Evening Economy Feasibility Study - Stockton Council · Evening Economy Feasibility Study July 2010...

Stockton Town Centre Evening Economy Feasibility Study July 2010

Pan-Leisure Consulting Limited

40 Princess Street, Manchester M1 6DE Telephone: 0161 234 0089 Fax: 0161 234 0014 email: [email protected]

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STOCKTON TOWN CENTRE

EVENING ECONOMY FEASIBILITY STUDY

July 2010




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Table of Contents

Page No.

Executive Summary i

Section 1 Introduction 01

Section 2 The Evening and Night Time Economy 06

Section 3 The Project Context 17

Section 4 The Physical Context 24

Section 5 Stockton’s Evening and Night Time Economy 36

Section 6 SWOT Analysis/Barriers to Development 67

Section 7 Good Practice 70

Section 8 The Vision and Strategic Objectives 84

Section 9 Delivery Plan 86

Section 10 Conclusions 106

Appendices

Appendix 1 List of Consultees

Appendix 2 Communications

Appendix 3 Strategic Context

Appendix 4 Proposed Character Areas and Heritage Trail

Appendix 5 Sample of Street Survey Questionnaires




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Executive Summary

Introduction

i. This Executive Summary provides the findings and recommendations of a feasibility study carried

out by Pan-Leisure Consulting and Matrix Partnership into the development of Stockton Town

Centre’s evening economy.

ii. The main aim of this study has been the need to establish the potential to develop and diversify

the leisure/evening economy by addressing three key areas, namely:

How can Stockton successfully diversify its leisure/evening economy offer at the northern end

of the high street/Church Road/ Cultural Quarter interface

What are the opportunities and barriers to developing new areas/sectors of the

leisure/evening economy in Stockton town centre

What steps need to be taken to stimulate and develop the evening economy at the northern

end of the high street/Church Road/Cultural Quarter interface

Our Approach

iii. In addressing these key areas, we have undertaken a number of tasks comprising:

A detailed data review

Analysis of current baseline position

A detailed market analysis and extensive consultation programme

Review of good practice

Soft market testing

iv. As a result of this work we have been able to develop comprehensive Delivery Plans which will

underpin the development of Stockton town centre’s evening economy.

The Study Area

v. The core Evening Economy Study area has been defined as the area to the east of the High Street,

comprising properties along Church Road and around Green Dragon Yard and the Parish Church.

In addition to this, we also identified a Wider Study Area which, alongside the sites within the

Evening Economy Core Area focused on the area running up to the Arc Centre, east to the

Riverside, south to Stockton shopmobility and as far north as the car park adjacent to Bishopton

Lane.

The Evening and Night Time Economy

vi. In this section we outlined the background in relation to what constitutes an “evening and night




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time economy” commenting that a successful evening economy focuses on a mix of

entertainment, leisure and cultural activities in order to generate new economic activity by

encouraging both small and large businesses to extend their opening hours into the evening.

vii. In seeking to deliver this ambition for Stockton, we have raised issues in relation to the mix and

scale of facilities, management, environment/ambience and safety which may remain ‘unchecked’

during the development process. Concern surrounding these issues (not just in Stockton but

generally) relates to:

Growth in ‘mega-pubs’ selling cheap drinks to 18-20 year olds

A proliferation of pubs selling discounted drink (e.g. happy hours, all you can drink

promotions)

Pressure on transport systems – particularly in terms of queuing for taxis and late buses, with

large numbers of young people on the streets contributing to incidents and perceptions of

anti-social behaviour

Heightened pressure on police and other emergency services – particularly between 11pm and

4 am during weekends

viii. To help combat these issues, Central Government, following on from the ‘Alcohol Harm

Reduction’ Strategy created the ‘Safe, Sensible, Social’ Strategy designed to draw attention to

problems caused by alcohol-related disorder however there is still a need for more to be done to

tackle alcohol related disorder amongst people whom regularly binge drink. In terms of the North

East region, it has 12 of England’s top 20 biggest binge drinking communities with alcohol related

hospital admissions 35% above the national average in 2009.

ix. Considering the above, we have defined a successful and vibrant evening economy through a

review of the “Purple Flag” scheme which provides a framework to assess and measure the

performance of towns and cities evening economies.

x. To achieve the Purple Flag status, 5 key standard areas must be met, comprising:

Wellbeing - good customer service and safe environment

Movement - ease of access (all modes) and security

Appeal - diversity of offer

Place - good quality character and identity relevant to both day and night

time

Policy Framework - clear focus and cross-sector approach

xi. This, we suggest, forms an appropriate framework for measurement as Stockton develops its

evening economy.




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Market Trends of Relevance

xii. Central to this study has been our market trends analysis. In this analysis we have identified a

number of different town centre uses which would help to attract a wider cross section of users to

the town centre and in combating problems relating to the negative perceptions of town centres

after dark including fear of safety and security. Therefore our analysis has embraced the

following market sectors:

Leisure - The market has shown strong and consistent growth historically; although recently

it has been affected by the recession - music/festivals, museum/art and theatre sectors have

shown the strongest growth

Pubs - Despite a 4.8% decrease in the value of pubs/bars from 2008 to 2009, forecasts

suggest that although the decline will continue into 2010 an economic recovery in the

industry will take hold in 2011, with turnover set to rise 10% between 2010 and 2014

Eating Out - Continued growth and an expected turn towards healthier eating anticipated

Nightclubs - Affected by recession, changes in legislation leading to decline in turnover

between 2003 and 2008, however Mintel forecasts that growth is anticipated from 2011 to

2013

Arts and Culture – one of the few markets to defy recession which has experienced continued

growth

Heritage – Continued growth with heritage being one of the most popular reasons to visit the

North East region

Events – growing interest in ‘tapping into’ a range of events with local authorities designing

bespoke events programmes and capitalising on the positive impacts derived from hosting

events

Sport and Recreation – Although slightly affected by the current recession, the importance of

health and fitness means people are reluctant to cut back. Growth in health and fitness

expected between 2010 and 2014

Hotels and Serviced Accommodation – nationally the market has been affected by the global

recession but the North East benefited from the effects of ‘staycation’ with growth in

occupancy levels 5% above the national average

Retail – market downturn due to the recession although last quarter of 2009 returned to

growth; Stockton however, is underperforming in comparison to the Tees Valley and beyond

with high vacancy rates in the town centre

xiii. This section of the report highlighted what markets could be ‘tapped into’ in order to encourage

the development of a mixed and higher quality offer which is essential for the creation of a vibrant

day and night time economy and also to successfully gain Purple Flag accreditation.




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Local and Strategic Context

xiv. The local and strategic context sections of the report provided the background to the area and the

strategic context in which development of the evening economy would take place. Locally, we

have taken into account a range of demographic and socio-economic influences, including:

communications and transport; population; the local economy; and tourism in the area.

xv. In terms of the socio-economic statistics for the Tees Valley area, it is worth noting that although

Stockton Town has a higher proportion of the population in the DE social grouping this is

compensated for by the adjacent areas of Ingleby Barwick, Thornaby, Eaglescliffe and Yarm which

have a significantly higher AB representation. In developing a more balanced mixed economy in

the town centre to underpin development of the evening economy, this broad cross section needs

to be attracted building on activities currently promoted at venues such as the Arc.

xvi. In respect of the wider economy, the economically active population in Stockton is higher than

the North East although the unemployment rate is higher than the national average. However, the

Tees Valley tourism sector is performing well considering it is one of the smallest economies in

the North East, attracting a higher number of day visitors than staying.

xvii. Stockton town centre is characterised by good transport links, especially bus but there remains

some issues with evening public transport.

xviii. From a strategic perspective, the challenges faced by Stockton in terms of perceptions

surrounding safety, alcohol related disorder and lack of quality offer are all noted in national

strategies as being areas that need to be developed and improved, highlighting that changes will

need to be made for the successful development of an evening economy. Locally, plans are in

place to increase development and employment opportunities in the town and also to tackle the

problems of anti-social behaviour influenced by alcohol consumption.

The Physical Context

xix. Cognisant of the impact of “place” in encouraging the development of an evening economy, we

have included a section which focuses on the physical environment. In particular it looks at: how

the spaces work together and their connectivity; movement; the buildings and their character;

lighting and streetscape; and quality of the public realm. This section has been informed by the

work of the Nathaniel Lichfield Partnership together with subsequent work by the Urban Design

team at SBC.

xx. Acknowledging the various physical and spatial characteristics, issues were identified in relation

to where the weaker clusters exist in the town centre and how these can ultimately fulfil a purpose

in the development of a more vibrant evening economy. The movement hierarchy currently in

existence in Stockton caters for various movements (e.g. pedestrian, vehicular) and a new

movement hierarchy is suggested with each aspect fulfilling its own role by way of primary




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(primarily vehicular access to the town centre), secondary (principal gateways/connections to the

High Street) and tertiary routes (pedestrian routes with focus on lighting, CCTV, signage,

environment quality). Linking key assets such as the Green Dragon Yard, the Arc and

(potentially) the Globe was also promoted as a positive approach to differentiating the Stockton

product fro its competitors.

