets, large and small electrical
goods and DIY goods).
8.22 Although the household survey provides an important matrix for identifying shopper
preferences and patterns across the study area (and thereby deriving spending flows), the
117
August 2006
derived market shares can only provide a broad indication as to how much total potential
spend is being attracted to the main study centres and stores at the base year. This is
because the questions in the household survey do not allow DTZ to accurately prescribe
market shares for a number of reasons:
• the surveys only ask people where they shop for different types of goods and not
how much they spend per trip.
• the responses to household surveys normally tend to over-estimate the attraction

and market shares of larger centres and stores which people visit less frequently,
whereas they under-estimate especially the day-to-day draw of smaller centres and
stores.
8.23 We have tested the robustness of the survey-based market share assumptions using the
outputs of the DTZ Re:Map model. In this case the ‘potential’ average sales densities for
convenience goods (Stage 6, Appendices 12 and 14) are benchmarked against the company
averages for foodstores (as published by Mintel). If adjustments are necessary (either
upwards or downwards), then by a process of iteration we are able to arrive at more robust
and realistic market share levels. Similarly, for comparison goods we are able to benchmark
the potential trading performance of the main centres and stores using our informed
judgements as to their likely sales performance (based on the findings of the healthcheck
and centre surveys).
8.24 Table 8.6 sets out the ‘unadjusted’ market shares by catchment area zones derived directly
from the household survey. It also shows the adjustments that we have made to these shares
to produce, in our judgement, more realistic average turnover to floorspace ratios (see
Stages 5 and 6 below).
118
August 2006
Table 8.6:
Comparison Goods Retailing
Baseline Scenario: Potential Market Shares of Centres by Zone
(%)
Zone 1 Zone 2 Zone 3
Unadjusted Adjusted Unadjusted Adjusted Unadjusted Adjusted

GREAT YARMOUTH BOROUGH
Main Centre: Great Yarmouth 40.1 41.5 2.6 4.5 4.9 6.0
Town / Large Centres: Gorleston 4.4 5.5 0.2 0.2 0.0 0.1
District Centres 0.1 0.3 0.0 0.1 0.0 0.1
Local Centres 4.8 3.0 0.4 0.4 0.6 0.3
Non-Town Centre 32.6 36.5 2.6 4.0 4.6 5.0
WAVENEY DISTRICT
Main Centre: Lowestoft 0.8 0.8 21.4 21.4 2.1 2.1
Town / Large Centres: Beccles 0.0 0.1 5.3 3.5 1.7 0.5
Town / Large Centres: All Other
0.3 0.2 3.4 3.4 0.6 0.3
Centres
Local Centres 0.8 0.1 10.2 1.5 0.5 0.1
Non-Town Centre 1.4 0.3 29.3 26.0 2.0 0.4
Sub-Total: 85.3 88.1 75.4 67.9 17.0 14.9
Other Shops and Stores(1) 9.4 5.0 19.8 25.1 80.0 78.1
Special Forms of Trading (2) 5.3 7.0 4.8 7.0 3.0 7.0
Sub-Total: 14.7 12.0 24.6 32.1 83.0 85.1
(3)
TOTAL : 100 100 100 100 100 100
Source: Derived from Household Surveys. Also see DTZ ReMap, (Appendix 9, Stage 3)
Notes: 1. “Other shops and stores” comprises all other comparison and convenience goods floorspace both within and outside of
the ‘core’ area that is not specified above.
2. Based on MapInfo research, we also assume that 7.0% of comparison goods spend is on ‘special forms of trading’
(SFT). This pertains to spending that does not take place in shops (i.e. vending machines, mail order and Internet
shopping).
3. Figures may not sum precisely due to rounding
8.25 Table 8.6 shows that the largest adjustment made has been in Zone 2 under the local
centres category. As will be detailed in Stage 6, the unadjusted market shares for this
category results in an unrealistic sales density and is therefore adjusted downwards. We
have also had to estimate a potential flow of spend to centres where no market shares were
derived from the household survey.
8.26 It is important to state that the comparison goods offer (especially in floorspace terms) in
the Great Yarmouth Borough area is considerably higher than that in Waveney District,
especially in the out-of-centre category. We therefore assume that the centres in Great
Yarmouth will potentially also act as a pull from Zone 2 (due to relative proximity), but to a
lesser extent from Zone 3. This is because there is a substantial critical mass of comparison
goods offer in the larger competing centres beyond Zone 3 (especially Norwich), which
will act as a draw for Zone 3. Our adjusted estimates to the ‘other shops and stores
elsewhere’ category is therefore reflective of the influence of these centres, though in the
119
August 2006
case of Great Yarmouth Borough, we believe that flow of spend would be higher from its
core catchment (i.e. Zone 1) due to the scale of the existing retail offer.
8.27 Table 8.7 sets out the convenience goods ‘unadjusted’ and ‘adjusted’ market shares.
Table 8.7:
Convenience Goods Retailing
Baseline Scenario: Potential Market Shares of Centres by Zone
(%)
Zone 1 Zone 2 Zone 3
Unadjusted Adjusted Unadjusted Adjusted Unadjusted Adjusted

GREAT YARMOUTH
BOROUGH
Main Centre: Great Yarmouth 5.6 6.0 0.0 0.8 0.0 4.0
Town / Large Centres: Gorleston 2.7 2.2 0.0 0.1 0.0 0.1
Local Centres 11.5 8.5 0.2 0.2 0.3 0.7
Non-Town Centre 74.3 75.5 1.9 2.0 3.4 15.0
WAVENEY DISTRICT
Main Centre: Lowestoft 0.3 0.3 7.3 11.0 0.2 6.5
Town / Large Centres: Beccles 0.0 0.1 0.9 1.5 0.3 0.3
Town / Large Centres: All Other
0.1 0.1 2.3 2.8 0.5 1.0
Centres
Local Centres 0.0 0.1 12.9 6.0 0.1 0.6
Non-Town Centre 2.0 2.0 71.5 72.5 8.2 23.0
Sub-Total: 97.5 97.7 97.0 98.0 13.0 52.0
Other Shops and Stores(1) 2.0 0.8 1.0 0.5 85.2 46.5
(2)
Special Forms of Trading 0.5 1.5 2.0 1.5 1.8 1.5
Sub-Total: 2.5 2.3 3.0 2.0 87.0 48.0
TOTAL(3): 100 100 100 100 100 100

Source: Derived from Household Surveys. Also see DTZ ReMap, (Appendix 12, Stage 3)
Notes: 1) “Other shops and stores” comprises all other comparison and convenience goods floorspace both within and
outside of the ‘core’ area that is not specified above.
2) Based on MapInfo research, we also assume that 1.5% of convenience goods spend is on ‘special forms of
trading’ (SFT).
3) Figures may not sum precisely due to rounding
8.28 In relation to the convenience goods market shares, the household survey indicates that for
the core area (Zones 1 and 2) there is marginal scope for adjustment. In terms of deriving
realistic sales densities reflective of the location and based on the current provision of the
retail offer as well as the spread of the population, we estimate that there will also be a pull
of spend from the outer area (Zone 3). As shown in Figure 8.8, there is a large provision
and critical mass of foodstores within the core catchment area (Zones 1 and 2) relative to
that in the outer area (Zone 3). The only other major concentration is in Norwich. Bearing
mind the spread of the population, it can be reasonably assumed that a proportion of these
120
August 2006
(especially those around the borders of Zones 1 and 2) will shop in the core zones. As a
result the convenience goods market shares for Zone 3 have been relatively adjusted.
Figure 8.8: Population Level and Foodstore Provision
STAGE 4: Trade Draw Estimates
8.29 The trade draw of a centre or store from within its defined catchment area is an output of
the market share estimates (at Stage 3). Dependent on their size, location, accessibility and
quality of shopping provision, we normally assume that a certain proportion of the total
estimated turnover of a centre or store will also be derived from beyond the study area (in
this case from beyond the ‘outer’ area). The trade draw and market share assumptions are
the two main inputs to the DTZ Re:Map model and drive the assessments of retail
floorspace capacity.
• Comparison Goods – Research and survey evidence clearly demonstrates that town
and city centres with a significant ‘critical mass’ of retail floorspace, as well as a
diverse mix and quality of retail, leisure, service and tourist attractions, draw shoppers
and visitors from wide catchment areas. We have assumed trade draw levels of 4% for
Great Yarmouth and 3% for Lowestoft to reflect their tourist status. For the non-town
centre space we have adopted a trade draw level of 5% due to the scale of offer and the
rural hinterland of the surrounding catchment.
• Convenience Goods – The growth in foodstore provision since the 1980s means that
people generally tend not to travel greater distances to carry out their main food
shopping purchases. Nevertheless, there are some exceptions where people do make
choices based on price, convenience to place of work, quality of offer and brands.
Judging by the current level of provision and reflecting on the tourist status of the
study area, we have assumed that therefore assume that Great Yarmouth and Lowestoft
121
August 2006
draw between 5% and 3% respectively from beyond the study area. We further assume
that a 5% trade draw level for non-town centre space.
• To note the above figures incorporate tourism spend. A report by Experian for the
Greater London Authority1, estimated that the UK average for domestic tourists
expenditure on comparison goods is some 2.8% of total spend. We believe that the
trade draw figures used are reasonable assumptions capturing both tourist and other
spend (e.g. passengers, business travellers etc) from beyond the catchment. Appendix
17 provides background analysis on tourism trends and spend for the area.
STAGES 5 & 6: ‘Potential’ Turnover Forecasts and Average Sales Densities
8.30 The key outputs of DTZ Re:Map are the ‘potential’ turnover forecasts (Stage 5) and the
average turnover to floorspace ratios (Stage 6). These outputs have been used at all stages
of the analysis to test and adjust the market share and trade draw assumptions to ensure that
(in DTZ’s opinion) the final turnover estimates are both realistic and robust.
8.31 Table 8.8 sets out the ‘unadjusted’ average sales densities for the existing comparison and
convenience goods floorspace in the authorities main centres, based on the ‘raw’ market
shares derived directly from the household survey. It also shows DTZ’s ‘adjusted’ average
sales levels, based on our revisions to the market shares and trade draws derived from the
market research.
Table 8.8:
Average Turnover to Floorspace Ratios at 2006: ‘Baseline’ Scenario 1
Comparison Goods Convenience Goods
(£ per sq.metre @ 2003 prices
Unadjusted Adjusted Unadjusted Adjusted
Main Centre: Great Yarmouth 2,736 3,054 1,025 2,905
Town / Large Centres: Gorleston 999 1,275 2,917 2,754
District Centres: 278 1,197 515 2,366
Local Centres: 1,868 1,153 3,819 3,171
Non-Town Centre: 3,432 3,918 5,791 7,661
Waveney District
Main Centre: Lowestoft 3,529 3,529 1,835 5,287
Town / Large Centres: Beccles 3,623 1,913 1,793 2,594
Town / Large Centres: All Other Centres 1,846 1,582 2,010 2,839
District Centres: 0 1,626 0 2,358
Local Centres: 10,542 1,546 4,323 2,347
Non-Town Centre: 5,556 4,385 6,374 8,352
Source: DTZ ReMap, (Appendices 9 & 12, Stage 6)
8.32 The table shows that we have had to make a series of adjustments to the market shares
derived from the household survey in order to produce, in our opinion, more realistic
average sales density estimates at 2006. However we do accept that centres could
potentially be trading at lower or higher sales densities than that indicated at the base year.
8.33 The main adjustments for comparison goods retailing are as follows:
• As detailed in the market shares analysis, there is a large amount of comparison goods
floorspace in Great Yarmouth Borough. We have therefore adjusted the market shares
1
Greater London Authority “London Town Centre Assessment – Comparison Goods Floorspace Need in London” September 2004.
122
August 2006
for most of the location categories upwards as the potential average sales densities
derived from the ‘unadjusted’ shares are low. However for the ‘Local Centres’ location
category this has been adjusted downwards as the derived average sales density (in our
judgement) is too high. In relation to Waveney District, adjustments are specifically
made to the ‘District’ and ‘Local centres’ location categories. This is because on the
former, no market shares were derived from the household survey and on the latter, the
derived sales density from the survey is in our judgement, too high.
• We have been informed by the Councils’ that their review of recent studies has
tentatively used base year sales densities of c.£4,000/sq.m for main town centre
locations (i.e. Great Yarmouth and Lowestoft). Based on our analysis of the household
survey and the relatively low spend per capita within the sub-region we believe that this
is over stated. A starting base of c.£3,000/sq.m in our opinion is more realistic. To
illustrate this point, Table 8.9 below, compares spend per capita on comparison goods
across neighbouring districts in Norfolk, Suffolk and Cambridgeshire. This shows both
Great Yarmouth Borough and Waveney District have the lowest per capita spend on
comparison goods. In our opinion, this will potentially result in lower spending power
and trading profiles in comparison to national averages.
Table 8.9:
Comparison of Average Spend per Capita (£)
Analysis Area Comparison Goods

Spend per Capita (£)
South Cambridgeshire DC 3,386

Huntingdonshire DC 3,272
Cambridge CC 2,998
East Cambridgeshire SC 2,898
St. Edmundsbury BC 2,746
GB Average 2,671
Babergh DC 2,707
South Norfolk DC 2,677
Suffolk Coastal DC 2,649
Mid Suffolk DC 2,654
Forest Heath DC 2,576
Broadland DC 2,525
Breckland DC 2,390
Ipswich BC 2,387
Fenland DC 2,362
Kings Lynn & West Norfolk BC 2,368
Norwich CC 2,353
North Norfolk DC 2,255
Great Yarmouth BC 2,160
Waveney DC 2,132
• In addition, it is important to restate that there is a substantial amount of non-town

centre space, which inevitably competes with the town centre. It is therefore not
surprising that improvements recommended for Great Yarmouth and Lowestoft town
centres from the household survey (Volume 3) include a better shopping environment,
more clothes shops and addressing parking / access issues. This supports the point that
the town centres are unlikely to be trading at higher sales densities and may even be
underperforming. We also believe that the large out-of-centre comparison goods
provision in Great Yarmouth dilutes overall sales densities. In comparison, the spend
123
August 2006
attracted to the out-of-centre provision in Waveney District is to a relatively lower level

of floorspace and the resulting sales densities are therefore comparatively higher.
8.34 The main adjustments for convenience goods retailing are as follows:
• The market shares for a number of the location categories have also been adjusted
downwards, or upwards to produce average sales densities. We draw on the findings of
the centre healthchecks and surveys, which help to establish the relative status,
attraction and performance of the main centres (across both authorities), as well as our
own judgement as to the likely trading performance of these centres. We are of the
opinion that the sales densities derived are likely to be lower than the company
averages identified by Mintel due to the spend profile and geography of the catchment.
This is illustrated in Table 8.10 below which compares spend per capita on
convenience goods across neighbouring districts in Norfolk, Suffolk and
Cambridgeshire. As with comparison goods, this once again shows that both Great
Yarmouth Borough and Waveney District have the lowest level of convenience goods
per capita spend. This results in potentially lower spending power and trading profiles,
especially in comparison to national averages.
Table 8.10:
Convenience of Average Spend per Capita (£)
Analysis Area Convenience Goods

