Four things I’d like to see in the High Streets Strategy by Tom Stanyard MIPM

Thanks to an introduction via IPM, I recently had the opportunity to meet with colleagues from the Ministry of Housing, Communities and Local Government to discuss the forthcoming High Streets Strategy and share some thoughts from a local authority perspective. It was pleasing to be asked to contribute and to feed into the conversation at this stage while thinking is still evolving on the strategy.

Here are four areas that I shared with MHCLG that I said hope the strategy will consider.

We need a more consistent way of measuring our places

One thing that has always struck me is that there is no consistent approach across different places for measuring the health and vitality of high streets and town centres. Every authority tends to have its own methods and uses its own consultants which makes it difficult to compare places or learn from one another.

The Institute of Place Management’s 25 Vital and Viable Factors already provide a well-established, evidence-based framework. Wider use of this approach or another standard framework could give local authorities a common language for understanding their places, while still recognising that every town and city is different.

Investing in people as well as projects

Government has committed significant funding through programmes such as the UK Shared Prosperity Fund, Pride in Place and the Towns Fund. That investment is welcome.

However, funding often arrives with an expectation that local partnerships can immediately deliver complex programmes. Many partnerships are still developing, and are constantly evolving, and often rely on committed individuals who are expected to deliver major change with limited capacity or support. If we want these programmes to succeed, we also need to invest in building the skills, confidence and capability of local place partnerships.

Start with what can be achieved

Strong partnerships are rarely created overnight.  One of the lessons I’ve seen is the importance of identifying practical, achievable actions that people can see happening. Small successes help build confidence, strengthen relationships and create momentum for tackling bigger challenges. The 25 Vital and Viable Factors encourage exactly this approach, combining practical action with longer-term thinking.

Keeping places local during Local Government Reorganisation

Local Government Reorganisation will inevitably change the way many places are governed. There are opportunities in creating larger strategic authorities, but there is also a risk that local priorities and local identity become diluted. Decisions may move further away from the communities they affect.

That makes local place partnerships even more important. They provide continuity, keep local stakeholders engaged and ensure places continue to have a strong voice throughout periods of change.

Looking ahead

The High Streets Strategy presents another opportunity to move beyond funding programmes and focus on what helps places succeed over the long term.

For me, that means giving greater attention to evidence, partnership working, local capacity and the professional practice of place management.

I’m looking forward to seeing how the strategy develops and continuing the conversation with colleagues across the sector.

I would be pleased to connect with others via Linkedin at: www.linkedin.com/in/tomstanyard