Stockton’s Evening and Night Time Economy

xxi. In this section we provided background to the existing (and planned) evening economy product in

Stockton town centre (based on a detailed day and night-time audit), together with comment on

crime and management. From our audit we would comment as follows. Stockton’s evening

economy is hampered by its lack of diversity from the daytime into the evening when after 5pm

the High Street becomes deserted after the shops have closed resulting in a lack of movement

until the late bars and nightclubs open in the late evening. The offer within the core area is

lacking in terms of evening economy uses with the majority of the provision located outside of this

area along the High Street, Prince Regent Street, Yarm Lane and Dovecot Street. This particular

offer centres around a proliferation of takeaways, pubs and clubs with no real emphasis on

structure, theme or focus and is unattractive to a number of users during the evening. A higher

quality of mix of facilities and activities needs to be adopted to invigorate movement in the town

centre and to attract more families, older and younger people.

xxii. Considering the town centre’s key assets, there are a number of facilities/attractions that when

used in conjunction can attract a higher number of people into the town centre and also help to

create a more defined evening economy. Key assets which should be linked together include: the

Green Dragon Yard, Arc and the Globe (planning consent has now been granted) which

collectively have the critical mass necessary to form a cultural focus. Reinforcing the linkages

between the three venues will help to re-position Stockton’s evening economy and potentially

attract users from the wider catchment area.

xxiii. It was also noted that Stockton benefits from a heritage trail which focuses on Stockton’s

historical buildings and locations and underlines the surviving examples of buildings and key

features from the 18th and 19th Centuries when Stockton became a prominent shipbuilding

centre, and later was famed for its world renowned railway. The trail starts at the Town Hall and

follows the town centre taking in Dovecot Street, West Row, Ramsgate, Yarm Lane, Green Dragon

Yard, the River Tees, Church Street, and the Parish Church where the trail ends.

xxiv. We were asked particularly to comment on a number of properties on Church Road which are

listed and are encompassed with a designated Conservation Area. These buildings include the

18th century Georgian terraced properties along the northern edge of Church Road which

presently are used to accommodate predominantly civic administrative functions in conjunction

with SBC’s main building opposite. Aside from the Listed Building constraints, Georgian terraced

buildings exhibit specific characteristics that influence their potential re-use and adaptability and

these are commented upon in the main report.




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xxv. Based on these characteristics, we have suggested that the options for re-use of the Georgian

terraced building type are limited to:

Residential (house or conversion to flats)

Hotel (boutique) utilising character

Employment (office) - suitable for multiple-let space, start-ups with shared facilities

(reception etc. at ground) or small ‘own-front-door’ businesses

Mixed-use (residential over office)

xxvi. Finally, in terms of other assets we comment on the varied and international events programme

which attracts visitors and performers from around the world and which we believe could be

further enhanced through the development of a dedicated events space on the High Street.

xxvii. In relation to crime, we have noted that although the crime rate in Stockton Town Centre has

decreased since 2005 by 21% it has failed to impact positively in terms of curbing the negative

perceptions surrounding safety and security concerns and remains a deterrent for people visiting

the town centre after dark. This fall has been attributed to fewer people coming into the town

centre but initiatives have also been put in place by Cleveland Police to raise security measures

and make people feel more welcome and secure such as ‘Operation Tranquillity’, and the

emergence of the Stockton Street Pastors (supported by both the police and the Council) which

now appear to be having a positive effect.

xxviii. In terms of management, although there are individual groups such as the: Pubwatch Scheme;

Market Traders Association; Town Centre Manager; and a Retail Forum, there is no structure that

draws all of these groups together to create a partnership. Achieving a partnership, and also

involving the local police and other key agencies, would allow for better communications and

establishing joint initiatives designed to promote Stockton town centre by working together

effectively.

Research Findings

xxix. Forming part of the research process was the commissioning of 600 street surveys at locations

across the Tees Valley including: Stockton Town Centre; Ingleby Barwick; Norton; Darlington;

Yarm; Middlesbrough; and University of Durham – Queens Campus. Interestingly, it would

appear that only people from the local area considered facilities in the town centre to be

satisfactory in terms of catering for their needs whilst a high proportion of people from the

catchment areas stated that they ‘never’ visit Stockton town centre with destinations including

Middlesbrough, Durham, Newcastle and Yarm rating highly for nights/meals out/cinema/

shopping which suggests that there is a need to increase the quality of the offer to effectively

target potential users from the wider Stockton borough.

xxx. The findings from the soft market testing with operators of 37 brands was worthwhile in terms of

identifying the market and financial conditions necessary to attract them to the town centre.




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Clearly, the current economic conditions are unhelpful in this respect but a future targeting of

operators (post recession) may reap greater dividends.

SWOT Analysis/Barriers to Development

xxxi. Having undertaken the work stages outlined above we prepared Strength, Weaknesses,

Opportunities and Threat (SWOT) analysis of the Stockton town centre evening economy product

which has taken into account all of the evidence collated throughout the course of the study. The

SWOT analysis is beneficial to the study as it identifies where the strengths and opportunities lie

in terms of the overall evening economy product and what needs to be taken into consideration in

the future. The analysis highlights that there are a number of strengths and opportunities that

need to be capitalised on to develop a robust evening and night time offer in Stockton town

centre. The weaknesses identified are significant and at present represent a barrier to the

development of a vibrant evening economy as a result of the poor mix and quality of offer and a

focus on alcohol-related activity in addition the perceptions of safety.

xxxii. There are a number of these that have developed from our SWOT that reflect the issues and are in

effect barriers to development of the evening and night time economy. In summary, these

encompass:

Management/Partnership Fragmentation of overall management

Physical/Environment Varying quality of public realm

Market/Products Lack of diversity and quality of offer

Image/Marketing Negative profile of town in terms of offer and safety

perceptions

Financial/Economic Socio-economic factors, lack of financial drivers

xxxiii. Acknowledging these, we have also undertaken research to identify examples of good practice

which have resonance with some of the barriers identified and provide case histories of how

similar issues have been dealt with.

xxxiv. The themes previously identified form the strategic objectives that underpin the Delivery Plans

and these can be summarised as follows.

Management/Partnerships Building lasting and practical partnerships which will ensure

the continuous improvement of the service and product

Physical/Environment Develop an attractive, safe and accessible environment that

encourages town centre usage

Market/Products Seek to improve quality of evening economy offer and related

infrastructure on a continuous basis

Image/Marketing Develop and co-ordinate positive marketing activity

Financial/Economic Maximise potential financial/economic benefits through the

evening economy




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Research and Monitoring Facilitate collection of performance and consumer data to

assist monitoring of action plans

Overall Conclusion

xxxv. Our review of Stockton town centre and the core evening economy area; the current evening

economy offer and how it operates at present in a local and strategic context; market analysis;

assessment of existing and planned supply; and extensive consultation process has enabled us to

he develop a number of Delivery Plans based on each the themes, providing a planned

programme of action, key tasks, a phased timescale (short, medium, long term) and an outline of

responsibilities.




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1 Introduction

The Brief and Outline Methodology

1.1 Pan-Leisure Consulting and Matrix Partnership were appointed by Stockton Borough Council to

prepare a Stockton Town Centre Leisure/Evening Economy Feasibility Study. In commissioning the

study, the Borough Council identified the need to establish the potential to develop and diversify the

leisure/evening economy by addressing three key areas, namely:







1.2 In addressing these questions the following tasks were undertaken:

Review of Data – a desk-based review of a cross section of strategic documents at national,

regional and local levels to better understand the strategic ‘fit’ of Stockton’s current and likely

future position of the evening economy including policies on alcohol, evening economy

initiatives, PPS6, the RSS and Stockton Town Centre Study. In addition, we also reviewed

background data in relation to the programme and performance of the Arc Centre (as an

existing cultural facility) together with the planning application for the Globe Theatre

Baseline - a detailed analysis of the baseline position in Stockton was conducted in order to

understand the current range of facilities, activities and user groups. This included: an area

appraisal in both the day time and during the evening; a desk-based qualitative review of the

town centre’s streets and spaces; movement, transport and parking; and townscape character

Market Research and Consultation – which encompassed a review of relevant market

trends together with a comprehensive consultation exercise to elicit views on issues and

opportunities to date and to determine emerging themes. The consultation process included

representatives of: Stockton Borough Council departments (town centre management,

arts/culture, licensing department events/festivals, tourism, economic development,

regeneration, urban design team); Tees Valley Regeneration; Cleveland Police, University of

Durham and Riverside College; retail; key property agents; the industry (e.g. Stockton

Pubwatch) and other relevant associations (e.g. Stockton Town Pastors). A questionnaire

survey was undertaken in the town centre and wider Tees Valley




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Review of Good Practice – identifying examples of initiatives that have been developed to

stimulate and grow evening economies from which lessons can be learnt in terms of taking

forward Stockton’s evening economy

Soft Market Testing – has been undertaken to broadly establish the interest of operators in

Stockton as a location for new hospitality development and, where positive what their

requirements would be

SWOT Analysis – the findings of the preceding stages of work enabled the preparation of a

strengths, weaknesses, opportunities and threats analysis which in turn has informed the

preparation of a Delivery Plan

Delivery Plan – has been prepared as a mechanism to guide future activity that will

underpin the development of the evening economy in Stockton

The Study Area

1.3 The following illustrative identifies the core Evening Economy Study area alongside a boundary that

captures the wider area of consideration for the evening economy within Stockton town centre. The

Evening Economy Core Area largely focuses on areas to the east of the High Street, most notably

encompassing the properties running along Church Road and around Green Dragon Yard and the

Parish Church.

1.4 The Wider Study Area not only considers the sites within the Evening Economy Core Area but also

focuses on spaces running as far west as The Arc, east to the Riverside, south to the Stockton

Shopmobility and as far north as the car park adjacent to Bishopton Lane.




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1.5 Key features of the ‘blue line’ study area include:

High street frontage along the eastern edge

Inclusion of key cultural foci

Doesn’t adequately address the High Street as contiguous space

Excludes key cultural anchors such as The Arc

Excludes key opportunity sites to the north east of the area (south of Church Road)

Excludes the busy evening economy area to the south and west of the High Street

1.6 Key features of the ‘red line’ study area include:

Encompassing of the majority of the High Street environment

Extends west to include The Arc

Extends south of the Town Hall to include Castlegate and the finer grain evening uses along

the western edge of the High Street

Makes better use of the opportunities along the upper level river edge

Takes in Wellington Square and the possibility for longer opening hours to support an

evening economy

The Detailed Process

1.7 Following our formal commissioning, an inception meeting was convened with the Steering Group

during which the terms of reference were confirmed and key data/contacts requested.