Spend per Capita (£)
South Cambridgeshire DC 1,780

Huntingdonshire DC 1,755
Cambridge CC 1,654
East Cambridgeshire DC 1,585
St. Edmundsbury BC 1,535
GB Average 1,549
Babergh DC 1,514
South Norfolk DC 1,510
Suffolk Coastal DC 1,515
Mid Suffolk DC 1,506
Forest Heath DC 1,453
Broadland DC 1,453
Breckland DC 1,409
Ipswich BC 1,398
Fenland DC 1,421
Kings Lynn & West Norfolk BC 1,407
Norwich CC 1,397
North Norfolk DC 1,368
Great Yarmouth BC 1,313
Waveney DC 1,297
• Broadly, for Great Yarmouth Borough, we have adjusted the market shares for most of
the location categories upwards as the potential average sales densities derived from the
‘unadjusted’ shares appear to be low. However for the ‘Town / Large Centres’ and
‘Local Centres’ location category this has been adjusted downwards as the derived
average sales density (in our judgement) are too high. In relation to Waveney District,
adjustments are specifically made to the ‘District’ and ‘Local centres’ location
categories. This is because on the former, no market shares were derived from the
household survey and on the latter, the derived sales density from the survey is in our
judgement, too high.
124
August 2006
STAGE 7: Retail Capacity Assessment
8.35 This final stage sets out DTZ’s capacity forecasts at 2011, 2016 and 20212, based on the
following critical assumptions:
• ‘Equilibrium’ at the base year – DTZ has necessarily assumed that all existing
floorspace and retail businesses are trading at “equilibrium” at the base year. This is
because it is inherently difficult to accurately determine whether the main centres and
stores are ‘under-trading’ or ‘over-trading’ in 2006 without more detailed (historical)
sales data on a store-by-store basis. Notwithstanding, based on our analysis of the
retail spending profile and affluence of the sub-region, as well as the overall scale of
the existing floorspace, we are of the opinion that the retail stock may potentially be
underperforming relatively to any national averages.
• Turnover ‘efficiency’ – DTZ assume a proportion of the forecast growth in spend

will be allocated to existing floorspace and businesses to allow for their increased
turnover ‘efficiency’. This is a standard approach used in retail planning studies and
is a function of available spending growing at faster rates than new floorspace
provision, and retailers’ ability to absorb real increases in their costs (e.g. rents) by
increasing their turnover to floorspace ratios. It therefore helps existing town centres
to maintain their vitality and viability in accordance with policy guidelines. For the
first time PPS6 also supports the use of a ‘realistic assessment of forecast
improvements in productivity in the use of floorspace’ (para. 2.34), although it does
not provide specific guidance on ‘realistic’ annual growth rates.
• ‘Derived’ and ‘potential’ turnover – By constraining the growth of existing retail

floorspace using the ‘efficiency’ ratio, DTZ Re:Map produces a lower ‘derived’
turnover than the ‘potential’ calculated at Stage 5 (which is based on the estimated
market share of higher forecast growth in population and spending). The difference
between the ‘derived’ and ‘potential’ turnover produces the ‘residual’ expenditure,
which represents spend over and above that required by existing floorspace in the
study area to remain viable. This can then be converted into floorspace capacity
using robust average sales densities for new retailing.
8.36 The outputs of our retail capacity assessment for comparison and convenience goods
retailing are briefly described below:
(i) Comparison goods retail capacity assessment
8.37 Stage 7 of the Re:Map model (see Appendices 9 to 11) sets out the potential residual
expenditure for new non-food floorspace in the study centres by 2021. Our projections for
the ‘global’ residual comparison goods expenditure is shown in Table 8.11:
2
Please note that none of our calculations include inflation and are expressed in terms of constant 2003 prices.
125
August 2006
Table 8.11:
Comparison goods residual spend forecasts, 2006 – 2021 (£m)
£ million 2006 2011 2016 2021

‘Baseline’ Scenario 1: 0 52.61 122.39 213.93
Scenario 2: 0 64.41 155.52 282.32
Scenario 3: 0 55.88 136.45 250.34
Waveney District
Scenario 2: 0 43.68 105.65 192.16
Scenario 3: 0 38.01 92.99 170.93
Source: DTZ ReMap, (Appendices 9 to 11, Stage 7)
8.38 In accordance with PPS6 (and specifically the ‘sequential approach’), these residual spend
forecasts comprise both the forecast growth for the study centres, as well as the growth
forecast for existing non-town centre floorspace (over and above their ‘efficiency’ levels).
This is a valid approach, as any potential residual spend for new non-town centre floorspace
should be directed towards town centre, edge-of-centre and district/local centres in the first
instance, in accordance with the sequential approach. Only where opportunity sites are not
available, suitable or viable in town centres, will it be necessary for the local authorities to
consider edge-of-centre and out-of-town centre locations.
8.39 The ‘global’ residual spend forecast(s) set out in Table 8.11 does not take into account the
current planned retail floorspace commitments. Our forecasts of the potential turnover of
these new commitments is based on reasonable assumptions as to their likely range of sales
densities. The total comparison goods turnover achieved in 2011 is shown in Table 8.12.
126
August 2006
Table 8.12:
Potential Turnover of Comparison Commitments in 2011
Centre Application No: Net Additional Applied Sales Potential
Floorspace (Net - sq.m.) Density Turnover
(£m)
Great Yarmouth 06/04/1197/F1 1306 1,160 0.15
Sub-Total: 130 ~ 0.15
Waveney District
Lowestoft W17336/12 5,0406 1,160 5.84
3 6
Beccles W1804/18 1,713 1,160 1.99
4 6
North Quay Retail Park W2863/35 302 2,134 0.64
5 6
North Quay Retail Park W2863/36 137 6,445 0.88
Sub-Total: 7,192 ~ 9.35
NON-TOWN CENTRE TOTAL: ~ 9.50

Notes:
1
Planning permission relates to a mixed-use scheme of 900 sq.m of which the retail component is some 130 sq.m net. The permission
was granted on 03/05/05. A sales density of £1,076/sq m has been applied (for 2006), and grown by an efficiency factor of 1.5% to
£1,160/sq.m in 2011. This is a DTZ estimate and has been based on the fact that no specific retailers have been identified.
2
Planning permission relates to the non-food retail element of the South Quay retail scheme. The permission was granted on 09/09/02. A
sales density of £1,076/sq.m has been applied (for 2006), and grown by an efficiency factor of 1.5% to £1,160/sq.m in 2011. This is a
DTZ estimate and has been based on the fact that no specific retailers have been identified.
3
The planning permission relates to a mixed use development incorporating business and comparison goods retail units granted on
09/01/06. The units are presently (May 2006) under construction. A sales density of £1,076/sq.m has been applied (for 2006), and
grown by an efficiency factor of 1.5% to £1,160/sq.m in 2011. This is a DTZ estimate and has been based on the fact that no specific
retailers have been identified.
4
Planning permission relates to the extension of an existing 999 sq.m Halfords unit by 431 sq.m gross. Planning permission granted
28/08/2003. A sales density of £1,981/sq m has been applied (for 2006), and grown by an efficiency factor of 1.5% to £2,134/sq.m in
2011. This is based on a 2005 average sales density for Halfords.
5
Planning permission relates to the extension of an existing 614sq.m Comet unit by 195 sq.m gross. Outline planning permission
granted 28/08/03. A sales density of £5,983/sq m has been applied (for 2006), and grown by an efficiency factor of 1.5% to
£6,445/sq.m in 2011. This is based on a 2005 average sales density for Comet.
6
8.40 Table 8.13 sets out the revised residual spend forecasts, taking into account the potential
turnover of these new commitments.
Table 8.13:
Revised net comparison goods residual spend forecasts, 2006 – 2021
Strips out the potential turnover of new commitments
£ million 2006 2011 2016 2021

Scenario 2: 0 64.26 155.35 282.13
Scenario 3: 0 55.72 136.27 250.13
Waveney District
Scenario 2: 0 34.09 95.07 180.47
Scenario 3: 0 28.19 81.87 158.35
Source: DTZ ReMap, (Appendices 9 to 11, Stage 8b)
127
August 2006
8.41 The ‘global’ residual spend forecasts derived in Stage 7 have been converted into net
comparison goods floorspace by applying average sales densities that are broadly
equivalent to the trading performance of new stores and retail businesses. To inform our
judgement, we have drawn on the research by Verdict - ‘Verdict on the High Street 2004,
which suggests that high street locations are achieving broad average sales densities of up
to £4,200 per sq.m. Research by Mintel also indicates that ‘core’ high street retailers are
achieving the following average sales densities (Table 8.14).
Table 8.14:
Average Sales for high street retailers
Sales Density (£/sq m)
Retailer name
Average 1997 – 2003/04 Average 2000 – 2003/04
Dixons 9,623 10,108
John Lewis Plc 5,113 5,316
Laura Ashley UK 3,685 3,778
Marks & Spencer (non-food) 4,736 4,468
Ottakar’s Plc 3,290 3,440
The Pier Retail Group Ltd 3,027 3,186
Average across retailers 4,912 5,049
Source: Mintel Interactive 2005
8.42 Based on the available research evidence, and our own judgement as to the trading
performance of town centres and shopping centres as a whole, we test average sales
densities for new comparison goods retailing of between £4,000 per sq.m and £6,000 per
sq.m at 2006. When applied to the residual spend forecasts in Table 8.13, these average
sales densities result in the following ‘global’ capacity forecasts:
Table 8.15:
Comparison goods floorspace capacity, 2006 – 2021 (sq.m net)
sq.m net 2006 2011 2016 2021

‘Baseline’ Scenario 1: 0 8,100 – 12,200 17,600 – 26,300 28,500 – 42,700
Scenario 2: 0 9,700 – 14,500 21,200 – 31,900 34,900 – 52,400
Scenario 3: 0 8,200 – 12,300 17,700 – 26,600 28,800 – 43,200
Waveney District
‘Baseline’ Scenario 1: 0 4,100 – 6,100 10,500 – 16,800 18,000 – 27,000
Scenario 2: 0 5,100 – 7,700 13,000 – 19,500 22,300 – 33,500
Scenario 3: 0 4,200 – 6,200 10,700 – 16,000 18,200 – 27,300
Source: DTZ ReMap, (Appendices 9 to 11, Stage 8c)
8.43 Table 8.15 shows that by 2021, the median range comparison goods projection for Great
Yarmouth is between 28,800 – 43,200 sq.m net. In comparison the equivalent figures for
Waveney District are in the range of 18,200 – 27,300 sq.m net.
128
August 2006
8.44 These forecasts incorporate figures for both town and non-town centre retailing, but should
not be taken as the final word on what level of capacity particular centres need, or should
have. The forecasts merely reflect the capacity centres could in theory support if allocated
its share of overall growth according to its current attraction. Policy may decide to change
the balance between centres, in which case these forecasts would change. As a result we do
not advocate in providing capacity forecasts for each individual locations as this would be
overly prescriptive. It is also the case that some centres may not have the physical capacity
to accommodate new retail floorspace and, therefore, some of this capacity should be
allocated, in the first instance, to other centres within the Councils’ area. The focus in line
with government advice should be town centres.
8.45 DTZ advise both Councils that the projected capacity will need to be concentrated in the
principal centres, as they have the critical mass of retailing and catchment populations to
sustain major new additions to their retail stock.
(ii) Convenience goods retail capacity assessment
8.46 Stage 7 of the Re:Map model (see Appendices 12 to 14) sets out the potential residual
expenditure for new convenience goods floorspace across the two authorities up to 2021,
based on the two different scenarios of spend growth. Please note that these forecasts also
comprise the growth in residual spend for non-town centre retailing, but we assume that
this will be directed to town centres first in accordance with PPS6. The forecasts indicate
that the ‘global’ residual expenditure is as follows:
Table 8.16:
Convenience goods residual spend forecasts, 2006 – 2021 (£m)
£ million 2006 2011 2016 2021

Scenario 2: 0 12.41 25.97 40.76
Scenario 3: 0 10.16 21.39 33.76
Waveney District
Scenario 2: 0 17.34 36.34 57.13
Scenario 3: 0 14.36 30.26 47.85
Source: DTZ ReMap, (Appendices 12 to 14, Stage 7)
8.47 These ‘global’ residual spend forecasts do not take into account the current planned retail
floorspace commitments. There are no convenience commitments in Great Yarmouth
Borough. The commitments shown relate to Waveney District, which are forecast to
achieve a total convenience goods turnover of c.£21.08 million in 2011 (Table 8.17).
129
August 2006
Table 8.17:
Potential Turnover of Convenience Commitments in 2011
Centre Application Net Additional Floorspace Applied Sales Potential
No: (Net - sq.m.) Density Turnover
(£m)
Waveney District
Halesworth W13357/41 1,3605 5,025 6.83
TOWN CENTRE TOTAL: ~ 6.83
Waveney District
Lowestoft W13102/52 4925 3,869 1.90
3 5
Lowestoft W161/82 1,325 9,075 12.02
4 5
Carlton Colville W15951/3 101 3,245 0.33
Sub-Total: 1,918 ~ 14.25
NON-TOWN CENTRE TOTAL: ~ 14.25

Notes:
1
The planning permission relates to the demolition of existing retail units and construction of a retail foodstore of 1,943 sq.m gross. Outline
planning permission granted 19/02/02. A sales density of £5,000/sq.m has been applied (for 2006), and grown by an efficiency factor of 0.1%
to £5,025/sq.m in 2011. This is a DTZ estimate and has been based on the fact that no specific operator has been identified.
2
The planning permission relates to a Anglia Regional Co-op Society store granted on 21/11/05. The floorspace proposed is 703 sq.m gross
(492 sq.m net). A sales density of £3,850/sq m has been applied (for 2006), and grown by an efficiency factor of 0.1% to £3,869/sq.m in 2011.
This is a DTZ estimate and is based on an adjusted average sales density for Co-op stores (as derived from Mintel) to reflect the spend and
geographic profile of the area.
3
The planning permission relates to an extension to a Tesco foodstore granted on 03/03/06. The additional floorspace proposed is 1,893 sq.m
gross. A sales density of £9,030/sq.m has been applied (for 2006), and grown by an efficiency factor of 0.1% to £9,075/sq.m in 2011. This is a
DTZ estimate and is based on an adjusted average sales density for Tesco stores (as derived from Mintel) to reflect the spend and geographic
profile of the area.
4
The planning permission relates to the retail component (retail unit & ancillary works) of a wider application by Persimmon Homes granted on
26/05/04. The retail floorspace proposed is 144 sq.m gross. A sales density of £3,229/sq.m has been applied (for 2006), and grown by an
efficiency factor of 0.1% to £3,245/sq.m in 2011. This is a DTZ estimate and has been based on the fact that no specific retailers have been
identified.
5
8.48 Table 8.18 shows that after allowing for the above commitments and by 2016 (a ten-year
period), there is a limited amount of surplus spend to support new convenience goods
floorspace across the two authorities. Our forecasts indicate that by 2016 a residual spend
for Great Yarmouth Borough of between £18 million and £26 million, and for Waveney
District between £5 million and £15 million.
130
August 2006
Table 8.18:
Revised net convenience goods residual spend forecasts, 2006 – 2021
Strips out the potential turnover of new commitments
(brackets = negative)
£ million 2006 2011 2016 2021

Scenario 2: 0 12.41 25.97 40.76
Scenario 3: 0 10.16 21.39 33.76
Waveney District
‘Baseline’ Scenario 1: 0 (8.45) 4.85 18.96
Scenario 2: 0 (3.93) 14.78 35.29
Scenario 3: 0 (7.16) 8.20 25.23
Source: DTZ ReMap, (Appendices 12 to 14, Stage 8b)
8.49 Based on the available research evidence and our own judgement, we test average sales
densities for new convenience goods retailing of £5,000 per sq.m, which is broadly
equivalent to the trading performance of a discount operator. We also test a higher average
sales density of £10,000 per sq.m at 2006 which is equivalent to the trading performance of
a major multiple foodstore. When applied to the residual spend forecasts in Table 8.19,
these average sales densities result in the following ‘global’ floorspace capacity figures:
Table 8.19:
Convenience goods floorspace capacity, 2006 – 2021 (sq.m net)
(brackets = negative)
sq.m net 2006 2011 2016 2021

‘Baseline’ Scenario 1: 0 900 – 1,800 1,800 – 3,600 2,800 – 5,600
Scenario 2: 0 1,200 – 2,400 2,500 – 5,100 3,900 – 7,800
Scenario 3: 0 1,000 – 2,000 2,000 – 4,100 3,100 – 6,300
Waveney District
‘Baseline’ Scenario 1: 0 (800 – 1,700) 500 – 1,000 1,900 – 3,700
Scenario 2: 0 (400 – 800) 1,400 –2,900 3,400 – 6,800
Scenario 3: 0 (700 – 1,400) 800 – 1,600 2,300 – 4,700
Source: DTZ ReMap, (Appendices 12 to 14, Stage 8c)
8.50 As previously stated that the above provides an indicative breakdown of the global capacity
forecasts for each authority. These forecasts incorporate figures for both town and non-
town centre floorspace in line with policy guidelines, but should not be taken as the final
word on what level of capacity a particular centres need or should have. The forecasts
merely reflect the capacity centres could in theory support if allocated its share of overall
growth according to its current attraction. Policy may decide to change the balance between
centres, in which case these projections would change.
131
August 2006
8.51 Table 8.19 shows that there is limited capacity for convenience goods retailing in the short
(2011) to medium (2016) term across both authorities. By 2021, the median range
comparison goods projection for Great Yarmouth Borough is between 3,100 – 6,300 sq.m
net. In comparison the equivalent figures for Waveney District are in the range of 2,300 –
4,700 sq.m net.
8.52 We have not provided a further breakdown as to the potential location of this new retail
floorspace on a centre-by-centre basis as we believe this will be overly prescriptive. We
also accept that both authorities may decide to allow levels of floorspace in excess of the
residual spend and capacity forecasts determined by the Re:Map model. In the context of
PPS6 (para.s 1.3 – 1.5) and the Government’s key objectives, this will be subject to the
authorities being satisfied that trade diversion will not undermine the vitality and viability
of existing towns and local centres and that the proposed store(s) will:
• enhance consumer choice by providing new higher quality stores;

