As retailers prepare to reopen, there has been much focus on what the future high street will look like.
It must be a human high street where layers of cross-sector partnerships can come into play. And when considering a human high street, the word ‘community’ inevitably presents itself.
That often brings to mind charities and the third sector – both key in helping to shape human high streets.
While high streets provide valuable connections in terms of supporting fundraising efforts, they can also act as the conduits for charities to deliver their end-user support and recognise their true purpose.
One example is a partnership between Age UK and a Yorkshire shopping centre, which used a monthly tea dance to address issues such as loneliness and obesity while boosting footfall to the centre.
In addition to delivering a social event in an accessible, public location, the dances provided a catalyst for additional layers of collaboration. A stroke awareness charity hosted free blood pressure tests, school choirs performed to raise money and local fire and police departments stopped by to educate guests on issues such as doorstep fraud.
“With planning, collaboration and a willingness to serve the needs of the community, town centres can once again become the bustling village hall-type spaces many so desperately need”
The model was a 360-degree human approach to serving the demographic. Retail played a huge part – mobile phone retailers hosted demos on using phones and getting online, while pharmacies offered personalised prescription-delivery services.
It shows that with careful planning, collaboration and a willingness to truly serve the needs of the local community, town and city centres can once again become the bustling village hall-type spaces many communities so desperately need.
Focus on the needs of the place
The High Streets Task Force has appointed 150 ‘experts, mentors and facilitators’ to work with towns and cities across the country. That is positive, but it is imperative that the identity of each place is reflected – a centralised, one-size-fits-all approach simply will not work.
While we seek inspiration from those places seen as best in class, simply replicating them won’t help. Melbourne has some great examples of centres that are fit for purpose, but what works there won’t necessarily work in Darlington.
I often see this attempt at replication from towns and cities in the shadow of larger metropolitan cities. Take Bradford, for example. It sits right next to the thriving financial hub and tourist destination that is Leeds, but doesn’t seem to have quite carved out its niche.
That is despite the city being home to the National Science and Media Museum and the Alhambra Theatre, often Yorkshire’s only stop-off point for national West End tours. There is huge potential for Bradford to carve out its own inclusive, cultural identity.
“A microlevel focus will only go so far in driving success. We need a centralised commitment to delivering better places and it must come from the top”
It goes back to the key principles of listening to the needs of those who actually use places, eking out place USPs and facilitating the right partnerships to deliver something unique and relevant.
That microlevel focus will only go so far in driving success. We still need a centralised commitment to delivering better places and it must come from the top.
We have had 10 high street ministers in the last decade. One was in the post for just four months, while the majority of the others fulfilled the role alongside other responsibilities. For example, Jake Berry was also minister for the North.
How can any minister be expected and able to evolve the strategy for smaller shops, high streets and towns in such a short amount of time and with other areas of policy needing their attention, too?
Of course, the financial support offered in the past year has been a wide-ranging, short-term success.
But that can’t continue forever. Support and advice now needs to be aimed at encouraging existing independents and smaller retailers to grow their way out of this situation, and to entice others to take a risk and open, too. Maybe this isn’t a Westminster role?
New ideas for smaller businesses
In addition to more effective and collaborative approaches to embracing digital retail, formal partnerships will also be pivotal in the success of high streets, particularly at a microlevel.
I have always been an advocate of the ‘three-way retail’ model: incubator stores run by and housing products from multiple small retailers.
Not only does this enable small businesses to occupy high street space they may not otherwise be able to afford or manage, it adds in the additional layer of support for the business owner while providing something unique for customers.
That leads back to the point I have been making for decades: the customer must remain at the heart.
Only through true understanding of their individual needs will sectors be able to work together to effectively shape a place offering for each high street, town and city that really delivers more than it needs to for its local community.
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