1.8 Following this meeting, the consultant team undertook a “walk round” of the town centre in order to

become familiar with the facilities, activities and linkages and to commence the mapping and analysis

of the evening economy ‘product’.

1.9 After the initial “walk round” of the town centre, the team undertook a detailed audit of facilities

within the evening economy boundary (the study area) in both the day and night time and this was

further augmented with a further audit comprising the whole town centre to better understand the

movement and linkages between the key areas of the town centre.

1.10 Consultations were held with a variety of ‘technical’ stakeholders, including Stockton Borough Council

officers (including regeneration, arts, tourism, events/festivals, planning, licensing), Town Centre

Management, Cleveland Police, Tees Music Alliance, University of Durham, Stockton Riverside

College, Tees Valley Regeneration, The Arc Centre and private developers (including Stuart Monk).

1.11 Our understanding of Stockton’s evening economy was further informed by a series of consultations

with key local operators – including developers, property agents, venue operators, taxi firms and

retailers. The study also encompassed a specially commissioned sample street survey of

approximately 600 at locations in the town centre which also included the ‘Ale and Arty’ Stockton

Beer Festival, in neighbouring catchments comprising University of Durham - Queens campus,




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Riverside College, Ingleby Barwick and Norton and competitive destinations including

Middlesbrough, Yarm and Darlington. The street surveys were undertaken during evening and late

night periods to build a picture of the views and issues of people using Stockton town centre during

this period.

1.12 Previous data and research of relevance to the evening and night time economy were considered

together with an analysis of the local population’s socio-demographic ‘makeup’. Trends within the

leisure, tourism, licensed, eating out and events markets were examined to provide a context to

emerging recommendations, together with a consideration of ‘best practice’. Also considered were

proposed developments of which we were aware (e.g. The Globe).

1.13 Our analysis of the town centre evening and night time product has culminated in a SWOT Analysis

followed by a statement of the vision, key principles and strategic objectives which will underpin the

Delivery Plan which is contained at the end of this study.

1.14 Our assessment and recommendations are made on the basis of the information made available to us

at the time of the research. As is customary with studies involving market research, the findings

should only be regarded as valid for a limited amount of time and should be subject to examination at

regular intervals.

Format of Report

1.15 The remainder of the report is divided into 9 further sections:

Section 2 The Evening and Night Time Economy

Section 3 The Project Context

Section 4 The Physical Context

Section 5 Stockton’s Evening and Night Time Economy

Section 6 SWOT Analysis/Barriers to Development

Section 7 Good Practice

Section 8 The Vision and Strategic Objectives

Section 9 Delivery Plan

Section 10 Conclusions




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2 The Evening and Night Time Economy

Introduction

2.1 In the following paragraphs we provide background in relation to what is “the evening and night time

economy”, some of the issues related to its development together with a definition of what makes up a

vibrant evening economy through a review of the “Purple Flag” scheme. The section concludes with a

review of key market trends of relevance, as a prelude to our examination of Stockton’s evening and

night time economy product.

Defining the Evening and Night Time Economy

2.2 Many towns have become increasingly aware of the economic benefits of having lively urban areas

and town centres in the evening as well as during the day. In many cases, shops and other facilities

remain open longer, with the overall aim of addressing the constraints imposed by a “9 to 5”

operation and to generate new economic activity by diversifying the town centre economy.

2.3 In these towns there are an increasing number of businesses and activities, which operate in the

evening or night time hours after 5 or 6pm. These include not just traditional places like pubs, bars,

bingo halls, restaurants and discos, but also, shops, gyms, cinemas, music venues, art galleries,

theatres and bowling alleys. Alongside these commercial activities, there are also a broad range of

cultural and recreational activities such as evening classes and other clubs. Some of these take place

in halls and other public facilities; others are private and entirely self-organised.

2.4 Although, large multiple chains such as breweries, leisure multiples, hotel and catering groups often

play an important role in the evening economy, it is fair to say that many evening economies comprise

small to medium sized enterprises which are owned and managed locally.

2.5 The degree to which all of these activities combine to constitute an evening economy is a function of

establishing a ‘critical mass’ and the level of economic maturity. Achieving a mix of commercial

leisure, culture and leisure facilities/activities is what Stockton aspires to and one of the key

ingredients is the need to establish market confidence in which developers and operators believe that

they can derive a financial return on their investment. In support of this, achieving a critical mass is

also dependent on the support structures, which underpin the activities of the evening economy:

including transportation, lighting, urban design and policing – the Council clearly has an important

role to play in providing this supporting environment.

2.6 The evening economy focuses on entertainment, leisure and culture and reflects to a large extent

lifestyle. In policy terms therefore the social and cultural value of the evening economy is as relevant

as is its economic impact.




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Growing Concerns in the Evening and Night Time Economy

2.7 Although the ‘explosion’ of the evening and night time economy has remained in the vanguard of the

rolling renaissance of many towns and cities across the UK as a whole, it is clear that this expansion

has not occurred without issues - in particular drink fuelled criminal damage and anti-social

behaviour, fuelled by often irresponsible promotions and binge drinking at peak periods by operators.

2.8 The development of ‘unchecked’, issues of scale, management, mix, ambiance and safety have

increasingly caused concern fuelled to some extent by:

Growth in ‘mega-pubs’ selling cheap drinks to 18-20 year olds

A proliferation of pubs selling discounted drink (e.g. happy hours, all you can drink

promotions)

Pressure on transport systems – particularly in terms of queuing for taxis and late buses, with

large numbers of young people on the streets heightening the incidence of anti-social

behaviour

Heightened pressure on police and other emergency services – particularly between 11pm and

4 am during weekends

2.9 In recognition of this, Central Government has attempted to draw attention to the problems caused by

of alcohol-related disorder in town and city centres through, for example, its ‘Safe, Sensible, Social’

Strategy. This follows on from the ‘Alcohol Harm Reduction’ Strategy 2004 (briefly commented on in

Section 3 with more detail provided within the appendices), which emphasised the fact that the social

cost of alcohol misuse is very high. It includes the cost to industry arising from reduced productivity,

sickness absence and unemployment and the costs from road traffic, domestic and other accidents

and fire. The ‘Safe, Sensible, Social’ Strategy moves on from this and focuses on the steps that need to

be taken in order to counteract the consequences of alcohol misuse. This includes encouraging

responsible retailing and promotions, increasing the awareness of the effects from excessive drinking

on the body physically and mentally, and tackling alcohol-related offending. Although many of these

initiatives have been put in place, much more still needs to be done to tackle alcohol-related disorder,

particularly amongst people who are more susceptible to binge and harmful drinking.

2.10 Within the context of the North East, figures show that that the region has 12 of England’s top 20

biggest binge drinking communities and that alcohol related hospital admissions were 35% above the

national average in 2009. Alcohol related crime is another problematic issue in the region with 46%

of violent crime being alcohol related.

2.11 The need to address these various issues related to the evening economy and to establish a framework

and criteria against which towns and cities could measure their performance in establishing and

developing a vibrant evening economy has been developed through the Purple Flag scheme, details of

which are set out in the following paragraphs.




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The Purple Flag

2.12 The Purple Flag is the new "gold standard" scheme to help improve and recognise good entertainment

and hospitality areas at night. The scheme is administered by the Association of Town Centre

Managers working alongside the Purple Flag Advisory Board - a partnership of key stakeholder

groups, including central and local government, police, business and consumers – and aims to

address many of the areas of concern highlighted in the previous paragraphs.

2.13 The Purple Flag scheme is not restricted to whole town and city centres but can be applied to certain

areas of leisure/entertainment that provide after hours and evening services/offers. This includes:

Entire town and city centres

Specified entertainment districts within towns and cities

Streets and squares within markets and country towns

New town centres or edge of centre developments that have a diverse appeal after hours

2.14 There are a number of ‘real’ benefits that can be achieved through the Purple Flag accreditation,

including:

A raised profile and improved public image for the location

A wider patronage resulting in increased expenditure

A decrease in levels of crime and anti-social behaviour

An enhanced and thriving mixed-use economy in the long term

2.15 In order to achieve Purple Flag status, which Stockton would seek to move towards, an area has to

achieve standards in 5 key areas, as outlined by the Association of Town Centre Management, namely:

Wellbeing: A prerequisite for successful destinations is that they should be safe and

welcoming. Some services may need to be upgraded or extended to cope with specific needs

after dark. All sectors have a part to play in delivering high standards of customer care.

Movement: Getting home safely after an evening out is a prime requirement. So too is the

ability to move around the centre on foot with ease. Improvements may be needed for all

types of movement, if centres are to function properly and be appealing after hours.

Appeal: Successful destinations should offer a vibrant choice of leisure and entertainment

for a diversity of ages, lifestyles and cultures, including families. They should contain a rich

mix of public and private attractions. They should be vital places for both the day and the

night.

Place: Successful hospitality areas are alive during the day, as well as in the evening and

night. They contain a blend of overlapping activities that encourage people to mingle and

attractive places where spending and being are in balance. They respect and reinforce the




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character and identity of the area - its buildings, structures and features. They demonstrate

flair and imagination in all aspects of design for the night.”