• improve accessibility;
• promote social inclusion;
• encourage investment in deprived areas;
• promote economic growth;
• deliver more sustainable patterns of development; and
• promote high quality and inclusive design.
8.53 We advise both authorities that any new foodstore developments should be located in, or on
the edge of the main centres, and have strong pedestrian linkages to the prime shopping
area (see PPS6: Annex A, Table 2). This will help increase the range and choice of food
shopping to the local population, in the most sustainable and inclusive manner. If non-town
centre retailing is the only option to satisfy forecast demand and capacity, then the
authorities will need to consider the use of planning conditions to minimise the potential
impact on high street retailing, possibly by introducing new and attractive linkages to the
centres and by limiting the range of non-food goods to be sold (PPS6: paras. 3.31 – 3.32).
Summary
8.54 In conclusion, DTZ’s capacity projections indicate that there is:
• limited capacity for new convenience goods retailing up to 2011. This is due to the
minimal forecast growth in average spend levels. In the case of Waveney District this
compounded by the quantum of new foodstore and convenience goods space with
planning permission (3,278 sq.m net).
• more substantial capacity for new comparison goods retailing up to 2011 with
increasing capacity to 2021 under the baseline scenario. We recommend that major new
floorspace capacity is concentrated in the principal retail centres. These centres have
the critical mass of retailing and catchments to sustain significant new additions to their
retail stock, which will help to reinforce their relative status as the principal shopping
locations.
8.55 Although there is potentially capacity for new non-town centre comparison goods space,
we recommend that this residual expenditure should be accommodated in town centre/edge-
of-centre locations in the first instance. It is also important to restate that current planning
policy guidance stresses that town centre, edge-of-centre and local centres should be the
first choice for all new retail and leisure development.
132
August 2006
8.56 However, this is dependent on there being suitable and viable sites available in these
centres, which are likely to be brought forward during the ‘life’ of the development plan.
This is considered in more detail in Volume 4 of this study.
8.57 Only if there are no suitable and viable sequential sites available to accommodate this type
of retailing should consideration be given to out-of-centre locations. Any proposals in out-
of-centre locations will also need to be subject to the usual tests, as set out in PPS6 (para.
3.4), and applicants will need to demonstrate:
• the need for development (PPS6: paras. 3.8 – 3.11)

• that the development is of an appropriate scale (para. 3.12)
• that there are no more central sites for the development (paras. 3.13 – 3.19)
• that there are no unacceptable impacts on existing centres (paras. 3.20 –3.23)
• that locations are accessible (paras. 3.24 – 3.27)
8.58 PPS6 states that, as a general rule, “the development should satisfy all these considerations
and, in making their decision, local planning authorities “should also consider relevant
local issues and other material considerations” (para. 3.5).
133
August 2006
9 Leisure Futures: Market Demand and Capacity Assessment

9.01 The contribution that commercial leisure (i.e. bars, restaurants, cinemas, healthclubs, etc.)
and public leisure (i.e. theatres, museums, galleries, public swimming baths, etc.) facilities
make to the overall vitality and viability of town centres, particularly the evening economy,
is an important part of the government’s urban renaissance and town centre policy agenda.
The sector is highly complex and subject to fashion driven cycles that make forecasting
very unreliable.
9.02 This section describes some of the key trends that are driving market demand in the
commercial leisure sector. It then examines how demand is being manifested at the
national, regional and local level, and how this compares with our broad assessments of
quantitative and qualitative need.
9.03 We also provide an overview on key themes governing good practice on tourism to be
considered by LPAs when planning for this sector1.
Tourism
9.04 Tourism comprises the activities of persons travelling to and staying in places outside their
usual environment for not more than one consecutive year for leisure, business and other
purposes2. People engaged in tourism include both “tourists (overnight visitors)” and
“same-day visitors”, and may include individuals primarily travelling for business,
professional and domestic purposes.
Local Development Frameworks (LDFs)
9.05 Local planning authorities need to decide how to treat tourism issues within their core
strategies:
• if the future development of tourism is a key issue, the core strategy should cover
tourism issues together with any objectives relevant to tourism, or
• if the plan’s broad approach to economic growth and redevelopment sets the framework
for the future development of tourism, the relationship should be acknowledged and
taken into account in the development of the core strategy.
9.06 In determining what planning documents should be prepared beyond the core strategy, it is
again necessary to decide whether tourism will be treated as a single issue or part of a wider
topic. The core strategy can:
• describe objectives from which site allocations for tourism could follow;
• depict in spatial terms, such as a key diagram, areas where tourism and its growth are a
key part of the spatial strategy; and
• propose an Area Action Plan for specific locations where development for tourism is
crucial to meeting the plan’s objectives.
9.07 To keep the number of policies manageable, the policies affecting tourism in the core
strategy can be supported with supplementary planning documents, detailing matters such
as the mitigation of effects of development, or good practice measures. National or
regional policies do not need to be repeated in LDFs, but they should indicate how the
objectives for tourism contribute to those identified in the RSS.
1
Good Practice Guide on Planning for Tourism – Department for Communities & Local Government (May 2006) - Appendix 19.
2
World Tourism Organisation (WTO)
134
August 2006
Devising Good Tourism Policies

9.08 Good tourism policies should aim to:
• maximise the benefits of tourism, to ensure that the development is able to reach its
potential to contribute to tourism in the area and for local communities to enjoy those
benefits;
• identify optimal locations with respect to other tourist attractions and public transport
access;
• integrate the design and function of development with its surroundings; and
• avoid adverse impacts to other activities.
9.09 The factors that need to be reconciled when preparing tourism policies include:
• market demand, whether in a precise location or distributed across a wide area;

• environmental impact, such as visual and noise impact, impacts on an historic setting,
and impacts on biodiversity and landscape quality;
• transport and accessibility;
• functional links, which will vary according to the land use requirements of the project.
For example, the development of a hotel will be able to be directed towards a variety of
locations, but a visitor centre at a specific attraction will be more specific;
• regeneration benefits, stemming from the potential to bring jobs to an area, improve
physical appearance and support local businesses and services; and
• labour supply, with new development preferably located where the need for jobs exist
or the population might benefit from a wider range of employment.
The Key Drivers of Growth in the Commercial Leisure Sector
9.10 The commercial leisure industry has been one of the fastest growing sectors of the UK
property market over the last decade. Research3 shows that the leisure sector contributes
10% to Gross Domestic Product (GDP) and employs around 2.5 million people, generating
1 in 5 of new jobs. The sector’s dynamic growth has been driven by changes in consumer
lifestyles (such as eating out, going to the cinema and keeping fit), rising affluence and
increased spending on leisure. This, in turn, has generated increased demand for new
leisure and entertainment facilities.
9.11 Leisure spending can be divided into two types ‘in-house’ spend on electrical items (such
as DVDs, CDs, playstations, etc.) and ‘out-of-house’ spend (such as going to the cinema,
bowling, gambling, eating out in restaurants and visiting pubs). Figure 9.1 shows that
household spending on leisure goods and services has increased by 163% between 1978
and 2002/03 (i.e. c.4% per annum). By comparison over the same period, spending on all
household goods has increased by 1.8% per annum, whilst net spending on housing has
increased by 1.9% per annum.
3
Business in Sport & Leisure (BISL) Handbook 2003/04
135
August 2006
Figure 9.1: National Household Expenditure (1978 – 2002/03)

450.00
Leisure services
400.00 Leisure goods
Fares and other travel costs

350.00
Motoring
300.00
£s per week @ 2002/03 prices
Personal goods and services

250.00
Household services
200.00
Household goods
150.00
Clothing and footwear
100.00
Alcoholic drink
50.00 Food and non-alcoholic

drinks
Housing (Net)
0.00
1978 1980 1982 1984 1986 1988 1990 1992 1994 - 1995 - 1996 - 1997 - 1998 - 1999 - 2000 - 2001 - 2002 -
95 96 97 98 99 00 01 02 03
Source: ONS Family Expenditure Survey 2002/03
9.12 Recent projections by Experian indicate that average spend per capita on leisure could
increase by between 1.4% (‘long term’ trend) and 2.0% per annum (based on Experian’s
‘ultra long-term’ projections).
Table 9.1
Forecasts & Projections of UK Spending per Head Volumes (% annual change)
(@ 2002 Prices) Experian projections
Ultra long- term trend Long-term trend Medium-term trend
Leisure services 2.0 1.4 1.7
Source: Experian Business Strategies: “Retail Planner Briefing Note 1.2” (November 2003)-Tables 4 & 5
Demand for Leisure
9.13 Developers and investors have responded to the growth in consumer lifestyles, demand and
spend by opening new and more sophisticated leisure formats. A good example of this is
the growth of managed leisure centres and parks. These parks generally comprise a mix of
leisure uses (such as bowling alleys, health & fitness clubs, nightclubs, restaurants and
bars) and are usually anchored by large multiplex cinemas. Despite the tighter planning
policy controls on out-of-centre development, leisure parks are now viewed by the property
industry as a less risky long-term investment. This is confirmed by recent research, which
indicates that there are over 2004 leisure parks in the UK, ranging in size from 3,250 sq.m
up to 28,000 sq.m.
9.14 A major driver of future demand for leisure (and retail) will be the significant ageing of the
population. In 2002 there were approximately 19.8 million people in the UK aged 50 years
or more, which is 24% higher than the 16 million in 1961. This is forecast to increase by
over 40% up to 2031, when it is estimated that there will be c.28 million people aged over
50 years. This ageing population will have a significant impact on the demand for different
leisure products and services. In broad terms analysts predict that these ‘grey’ consumers
will be more active than previous generations and will expect a wide range of quality
leisure products and services.
4
‘The Definitive Guide to Retail & Leisure Parks’ (2003), FPD Savills & TW Research Associates.
136
August 2006
9.15 The following commentary briefly describes the current demand from leisure operators
within each of the main sub-sectors of the commercial leisure market. It also provides an
update of the current reported demand for commercial leisure facilities in the study centres.
(i) Eating and Drinking Out
9.16 The growth of drinking and eating out as a leisure activity has fuelled significant changes in
the pub and restaurant sector over the last decade. For example, between 1998 and 2002
the ‘eating out’ market grew by 22%, reaching an estimated value of approximately
£24.4bn5. Some of the main trends that are driving (and meeting) this demand include the
following:
• increased consolidation in the pub industry over the last five years, which has impacted
on the smaller independent operators. Research shows that the number of pubs has
declined by c.6.5% since 1990 and the greatest impact has been on traditional pubs and
inns, which have lost younger customers to the larger, urban branded ‘theme’ bars.
Nevertheless, some market experts predict a resurgence of “community pubs”, due to
changes in fashion and boredom with high street brands.
• the food offer has emerged as a particularly strong driver of success in the pub industry
and has resulted in the growth of so-called ‘gastro-pubs’ as eating out destinations
(such as the All Bar One, Pitcher and Piano and Slug and Lettuce formats). This has
been driven by the development of more varied menus to cater for different tastes and
the growing female market.
• the decline in market value of some long established brands (such as Chez Gerard,
Garfunkels, Café Uno and City Centre Restaurants) due to increased competition from
both multiple and niche restaurants such as ASK central, Pizza Express and Nandos.
• the recent national expansion of a number of new restaurant operators, including the
Italian-owned Basilico and Fornovivo, Clapham House, Bombay Bicycle Club, The
Real Greek, Gourmet Burger and Urban Dining.
• first expansion and more recently consolidation in the coffee sector, with a few brands
emerging to dominate market share – namely Starbucks, Café Nero and Costa Coffee.
• growth of businesses that specifically target lunchtime trade, particularly in London

and the South East. Examples include The Natural Café, Eat and Realburger World.
Coffee Republic has also entered this market by rebranding its coffee shops as
‘Republic Deli’ outlets.
9.17 Recent changes in the Use Classes Order (UCO)6 now mean that local authorities have been
afforded more control over the growth and location of new cafés, restaurants, take aways
and public houses in their town centres. The main change to the UCO has been the
replacement of the former class A3 (food and drink) by the new and amended:
• Class A3 - limited to restaurant and café uses (ie. use for the sale of food for
consumption on the premises).
• Class A4 – limited to drinking establishments, such as pubs and wine bars.
• Class A5 – limited to hot food takeaways.
5
BISL, 2003-04 Ibid
6
The Town and Country Planning (Use Classes) (Amendment) (England) Order 2005 and the Town and Country Planning (General
Permitted Development) (Amendment) (England) Order 2005.
137
August 2006
9.18 Whilst bars and takeways are able to revert to restaurants without requiring planning
permission, moves in the other direction will require local authority planning approval. It is
the Government’s aim that these changes will help check the unfettered growth of branded
bars and poor quality takeaways, whilst also limiting the anti-social impact on residential
amenity and visitor’s enjoyment of town centres, particularly as part of the promotion of
town centre evening economies. Other changes included the classification of Internet cafés
as A1 and nightclubs as sui generis (meaning uses on their own). Changes to or from these
sui generis uses will therefore always require planning permission.
9.19 The use class changes will therefore increase local authority control on the high street by
limiting the ability of operators to change use without planning permission. This will
provide greater powers to Waveney District Council and Great Yarmouth Borough Council
to monitor and control the potential growth of A4 and A5 users in its town centres, but will
limit the flexibility with which the industry can change formats to meet new demands.
Current licensing reforms also transfer responsibility for licensing from magistrates to local
authorities. The government believe that operators in the same area will choose to set
different hours of operation and that this will therefore reduce the concentrations of people
leaving licensed premises at the same time, which can often result in ‘flashpoints’ of crime
and violence in centres. Together, the planning and licensing reforms will allow local
authorities considerable control over the leisure and entertainment industry.
9.20 On the 24 November 2005 a new licensing law came into force in England and Wales
allowing flexible opening hours and the potential for 24 hour opening for all licensed
premises, subject to local authority approval. The government believes that the reforms
will:
• help to minimise public disorder resulting from fixed closing times;

• help combat alcohol related crime and disorder;
• cut down on the bureaucracy of the six existing licensing regimes;
• provide a boost for the tourism and leisure sectors;
• create more socially inclusive evening economies in towns and cities;
• give local authorities considerable control over the leisure and entertainment industry;
and
• allow those living in and businesses operating in the vicinity of premises to be able to
make representations on applications for licences.
9.21 The government believes that the new laws will result in operators choosing different hours
of operation, thus reducing the concentrations of people leaving licensed premises at the
same time, which often results in ‘flashpoints’ of crime and violence in town centres.
Although, the majority of public houses and nightclubs have only applied to extend their
opening hours by one or two hours, there are concerns that there will still be near-
simultaneous closing times and police continue to fear that people will be more drunk and
thus more likely to get into fights, resulting in an increase in anti-social behaviour in town
centres.
9.22 The impact of the new legislation on our towns and cities remains to be seen. For many
town and city centres, licences are seen as an important tool for regeneration and for
creating successful evening economies. However, there are concerns that there are too
many licensed premises and flexible opening hours will exacerbate anti-social behaviour
and will not help create more inclusive evening economies.
138
August 2006
9.23 The recent Health White Paper “Choosing Health” makes clear the government’s intention
to ban smoking in public places by the end of 2007. Restaurants, pubs and bars which
prepare and serve food will be smoke-free, but public houses which do not sell food will be
able to choose whether to allow smoking. It remains to be seen how the government’s
intentions will be enshrined in legislation and how this will impact on the food and drink
sector. In the interim, JD Wetherspoon has converted 11 of its outlets to non-smoking
venues. The initial results show that whilst beer sales dropped, food sales increased.
9.24 DTZ’s market intelligence indicates demand from operators for representation in the main
centres within Waveney District and Great Yarmouth Borough as shown in Table 9.2. The
main focus for requirements are within the main centres of both local authorities (Great
Yarmouth Borough Council and Waveney District Council) and seek to provide restaurant,
takeaway and bar facilities.
Table 9.2: A3 / A4/ A5 Requirements in Waveney District and Great Yarmouth Borough
Requirement
Centre
Company Name Size (sq.m)
Great Yarmouth • ASK • 232 – 465
• Best Cellars Public Houses • 279
• KFC • 237 – 269
• Pizza Hut • 73 – 93
• Pizza Express • 232 – 465
• Zizzi • 232 – 465
Lowestoft • ASK • 232 – 465
• Best Cellars Public Houses • 279
• Pizza Hut • 79 – 93
• Pizza Express • 232 – 465
Source: Town Centre Focus Reports 2004
9.25 In order to assess the potential capacity for new eating and drinking establishments DTZ
has tested the assumption that between an additional 20% - 30% of the forecast capacity for
comparison goods floorspace (as set out in Section 8) can be supported by a mix of new
cafés, restaurants, pubs and wine bars. This assumption is backed up by research7, which
states that: ‘… other types of ground floor building uses (apart from retail) are important to
the vitality of cities..”. The hospitality industry, in its widest sense, “…forms an important
and sizeable proportion of premises averaging 24% of ground floor stock”.
9.26 Based on this assumption, we therefore forecast the following potential capacity ranges for
new A3/A4/A5 uses across the authorities under the baseline Scenario 1. Table 9.3 shows
the potential capacity for A3/A4/A5 floorspace in 2016 ranges from 3,520 sq.m to 7,890
sq.m net in Great Yarmouth Borough, and between 2,100 sq.m to 4,740 sq.m net in
Waveney District.
7
‘The Streetscape of major UK cities’, Savills, Winter 2004, pg.3
139
August 2006
Table 9.3: Commercial leisure floorspace capacity (A3 / A4 / A5 uses only)