“Policy Framework: There needs to be evidence of a clear aim and common purpose for

the management of the area and how it offers a positive experience. After-hours policy

crosses many professional, budgetary and sectoral boundaries. The challenge is to bring

clarity and focus to a complicated field. A clear and appropriate local strategy is needed based

on sound research, integrated public policy and a successful multi-sector partnership.

2.16 Within the scheme, each area is analysed through a matrix and graded. Each applicant must achieve

the expected standard in all 5 elements to be successful in gaining accreditation. An example of a

successful applicant is outlined in the following matrix.

(Source: www.atcm.org)

2.17 The cost of the process varies according to the size of the population of the urban area within which

the designated centre of entertainment is situated. Successful applicants can display the Purple Flag

banner for two years but may be subject to a ‘light touch’ review after the first 12 months.

2.18 The principles underpinning the Purple Flag and measurement criteria are relevant to Stockton in

moving forward its evening economy offer. In particular, the need to diversify the facilities and

activities available to attract a wider audience and to seek to integrate existing elements of the offer

and to extend opening times on a more regular basis.

Market Trends of Relevance

2.19 The change of emphasis on town centres has become more apparent over recent years due to

changing lifestyles with the focus shifting from 9am-5pm shopping/retail and an after hours drinking

culture towards a new fusion providing consumers with a wider mix of leisure, retail and

entertainment. This has required an introduction of more flexible hours and re-aligning the negative




10

perceptions associated with town centres during after hours. This reflects the need to focus on new

directions to drive people back into town centres and is integral to the survival of traditional high

streets which have been left deserted due to a mix of factors including an increase in stay at-home

leisure, reinforced by the sale of cheap alcohol in supermarkets and people preferring to socialise

closer to home, in the suburbs. Cognisant of this, it is vital to consider a number of different uses for

town centres to stimulate activity and re-address existing problems.

2.20 In the following paragraphs we highlight key trends of relevance relating to the evening economy in

Stockton. These sectors include the following:

Leisure

Pubs

Eating Out

Night Clubs

Arts, Culture and Heritage

Events

Sport and Recreation

Hotels/Serviced Accommodation

Retail

Leisure

2.21 After steady growth in the leisure market over recent years, the out-of-home leisure industry has

encountered its first downturn in spending since the early 1990s, impacted in part by the current

economic recession. Despite this, the leisure market remains a huge area of consumer spending,

valued at almost £70 billion in 2009, 1.5% lower than 2008 as illustrated in the following table.

Value of Leisure Business by Sector

Outside the Home by Market (£bn) 2004-2009

Category 2004 2005 2006 2007 2008 2009 %

change

%

change

Pubs/bars 24,700 25,000 25,500 26,000 25,200 24,000 -2.8 -4.8

Restaurants 20,407 21,493 22,621 23,364 23,556 23,791 16.6 1.0

Gambling 7,724 9,389 9,388 8,657 8,886 8,647 12.0 -2.7

Private Health and

Fitness

2,044 2,110 2,268 2,500 2,520 2,525 23.5 0.2

Music concerts/

festivals

1,342 1,460 1,560 1,868 2,035 2,204 64.3 8.3

Nightclubs 1,798 1,830 1,845 1,869 1,778 1,705 -5.2 -4.1

Public leisure centres 1,195 1,259 1,340 1,367 1,426 1,451 21.4 1.8

Cinema 1,077 1,078 1,082 1,159 1,210 1,225 13.7 1.2

Museum/art 723 702 758 781 804 836 15.6 4.0




11

Live sport 756 771 725 782 788 744 -1.6 -5.6

Theatre 467 516 544 628 572 596 27.7 4.2

Ten pin 260 265 271 278 283 276 6.2 -2.5

Theme parks 257 265 274 259 250 241 -6.2 -3.6

Zoos 97 98 101 107 110 105 8.6 -4.5

Total 62,846 66,236 68,277 69,619 69,419 68,347 8.8 -1.5

2.22 As can be seen from the preceding table, although there have been general levels of growth in the

leisure market over recent years, performance has been mixed, reflecting the current economic

downturn, as commented upon previously. However, of particular relevance to the development of

Stockton’s evening economy is the growth noted in a number of key sectors notably: music/festivals;

museum/art; and theatre sectors which have a particular “fit” with some of the key strengths of the

Stockton offer. Individual sectors of the leisure market are examined in more detail below.

Pubs

2.23 Despite a 4.8% decrease in the value of pubs/bars from 2008 to 2009, the sector continues to

dominate in the leisure industry, accounting for more than 35% of total turnover (Source: Mintel

2009). Despite this domination, the recession is another set back pubs have had to deal with

following licensing deregulation in 2005, the smoking ban and consistent increases in duty on

alcohol. Mintel also reports that pub visits as well as beer consumption are in long term decline, a

significant issue for Stockton town centre. These problems are highlighted by the increase in pub

closures to 52 a week in 2009 compared to 39 a week at the end of 2008. A Mintel survey (2009)

analyses drinking attitudes in pubs/bars following the onset of the recession with over 40% claiming

to have already cut back and 10% planning to cut back on this leisure activity, further compounding

this reduction.

2.24 This sector in recent years has also seen further challenges with increasing competition from

supermarkets offering low-priced alcoholic beverages which has led to a rise in the number of people

preferring to drink at home or drink before they go out (‘pre-load’), leading to less time being spent in

the venues themselves. The Leisure Wallet Report (Zolfo Cooper, Summer 2010) highlights that 78%

of people prefer to ‘pre-load’ and do this every, or most times before they go out whilst 27% are buying

fewer drinks on a visit to a pub or bar.

2.25 Also adding to the changing “landscape” of pubs is the research findings from KeyNote which identify

that changing social roles have placed increased emphasis on more family and meal based business in

the industry, shifting away from a previously male dominated environment, perhaps indicating a

movement away from the traditional pub. Mintel notes that food now makes up 31% of the pub

industries turnover, which has increased from 24% in 2004. Looking to the future, Mintel forecasts

that the decline in the pub/bar sector will continue into 2010 before an economic recovery in the

industry takes hold in 2011, with turnover set to rise 10% between 2010 and 2014.




12

Eating Out

2.26 The UK eating out market was valued at £40.3bn in 2009 (Source: Allegra Strategies), with longer

working hours and an increase in the number of dual-earning households reducing the time available

for household meals, as well as a record number of people living in single households. Whilst

traditionally, the eating out sector has been dominated by fast food outlets, the percentage of meals

eaten in fast food restaurants as a percentage of all meals has fallen in recent years (although there

are signs of growth in this sector since the economic downturn), due to the diversity of offer in the

eating out sector and an increase in public awareness of healthy eating. This suggests a general move

towards more high quality provision. In a survey carried out by Mintel (2009) on consumer spending

intentions in light of the recession, 40% claimed to have already cut back on eating out with a further

14% planning to cut back in the future. Mintel also reports that a quarter of people have been

significantly affected by the recession, forcing them to cut back on the frequency of eating out and

level of expenditure. In response to the current economic downturn which has led to people eating

out less often, restaurant groups are attempting to sustain sales through a series of discount strategies

(e.g. 2 for 1 deals).

2.27 Pub catering has become increasingly popular over the last few years and has now become a staple

offering for various pub operators reflected in the 25% increase noted between 2004 and 2009.

Similarly there has being a 16.6% increase in restaurant value (excluding pub catering) over the same

period (source: Mintel 2009). However, 2009 saw the first decline in spending on eating out since

the 196os, with a 0.5% drop meaning that one in nine meals are now eaten away from the home, down

from one in eight in 2008 (Source: Eating Out in the UK 2009). In the shorter term, the market is

expected to return to growth this year (2010), with the market growing to £47.5bn by 2014. Major

trends suggest a move towards healthier eating, quality food and a demand for better service and

value. 75% of those surveyed by the Eating Out in the UK survey (source: Allegra Strategies Analysis

2009) stated that they valued quality and taste above price, reinforcing the desire for better quality

provision, with 58% preferring to eat food sourced from the UK. Allegra expect the market to

experience modest growth levels of between 0.5%-1.0% in 2010 as recovery begins in the market, with

the most successful operators looking to tap into the trends of healthier eating, local sourcing and

better value.

Nightclubs

2.28 From 2003 to 2008 a 3% decline in the percentage of adults that visit nightclubs has occurred

(source: Mintel). In common with the pub/club industry over the past five years, nightclubs have

being subject to a raft of legislation including the licensing act 2003 and the smoking ban. The onset

of the recession has made the situation even tougher with increased nightclub closures. A survey

conducted by Mintel (2008) found three in ten respondents who have visited a nightclub agree there

is less need to use them nowadays following an increase in choice of late night drinking venues.

Expenditure is another key aspect of consumer behaviour in relation to nightclubs, with people now

more price sensitive to entry fees and drinks prices. The established market leaders have tackled this

with increased promotional activity to attract back those who may now look to visit late opening bars.




13

Mintel forecasts that there will be a continued decline through 2010, with this set to turn to growth

between 2011 and 2013.

Arts and Culture

2.29 A reduction in attendances and revenues of performing arts venues was forecast by many following

the onset of the economic downturn, but latest market research has shown that the arts and culture

sector has been more resilient than many predicted. This was borne out by performing arts venues in

London enjoying a record year in 2008 and defying the downturn, with Mintel publishing forecasts

reassessing projected industry performance. The revised forecasts still projected a slight decline in

2009 before the market picked up again in 2010. Research from the Arts Council in 2009 suggests

that participation in the arts throughout England remained fairly stable from the previous period

stabilising at around 67%. The review found attendance within the pop/rock concert sector to be the

only event type to show an increase, moving from 35.5% in 2007/08 to 37.2% in 2008/09. However,

in light of the theatre riding the recession in 2008, the Arts Council reports a significant decrease into

the 2008/09 period. The most popular attendances throughout England and Great Britain include:

cinema, at 64.7% attendance; any theatre performance, at 48.7% attendance; and pop/rock concerts,

at 37.2% attendance (these figures are based on the 2008/09 attendance survey carried out by the

Arts Council). The continued growth and resilience in this market bodes well for the future.

Heritage

2.30 The UK heritage market attracted over 22.5 million adults in 2008, equivalent to 55% of the adult

population. This is steadily increasing in line with the growth in population (Mintel, 2008). The

segments likely to visit heritage attractions are people within the ABC1 groups due to their higher

spending power. EC research indicates that heritage tourists have a relatively high income, are high

spenders and are quality conscious, with many regularly taking holidays outside of the peak season.

Growth in the short breaks market has also proved to be a significant factor in the development of the

UK heritage sector, which has to compete with international destinations and their more favourable

climates. The rich history of the UK gives it a distinct advantage over many other countries in this

sector. The growth of theming has been particularly significant in developing the UK heritage market,

with the linking of places to, for example, war, religion and industrial development, leading to the

development of dedicated trails to highlight heritage in an area.

2.31 Heritage can be considered an important aspects of the North East’s tourism offer, with the Regional

Visitor Survey Report (2007) indicating that the heritage of the region is the third most popular

reason to visit the North East (following the people and coastline). The region’s strong heritage in a

number of areas (including religion, industrial heritage and the castles of the area) and indeed the

heritage offer in Stockton itself has the potential to provide a vital element of a rejuvenated evening

offer in the town centre. In particular, we would highlight the potential afforded by the Heritage Trail

(Discover Historic Stockton-on-Tees) in general and specifically The Square, Paradise Row, No 16

Church Road and the Parish Church all of which have the potential for development through changes




14

of use, use for events/activities, and lighting, not forgetting other assets such as HM Bark Endeavour

and Stockton’s rich railway heritage.

Events

2.32 Empirical evidence is usually event specific and related to major events, so attempts to quantify the

value of the events market are complicated by the different typologies which constitute the events

market (e.g. cultural celebrations, business/trade, private events, art/entertainment, sport, political,

community). Whilst it may be difficult to assess the value of the events market, there has been a clear

upsurge in recent years of facilities seeking to promote events. Reflecting the significant potential

that can be generated from ‘tapping into’ the range of events highlighted above, local authorities and

facility operators are increasingly seeking to develop bespoke events programmes and seize the

opportunity to ‘showcase’ both destinations and facilities, demonstrating the importance of this

market. It is widely recognised that the hosting of events can have a positive impact on the

town/city/region in which the event takes place for a number of reasons including:

The positive contribution to the local economy directly associated with hosting the event (i.e.

the spending in the local economy by people from outside of the local area)

Potential job creation

Raising the profile of the town/city/region (the press/media coverage the town/city/region

receives through its association with the event)

The opportunity to regenerate key areas (usually associated with major events) of the

town/city/region through the delivery of new infrastructure, thus leaving a lasting legacy as a

result of hosting the event

2.33 VisitBritain has now established EventBritain, an additional division of the national tourism agency,

in order to attract more major sporting, cultural and business events to UK destinations. VisitBritain

estimates that delegates to events spend more than double the amount of a leisure visitor, thereby

supporting the rationale for events development, acknowledged by Stockton in its developing events

programme.

Sport and Recreation

2.34 Sport and recreation are noted by Mintel as being areas of consumers’ lifestyles that people are

reluctant to cut back on, especially with increased knowledge of the widespread benefits of health and

fitness participation. Despite this, Mintel still suggest that the value of the market fell by £65m in

2009, a big fall from their pre-recession prediction of a £209m increase. It is argued that London

hosting the 2012 Olympic Games will impact positively upon this market, although the true effects are

only likely to be felt in the year of the games themselves. Turning to health and fitness, year-on-year

increases are expected in the market to 2014, leading to a market value of £5.14bn (source: MBD

2009). This growth will be moderate in 2010 and 2011 as the UK economy recovers, with accelerating

growth of 4-5% for 2013-2014. The leisure/health & fitness offer in Stockton (represented by Tees




15

Active) has the opportunity to contribute to developing the diversity of the evening economy presently

dominated by pubs.

Hotels and Serviced Accommodation

2.35 This market has been affected by the recent economic downturn, although TRI suggest that the

underlying hotel market in the UK is strong (although RevPAR will continue to fall in 2010 recovering

marginally in 2011), as indicated in the following table.

Year Occupancy (%) RevPAR (£)

2007 72.3 53.69

2008 70.5 52.52

2009 68.2 46.82

2010 (forecast) 68.3 46.15

2011 (forecast) 70.2 47.53

Source: TRI 2010

2.36 As indicated in the preceding table, it is predicted that the coming year will continue to be tough for

hoteliers as consumers restrict spending, with a reduction in RevPAR anticipated as consumers look

for bargains. It should be noted than traditionally in the UK, hotel market recovery has lagged in

relation to general economic recovery. It is forecast that occupancy levels will stabilise, up just 0.1%

from 2009, combined with a continued decline in rates of 1.6% as hoteliers look to maintain

occupancy levels. Average room rate recovery is forecast to be a gradual process.

2.37 Turning to the North East, the region has benefited from the ‘staycation’ trend attributed to the

recession. B&Bs and guesthouses have driven the success of the serviced sector, growing 6% from

2008, with overall occupancy levels of 42%. The hotel sector saw signs of improvement in the last

three months of 2009 with slight levels of growth, although the overall occupancy rate of 68% for

2009 was slightly down on the previous year. However, the region’s hotels maintained occupancy

levels 5% above the national average (source: Tourism North East 2010). Forward bookings for hotels

in the North East see nine of the next 12 months having higher bookings than at 1st January 2009.

Serviced accommodation remains an important ingredient of the evening economy and the absence of

any provision in Stockton is an issue, albeit sites have been identified in the Town Centre and

adjacent North Shore development (further commented on later in the report).

2.38 At a local level, there are currently 45 hotels with a total of 1,736 bedrooms (Hotel Solutions: 2009).

The supply of hotels in urban areas comprises the 4* Thistle Hotel in Middlesbrough, seven 3* rated

hotels, a good stock of budget hotels (primarily Premier Inn), and a significant stock of lower-grade

hotels and pub accommodation.

2.39 Within Stockton itself, there is one 3* lower-rated hotel, one budget, one economy, two non-inspected

hotels/guest houses and four inns/pubs with accommodation. It should be noted that there are

currently no hotels under construction in the Stockton-Middlesbrough areas. The corporate market




16

has grown in the area over the past two years and it is suggested that there are good future prospects

for both 3 and 4*, and budget hotels in the area.

Retail

2.40 The retail sector is a significant market in the UK, accounting for 7% of Gross Domestic Product

(GDP) and employing 2.6 million (10%) of the working population. Recent years have seen strong

growth in the retail sector, especially since 2000, with retail growth of 23% to 2006 (source: ONS).

However, recession has ‘hit’ the UK retail market, despite these high levels of previous growth. 2009

saw falls in retail spending as the downturn took hold, although the last quarter of the year saw a

return to growth, despite the ONS reporting the weakest Christmas for two years.

2.41 The 2009 Stockton Town Centre Study noted that Stockton town centre is underperforming in

relation to the Tees Valley and beyond, most ably highlighted by the consistently high vacancy rates

recorded in retail units in the town centre. It also notes that the town suffers from a ‘central hub of

prime retail facilities’ and a lack of quality comparison retail stores, with a strong focus on value

items. Clearly, this impacts negatively both on the day time and evening economies.

Comment

2.42 It is clear that, notwithstanding the current economic difficulties, the promotion of activity at night-

time has the potential to add value to the local economy. Although there are issues relating to the

promotion of the evening economy, much of which is alcohol driven, there are clear guidelines (e.g.

the Purple Flag Award) which sets out the key ingredients that contribute towards achieving a

successful evening economy and one which is not wholly reliant on a licensed offer. Encouraging the

development of a mixed offer is essential for the future of Stockton (discussed further in Section 5)

and market trends in the sectors which contribute to this offer (e.g. music, concerts, festival, theatres,

museums and art) have remained relatively strong despite one of the most severe economic recessions

in recent years. This provides some encouragement in developing Stockton’s offer acknowledging that

this may take rather more time than would have been expected pre-recession.




17

3 The Local Context

Introduction

3.1 In this section of the report, we present an overview of Stockton-on-Tees, the regional and local

tourism context, and comment on key strategic influences – a full review of the strategies of relevance

is contained within the appendices.

Stockton Overview

3.2 In order to galvanise Stockton town centre’s evening economy, it is critical to understand the

locational characteristics, the socio economic and demographic make up of the population which are

key drivers for decision making on investment for leisure operators. Our research with operators

(commented upon in Section 5) confirms the importance of location and population in determining

future development. Acknowledging that the present economic climate is less than favourable at

present, it is important to promote the most positive picture in terms of population numbers and

growth, socio economic profile and access, to gain the initial interest of operators – a key requirement

in upgrading the current evening economy offer. In the following paragraphs we comment on a

number of these factors.

3.3 The Borough of Stockton-on-Tees is well located in the heart of the Tees Valley region, in north east

England, which groups together five local authorities encompassing Stockton, Middlesbrough,

Darlington, Hartlepool, and Redcar. The Borough comprises a number of smaller settlements

including Yarm, Ingleby Barwick, Billingham, Thornaby and Norton which have their own particular

characteristics, as well as the major settlement town of Stockton, a traditional market town. The

Borough of Stockton accounts for the largest number of residents within the Teesside and Hartlepool

urban area. The following map illustrates the geographic make up of the Borough highlighting the

potential catchment area from which Stockton’s evening economy visitors can be derived.