2011 – 2021, under baseline assessment
Square Metres Net 2011 2016 2021
Assuming 20% of total comparison goods

1,620 – 2,440 3,520 – 5,260 5,700 – 8,540
space

2,430 – 3,660 5,280 – 7,890 8,550 – 12,810
space
Waveney District

820 – 1,220 2,100 – 3,160 3,600 – 6,400
space

1,230 – 1,830 3,150 – 4,740 5,400 – 8,100
space
Source: DTZ Re:Map (Appendix 9, Stage 9)
9.27 This forecast capacity is not meant to be prescriptive. It provides only a broad indication of
the ‘theoretical’ potential for new A3/A4/A5 floorspace to complement new retail space
that may be developed in the main study centres as part of a mixed-use scheme.
(ii) Health and Fitness
9.28 The health and fitness market has been through a series of peaks and troughs since the
sector first gained popularity in the mid-1990s. Research shows that there are c.2,400
public fitness and c.2,000 private health clubs in the UK8 and that private healthclub
membership doubled from 1.7m in 1997 to 3.4m in 20029.
9.29 The health and fitness sector has experienced a period of consolidation over recent years.
This is due, in part, to the aggressive opening strategies of certain operators, which left
many of them over-exposed at a time when the fitness market fell ‘out of favour’ with
investors in the City.
9.30 The rapid growth of health and fitness clubs in certain areas has created increased
competition for members and market share, which has resulted in the weaker (poor quality)
clubs losing out. With increased competition in the premium sector, there has also been a
rise in attrition rates. Nevertheless, there still remains demand for an affordable health and
fitness product, such as that provided by LA Fitness and Fitness First.
9.31 Despite the cooling of the health and fitness market in recent years, there still appears to be
the potential for future growth, particularly as the Government is committed to tackling
health issues. Esporta for example, is aiming to open a series of lifestyle clubs across the
UK. The concept is a fusion of the family club, the adult health and fitness club and the
racquet clubs. Esporta aims to open six of these in 2005 with more to follow in 2006.
9.32 Over recent years there has also been a marked shift in the location and format of new
health and fitness clubs, due mainly to the changes in planning policy guidance. Health and
fitness operators are increasingly targeting town centre sites and mixed-use schemes in
town centre locations. This can help to create a wider range of attractions and activity,
particularly in the evenings and at weekends. More flexible planning policies will therefore
8
The Leisure Database Company: Press Release on the “State of the Industry Report – April 2004” (http://www.online-
leisure.com/fiasofi2004pr.doc)
9
BISL, 2003-04 Ibid
140
August 2006
need to be introduced which help to encourage an element of such uses within or on the
edge of town centres.
9.33 In summary the health and fitness sector over the last two years has polarised. This is
illustrated by the conversion to private companies of Esporta, Holmes Place, Fitness First
and Cannons health clubs. The main ‘players’ in the market are currently:
• David Lloyd Leisure and Next Generation – concentrating on health, racquet and
tennis clubs;
• Holmes Place and Greens – operating at the luxury end;
• Virgin and Cannons – dominate the family-oriented health and fitness market;
• LA Fitness and Fitness First – operate smaller in-town clubs at the value end of the
market.
9.34 From the above list of operators our research has indicated there are currently no additional
requirements for health and fitness operators in the study area. There is currently a strong
representation in commercial leisure operators across the local authorities and this is
demonstrated below in Figure 9.2; the operators seen within Great Yarmouth and Waveney
are primarily independent operators, with the exception of the Bannatyne’s chain in
Lowestoft.
Figure: 9.2: Leisure Facilities Provision
9.35 Figure 9.3 draws on the CACI Participation Profile report for Great Yarmouth and
Lowestoft. This shows a below average participation across all health and fitness
categories. This suggests that the current provision of Health and Fitness facilities is
adequate, hence no additional market demand is identified above in commercial operator
requirements.
141
August 2006
Figure: 9.3: Health & Fitness Participation
20
Great Yarmouth
18
Waveney
16
United Kingdom
14
12
Percent
10
0
Yoga Keep-Fit / Weight Jogging Walking / Health Club Gym
Aerobics Training / Rambling
Working Out
Source: CACI – Great Yarmouth Participation Profile (Sport & Leisure), Waveney Participation Profile (Sport & Leisure)
9.36 The potential capacity for new leisure facilities in the study area is illustrated by CACI’s
individual sports and leisure participation rate. For individual sports, Great Yarmouth
Borough and Waveney District show an above participation in cycling, fishing shooting
and bird watching reflecting the good rural amenity access of these areas (see Figure 9.4).
Figure: 9.4: Individual Sports Participation
12
Great Yarmouth
10 Waveney
United Kingdom
8
Percent
0
Marathon Running
Table Tennis
Badminton
Horse Riding
Ice Skating
Running
Swimming
Bird Watching
Fishing
Shooting
Show Jumping
Dance Classes
Cycling
Tennis
Wrestling
Boxing
Squash
Golf
Athletics
Bowls
142
August 2006
9.37 There is a below average participation in health and fitness activity and the lack of
commercial operator requirements show there is limited market demand for provision of
new facilities. However, to ensure that Great Yarmouth Borough and Waveney District
continue to sustain vitality and viability and improve the general health of their populations,
it is considered that existing leisure provision should be protected and consolidated by
additional investment and promotion. This therefore builds a strong case to plan for
consolidation and protection of quality cultural as well as health and fitness related leisure
activities.
(iii) Cinemas
9.38 The 1990s was characterised by the significant growth in new out-of-centre multi-screen
cinemas, often as anchors to leisure parks, or as an integral part of the tenant mix in
shopping centres. This growth was fuelled by a resurgence in cinema audiences (after a
period of steady decline during the 1980s), due primarily to the increase in the number of
Hollywood ‘blockbusters’ and the new developments in cinema technology (such as
surround sound). Research shows that:
• cinema audiences increased, on average, by 6.5% per annum between 1984 and 2003,
from 54 million to 180 million.
• Multiplex cinemas represented some two-thirds of all cinema screens in 2003.
• the number of multiplex cinema screens increased from 875 to 2,254 between 1996 and
2003.
9.39 However, new multiplex cinema openings have slowed considerably over recent years,
mainly due to the tightening of planning policy on new out-of-centre development. As a
result, the main growth in this sector has been fuelled by the so-called ‘cityplexes’ (i.e.
mixed use multiplex developments in city and town centres that comprise shops and
restaurants), usually driven by developers rather than operators. Examples include the Ster
Century scheme in Romford, which comprises a 16-screen cinema on top of an existing
Sainsbury’s store, along with other shops and 175 flats. These types of mixed-use
developments, with cinemas as anchors, are regarded as important contributors to the
evening economies of centres.
9.40 In the study area, the CACI Participation Profile for performances shows that going to the
cinema is the most popular activity; this is at a level slightly below the UK average. It is
worth noting that participation in Theatre and Play visits is above the UK average;
provision of such facilities should continue to be invested in and protected.
143
August 2006
Figure: 9.5: Participation in Performances (at least once a month)
30
Great Yarmouth
25 Waveney
United Kingdom
20
Percent
15
10
0
Cinema
Pop / Rock
Classical Music
Contemporary
Ballet
Plays
Theatre
Opera
Jazz Concerts
Concerts
Concerts
Dance
9.41 Figure 9.6 shows the provision of cinemas within the Great Yarmouth and Waveney areas.
Hollywood Cinemas are represented within Lowestoft and Great Yarmouth. Outside of the
Great Yarmouth and Waveney a large scale of cinema provision is readily available at
Norwich and Ipswich.
9.42 We have undertaken a broad quantitative assessment to forecast the potential capacity for
new cinema screens and seats over the forecast period. The output of this analysis is
summarised in Table 9.4 and detailed in Appendix 18. This shows that within the study
area and based on national visitation rates, the population is capable of supporting only
one-screen or c.339 cinema seats in 2006, rising merely to c.2 screens and c.541 seats by
2021. This indicates that there is very limited potential for new cinema screens and that any
increase of the scale forecast would be through organic growth where permitting.
Table 9.4:
Potential Capacity for New Cinema Screens and Seats
2006 2011 2016 2021
Cinema Screens 1 2 2 2
Cinema Seats 339 397 463 541
Source: DTZ and Dodona Research
144
August 2006
Figure: 9.6: Cinema Provision: Great Yarmouth and Waveney
9.43 We are not aware of any current outstanding demand from cinema operators for
representation in Great Yarmouth Borough or Waveney District.
(iv) Games and Gambling
9.44 Gambling represents a significant element of the leisure industry. Growth and expenditure
on gambling is predicted to rise, particularly in the light of the changes to the Gambling
Law. The main components of the gambling industry and the potential for growth both
nationally and regionally, are briefly described below:
• Casinos – there were 123 casinos in the UK in 2002, operated by 16 companies. The
draft Gaming Bill proposed widespread relaxation of existing restrictions on the size
and nature of gambling venues within the UK and the promotion of resort casino10,
which were viewed as key drivers of the regeneration of depressed resort areas.
However, the final legislation initially scaled down the number of resort casinos to just
eight regional locations. At the time of writing this report the Government conceded
that it has cut this number to just one regional casino to ensure that the legislation was
passed prior to the general election in May 2005. This regional casino will be a
prototype in order to assess its impact and its location will be decided upon by an
independent panel.
• Bingo Clubs – there were c.688 commercial bingo clubs in 2002. Legislative changes
in 2002 allowed for an increase in prizes in the larger clubs and the introduction of fruit
machines. The income from fruit machines currently represents the main area of
growth. Bingo operators are also marketing their clubs at a younger, predominantly
female audience, in order to increase admissions and market share.
10
A resort casino is a complex that includes hotel facilities, restaurants, bars, live entertainment and conference facilities underpinned by an
array of gambling facilities.
145
August 2006
• Horse and Greyhound Racing – horseracing is second only to football as the most
televised sport and accounts for c.70% of the turnover of betting shops. There are
currently 59 racecourses in Britain, compared to 32 licensed greyhound courses.
According to BISL figures, betting on horseracing was estimated to be £7.5bn in
2002/03 and £2.2bn on greyhounds.
9.45 In Great Yarmouth Borough and Waveney District the CACI Participation Profile on games
and gambling shows that the National Lottery commands the highest popularity, followed
by horse racing and greyhound racing (Figure 9.7). It is considered that the Greyhound
Racing track on the Yarmouth Road, Caister and Great Yarmouth Racecourse, Jellicoe
Road are major draws for dog racing and horse racing respectively. Ten pin bowling
performs strongly in relation to the national average, as do gaming machines and bingo.
The main concentration of gaming machines can be found along the seafront in Great
Yarmouth.
Figure: 9.7: Participation in Games and Gambling
12
Great Yarmouth
10 Waveney
United Kingdom
8
Percent
0
Greyhound Racing (Paid to
Football Pools
Game Machines
Ten Pin Bowling
Horse Racing
Billiards
Bingo
Snooker
Bridge
Other Scratch Cards

Darts
Chess
Scratch Cards
watch)
9.46 In general Figure 9.7 demonstrates that gambling within the study area is above the UK
average level. The market recognises demand for casino provision within the study area as
in Great Yarmouth six applications have been determined since 2002 for the provision of
Casino uses (see also Figure 9.3)11:
• Palace Bingo, Church Plan, Great Yarmouth:
- application for planning permission for a change of use of vacant

areas to casino use
- planning permission granted (November 2005)
11
All data sourced ‘Great Yarmouth Borough Council Leisure Provision (February 2006)’
146
August 2006
• Oasis Hotel/Tower Building Complex, Marine Parade, Great Yarmouth:
- application for planning permission for a change of use of disco area

to casino
- planning permission granted (February 2003)
• The Longbar Complex, Marine Parade, Great Yarmouth:
- application for planning permission for casino use
- planning permission granted (July 2002)
• Windmill Theatre, Marine Parade, Great Yarmouth:
• Zen (formerly known as Bourbon Street), Great Yarmouth:
• The Pleasure Beach, South Beach Parade, Great Yarmouth:
- application for outline planning permission for casino use
- planning permission granted (July 2002).
9.47 These are small-scale applications providing evidence that there is demand for small format
casinos within the study area; a feasibility study should be undertaken to establish the
feasibility for a larger regional casino within the area.
(v) Hotels and Visitor Accommodation
9.48 There are approximately 22,000 hotels and guest houses registered with the tourist boards
within the UK with an additional 16,000 bed and breakfasts. The number of unregistered
establishments would bring the combined total up to 60,000.
9.49 The accommodation sector is largely cyclical and subject to economic trends. Following
the September 11th 2001 terrorist attack and the subsequent slowdown of the UK economy,
the market is slowly picking up on the back of increasing visitor numbers. According to
PricewaterhouseCoopers12 (PWC), 2006 may prove to be a record year for UK Revenue Per
Available Room (RevPAR13). The release of three years pent up demand for international
travel continues to drive tourism volumes upwards and hotel operators are benefiting from
the return of the business traveller. This latest forecast is underpinned by favourable global
macroeconomic conditions that continue to support the recovery in business and holiday
travel.
9.50 Turnover in the UK hotel industry is approximately £27bn14. Average room occupancy in
2002 was in the region of 70 per cent (74 per cent in London). According to Tri
12
PricewaterhouseCoopers regular Hospitality Directions Europe journal.
13
Revenue Per Available Room (RevPAR) is a key industry metric in the hotel industry which reflects demand. It is calculated by multiplying
a hotel’s average daily rate (ADR) by it occupancy rate.
14
British Hospitality Association
147
August 2006
Hospitality15, as at February 2005, occupancy in London was static at 73.8 per cent but
RevPAR went up 5.5%, and reached £65.94. UK provincial hotels saw a slide in occupancy
to 62.9% whilst RevPAR was up 3% to £40.83.
9.51 The problems faced by the major operators are in contrast to the more resilient independent
sector, together with budget and boutique operators. Budget hotels have been the key driver
of growth in this sector over recent years. In 2003 there were an estimated 97916 branded
budget hotels in the UK, an increase of 4.9% since 2002. The growth in the sector is
illustrated by buoyant transaction activity. Key deals over the last three years include:
• Permira’s £712m acquisition of Travelodge

• Six Continents demerger to form Intercontinental Hotels and Mitchells & Butler
• Whitbread’s acquisition of Premier Lodge and the creation of Premier Travel Inn.
9.52 It is estimated that there will be an additional 6,000 rooms added by the end of 2005. For
example Days Inn has announced that it aims to have 100 hotels in the UK by the end of
2005 and Whitbread believes it can open 1,500 new rooms per year for the next five years.
9.53 In terms of new trends, the sector has also witnessed the launch of apartment hotels. For
example, InterContinental Hotels Group has launched the ‘Staybridge Suites’ brand. It
marks the introduction to the UK market of the first major hotel brand to focus on
extended-stay guests (i.e. those who stay more than five nights).
9.54 In the context of Great Yarmouth and Waveney, the hotel offer is largely dominated by the
independent sector. Within Waveney the Local Tourism Board has registered
approximately 119 independent premises17 available. Within Great Yarmouth the council
have 160 independent premises available 18.
9.55 The major independent operators include (amongst others):
• Hotel Elizabeth – located on the Maraine Parade Great Yarmouth;
• Imperial Hotel – located on the North Drive, Great Yarmouth
• Hotel Victoria – located on Kirkley Cliff, Lowestoft
• Kings Head Hotel – located on the New Market, Beccles
• Waveney House Hotel – located in Puddingmoor, Beecles
9.56 Although limited representation within in the budget chain sector includes:
• Premier Travel Inn – located on Yarmouth Road, Lowestoft;
9.57 There is a strong presence of holiday park operators within the study area; they are mainly
independent operators but multiple operators are also represented. The major holiday park
operators include (amongst others):
• Broadland Sands Holiday Park – located on Coast Road, Corton;
• Broadland Holiday Village – located in Oulton Broad;
15
Tri Hospitality HotStats UK- March 2005
16
UK Budget Hotel Survey 2004 - Deloitte
17
Waveney Tourism Board Inspected Accommodation (May 2006): www.thesunrisecoast.co.uk
18
‘Great Yarmouth Borough Council Leisure Provision (February 2006)’
148
August 2006
• Caister Holiday Park, Ormesby Road – located in Caister on Sea;
• California Cliffs Holiday Park – located on Rottenstone Lane Great Yarmouth;
• Seashore Holiday Park (Haven) – located on North Drive, Great Yarmouth;
• Vauxhall Holiday Park – located on Acle New Road, Great Yarmouth;
• Wild Duck Holiday Park – located on Howards Common, Belton;
• Beachside Holiday Park – located on Wakefield Court, Great Yarmouth;
• Heathland Beach Caravan Park – located on London Road, Kessingland;
• Kessingland Beach Holiday Park – located on Kessingland;
• Pontins Pakefield Holiday Centre – located on the London Road, Kessingland
• Pontins Hemsby on Sea – located in Hemsby
• The Camping and Caravanning Club Site – located in Suffolk Wildlife Park,
Kessingland;
• Potters Leisure Resort – located in Hopton on Sea (includes provision of specialist