18

3.4 It is relevant to note that the Borough has a growing resident population of 191,900 people, up from

175,000 in 1991 (source: ONS 2010), making up 7.5% of the total population of the North East region.

The resident population for the town of Stockton itself is 81,820, comprising 34,460 households.

3.5 The following table highlights the socio-economic statistics for the Tees Valley area. Whilst Stockton

Town has a higher proportion of the population in the DE social grouping this is compensated for by

the adjacent areas of Ingleby Barwick, Thornaby, Eaglescliffe and Yarm which have a significantly

higher AB representation. In developing a more balanced mixed economy in the town centre to

underpin development of the evening economy, this broad cross section needs to be attracted building

on activities currently promoted at venues such as the Arc (commented upon later).




19

Socio Economic Statistics ONS 2001

England Stockton

Borough

Stockton

Town

Billingham Ingleby

Barwick/

Thornaby

Eaglescliffe/

Yarm

Sedgefield

% % % % % % %

AB Higher & intermediate

managers

22.2

20.4

16.8

17.6

21.9

33.2

32.2

C1 Supervisory, clerical

29.7

26.2

25.4

26.0

25.4

30.3

30.9

C2 Skilled

manual

15.1

17.0

16.9

18.1

18.4

13.6

13.5

DE Semi / unskilled manual

33.0

36.4

40.9

38.2

34.2

22.8

23.3

Economy

3.6 Traditional major employers in the Stockton-on-Tees area have included ship repairing and the steel

and chemical industries, although in association with the region in general in the twentieth century,

there has been significant decline in traditional heavy industry. Since the 1980s there has been a

significant increase in service sector employment in the area, with much of this concentrated in the

public sector.

3.7 In terms of employment, Stockton-on-Tees has an economically active population 2.3% higher than

the North East as a whole and slightly above the national average. Unemployment in the Borough is

8.2%, a figure above the regional (7.7%) and national averages (6.1%), with figures suggesting that

there is significant variation throughout the Borough (source: ONS 2009). For example, previous

research by the Council notes that unemployment in Stockton town centre has been recorded at 10.5%

in the past (2007), whilst in the Northern Parishes ward, it was as low as 0.7%.

3.8 Government figures for 2007 show that at 24.6%, Stockton-on-Tees’ employment in the distribution,

hotels and restaurants sector is higher than both regional (22.3%) and national averages (24.3%).

3.9 The Stockton Middlesbrough Initiative is an organisation set up by the councils of Stockton-on-Tees

and Middlesbrough to ‘promote the creation of a genuine ‘urban core’, or main urban centre for the

Tees Valley community’. The Initiative covers a range of ways the two councils are working together,

supporting key initiatives in both town centres and at North Shore and Middlehaven, and developing

the corridor along the River Tees between the two areas. The Stockton-Middlesbrough initiative has a

20 year vision for the regeneration of the urban core of the Tees Valley, with the main focus being the

areas along the bank of the River Tees between Stockton and Middlesbrough. This 15-20 year vision

for the area should provide significant employment opportunities in the future.




20

Education

3.10 Stockton has a growing student population with Stockton Riverside College (15,000 full and part-time

students) and Durham University (Queen’s Campus – 2031 full-time students) located in Stockton,

with both anticipating a growth in the number of full and time students over the coming years

(source: Stockton-on-Tees Local Development Framework – Student Accommodation, 2008).

3.11 Queen’s Campus is noted as having key strategic importance to Stockton and is crucial in diversifying

the area’s economic base, especially in the knowledge economy. Stockton-on-Tees Council supports

Durham University’s expansion plans, which are expected to bring an increased number of students

into the area, especially those studying for postgraduate qualifications – this is significant in terms of

the future evening economy of the town.

Communications

3.12 Stockton-on-Tees benefits from good road, bus and train links to nearby towns and this wider

communications network is reviewed and presented in the Appendices. In terms of the local

communications network, Stockton town centre is mainly accessible by foot, car, bus and rail. Of

particular relevance to Stockton’s evening economy is the bus network which serves both the local and

Teesside areas. The bus stands in Stockton town centre are currently located on the High Street

which significantly detracts from both the daytime and night-time offer due not only to the volume

(daytime and early evening) but also the fumes. The bus operation materially detracts from the assets

on the High Street and movement across it.

3.13 The main bus operators serving Stockton are Arriva North East and Stagecoach on Teesside,

providing services from Stockton High Street to Thornaby, Yarm, Billingham, Durham, Darlington,

Middlesbrough, Ingleby Barwick, Whitby and Scarborough. There are no buses that run past

midnight, with the final buses leaving Stockton between 11-11.30pm which places pressure on the taxi

network for people visiting the town centre in the late evening.

3.14 The bus routes that operate through Stockton town centre are:

Stagecoach on Teesside – 13, 35, 36, 37, 38, 52, 58, 59 and 61

Arriva North East – 6, 7, 12, 12a, 15, 16a, 16b, 516, 17, 17a, 69, M1, X1, X61, and X66

3.15 There are a number of smaller operators that provide services to other areas within the Teesside area,

including: A1, Compass Royston Travel Ltd, Leven Valley Coaches and Go (North-East).

3.16 The main train station that serves the town is Stockton-on-Tees railway station, located on Bishopton

Lane, close to the town centre, along the Durham Coast Line and operated by Northern Rail. The

station provides links to destinations across northern England including Middlesbrough, Carlisle,

Newcastle-upon-Tyne, Redcar, Saltburn and Hartlepool. In addition to this, Thornaby railway station

is located within 1 mile of the town centre, equating to approximately a twenty minute walk. The




21

station is served by Northern Rail and Trans Pennine Express which provide frequent services to

Sunderland, Newcastle-upon-Tyne, Darlington and York, Leeds, and Manchester.

3.17 Access by road is good and despite the fact that there are several car parks within relatively easy reach

of the town centre, on street parking is limited, an issue cited as being important in terms of the

present evening offer. This fact, combined with the limitations on car access along the High Street is

seen as a particular deterrent to stimulating greater use of the town centre.

Tourism Context

3.18 One North East highlights the importance of tourism to the region, with 20.9 million people visiting

in 2008, generating £3.8 billion to the regional economy - an increase of 30% on 2003 levels,

supporting a total of 60,775 jobs. The region has benefited from the ‘staycation’ trend in 2009, with

businesses reporting generally improved performance from 2008, with regional room occupancy

averaging 62% in 2009, up 5% on the previous year’s figures. Significantly, 70% of the region’s

tourism attractions saw a rise in visitor numbers compared to 2008.

3.19 The following table illustrates the value and volume of visitors to the North East sub-regions.

Key volume and value statistics for 2007

Area Economic Impact (£m) Tourist numbers (m) Tourist days (m)

County Durham 656 4.4 5.3

Northumberland 710 2.5 4.1

Tees Valley 541 3.8 4.6

Tyne and Wear 2,005 10.1 11.5

North East 3,195 20.9 25.5

Source: One North East 2008

3.20 The foregoing table confirms that the sub-region of Tyne and Wear attracts the majority of visitors to

the North East (10.1m) thereby having a greater impact on its local economy. As the table indicates

the Tees Valley accounts for a small proportion of the total tourism numbers (3.8m), day trips (4.6m)

and expenditure (£541m). Notwithstanding this, the North East Tourism Advisory Board’s Annual

Report (2008) highlights the fact that the Tees Valley sub-region experienced strong growth in the

number of overnight visitors with spending increasing by 38% in the period from 2003 to 2007,

which augers well for future tourism related development in the area.

Tees Valley

3.21 The One North East ‘Regional Visitor Survey’ (2008) suggests that 95% of respondents were regular

(as opposed to new) visitors to the Tees Valley, the majority of which were therefore day visitors

(80%) rather than staying visitors. This pattern is reflected at a regional level with 64% of visitors

having visited the North East over twenty times in the last five years.




22

S Source: One North East – Tees Valley Volume and Value Report 2007

3.22 As indicated in the foregoing table, the Tees Valley attracted over 2.2m overnight visitors equating to

an average length of stay of 2.2 days and generating revenue of £230m. It is evident from the

preceding table that the sub-region principally attracts day visitors, and although generating a higher

volume of tourist days and revenue, revenue generated from staying visitors is significantly higher per

visitor.

3.23 An estimated 8000 jobs are supported by direct tourist expenditure in the Tees Valley with an

additional 2000 jobs being supported by indirect revenue from tourism (source: One North East,

2008).

Strategic Context

3.24 In the following paragraphs, we note the key national/regional strategies of relevance to the future

development of Stockton’s evening and night-time economy – a review of these strategies is contained

within the appendices. Strategies reviewed include the following:

National

Alcohol Harm Reduction Strategy (2004)

Safe, Sensible, Social (2007)

Know Your Limits Campaign

PPS6: Planning for Town Centres (2005)

Night Vision – Town Centres for All – Management and Development of the Evening

Economy

Managing the Evening Economy (Office of the Deputy Prime Minister)

Place Survey 2008 (DCLG)

Event Britain – Great Britain, Great Events

Regional

Festival and Events Strategy – One North East

Regional Economic Strategy – One North East

Visitor Economy Strategy – One North East (consultation draft)

North East Tourism Strategy 2005-2010 – One North East

Tees Valley Area Tourism Management Plan 2009-2012

Government Office for the North East – Regional Alcohol Strategy

Tees Valley Tourist Days and Numbers 2007

Trips (m) Tourist Days (m) Economic Impact (£m)

Overnight 2,201 4,861 230

Day Visitors 12,.847 12,847 311

Total 15,049 17,708 541




23

Local

Stockton-Middlesbrough Initiative

Stockton Central Area Investment Strategy – Investment in the Future – Priorities for the

Town Centre and Riverside

Stockton Sustainable Community Strategy (2008-2021)

Stockton Town Centre Action Plan

Stockton Town Centre Study

Anti-Social Behaviour Strategy for Stockton-on-Tees

Safer Stockton – Community Safety Incentives

North Shore Masterplan

Stockton Town Centre – Conservation Area Appraisal

Comment

3.25 Our review of the local context highlights recent and projected growth in the resident population in

the Stockton area. Although Stockton town centre has a higher proportion of D/E socio-economic

groups, this is balanced by the A/B representation evident in other areas of the Borough such as

Ingleby and Yarm. As noted earlier (and commented upon in Section 5) criteria for commercial

leisure investment includes the socio-economic profile of the catchment area. Building on those

facilities which successfully attract from a wider catchment, e.g. the Arc, as well as tapping into the

student population (e.g. music events) provides a greater incentive to potential investors than just

consideration of the town centre population. Notwithstanding this, and as commented upon later in

the report a number of measures are required to consistently attract the A/B socio-economic groups

within the Borough wide population. Also material to the overall environment is the current

unemployment rate in Stockton (especially in the town centre), although the Stockton-Middlesbrough

Initiative, have designed plans to bring significant future employment benefits to the area.

3.26 Stockton benefits from significant higher and further education provision in the local area, which is

expected to grow over coming years, boding well for future town centre development. The area also

benefits from good transport connections and access, especially by bus, although there is an issue

with evening public transport. Tourism is important to the North East economy as a whole, and

although the Tees Valleys tourism economy is currently the smallest in the region, it has grown most

rapidly over recent years, suggesting possible future benefits for Stockton town centre.

3.27 Strategically, it is noted at a national level that significant changes are required to ensure town centres

function effectively, which may include multi-agency approaches and the positive effect of events.

Dealing with problem drinking is considered an important national issue. Regionally, events and

tourism are considered important for the North East’s future, alongside a strong economy and

improved public realm. Reflecting national concerns, the issue of binge drinking is noted as a serious

regional problem. At a local level, there are significant plans to bring investment and jobs to the area

(most notably through the Stockton-Middlesbrough Initiative), as well to deal with anti-social

behaviour and problem drinking, boding well for Stockton town centre in the future.




24

4 The Physical Context

Introduction

4.1 The physical environment is an essential component of a vibrant evening and night-time economy.

The “place” has the potential to encourage use depending on: how the spaces work together and their

connectivity; movement (both pedestrian and car/bus borne); the buildings and their character;

lighting and streetscape; and quality of the public realm. In this section of the report we comment on

a number of these aspects highlighting the main issues which are supported by illustratives. The

components that make up the evening and night-time offer are presented graphically in Section 5 but

are also referred to in this section.

Previous studies and emerging work

4.2 Stockton Borough Council commissioned Nathaniel Lichfield and Partners (NLP) to prepare a Town

Centre Study (March 2009). That study highlighted a number of issues that the town centre needs to

address, including:

The town centre’s negative image; poor quality and declining retail offer and a general lack of

cohesion

Maximising proximity to the riverside, Teesdale, North Shore, the Southern Gateway

Addressing poor connectivity

The dominance of buses in the High Street, and the lack of soft landscaping and greenery

which ensures that on non-market days the centre has a barren, desolate appearance that

lacks vibrancy

4.3 The NLP study proposed a number of objectives to underpin the recommended way forward

including:

Reducing the level of vacant units, charity shops and temporary uses along the High Street

and in Wellington Square

Improving the appearance of the market stalls and formalising their layout

Broadening the mix of land uses in the town centre, developing a ‘café culture’ and

stimulating the evening economy

Stimulating town centre living, focusing upon re-using vacant upper floorspace above existing

shops

Restoring and celebrating the town’s built heritage, creating a new public space/focal point

and introducing soft landscaping throughout the centre

Creating a safe and accessible town centre through appropriate public and private transport

arrangements

Revitalising the High Street by instigating a more effective and appropriate use of the

streetscape

Maintaining a high degree of public transport penetration into the town centre in a less




25

intrusive manner

Enhancing the legibility of the town centre and pedestrian / cycle connectivity to adjoining

assets

4.4 Further to the above objectives, the NLP study suggested the preparation of an urban design

framework that should be focused on the following five key themes:

To enhance arrival in to and movement within the town centre

To connect the town centre to the riverside and new development beyond

To create a central heart to the town centre, in order to connect Castlegate Shopping Centre

and Wellington Square. This would feature a public space, bus station and civic centre all

within close proximity of one another

To improve the streetscape through enhancing the public realm and shopfronts

To reinforce the historic character of the town centre

4.5 Recent work by SBC on an urban design strategy for the town centre has built on the NLP study. At

present the Council’s emerging strategy includes various analyses that describe: figure ground (grain);

frontages (blank/active); land uses; landmarks; movement; and, building height. A constraints and

assets plan is also included that reflects that of the NLP study. Options development and a core

concept/vision for the town centre we understand is in preparation.

4.6 The following material avoids repeating existing work but instead focuses on those aspects relevant to

strengthening the evening economy. Importantly, this includes new material on character areas;

hierarchy of spaces/streets; and physical profiling of the evening ‘offer’ in terms of key clusters.

Understanding the Town Centre

4.7 The historic spatial alignment of the town’s High Street (see illustrative which follows 4.7) is one that

has remained relatively unchanged since the early 18th century. However particular elements along

the High Street alignment were significantly re-built in the 1960’s/70’s (e.g. Castlegate, Green Dragon

Yard).

4.8 The High Street once functioned as the heart of the town and supported Stockton’s considerable trade

as a market town, and a theatre first opened in 1766. Subsequent growth and change occurred,

initially through slum clearance in the early 1900s and more latterly retail mall development and new

highways infrastructure. Retail development at Wellington Square has had a dramatic impact on the

way people now use the town and this has resulted in a decline in the primacy of the High Street as

the central shopping destination. The High Street therefore is an under used element of infrastructure

within the centre and appears as rather empty and ‘without a purpose’ other than for conveying

vehicular movement.

4.9 The town centre now exhibits several distinguishing physical and spatial characteristics as well as

particular land use patterns. These include:




26

Three clear north-south spatial alignments

- Wellington Square

- High Street

- River front

Limited east-west connectivity and a distinct lack of inter-relationship across the 3 north-

south alignments mentioned above (for example the quality of the linkages between The Arc,

High Street and the waterfront upper level edge is poor)

Land use clustering. The following illustrative indicates a range of clusters that exist by virtue

of:

- close physical proximity of like uses

- intensity of the use within the cluster

4.10 We have observed that a strong cluster exists along the southern part of the High Street/Yarm Lane

though the nature of this cluster and its overall quality does not make a positive contribution to the

environment at the southern end of the High Street. This area is outside the core ‘blue-line’ boundary

but relevant to the overall evening offer.

4.11 To the centre of the High Street area (west from Dovecote Street to the upper level river edge) there

exists a poorly connected cluster of evening economy related uses. Several of these, at key locations

overlooking the river, are vacant and weaken the overall west-to-east draw. Whilst The Arc is a

strongly performing performance/cultural events facility, its distance from the High Street and

dislocation - influenced by the vehicle dominated Prince Regents Street - again weakens the cluster.

4.12 Two weak clusters exist: the first to the northern end of the High Street; the second along Church

Road. Each displays different use characteristics. The former is primarily pub-related and includes

several vacant premises that weaken the cluster. The latter includes a wider range of facilities

(recreation, sporting, leisure, and restaurant) but these are few in number and somewhat spread out

along Church Road, lacking any real sense of focus.




27




28

Key Issues to Address

Lack of correlation between the three spatial alignments and the clusters of evening/leisure

activity

Weak clusters to northern High Street / Church Road need to be reinforced

The central cluster fulfils an important function to integrate the eastern (river front/Green

Dragon Yard) and western (The Arc) sides of the High Street.

Southern cluster, while strong, creates negative connotations and attracts anti-social

behaviour

Public Realm Hierarchy

4.13 The public realm within the study area falls into the following hierarchy of five broad categories of

street and space. These are illustrated in the diagram that follows and comprise:

High Street - the principal town centre space

Key High Street connections (to be improved)

Upper level river edge

Important pedestrian links

Town centre fringe and by-pass

High Street

4.14 Despite its historic evolution and current state of decline, High Street remains the principal focus for

the town centre. The linear pattern dominates the form and structure of the wider town centre. It

functions as the primary organisational element by which other routes are defined and connected.

Pedestrian movement should be prioritised but other movements retained to ensure an active and

lively street scene supporting adjacent retail. High Street is the principal ‘stage’ and as such should be

the focus of evening activity.

Key High Street Connections

4.15 Four key connector routes link High Street to adjacent areas. These 4 routes link either east or west

and are in need of various streetscape/highways improvements. With a stronger defined character

(for example through public realm upgrade/tree planting to Church Road) these routes could better

integrate the more disparate elements of the area. Developing a strong character to these routes

would also assist in strengthening the clusters mentioned previously. These routes cater for the full

range of modes but must ensure that pedestrian connections are attractive, safe and link into where

people want to go.

Upper level river edge

4.16 The upper level river edge is a unique element within the town centre’s street/space hierarchy. Part




29

pedestrianised, the route caters for primarily pedestrian/cycle movement and access to adjacent

restaurants/businesses. This area is the only real opportunity where the town centre can take

advantage of its river aspect/views and as such deserves special treatment in public realm design.