bowls facilities)
• Outney Meadow Caravan Park – located in Bungay;
• Beach Farm Residential and Holiday Park – located on Arbor Lane, Pakefield;
• Warner Holiday Centres – located in Corton and Gunton Hall.
9.58 In broad terms, we believe that the independent sector is likely to be resilient, aided by the
tourist and the future leisure orientation of Great Yarmouth and Waveney. Despite the
dominance of the independent sector there is the likelihood that branded budget sector
operators could also establish a larger presence in the future. Our analysis has identified
requirements from the following operators:
• Premier Travel Inn have a 3,716 sq.m requirement for Great Yarmouth;
• Travelodge have a 1,858 sq.m requirement for both Great Yarmouth and Lowestoft.
9.59 According to the ‘Good Practice Guide on Planning for Tourism’ (May 2006) (Appendix
19) budget hotels designed to cater for longer stays at a destination should be located with
respect to national policies set out in PPS6. Budget hotels, motels and travel lodges catering
for single overnight stays by car-borne travellers, possibly en-route to a destination, should
be located on the edge of town centres on a major road if a town centre location is not
suitable, available or viable. It would not normally be appropriate for development to occur
in open countryside away from major settlements. For out-of-centre locations, an open
layout where attention has been paid to achieving and high standard of design and
landscaping is likely to be more acceptable than a dense concentration of buildings.
9.60 An important element that links hotels and tourism is cultural related activities. These are
often an indicator of an areas’ prosperity and its populations’ available leisure time. An
indication of this is provided by outings undertaken recently (in the last 12 months). In
relation to Great Yarmouth and Waveney, Figure 9.8 shows that visits to archaeological
149
August 2006
sites; nature reserves; zoos/safari parks; and stately homes and castles exceed the national
average.
Figure: 9.8: Outings over the last 12 months
30
Great Yarmouth
25 Waveney
United Kingdom
20
Percent
15
10
Theme Parks
Stately Homes
Museums
Historic Interest
Beauty Spots /
Art Galleries
Archaeological
Reserves
Zoos / Safari
and Castles
National and
Nature
Gardens
Places of
Parks
Sites
Source: CAC I – Great Yarmouth Participation Profile (Sport & Leisure), Waveney Participation Profile (Sport & Leisure)
9.61 Figure 9.8 indicates that visits to theme parks are below the UK average; however this is
based upon residential catchment and it must be considered that such leisure provision will
draw the majority of it’s trade from the seasonal tourist trade. Details of the only theme
park within the study area are summarised below (see Figure 9.2 for further detail):
• Pleasurewood Hills, covering 50 acres and offering over 40 rides, shows and
attractions, is located on Leisure Way, Corton, Lowestoft19.
Summary
9.62 Within the context of a general increase in leisure expenditure, there is currently a
reasonable level of interest from A3/A4/A5 operators. Our analysis shows that by 2016,
the potential capacity for this floorspace is between 3,520 sq.m to 7,890 sq.m net in Great
Yarmouth Borough, and between 2,100 sq.m to 4,740 sq.m net in Waveney District.
9.63 There is a strong independent provision in terms of health and fitness activities within the
study area. There is low market demand in terms of commercial leisure requirements,
however this is matched by a lower than average take up of these facilities by the resident
population. Existing facilities should be maintained, protected and consolidated by
promoting investment in facilities that would encourage an increase in participation by the
local population.
9.64 There should be a capitalisation upon the outdoor pursuits afforded by Great Yarmouth and
Waveney’s rural setting; in particular, promotion of activities such as cycling, fishing,
shooting and bird watching which are already well-represented.
19
Source: www.visit-sunrisecoast.co.uk
150
August 2006
9.65 Cinema provision within the study area can be considered adequate. Operators should be
encouraged to maintain investment in facilities to encourage more use by the local
population. The capacity for additional screens is limited.
9.66 There is a higher than average propensity towards gambling within Great Yarmouth and
Waveney. The dog track and racecourse should be maintained and protected to ensure this
interest is consolidated as it is a major draw for the resident population. There is also
strong market evidence for demand of casino facilities and a further scoping study is
recommended to gauge the viability of the potential for a regional/sub-regional casino
within the study area.
9.67 There is strong independent representation within the hotel market. In the future it is likely
that budget chain operators will likely seek increased representation; this has the benefit
that competition with independent operators will ensure that the highest standard of hotel
provision is maintained.
9.68 Cultural activities provide a crucial link between the hotel trade and tourism within Great
Yarmouth and Waveney; current cultural activities should therefore be maintained and
protected to ensure that their offer remains attractive.
151
August 2006
10 Summary, Strategy and Recommendations

10.01 This concluding section provides a summary of the key findings of this study. It describes
the current roles, attraction and relative performance of the study centres. It also identifies
the economic capacity for future development. Our analysis specifically draws on the
following main strands of research:
- healthchecks assessments
- household telephone interview surveys
- market demand analysis
- retail capacity assessment
- appraisal of town centre development opportunity sites.
10.02 Our key findings and recommendations are intended to inform the Councils on the options
and strategy for the future growth and development of their retailing centres. It will
provide an important input to the delivery of their respective LDFs.
Policy Background
10.03 This study has been prepared in the context of the revised PPS6: Planning for Town
Centres and the Draft East of England Plan, both of which reinforce the government’s town
centres “first” message. One of the government’s key objectives for town centres is to
promote their vitality and viability by planning for the growth and development of existing
centres in order to strengthen and, where appropriate, regenerate them. Another key
objective is to promote and enhance existing centres, by focussing new high quality (high
density) development in them and encouraging a wide range of services in a good
environment, accessible to all.
10.04 Regional planning bodies and local authorities are at the forefront of delivering the
government’s objectives by adopting a pro-active, plan-led approach to planning for town
centres. Set within the regional planning context, local authorities are responsible for
actively planning growth and managing change in town centres over the period of their
development plan documents. This will involve, for example, identifying centres that can
realistically accommodate the identified need for growth and/or planning for new centres of
an appropriate scale in areas of significant growth, or where there are deficiencies in the
existing network of centres (PPS6: Chapter 2).
10.05 Under the Draft East of England Plan, Great Yarmouth Borough and Waveney District are
considered to be priority areas for economic regeneration within the region due to their
weak economic performance and high levels of deprivation. The plan states that Great
Yarmouth and Lowestoft are key centres where development and change will be focussed.
Both local authorities are committed to an economic regeneration-led strategy.
10.06 The vehicle for this regeneration is the URC (1st East), which seeks to organise the
physical regeneration and redevelopment. The principal aim is to address and reverse the
deprivation in Great Yarmouth and Lowestoft. These towns have experienced declines in
their respective employment bases, resulting in major areas of land becoming derelict and
under-utilised. The URC plans to carry out its objectives primarily through the creation of
jobs and the promotion of economic growth, by co-ordinating public and private sector
initiatives.
152
August 2006
The Current Hierarchy and Network of Centres
10.07 Our study has identified a clear network of centres in and around the study area. Table 10.1
summarises some of the key retail performance indicators for the study centres and
principal competing centres of Norwich and Ipswich, based on our healthcheck
assessments.
Table 10.1: Healthcheck Summary

(1)
Centre General Ranking (2) Key Performance Indicators
Prime
Total No. of
Total Current Rental Vacancy
Amount of Current Change National Yields
No. of Retailer Values Levels
Retail Rank 2001 -04 Multiples (%)
Outlets (1) Interest (Zone A) (outlets)
Floorspace
(£/sq.m)
Norwich 1,075 250,093 8 +7 477 97 £2,260 9.2% 5.5
Ipswich 626 154,125 35 +8 281 85 £1,561 8.0% 4.75
Great Yarmouth 479 99,822 161 +34 132 25 £753 12.0% 7.5
Lowestoft 309 66,723 222 -2 117 27 £753 4.0% 6
Beccles 169 31,875 685 +90 36 8 n/a 6.5% n/a
Gorleston 128 24,731 716 -72 34 1 n/a 2.8% n/a
Bungay 107 14,391 n/a n/a 19 n/a n/a 9.7% n/a
Halesworth 100 10,816 n/a n/a 17 n/a n/a 6.5% n/a
Southwold 85 10,498 n/a n/a 13 n/a n/a 1.1% n/a
Source: (1) Goad Centre Category Report
(2) Ranking based on the 2004 ‘Shopping Centre Index’ (Management Horizons) of 1,670 centres.
10.08 Norwich (regional centre) is the dominant centre of influence in the sub-region in terms of
the relative scale, quality and attraction of its retail and leisure offer, as well as wider town
centre uses. It functions as an important fashion shopping destination with a good choice of
department and variety stores, along with an extensive range of national multiple retailers.
It is the best performing centre based on a number of measures. Ipswich is identified as a
sub-regional centre, but the quantity and quality of its town centre retail and leisure market
currently lags behind Norwich. Nevertheless, we acknowledge that it has an influence on
the study area.
10.09 Both Great Yarmouth and Lowestoft are defined as higher order town centres. They
collectively address their individual district population’s shopping, service business and
leisure needs, as well as catering for tourists and visitors. Great Yarmouth town centre will
significantly improve its role and attraction if the proposed extension and reconfiguration of
Market Gates Shopping Centre is granted planning permission and subsequently
implemented. We envisage that by introducing key national multiple retailers into the
redevelopment will, in turn, lead to an increase in the town centre’s overall attraction,
catchment area and market share. Moreover, it will cement this part of the town centre and
its immediate surroundings as the primary retailing pitch, and help maintain and enhance
the town centre’s health.
10.10 Beccles, Gorleston, Bungay, Halesworth and Southwold primarily serve a local shopping
and tourism function with the emphasis being on a wide range of convenience shops and
services. Southwold, in particular, has a specialist and niche retail offer that attracts
shoppers and visitors alike from a wide area. These centres are also the traditional focus of
a range of community facilities such as doctor’s surgeries, dental practices, halls, libraries,
schools and nurseries. These uses are important to their overall vitality and viability, as they
generate footfall from which retailers can benefit.
153
August 2006
10.11 At the lower tier of the hierarchy are smaller district and local centres that cater for the
shopping needs of a predominantly walk-in catchment and are generally anchored by small
foodstores providing a key role for top-up shopping.
GREAT YARMOUTH BOROUGH
10.12 The Borough’s coastal location and proximity to the Norfolk Broads are natural attractions
that make it a major destination for tourists and day visitors. It has one higher-order retail
centre (Great Yarmouth) and one nearby large town centre (Gorleston). We consider each
in turn.
Great Yarmouth
10.13 Great Yarmouth is the main shopping destination in the Borough, and a popular tourist and
visitor destination. It is characterised by its seafront, beach, the pier and holiday villages
surrounding the town. In this way, the town’s retail offer is targeted at both its local
residents and the wider tourist/visitor market. Our healthcheck assessment and market
research indicated that it has a number of key strengths and weaknesses as a shopping
centre:
• it is the largest study centre with approximately c.50% more (Goad) retail and service
floorspace than Lowestoft.
• it is the highest ranked centre (161st) and has risen in the national rankings since 2001
(from 195th ).
• it is placed considerably behind Norwich (8th) and Ipswich (35th). The former has, in
particular, benefited from continued retail investment and development (i.e. Chapelfield
Shopping Centre) in the recent past.
• the centre currently lacks a retail heart, with ad hoc and interspersed pockets of quality
retail provision.
• it is one key managed shopping centre. However, Market Gates is somewhat tired and
would benefit from regeneration.
• on paper, there is a relatively good mix of quality stores including Marks & Spencer
and Bhs. In addition, there are two department stores, Palmers and Co-op.
• the department stores are generally small and outdated by modern standards. They do
not provide a strong anchor role to the centre in the way that John Lewis and House of
Fraser anchor Norwich, and Debenhams anchors Ipswich.
• vacant outlet levels (12%) are significantly above the national average (8%) and are the
highest of all the study centres. They are notably higher than Lowestoft.
• its current estimated prime Zone A’s of £753/sq.m are the same as Lowestoft, but
considerably lower than Norwich (£2,260/sq.m) and Ipswich (£1,561/sq.m). The
growth in prime Zone A’s has been steady, but unspectacular, over the last decade.
• comparison goods retailing accounts for 38% of total outlets, which is greater than the
national average of 33%. Its retail mix is predominantly mid-market and value
orientated, although it does comprise some smaller independent specialist shops.
10.14 Our market demand assessment indicates that there are currently recorded requirements
from 25 retail and service businesses for representation in Great Yarmouth. This is broadly
154
August 2006
equivalent to c. 14,186 – 32,928 sq.m gross of new retailing. Market demand has dipped
from a high of 32 businesses in April 2005. More detailed analysis reveals that:
• the demand from 13 comparison goods retailers is broadly equivalent to c. 6,522 –

23,346 sq.m gross of new and/or replacement space. This demand includes a number
of major space users (such as Debenhams, TJ Hughes and TK Maxx), all of which
could anchor a new retail development scheme.
• demand from convenience goods retailers is poor and limited to only Farmfoods,
Greggs and Morris Pasties, which is broadly equivalent to c.567 – 1,045 sq.m gross.
Cafés, bars and restaurants represent an additional demand of c. 1,291 – 2,035 sq.m
gross. Encouragingly the operators identified include ASK, KFC, Pizza Hut, Pizza
Express and Zizzi.
10.15 Thus there is currently relatively good demand from comparison and service businesses for
representation in Great Yarmouth. However, there is a quality ‘gap’ in terms of the types
and ‘brands’ of operators seeking representation, particularly when compared to Norwich
and Ipswich’s market demand profile.
10.16 The findings of our retail capacity assessment (see Table 10.2) broadly forecasts that by
2021, a median range comparison goods projection for Great Yarmouth Borough of
between 28,800 – 43,200 sq.m net.
Table 10.2:
Great Yarmouth Borough: Comparison Goods Floorspace Capacity, 2011 – 2021 (sq.m net)
sq.m net 2011 2016 2021
‘Baseline’ Scenario 1: 8,100 – 12,200 17,600 – 26,300 28,500 – 42,700
Scenario 2: 9,700 – 14,500 21,200 – 31,900 34,900 – 52,400
Scenario 3: 8,200 – 12,300 17,700 – 26,600 28,800 – 43,200
Source: DTZ ReMap, (Appendices 9 - 11, Stage 8c)
10.17 These forecasts incorporate figures for both town and non-town centre retailing, but should
not be taken as the final word on what level of capacity particular centres need, or should
have. The forecasts merely reflect the capacity centres could in theory support if allocated
its share of overall growth according to its current attraction.
10.18 With regard to convenience goods retailing, we understand that there are currently no
commitments in the Borough. Nevertheless, Table 10.3 shows that there is limited capacity
for convenience goods retailing in the short (2011) to medium (2016) term. By 2021, the
median range comparison goods projection for Great Yarmouth Borough is between 3,100
– 6,300 sq.m net.
155
August 2006
Table 10.3:
Great Yarmouth Borough: Convenience Goods Floorspace Capacity, 2011 – 2021 (sq.m net)
sq.m net 2011 2016 2021
‘Baseline’ Scenario 1: 900 – 1,800 1,800 – 3,600 2,800 – 5,600
Scenario 2: 1,200 – 2,400 2,500 – 5,100 3,900 – 7,800
Scenario 3: 1,000 – 2,000 2,000 – 4,100 3,100 – 6,300
10.19 We advise the Borough Council that the projected capacity will need to be concentrated in
the principal centres, as they have the critical mass of retailing, physical capacity, demand
and catchment populations to sustain major new additions to their retail stock.
10.20 The fundamental issue for the Council is to consider whether there are suitable and viable
development opportunity sites in the town centre that are capable of accommodating the
current (and future) level of market demand and forecast floorspace capacity. In this
context we were asked by the Council to look at two key town centre/edge-of-centre
opportunity sites. Based on our high level planning and development review of each site
(see Volume 4), it is our initial view that the two sites represent sustainable and
commercially viable opportunities for new mixed-use development.
10.21 Our high level appraisal of each site is summarised below. However, we do recommend
that more detailed planning, market testing, land ownership and financial appraisals be
carried out to assess the viability and deliverability of the development options for each
site. Furthermore, the identification of town centre sites should be a continuous process,
potentially in conjunction with URC.
156
August 2006
Table 10.4:
Great Yarmouth Borough: Key Recommendations for Opportunity Sites
– Great Yarmouth Town Centre
Site Key Recommendations
The Conge, Great Yarmouth • This site offers a unique opportunity to provide a retail and residential-led
mixed-use scheme, constituting large retail warehouse formats at ground
floor level with residential above.
• The site provides the opportunity to regenerate the wider area and provide
an important linkage from the existing town centre prime pitch (see Figure
10.3 below) to the leisure and employment proposals at North Quay.
• A form of mixed-use development providing complementary uses together

with a sufficient employment base will ensure that a sustainable
development is achieved.
• With regard to the redevelopment constraint in relation to land assembly

and deliverability, we would recommend undertaking a further ‘Planning
and Development Scoping Study’ that will assess the options available
from both a policy and market perspective in more detail. This will inform
the decision-making process for the future of this strategically important
opportunity site.
• The development of a mixed-use scheme will also provide a good link with
the proposed redevelopment of the Market Gates Shopping Centre.
Potential occupiers whose needs cannot be satisfied within the current
proposals for Market Gates may be attracted to the larger retail units at The
Conge area. This would create a new and enhanced retail environment in
Great Yarmouth.
Stonecutters Way / Howard Street • This site offers the opportunity to provide a residential-led mixed-use
South, Great Yarmouth scheme that could provide high-density residential development in the form
of 1.5 and two bedroom apartments, whilst also accommodating ground
floor commercial uses.
• The commercial uses should have the flexibility to meet changing market
demand.
10.22 Based on our research, there appears to be both the market demand and economic growth to
support new comparison goods retailing in the town centre over the forecast period. In this
way, the application for planning permission to extend, redevelop and reconfigure the
Market Gates Shopping Centre should be supported. We are advised that the development
proposal will boost the overall gross floorspace of the centre to 22,654 sq.m – this is a net
addition of 9,354 sq.m gross. The existing shopping centre, albeit somewhat tired, is well
located in relation to the primary retail pitch and therefore constitutes an excellent
opportunity to revitalise this important part of the town centre. In terms of layout, the
drawings accompanying the planning application illustrate a vast improvement on the
current design and this, in turn, will aid shopper flows. Importantly, the proposed shop
frontages and depths are also better suited to modern retailer requirements.
10.23 With regard to the important anchor store issue, it is recognised in the commercial market
place that there are three types of retail formats that can fulfil this role namely, and in order
of preference, a department store (e.g. John Lewis, House of Fraser, Debenhams), variety
store (e.g. Marks & Spencer, Bhs) and foodstores (Tesco, Sainsburys, Asda, Morrisons,
Waitrose and Marks & Spencer Simply Food). Notwithstanding this, in today’s market key
fashion retailers, such as H&M and Zara, can still perform the task of generating regular
footfall and shopper presence from which other traders within the scheme can benefit.
10.24 In our view, the proposed redevelopment of Market Gates Shopping Centre meets all of the
commercial pre-requisites for a town centre of this size, stature and influence. We are
advised by Centenary Investments that a department store or high profile fashion retailer
will perform the important anchor role. The all important location within proximity to the
157
August 2006
prime retailing pitch is also achieved. Furthermore, it has a further advantage of improving
a declining area of the town centre and bringing much-needed new development and
environmental improvements. The gross retail floorspace proposed can be accommodated
in terms the projected floorspace capacity projections within the Borough of 8,200 – 12,300
sq.m net by 2011 as shown in Table 10.2 above.
10.25 Overall the proposal is in the right location, of the right scale and is properly anchored to
make a significant contribution to the retail offer and overall competitiveness of the town
centre. Given the background of Great Yarmouth having lost ground to competing
shopping destinations, we consider that the proposals and the investment will be a welcome
boost to the town centre’s overall retail offer. Moreover, it has the potential to act as an
important catalyst for further retail provision and bolster Great Yarmouth’s attraction as a
shopping destination. It should be supported and defended as a matter of the highest
priority. Furthermore, the proposal offers a strategic opportunity to strengthen the linkages
between the town centre and the URC seafront regeneration programme benefiting both
shoppers and visitors alike.
Gorleston
10.26 The Borough also comprises another town centre (albeit on a much smaller scale to Great
Yarmouth). Gorleston performs an important role serving the day-to-day convenience,
service business and community needs of the local resident population, tourists and passing
car-borne trade. Some of the key strengths and weaknesses of Gorleston town centre are
briefly set out below:
• Gorleston is ranked 716th out of the 1,670 UK centres nationally, but it has fallen from
644th in the rankings since 2001.
• the important convenience offer is anchored by Somerfield.
• the smaller value-fashion specialist stores (e.g. QD and Peacocks) are the main non-
food national multiple retailers, which depicts the ‘lower end’ of the market (refer to
Section 7).
• the centre has a very high proportion of service businesses (c.45% of total outlets).
10.27 We have undertaken a high level appraisal of the former Laundry site (Blackwall Reach),
which is summarised below.
Table 10.5:
Great Yarmouth Borough: Key Recommendations for Opportunity Sites
– Gorleston Town Centre
Laundry Site, Blackwall Reach, • From our initial analysis, we would recommend a retail-led mixed-use
Gorleston scheme, which would also contribute to housing supply in the local market.
• The strategic position of the site on the edge of the town centre will benefit
from the good level of passing trade due to the close proximity of the
existing Somerfield supermarket and its busy adjoining car park, as well as
access to the nearby beach.
10.28 Where opportunities arise for new mixed-use (i.e. residential, retail and leisure)
development this should be supported, provided that it does not impact on the overall
vitality and viability of the centre. The evolving LDF should seek to maintain and enhance
the centre’s important role, by supporting convenience and comparison provision in the
centre to counteract the over-dominant service provision.
158
August 2006
District & Local Centres
10.29 The Borough also comprises one district centre and ten local centres as set out below.
Table 10.6: District and Local Centres in Great Yarmouth Borough

District Centres Local Centres
Caister Bells Road
Bradwell
Hemsby
Martham
Magdalen Way
Ormesbury St Margaret
Belton
Hopton
Winterton
Filby
10.30 In general terms, the district and local centres (see Figure 10.1) within the Borough appear
to be healthy and meeting the needs of their local catchments.
Figure 10.1: District and Local Centre provision in Great Yarmouth
10.31 As set out previously in the report, there is scope in some centres, e.g. Bells Road, to
convert existing vacancies in peripheral areas of the centres to residential use. This would
consolidate the centres resulting in more compact and defined centres.
159
August 2006
Table 10.7: District and Local Centres, Great Yarmouth Borough

Overall
Type No. of
No. of No. of Status
of Name National Deficiencies Comments
Outlets Vacancies
Centre Multiples(1)
The centre lacks banks and Encouragingly only one vacant unit
District
building societies. out of 65.

Caister 65 1 4 Yes&
No presence of banks / Despite the number of vacancies, it is

building societies, post a busy and vibrant centre.
offices. There are six
Bells Road 45 6 0 vacant outlets out of a total Yes&
of 45 outlets. Surprisingly
the centre has no multiple
retailer representation.
The centre lacks banks and There is a good range of stores and
building societies. services, serving the needs of the
Hemsby 20 0 2 Yes&
local population, as well as seasonal
trade. There are no vacant units.
The centre lacks banks and Attractive centre with units positioned
building societies. around a central village green.
Modern stores (Co-op) trade
Martham 17 0 2 alongside more traditional units and Yes&
in our opinion adequately serve the
local population. There are no vacant
units.
The centre lacks banks and A busy centre with a good range of
Magdalen building societies. There stores (both national multiples and
12 2 4 Yes&
Way are two vacancies. independents) concentrated in a small
well-presented locality.
Only one comparison store Medium sized Budgens provides a
and no banks or building good anchor role limiting the need to
Local
Ormesbury
11 1 2 societies. travel outside the village for top-up Yes&
St Margaret
needs. Only one vacancy within the
centre out of eleven outlets.
The centre lacks A3, A4 Good range of shops serving the
and A5 outlets. The centre needs of the local population. There
would benefit from better are no vacant units.
Bradwell 6 0 2 Yes&
linkages and signage
between the various
pockets of retail provision.
No presence of banks / Small functional centre serving the
building societies, post day-to-day needs of local population.
Belton 4 0 1 Yes&
offices. There are no vacant units.
One vacant unit. A small centre with three trading

outlets one of which is a public house.
Hopton 4 1 1 Yes&
Limited provision of The existing stores sell a wide range

outlets. of goods to serve the needs of the
Winterton 3 0 1 Yes&
local population.
Limited provision of The existing stores sell a wide range

outlets. of goods to serve the needs of the
Filby 2 0 1 Yes&
local population.
Note: (1) Refers to convenience goods and comparison goods retailers only
160
August 2006
10.32 To varying degrees these centres provide a range of complementary retail, service,
business, leisure and social facilities for their local communities and visitors. The
important role and function of these centres should be maintained and enhanced in line with
government policy.
WAVENEY DISTRICT
10.33 Waveney is peppered with a range of attractive, bustling market towns and villages,
together with picturesque sandy beaches set against the beauty of the Broads. This area in
the East of England is steeped in history and heritage. The District Council is based in
Lowestoft, which is the principal shopping and commercial centre within the district. The
centres of Beccles, Bungay and Halesworth have retail provision punctuated by historic
buildings and churches. The Heritage resort of Southwold is a secluded coastal town by the
marsh-fringed estuary of the River Blyth and has a unique character and history.
Lowestoft
10.34 Lowestoft’s functional town centre is the principal shopping and commercial centre within
Waveney, serving the population’s retailing needs and requirements. The south of the
centre constitutes the prime pitches of London Road North and The Britten Shopping
Centre. Whereas to the north of Artillery Way, which acts as a physical barrier, is the
original and historic High Street. As this report has demonstrated the two retail areas are
segmented and consequently do not appear to be strongly linked. The town centre has
recently benefited from the ‘Sunrise’ environmental improvements programme and is set to
gain from the regeneration objectives under the ambit of the URC, such as reconnecting the
town centre to Lake Lothing.
10.35 Our study has identified the following key strengths and weaknesses of the town centre as a
shopping destination:
• it is placed 222nd in the national rankings, but this has slightly fallen since 2001 when it
was ranked 220th.
• the town centre has two small department stores, Co-op Westgate and Chadds.
• it has one managed enclosed shopping centre (The Britten).
• comparison goods retailing accounts for approximately 38% of total outlets in the
centre, which is above the national average (33%).
• the main non-food national multiple outlets in the centre include Marks & Spencer,
Bhs, Boots, WH Smith and Superdrug.
• its current prime Zone A is estimated to be £753/sq.m. This is the same as the rental
levels achieved in Great Yarmouth.
• there is some 10,647 sq.m net of convenience goods retailing in the centre - anchored
by Tesco and Somerfield on London Road North. These play an important role
attracting shoppers into the town centre frequently and regularly.
• encouragingly, its vacancy rate of 4% is half the current national average of 8%. These
vacancies are dispersed in mainly secondary areas with no distinct pockets of
dereliction. This denotes an active trading profile in the primary shopping area.
161
August 2006
• our market demand assessment indicates that there are currently recorded requirements
from 27 retail and service businesses. This is broadly equivalent to c. 22,491 – 62,057
sq.m gross of new retailing. More detailed analysis reveals that there is currently
demand from 20 comparison goods retailers (c. 8,937 – 27,963 sq.m gross), including
Debenhams, TK Maxx and TJ Hughes. Demand from convenience goods retailers
(465 –743 sq.m gross), as well as restaurant and takeaway operators (822 – 1,301 sq.m)
is somewhat limited, and includes primarily Farmfoods and two pizza operators.
• the local authority occupies the main office space within proximity to the town centre
and this helps to generate footfall and spend across the centre, particularly at lunchtime
and early evenings. There are, however, plans for the local authority to relocate their
offices outside of the town centre, which, in our opinion, could be detrimental to the
centre’s health.
10.36 It is our high level view that there is potential to improve and increase the quantity and
quality of Lowestoft’s retail and leisure offer, particularly in the context of the delivery of
the LDF.
10.37 The findings of our retail capacity assessment (see Table 10.8) broadly forecasts that by
2021, a median range comparison goods projection for Waveney District of between 18,200
– 27,300 sq.m net.
Table 10.8:
Waveney District: Comparison Goods Floorspace Capacity, 2011 – 2021 (sq.m net)
sq.m net 2011 2016 2021
Waveney District
‘Baseline’ Scenario 1: 4,100 – 6,100 10,500 – 16,800 18,000 – 27,000
Scenario 2: 5,100 – 7,700 13,000 – 19,500 22,300 – 33,500
Scenario 3: 4,200 – 6,200 10,700 – 16,000 18,200 – 27,300
10.38 With regard to convenience goods retailing, we understand that there are currently
commitments in the district totalling some 1,918 sq.m net. After accounting for these, and
considering the growth in spend in this goods sector, Table 10.9 shows that there is limited
capacity for convenience goods retailing in the short (2011) to medium (2016) term. By
2021, the median range comparison goods projection for Waveney District is between
2,300 – 4,700 sq.m net.
Table 10.9:
Waveney District: Convenience Goods Floorspace Capacity, 2011 – 2021 (sq.m net)
sq.m net 2011 2016 2021
Waveney District
‘Baseline’ Scenario 1: (800 – 1,700) 500 – 1,000 1,900 – 3,700
Scenario 2: (400 – 800) 1,400 –2,900 3,400 – 6,800
Scenario 3: (700 – 1,400) 800 – 1,600 2,300 – 4,700
10.39 The fundamental issue is whether there are suitable and viable development opportunity
sites in the town centres within the district that are capable of accommodating the current
162
August 2006
(and future) level of market demand and forecast floorspace capacity. As part of this study
we were asked by the Council to consider two key town centre opportunity sites. Based on
our high level planning and development review of each site (see Volume 4), it is our
initial view that both sites in Lowestoft represent sustainable and viable opportunities for
new mixed-use development.
10.40 Our high level recommendations for each site are set out below. Nevertheless, we
recommend that in each case more detailed planning, market testing, land ownership and
financial appraisals be carried out to assess the viability and deliverability of the
development options for each site.
Table 10.10:
Waveney District: Key Recommendations for Opportunity Sites
– Lowestoft Town Centre
Triangle Market Place and Land to • It is our view that this site provides an important strategic opportunity to
North, High Street, Lowestoft create a regeneration scheme that will enhance the northern area of the main
shopping street as a destination creating location.
• This could be achieved by creating a landmark development that is both

innovative and sustainable through design and the mix of uses, which
complement the existing town centre retail and leisure provision. This
could be achieved by introducing a café culture style environment that will
also benefit from evening trade, as well as bespoke/independent specialist
retail operators to give the area a clearer identity and role within the
regeneration of the town as a whole.
• The inclusion of residential accommodation will also improve the overall

sustainability of a proposed scheme and assist with creating a better sense
of community.
The Britten Centre Multi-Storey • This site provides a significant opportunity to improve the retail offer
Car Park, Lowestoft within the town centre, by providing standard sized retail units with good
prominence, access and linkages to passing trade.
• There is also the opportunity to reconfigure the access from Clapham Road
South side to the entrance of the existing Britten Centre, thereby enhancing
the retail appeal and experience within the centre. This could potentially
create a recognised 'landmark' entrance to the town centre consequently
improving the town centre’s general appeal to a wider shopper catchment
area.
• The inclusion of residential accommodation within the scheme will assist in

the general economic viability and sustainability, but will also provide a
more balanced mix of uses that would reintroduce residents within the town
centre. This should assist with the long-term regeneration proposals within
the town and will assist in addressing some of the local housing needs.
10.41 We recommend that more detailed appraisals are needed to examine private sector
perceptions of Lowestoft as a retail and leisure destination, and to identify how new
investment and development in the town centre can be stimulated and delivered over the
medium to long-term in partnership with the URC.
10.42 In our view, a shift change in the market perception of the town centre through public
relations initiatives needs to be explored to attract new commercial and residential
developers/investors. This could be achieved through the provision of a structured
development opportunities approach that will allow for the procurement of significant
mixed-use regeneration schemes to be used as a catalyst for further development within the
town centre. It is essential that the product that is offered to the market from both a
residential and commercial perspective is diversified enough to broaden the market appeal
of the town to enhance its socio-economic base. As part of this process it is essential to
attract a number of key occupiers by providing good sized retail accommodation, and also
163
August 2006
competitive housing schemes as part of the mixed-use strategy that provide good quality
and well-designed properties.
Beccles
10.43 Beccles does not have the critical mass or quality of a major comparison goods shopping
destination (specifically clothing and fashion) to compete directly with the higher order
centres in the region. For example, this is reflected by the fact that it does not have any
representation of key variety and fashion retailers. Instead, it provides a more
complementary retailing experience for the local catchment, as well as visitors to the area.
10.44 The recent successful introduction of the edge-of-centre Tesco foodstore (located to the
north-east of the town centre) provides an important anchor role to the overall retail offer,
attracting shoppers and generating footfall and spend across the centre. It is our view that
this is typically the kind of opportunity site that should be promoted for retail development.
This is because it is well related to the existing centre and is ideally located to the road
network making it easily accessible. Furthermore, it has introduced much needed car
parking to serve the town centre as a whole and has established good linkages with the
existing shopping provision through thoughtful design.
10.45 Beccles has a strong heritage and a relatively attractive town centre environment. Our study
has identified the following key strengths and weaknesses of the centre as a shopping
destination:
• it is ranked 685th in the UK, but has risen from 775th in the national rankings since
2001.
• the popular Tesco foodstore has improved the attraction and vitality of the town centre
as a whole, because it draws shoppers into the centre on a regular and frequent basis.
• the centre comprises 168 outlets, of which 28 are classified as national multiple
operators.
• there are currently eight retail and commercial leisure operators with a requirement for
space in the centre, which is equivalent to circa 1,483 – 4,293 sq.m of floorspace.
• its vacancy levels are estimated to be 6.5%, which is below the national average of
7.9%.
• the centre has relatively good accessibility by bus to all parts of its catchment and the
train station is situated within the town centre boundary. The introduction of the Tesco
foodstore has beneficially increased parking in the town centre to an estimated 330 car
parking spaces.
10.46 We consider that the introduction of traffic management measures would help to make the
town centre a more pedestrian-friendly and attractive environment, thereby enhancing its
overall role and status. This can be achieved, for example, by giving higher priority to
pedestrians, such as through wider pavements and the introduction of traffic-calming
measures. As we stated in Section 5, we believe the expansion of the pedestrianised scheme
along New Market to include The Walk would allow shoppers and visitors alike to
appreciate the character of the church and its surroundings in a more attractive traffic-free
environment.
10.47 In addition, consideration needs to be given to what improvements can be made to

encourage walking and cycling in the town centre. In this way, a co-ordinated approach to
public transport and traffic management is required. With this in mind, we recommend a
transport strategy to be commissioned by the District Council.
164
August 2006
Other Town Centres in Waveney District
10.48 In addition to Lowestoft and Beccles there are three rural market towns in the district
namely Bungay, Halesworth and Southwold. Each of these centres has a limited scale of
retail and service provision catering for the local population and visitors alike. It is
unrealistic to expect centres at the lower levels in the hierarchy to display the characteristics
of those higher up and, in this way they traditionally accommodate principally convenience
stores and service businesses (such as post offices, hairdressers, restaurants, public houses,
takeaway outlets, betting offices, banks and building societies), together with a few
comparison outlets.
10.49 These centres are so far down the retail hierarchy that it is difficult to give any considered
view as to their vitality and viability. Notwithstanding this, they provide important
shopping and service facilities. They cater for the basic shopping and service needs of the
town’s inhabitants and its rural hinterland. Moreover, the specialist-shopping element (i.e.
antique shops and art galleries) encourages visitors into the centre, which is important to
the centre’s overall well being.
10.50 Generally speaking, retailing in these centres is clearly dominated by independent traders
occupying small unit shops, of a size generally unfavoured by national multiple retailers. In
this way, national multiple representation is negligible and independent retailers provide an
important top-up facility for settlements of this size. In the circumstances, the stores are an
important facility, which are entirely reliant on expenditure from local inhabitants and
visitors.
10.51 Our broad conclusions on these centres are as follows:
i. Bungay – the strong convenience offer in the centre reflects its main function, which
is to serve the day-to-day shopping needs of the local resident population. We are
concerned about the high level of vacancy in the centre.
ii. Halesworth – the town centre accommodates a high proportion of convenience

shops and services catering for the local population’s needs. In our view, it is this
level of basic shopping facilities that underpins the centre’s relative vitality and
viability, which serves local residents and those in the south of the district.
iii. Southwold – has a dual shopping role, serving local residents and tourists alike.
With this in mind, it is important that the town’s range of shops and services, which
rely heavily on visitor expenditure, do not become too influenced by the tourist
market, and continues to cater for the local population. This has important
implications for sustainability and the less-mobile local residents. Encouragingly, the
vacancy level is extremely low.
10.52 We were asked by the Council to look at one key town centre opportunity site in Bungay.
Based on our high level planning and development review (see Volume 4), it is our initial
view that this site represents a sustainable and viable opportunity for new mixed-use
development. Our key recommendations are on the sites are detailed below:
165
August 2006
Table 10.11:
Waveney District: Key Recommendations for Opportunity Site
– Bungay Town Centre
Former Co-op Store, St Mary’s • From our initial analysis, we would comment that this site offers the
Street, Bungay opportunity to provide a retail and residential-led mixed-use scheme that
could encompass the historic nature of the town.
• We have been informed by Waveney District Council that there may be a

restrictive covenant in place at the property which could potentially restrict
any retail use to that which is non-food based, i.e. of a similar provision to
that provided by the relocated Co-op store.
• As the retail provision for this kind of goods is currently well-served in

Bungay, the overall impact upon the redevelopment of the property should
not potentially be significant.
• A mixed-use development, incorporating an element of retail and

residential accommodation, will provide for a sustainable scheme.
10.53 Whilst it was not part of this study to identify and appraise potential development sites in
any of the lower order centres in both authorities (with the exception of Bungay), our high
level view is there could be a few opportunities to significantly redevelop and extend their
retail offer. We strongly recommend that the Council carry out a more detailed appraisal of
development opportunities as part of the LDF process. We also advise that other potential
opportunity sites could be identified over the development plan period and recommend that
they be assessed as part of more detailed strategies (such as through Area Action Plans).
The sequential approach needs to be applied to all proposed developments where necessary.
10.54 Waveney also comprises two district centres and fifteen local centres as shown below:
Table 10.12: District and Local Centres in Waveney District
District Centres Local Centres

Kirkley (Lowestoft) London Rd (Pakefield)
Oulton Broad Kessingland
Norwich Road (Lowestoft)
Carlton Road (Lowestoft)
Westwood Avenue (Lowestoft)
Wrentham
Snape Drive (Lowestoft)
Famona Road (Lowestoft)
Hollingsworth Road (Lowestoft)
Village Rise (Lowestoft)
Ashburnham Way (Lowestoft)
Oulton Road (Lowestoft)
The Green (Lowestoft)
Bittern Green (Lowestoft)
Hillside Avenue (Worlingham)
166
August 2006
10.55 At the district and local centre level (Figure 10.2), these centres to a varying degree
provide a range of complementary retail, service, business, leisure and social facilities for
their local communities and visitors.
Figure 10.2: District and Local Centre provision in Waveney District
10.56 We recommend that the important role and status of the many smaller centres in the study
area should be strengthened, particularly where new population growth is forecast. In most
cases these centres are anchored by a foodstore, supported by a range of convenience and
service businesses, as well as community facilities. It is our view that these smaller centres
will only continue to flourish in the future if the scale and quality of their food offer and
other facilities are maintained and enhanced.
Table 10.13: District and Local Centres, Waveney District
No. of
Type of No. of No. of Overall
Name National Deficiencies Comments
Centre Outlets Vacancies Status
Multiples(1)
Twenty vacancies out In our view, further
of a total of 135 convenience provision would
outlets. Lacks basic strengthen the centre’s
services such as banks, attraction. The centre does
District
a post office and a benefit from a number of

Kirkley
135 20 5 library. It would also specialist stores being located No'
(Lowestoft)
benefit from within it and attracting people
environmental from further afield.
improvements and
traffic calming
measures.
167
August 2006
Would benefit from Diverse range of shops and

enhancing the services. Limited vacancy.
environment and
Oulton Broad 58 3 1 improving linkages Yes &
between the two key
areas of the centre. No
post office.
No banks, building Good mix of comparison,
London Rd
23 3 2 societies or post convenience and service uses. Yes&
(Pakefield)
offices. No vacant units.
Poor linkages between Good range of retailers.
Kessingland 17 0 3 Yes&
the two shopping areas.
The centre is not Adequate number of stores
cohesive. The location serving the local catchment.
Norwich Road of stores is sporadic Only one vacant outlet.
15 1 2 Yes&
(Lowestoft) and the centre would
benefit from some
consolidation.
Limited parking The centre is well-presented
provision. Centre and trades well.
Carlton Road
14 2 1 lacks, convenience Yes&
(Lowestoft)
stores and banks /
building societies.
The centre lacks banks Good mix of both national
and building societies. multiple and independent
Westwood
stores, coupled with adequate
Avenue 13 1 5 Yes&
parking provision and good
(Lowestoft)
links to surrounding
residential area.
The centre is not No vacancies. Centre has a
Wrentham 13 0 0 cohesive and lacks varied number of outlets. Yes&
convenience stores.
Lack of convenience The centre is fully let and
Snape Drive stores, which would well-maintained with good
8 0 0 Yes&
(Lowestoft) attract a higher level of parking provision. No vacant
regular trade. outlets.
The centre lacks banks Good mix of shops and
and building societies. services adequately serving
Famona Road
Local
7 0 1 the needs of the local Yes&

(Lowestoft)
population. No vacant
outlets.
Lacks comparison Purpose-built centre with no
outlets and banks. vacancies. Well-maintained
Hollingsworth
and patronised with a good
Road 7 0 1 Yes&
mix of stores serving the
(Lowestoft)
needs of the local area. No
vacant outlets.
No banks, building Purpose-built precinct with
societies or post range of shops and services.
Village Rise offices. Adequately serves local
7 0 2 Yes&
(Lowestoft) population. Well-maintained
centre with good parking
facilities. No vacant outlets.
Centre lacks any Very busy centre anchored by
service provision. a large Rainbow Co-op
Ashburnham
foodstore. Good parking
Way 6 0 2 Yes&
provision and linkages to
(Lowestoft)
surrounding area. No vacant
outlets.
Limited service Cohesive centre serving the
Oulton Road provision. day-to-day needs of the local
5 0 2 Yes&
(Lowestoft) population. No vacant
outlets.
Limited service Small centre with multiple
The Green
5 0 1 provision. convenience stores. No Yes&
(Lowestoft)
vacant outlets.
The centre lacks banks Small and busy centre with a
Hillside Avenue
4 0 1 and building societies. good range of shops. No Yes&
(Worlingham)
vacant outlets.
Bittern Green Lacks convenience and A fully let small centre. No
3 0 0 Yes&
(Lowestoft) provision. vacant outlets.
Note: (1) Refers to convenience goods and comparison goods retailers only
168
August 2006
10.57 The important role and function of these centres should be maintained and enhanced in line
with Government policy.
Out-of-Centre Provision
10.58 The extent of out-of-centre retailing in the study area is illustrated in Figure 10.3. Based on
information derived from both Councils, we estimate that there is currently c.33,580 sq.m
net of non-town centre comparison goods retailing in Great Yarmouth Borough. This
represents almost 33% of the total comparison goods floorspace in the Borough. In a
similar vein, within Waveney District almost 30% of the comparison goods floorspace is in
non-town locations comprising c.19,131 sq.m net (excluding vacant floorspace).
10.59 In addition, it should be noted that there is an extensive range and volume of non-town
centre retail in the principal competing centres of Norwich and Ipswich. This is clearly
demonstrated in Figure 10.3, which shows the principal retail warehouse destinations.
These schemes comprise a mix of both ‘larger format’ retailers and more traditional ‘high
street’ operators.
Figure 10.3: Out of Centre Provision
Leisure and Tourism Overview
10.60 For other strategic town centre uses, such as major commercial leisure facilities (e.g.
cinemas and casinos), we have carried out broad quantitative and/or qualitative assessments
of the potential need for new or additional facilities. Our headline findings are detailed
below:
• although national cinema development has slowed over recent years, they can still form an
important anchor to mixed-use developments and can often underpin town centre daytime
and evening economies. Our quantitative and qualitative assessment of cinema provision
in the study area indicates very limited capacity over the next five years and beyond to
2021.
169
August 2006
• we understand that there are requirements from a number of budget national hotel
operators for representation in Great Yarmouth and Lowestoft. The dominant providers in
the study area are primarily holiday park operators, small independent hotels and bed &
breakfast establishments.
• in line with government guidance future development of tourism is a key issue. A core
strategy should cover tourism issues, together with any objectives relevant to tourism such
as:
- site allocations
- spatial areas of tourism growth
- an Action Plan for specific locations where development for tourism is crucial to meeting
the plan’s objectives.
10.61 In summary, the town centres of Great Yarmouth and Lowestoft dominate the leisure
provision in the study area. This is a reflection of their existing provision and draw.
However, there are opportunities for leisure operators to locate in the smaller centres to
boost local leisure interests and activities. Leisure uses can make a significant contribution
to the daytime and evening economies, thereby helping to maintain and enhance the overall
vitality and viability of centres. It is also our view that the potential exists to co-ordinate
leisure uses as part of a wider leisure strategy for the study area that takes into account the
current provision in existing centres, balanced against the potential emerging opportunities
as part of wider spatial strategy.
Strategy for Enhancing the Vitality and Viability of Town Centres
10.62 One of the key requirements of the study brief is to advise on appropriate strategies to
enhance the overall vitality and viability of the town centres. First, and foremost, it is
important to appreciate that residents have a choice of destination for their shopping trips.
Their final decision is a complex issue and is based upon a number of considerations,
including:
- the quality and convenience of the centre itself
- the perceived strength of anchor trader
- the volume, variety and quality of retail, service and leisure operators
- the availability of facilities
- pedestrian movement and compactness
- accessibility to the centre by public and private transport
- the quantum and convenience of car parking
- the shopping environment generally.
10.63 At the various levels in the shopping hierarchy, each centre has a different role and
function, performance level and potential prospects. However, each centre’s performance
and prospects cannot be divorced from those of competing centres, both higher up and
lower down the hierarchy. A significant improvement to the quantum and quality of the
retail offer in one centre (such as Market Gates Shopping Centre in Great Yarmouth for
170
August 2006
example) could inevitably impact on the market share and trading performance of other
centres in the study area and beyond.
10.64 In practical terms, there are four essential ingredients for the local authorities to consider:
• Policy Objectives Policy issues include the clear government thrust of sustaining and
enhancing the performance and prospects of the town centres. The thrust
of contemporary policy guidance for town centres and retail development
has already been set out in this report.
• Capacity/Need Capacity considerations include a realistic assessment of the scope for

further development. The need for further retail floorspace, can and will
vary from place to place and from time to time. With regard to further
town centre retail floorspace, a balance must be drawn: too much new
floorspace, or new provision poorly located, could shift the prime
shopping pitch potentially causing problems for the rest of the centre.
• Vacancy Monitoring Councils need to regularly monitor the quantum of floorspace that is
vacant. This monitoring exercise will assist in establishing persistent
pockets of vacancy that are not attracting retailer interest. In some cases,
these become areas of dereliction because of their location, size, format,
configuration and prominence. Those in secondary and peripheral areas
provide the opportunity for a change of use (e.g. conversion to
residential). The centre can then be consolidated by redefining the town
centre boundary accordingly.
Regular monitoring will assist in identifying re-occupation of former

vacant units. The quantum of this newly occupied floorspace can then be
discounted from the forecast capacity.
• Market Sentiment Additional retail floorspace will only usefully underpin the town centre if
there is a reasonable expectation and evidence that it will be occupied.
The presence or probability of retailer demand is also important to the
successful implementation of new retail floorspace, although market
demand for a centre can change over time. For all the retailing centres, a
well-planned development in the right location with a critical mass of
potential shoppers can elicit interest from retailers even if they do not
have a published requirement for that town. Therefore the location, scale,
configuration and quality of a new scheme are important in encouraging
retailer sentiment and successful lettings.
10.65 In general terms, the practical scope for sustaining and enhancing the performance and
prospects of the retailing centres in Great Yarmouth Borough and Waveney District is
directly related to the ability for each centre to:
- draw shoppers into the centre regularly and frequently
- distribute pedestrian flows so that all shopkeepers have the chance to turn shopper
presence into a transaction
- retain shoppers and visitors in the centre for as long as possible.
10.66 To achieve these objectives, we consider that both local authorities have been proactive
(e.g. URC involvement), but further potential exists to instrument a range of initiatives to
enhance and sustain the viability of their centres. As previously set out earlier in this
section, these are dependant on a number of factors coming to fruition, for example in Great
171
August 2006
Yarmouth the regeneration of Market Gates and maximisation of the opportunity sites for
town centre uses. Furthermore, there is the potential to introduce a range of environmental
improvements including the pedestrianisation of King Street. As previously stated, both
authorities also benefit from the physical regeneration and redevelopment promulgated by
the URC of their main centres.
10.67 Notwithstanding the above, market forces to a certain extent, will dictate the viability of a
centre. Therefore it is prudent that the Councils’ engage with the private sector to secure
investment:
- in the right location
- of an appropriate scale
- properly anchored
- commercially viable
- with minimal impact
- easily accessible.
10.68 There is also an opportunity to develop a more complementary specialist/niche offer, e.g.
maritime/water-based sports, farmers markets, bars and restaurants, in all of the centres to
cater for any potential increase in tourism and day-trips, as well as act as visitor hubs.
10.69 Each centre’s offer also comprises, to varying degrees, a range of service businesses (such
as hairdressers, pharmacies, banks, etc.), leisure uses (such as local pubs, restaurants, cafés,
and sandwich bars) and community facilities. This wider offer underpins both their daytime
and evening economies. However, in our opinion, neither Great Yarmouth nor Lowestoft
has a strong (quality) restaurant or evening offer. There would, therefore, appear to be
potential to strengthen the eating and drinking offer in both centres as part of the URC
regeneration initiative, which would also cater for any potential increase in tourists and
visitors to the area.
10.70 At a national level, the issue of how to ensure the future prosperity of seaside resorts and
towns such as Great Yarmouth and Lowestoft was given prominence by the publication of
the “Shifting Sands” report by English Heritage and the Commission for Architecture and
the Built Environment (CABE) in August 2003. This research showcased fourteen seaside
towns that have regenerated themselves and provides an insight as to the potential options
available to centres across both authorities.
Definitions of Primary Shopping Areas and Frontages
10.71 As part of our brief we were also asked to broadly identify the Primary Shopping Area(s)
(PSAs) in Great Yarmouth, Lowestoft, Gorleston and Beccles (other centres are deemed too
small to undertake such an analysis). As per PPS6 (Annex A, Table 2) the PSA is the area
where retail development is concentrated (generally comprising the primary and secondary
frontages which are contiguous and closely related to the primary shopping frontage).
10.72 In our opinion, it follows that the PSA’s defined in each of the following maps represent
the primary shopping frontages at ground floor level. The retail floorspace outside this
boundary can be deemed as secondary. These, in turn, protect from non-retail development
proposals which could have an adverse effect on the nature, character and economic
performance and profile. The continued economic health of the study centres is heavily
dependant on the vitality and viability of their PSA. Therefore, it is important to encourage
172
August 2006
proposals that assist in developing and enhancing the role of these areas, although this
objective has to be carefully reconciled with other needs such as conservation, tourism and
accessibility.
10.73 It should be emphasised that the PSAs are not static. They will evolve and shift in line with
new retail investment and development. The magnitude of this shift will be dependant on
the scale and success of the development, for example, any significant retail floorspace
introduced as part of the URC regeneration initiatives.
10.74 In relation to Great Yarmouth, Figure 10.4 sets out our indicative definition of the PSA
based on our comprehensive healthcheck assessment and site visits. The area defined
encompasses department stores, the key variety stores, the entire Market Gates Shopping
Centre (subject to approval of the current planning application) and quality national
multiple retailers.
Figure 10.4: Definition of Primary Shopping Area in Great Yarmouth Town Centre
173
August 2006
10.75 The PSA for Gorleston is illustrated in Figure 10.5. It covers the southern end, where there
is a focus of national multiple retailers and where footfall is at its highest. It is undoubtedly
the most vibrant part of the centre.
Figure 10.5: Definition Primary Shopping Area in Gorleston Town Centre
10.76 Figure 10.6 shows the defined PSA in Lowestoft town centre. It is ideally located in the
heart of the functional centre. It encompasses the two department stores, the key variety
stores, The Britten Centre, the foodstores and the neighbouring national multiple retailers.
Advantageously, the train station, a key public transport node, is located in close proximity
to this core area.
174
August 2006
Figure 10.6: Definition Primary Shopping Area in Lowestoft Town Centre
10.77 Our proposed designation of the PSA in Beccles is illustrated in Figure 10.7. It shows that
the area defined as prime encompasses the national multiples of Superdrug, Somerfield,
Stead & Simpson, Woolworths and Boots. This also partially covers the pedestrianised area
of Sheepgate where the highest footfall is visible. It is worth noting that we envisage that in
the future this may change and shift northwards towards the Tesco foodstore as the northern
shopping area becomes more established. The popularity of the Tesco car park also
reinforces this outlook.
175
August 2006
Figure 10.7: Definition Primary Shopping Area in Beccles Town Centre
The Overall Strategy for the Study Area
10.78 Our study has identified a clear network of centres in the study area. As Figure 10.8
shows, Great Yarmouth is currently the dominant centre in the study area in terms of the
relative scale and quality of its retail offer, as well as its wider town centre uses. It is
widely anticipated within the study area that Great Yarmouth will improve its role and
attraction as a dominant centre if the proposed phased ‘Market Gates’ redevelopment and
expansion proceeds as planned. Furthermore, if (and when) the other potential development
and investment opportunities in the centre come to fruition (such as the URC
masterplanning exercise and the sites analysed as part of this study - The Conge,
176
August 2006
Stonecutters Way/Howard Street South area) they will also help to strengthen the town
centre’s position considerably, leading to an increase in its overall attraction, catchment
area and market share over time.
Figure 10.8: Network of Centres
10.79 As expressed previously in this report, we are somewhat concerned with the lack of private
sector investment in Lowestoft town centre in the recent past and in the development
pipeline. As a result there is a need for Lowestoft to raise its status, using marketing and
promotion initiatives. Standing still is akin to decline. Great Yarmouth at present has the
benefit of investor interest in its centre. The implication for Lowestoft is to address this
imbalance by encouraging market interest, say, by way of the URC initiative, but overall
there is a further need to engage with, and attract, private sector investment in the retail and
leisure stock within the centre. This will be through a process of dialogue that will promote
the centre, but also place it on the radar of investors and retailers. The key aim of this
process is to yield opportunities for redevelopment and reconfiguration within the centre
that will create units suited to modern retailer requirements.
10.80 Both Great Yarmouth and Lowestoft should be identified as Priority Centres for Investment
(PCI), principally due to their strategic locations in the study area and because they are
strongly placed to benefit from the forecast growth.
10.81 We consider that Gorleston and Beccles perform and trade in the shadow of Great
Yarmouth and Lowestoft respectively, especially in terms of comparison goods retailing.
Whereas, in terms of convenience retailing, they play an important role in retaining
expenditure from their respective catchments. This, to a certain extent, assists with creating
spin-off trade from which other retailers can benefit in each centre. In our opinion,
Gorleston and Beccles perform an important role in the network of centres and should not
177
August 2006
be ignored as Great Yarmouth and Lowestoft move forward. In the medium to long-term,
we recommend that a robust vision and strategy be developed for the centres to meet the
challenge of new development and investment elsewhere in the sub-region.
10.82 We have acknowledged that, to varying degrees, the three lower order centres of Bungay,
Halesworth and Southwold could have physical and planning constraints to their future
development and growth. These attractive visitor centres need to maintain and enhance
their important convenience offer, as well as advance their profile as part of a
comprehensive spatial strategy on tourism as set out in government guidance.
10.83 In relation to the district and local centres, the majority of which are currently healthy, we
recommend that a robust vision and strategy be developed in line with their status. The aim
should be to meet the challenge of new development and investment elsewhere in the study
area in the medium to long-term. It is acknowledged, their growth will be more ‘organic’
than the higher order centres. For example, this could involve redefining their role so that it
complements rather than competes with the main town centre offer and builds on tourist
and visitor attractions where necessary.
10.84 Amongst its many recommendations, the research highlighted the need for partnership-
working and commented on a lack of strong retail focus to many of the study towns. A
number of key considerations were identified if, for twelve months of the year, seaside
towns are to be successful and viable:
• good/improved transport connections

• key visitor attractions
• (safe) evening economy
• clean beaches and water
• opportunities for new business and creation of real jobs
• opportunities for affordable housing
10.85 In the examples highlighted there was usually one significant development or attraction that
acted as a potential catalyst for regeneration. For example:
• Bexhill – the De La Warr Pavilion: Once restored it operates as an iconic

architectural tourist destination.
• Morecombe – Creation of New Breakwaters: Led to new natural resource for
birds/flora/fauna and increased tourist potential. Focus on seafront is leading to
increased retail and leisure opportunities.
• St Ives – Tate: Creation of renowned gallery, leading to increased artistic tourism
opportunities and an anticipated artistic and heritage renaissance.
• Whitby Abbey – Creation of Visitor Centre: To exploit strong geographical and
historical selling points.
10.86 The main approaches recommended to other towns wishing to reflect the rising fortunes of
these four examples include:
• a strong master-planning process

• a series of zoned plans and foci for future development
• working with designers to generate ideas
• adapting policies and practices to promote design quality.
178
August 2006
10.87 We strongly recommend that all the centres’ overall vitality and viability be maintained and
enhanced in accordance with PPS6. We consider that their growth will be in keeping with
the relative status, character and catchments. In some cases the potential exists to build on
waterfront locations and attractions, to create more vital and viable tourist and visitor
destinations. In most cases, the medium to lower order centres are anchored by a foodstore,
supported by a range of convenience and service businesses, as well as community
facilities. It is our view that these smaller centres will only continue to flourish in the
future if the scale and quality of their food offer and other facilities are maintained and
enhanced.
179
August 2006
Glossary
ACORN A Classification Of Residential Neighbourhoods. Provided by CACI, this data set
classifies the GB population into specific categories, groups and types.
BISL Business In Sport and Leisure is a major leisure industry association with over 100
members, including leisure operators and consultants.
Comparison Goods Durable goods such as clothing, household goods, furniture, DIY and electrical goods.
Convenience Goods Consumer goods purchased on a regular basis, such as groceries.
Experian A data consultancy that are widely used for retail planning information.
Focus Retail A published source of information profiling towns from a demographic, socio-
economic and commercial property perspective.
Goad Plans Centre plans prepared by Experian, which are based on occupier surveys of over 1,200
town centres across the country.
Gross Floorspace Total external floorspace including exterior walls.
Net Floorspace Retail floorspace devoted to the sale of goods, excluding storage space etc.
MapInfo Data and software provider, supplying the MapInfo Professional Geographical
Information System (GIS), as well as mapping data used within the GIS.
TargetPro MapInfo Professional based census and expenditure report system.
Sport and Leisure A CACI report indicating likely participation rates of various sport and leisure activity
Participation Profile in specific areas.
Zone A Rent The annual rental charge per square metre for the first six metres of depth of a shop
unit, which is the most suitable measure for standardising and comparing rental levels.
Use Classes Order 2005 (England)

TCPA Use Classes Use / Description of development Permitted
Order 2005 (effective Change
21st April 2005)
A1 (Shops) Retail sale of goods to the public – Shops, Post Offices, Travel No Permitted
Agencies & Ticket Agencies, Hairdressers, Funeral Director & Change
Undertakers, Domestic Hire Shops, Dry Cleaners, Sandwich Bars -
Sandwiches or other cold food purchased and consumed off the
premises, Internet Cafes.
A2 (Financial & Financial Services - Banks, Building Societies and Bureau de A1 (where
Professional Services) Change. Professional Services (Other than Health or Medical there is a
Services) - Estate Agents & Employment Agencies. Other Services - ground floor
Betting Shops. Principally where services are provided to visiting display
members of the public. window)
A3 (Restaurants & Restaurants and Cafés - Use for the sale of food for consumption on A1 or A2
Cafes) the premises. Excludes Internet Cafes (now A1).
A4 (Drinking Use as a Public House, Wine-Bar or other Drinking Establishment. A1, A2 or A3
Establishments)
A5 (Hot Food Use for the sale of hot food for consumption off the premises. A1, A2 or A3
Takeaway)
August 2006
Types of Centre and their Main Characteristics

City City centres are the highest level of centre identified in development plans. In terms of
hierarchies, they will often be a regional centre and will serve a wide catchment. The centre
may be very large, embracing a wide range of activities and may be distinguished by areas
that may perform different main functions. Planning for the future of such areas can be
achieved successfully through the use of area action plans, with masterplans or development
briefs for particular sites.
In London the ‘international’ and ‘metropolitan’ centres identified in the Mayor’s Spatial
Development Strategy typically perform the role of city centres.
Town Town centres will usually be the second level of centres after city centres and, in many cases,
they will be the principal centre or centres in a local authority’s area. In rural areas they are
likely to be market towns and other centres of similar size and role that function as important
service centres, providing a range of facilities and services for extensive rural catchment areas.
In planning the future of town centres, local planning authorities should consider the function
of different parts of the centre and how these contribute to its overall vitality and viability.
In London the ‘major’ and many of the ‘district’ centres identified in the Mayor’s Spatial
Development Strategy typically perform the role of town centres.
District District centres will usually comprise groups of shops often containing at least one
supermarket or superstore, and a range of non-retail services, such as banks, building societies
and restaurants, as well as local public facilities such as a library.
Local Local centres include a range of small shops of a local nature, serving a small catchment.
Typically, local centres might include, amongst other shops, a small supermarket, a
newsagent, a sub-post office and a pharmacy. Other facilities could include a hot-food
takeaway and launderette. In rural areas, large villages may perform the role of a local centre.
Notes:
(1) Small parades of shops of purely neighbourhood significance are not regarded as centres for purposes of this policy
statement.
(2) See paragraph 2.54 of PPS6: ‘Unless they are identified as centres in regional spatial strategies and/or development
plan documents, planning authorities should not regard existing out-of-centre development, comprising or including
main town centre uses, such as shops, shopping centres, leisure parks or retail warehouse parks, as centres’.
Source: Office of the Deputy Prime Minister, Planning Policy Statement 6: Planning for Town Centres, 2005
Types of Location
Town Centre Defined area, including the primary shopping area and areas of predominantly leisure,
(i.e. types of business and other main town centre uses within or adjacent to the primary shopping area. The
centre identified extent of the town centre should be defined on the proposals map.
in table above)
Primary Defined area where retail development is concentrated (generally comprising the primary and
Shopping Area those secondary frontages which are contiguous and closely related to the primary shopping
frontage). The extent of the primary shopping area should be defined on the proposals map.
Smaller centres may not have areas of predominantly leisure, business and other main town
centre uses adjacent to the primary shopping area, therefore the town centre may not extend
beyond the primary shopping area.
Primary Primary frontages are likely to include a high proportion of retail uses.
Frontage
Secondary Secondary frontages provide greater opportunities for a diversity of uses.
Frontage
Edge-of-Centre For retail purposes, a location that is well connected to and within easy walking distance (i.e.
up to 300 metres) of the primary shopping area.
For all other main town centre uses, this is likely to be within 300 metres of a town centre
August 2006
boundary.
In determining whether a site falls within the definition of edge-of-centre, account should be
taken of local circumstances. For example, local topography will affect pedestrians’
perceptions of easy walking distance from the centre. Other considerations include barriers,
such as crossing major roads and car parks, the attractiveness and perceived safety of the route
and the strength of attraction and size of the town centre. A site will not be well connected to a
centre where it is physically separated from it by a barrier such as a major road, railway line
or river and there is no existing or proposed pedestrian route which provides safe and
convenient access to the centre.
Out-of-Centre A location that is not in or on the edge of a centre but not necessarily outside the urban area.
Out-of-Town An out-of-centre development outside the existing urban area.
Notes:
(1) For purposes of this policy statement, the “centre” for a retail development constitutes the primary shopping area.
For all other main town centre uses the “centre” should be regarded as the area embraced by the town centre
boundary.
Source: Office of the Deputy Prime Minister, Planning Policy Statement 6: Planning for Town Centres, 2005

Vol 1 Retail Study

Загружено:

Сведения о документе

Исходное описание:

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Vol 1 Retail Study

Загружено:

Авторское право:

Доступные форматы

Great Yarmouth Borough

& Waveney District

Retail & Leisure Study: Final Report

Private and Confidential

DTZ Consulting & Research

2 The Policy and Regeneration Context 3

3 Study Area Overview 12

4 Centre Profiles: Great Yarmouth 26

6 Healthchecks: District and Local Centres 49

7 Prospects for Retail - Market Demand 53

8 Prospects For Retail: Capacity Assessment 67

9 Leisure Futures: Market Demand and Capacity Assessment 92

10 Summary, Strategy and Recommendations 110

Volume 3: Household Survey Analysis

Volume 4: Opportunity Site Assessment

Figure 1: Study Centres

Figure 2: Network of Study Centres

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

District and Local Centres

Retail Capacity Findings

• in summary, our capacity projections indicate:

- the need for development (PPS6: paras. 3.8 – 3.11)

- that the development is of an appropriate scale (para. 3.12)

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

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

Strategy for the Study Area

1.02 The main objectives of the study are to:

• Policy and Regeneration Framework (Section 2) – since national planning policy

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

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

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

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

• Leisure Futures: Market Demand and Capacity Assessment (Section 9) –

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

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

• Volume 2 – which comprises the technical appendices.

• Volume 3 – containing the results of the household survey.

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

2 The Policy and Regeneration Context

National Planning Policy Context

• develop a hierarchy and network of centres;

• promote town centre management, creating partnerships to develop, improve, and

(i) The Sequential Approach

• existing centres first; then

(ii) Need and Impact Assessment

Regional Planning Policy and Regeneration Context

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

• accommodate additional housing, employment growth and economic diversification;

(ii) The Norfolk Structure Plan (1999)

Table 2.1: SWOT Analysis of Norfolk

(iii) The Suffolk Structure Plan (2001)

• strengthening the economic base;

Local Planning Policy and Regeneration Context

i. Great Yarmouth Borough Local Plan (February 2001)

ii. Great Yarmouth Borough Local Development Framework (LDF)

iii. Great Yarmouth Local Development Scheme (LDS)

iv. Great Yarmouth Statement of Community Involvement (SCI)

v. Great Yarmouth Local Development Documents (LDD)

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

vii. Waveney Interim Local Plan (May 2004)

viii. Waveney Local Development Framework (LDF)

ix. Waveney Local Development Scheme (LDS)

x. Waveney Statement of Community Involvement (SCI)