Important pedestrian links

4.17 Predominantly for non-vehicular users, the important pedestrian links play a vital role in binding

together the ‘back-street’ areas of the town centre with more important locations. Such links generally

find themselves connecting into key shopping routes and have the potential to be rich in character

and highly functional. Many of these routes however are unattractive and induce low perceptions of

safety. The interesting alley routes linking west of High Street need better lighting and better way

finding to indicate what they are connecting to.

Town centre fringe

4.18 The town centre fringe includes a by-pass running parallel to High Street. This does little to enhance

the town centre environment. Principally catering for vehicular movement, this by-pass dominates

the character of the western side of the town centre and limits the potential for vibrant evening

economy uses to exist. The Arc sits along this route and would benefit for local

improvements/crossings to tie the facility into the High Street. North of The Arc the street setting

becomes increasingly poor with blank walls, expansive car parks and uninspiring roadside vegetation.




30




31

Key issues to address

Clarity over street/space hierarchy is required to support adjacent uses and define the

purpose for various aspects of the public realm

Focus on creating attractive settings within High Street to better support adjacent leisure and

evening economy uses

Treat the key connector routes as gateways into High Street. Each route should have its own

character and identity and support the clusters it bisects

Focus on safety, lighting, wayfinding and purpose of pedestrian links. Ensure these links

connect with other links.

Address street crossings and quality of streetspace adjacent to The Arc

Existing Town Centre Character

4.19 Stockton’s town centre, and specifically the area focused around High Street exhibits a diverse and

somewhat confused pattern of land uses, building form and type and has a variable sense of

consistent identity.

4.20 The following illustrative describes the pattern of current character areas across the town centre,

within which some 9 different types are noted. These are principally defined by land use and vary

markedly from the extensive mixed High Street area through to quite small isolated pockets of

discrete use.

4.21 The weaknesses of the current picture are clear. Areas of distinct character are divorced from each

other (e.g. the cultural locations) and the resulting experience for the user on the ground is a confused

sense of what is on ‘offer’ (choice) and how these choices interrelate.

4.22 There are large areas of weak character (e.g. services and infrastructure) that contribute little towards

an environment suitable for evening economy activities. The High Street does offer the opportunity

for such activities but is poorly utilised with uses dispersed off this main spine. Part of the reason for

this may relate to the rather expansive and undefined space that is the High Street, where a lack of

intimacy and evidence of how people can occupy spaces undermines the desire for people to linger.

Other reasons include the early closing hours of the retail areas that, in consequence, creates a rather

dead feel to the area in the evening.

4.23 Addressing shortcomings in existing character patterns will assist in establishing the purpose of

different parts of the town centre. Such an approach will lead to better articulation of the local

environment in support of particular uses. Understanding how the High Street can interrelate with,

for example, culture and heritage will begin to map out a mechanism for encouraging evening

economy uses.




32




33

Movement Hierarchy

4.24 Stockton town centre includes a number of different routes catering for different types of movement.

These range from the busy, vehicular movement dominated by-pass (Prince Regent Street, Nelson

Terrace and Victoria Street) to the fine network of pedestrian streets and alleyways that connect into

High Street.

4.25 The following illustrative sets out the proposed hierarchy of movements across the town centre and

suggests 4 principal levels: Primary route, High Street, Secondary route and tertiary routes. These are

described below.

Primary Route

4.26 This route includes the by-pass to the west of High Street and caters for primarily vehicular

movements. The route characteristically runs along the ‘backs’ of development blocks and provides

strategic access to the town centre and car parks. The quality of the route from an environmental and

pedestrian/cycle perspective is poor. Crossings are unattractive and do not encourage integration of

areas east of the by-pass.

High Street

4.27 As previously described, the High Street is the principal historic axis around which the town centre is

organised. The street space (height-to-width ratio) is generous and varies, with the wider parts of the

street at 1:6 leading to an open and unenclosed feel. Other parts of the street include built elements

within the space (e.g. the Town Hall) and have a different character as paired parallel streets.

Historically, the High Street allowed full access in both directions and formed the busy heart of the

town. Current movement arrangements offer limited access for private vehicles, but afford bus and

taxi access. Turning heads for both bus and taxi tend to dominate the northern and southern ends of

High Street, limiting pedestrian east-west movement.

4.28 As the NLP report commented, overall the street has a rather empty/inactive feel and would benefit

from more on-street parking, two way car movement. Better management of bus movements to avoid

the tendency of ‘bus walls’ being created, along with re-design/re-location of the southern High Street

taxi rank and turning area.

Secondary Routes

4.29 The secondary routes are defined as those that provide principal gateways/connections into the High

Street, including:

Church Road

Bishopton Lane

Yarm Lane

Dovecot Street




34

4.30 These streets vary in character and cater for different types/modes of movement. Dovecot Street is

pedestrianised, Yarm Lane has timed access control while Bishopton Lane and Church Road allow full

movement. In addition, each route supports different types of adjacent uses and generally allow for

on-street car parking. Dovecot Street and Church Road have the clearest street character while

Bishopton Lane and Yarm Lane are rather ambiguous and of a poorer quality.

4.31 There is a need for the reinforcement of a clear and consistent character for each route related to its

principal use cluster (defined earlier), with balanced vehicular, pedestrian, cycle and bus access and,

in terms of streetscape quality these routes should read in a sub-ordinate role to High Street.

Tertiary Routes

4.32 These comprise the bulk of the local access streets, lanes, footpaths and alleyways across the centre.

Pedestrian priority is key and intervention should focus on environmental quality, lighting, signage

and ensuring that all routes connect with other routes and are, as far as possible, well surveilled by

adjacent uses.




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36

5 Stockton’s Evening and Night Time Economy

Introduction

5.1 In the following section of our report we review Stockton’s evening and night time economy,

commenting on the product (and planned development), crime and management. We also review the

key findings of the street survey which provides a consumer response to the mix and quality of offer

and conclude with the views of the industry in terms of development of new brands in the town

centre, based on sample market testing with agencies and operators. The study has included an audit

of Stockton’s core town centre evening and night-time product, encompassing pubs, bars, restaurants,

fast food/takeaway, night clubs, taxis and other uses (e.g. retail) which is also commented upon in

this section.

The Evening and Night Time Economy Product: Overview

5.2 In many towns and cities the evening economy is characterised by a variety of activities which take

place from the early evening into the late night. These activities often change from one time period to

the next with typically, the early evening (e.g. 5pm-8pm) focusing on both people leaving work and

visitors/shoppers with activities comprising late night shopping, going to gyms/health clubs, early or

pre-theatre dining, visiting the cinema, bowling and other commercial leisure activities. The late

evening (8pm-11pm) is characterised by the arrival of diners and late night visitors and the opening of

venues such as nightclubs. At this point diners and theatre goers are leaving the town centre. Into

late night (11pm onwards), the closure of bars and nightclubs (with late licenses) sees an overspill of

people onto the street and heading towards taxi ranks and takeaways prior to continuing their journey

home.

5.3 Key aspects of Stockton’s current evening and night-time product cannot be compared to the

‘traditional’ key elements that make up an evening economy which is the change in uses throughout

the evening. In reality, after 5pm, most of the shops in Stockton’s town centre have closed (with the

exception of the Christmas period) resulting in a lack of movement in and around the town centre

resulting in the High Street becoming desolate, a trend that is carried on until the late evening when

key night time venues including Zanzibar and KU Bar open. The need to use the High Street as a

main source of access is further limited by the location of the Arc and KU Bar, which are located on

Dovecot Street and Prince Regent Street respectively, with both areas restricted by the lack of quality

linkage to the High Street.

5.4 The following map illustrates Stockton’s evening and night time product. In the context of this study,

and reflecting the study boundaries identified in Section 1, the map is split into two defined areas, the

‘evening economy’ boundary –which is the main focus of this study and the wider study area, which

takes into account the product/offer within close proximity to the evening economy boundary.

5.5 What is evident is that much of the existing provision lies outside the blue line boundary and indeed,

existing provision is scattered and somewhat disparate with no real structure, theme or focus.




37

5.6 From the following illustrative, it is possible to draw out a number of loosely defined clusters of the

evening economy offer, namely:

The majority of the offer is concentrated in the area defined by High Street, Prince Regent

Street, Yarm Lane and Dovecot Street. The preponderance of pubs, clubs and takeaways

however makes this area unattractive to a broad range of users during the evening and at

night. Shop fronts are generally of a low standard and the surrounding public realm is

unattractive and dominated by taxi and bus movement. Three of the four ‘cultural’ foci are

located nearby and to the north and therefore do not draw users further south towards Yarm

Lane

Heading north of the Town Hall to Stockton Parish Church, the sudden lack of night time

activity becomes apparent. Apart from a seemingly random scattering of restaurants and

pubs in the area, there is no informal or formal evening economy focus in this northern area

High Street North - although smaller in size, this area has a similarly pub-focus to the one

found at the southern end of High Street. The majority of this offer is in relatively close

proximity to the Globe but includes a number of vacant sites, making this cluster particularly

weak




38




39

Audit of Key Evening Economy Facilities in Stockton Town Centre

Map Key Name of Facility and Location Open/Closing Time

Cultural/Arts Supply

1 The Globe Theatre – 154-157 High Street Not open

2 Green Dragon Studio – Green Dragon Yard Mon-Sat 9am-5pm (studios open till 10pm on demand), closed Sun

3 The Georgian Theatre – Green Dragon Yard n/a

4 The Arc Centre – 60 Dovecot Street n/a

Pub/Bar/Nightclub Outlets

1 The Cattle Market – 4 Church Road Mon-Thurs 11am-11pm Fri/Sat/Sun 11am-11.30pm

3 The Royal Oak Inn – 20 High Street Mon-Sat 10am-11pm, Sun 11am-11pm

5 The Sun Inn – Knowles Street Mon/Tues/Thurs - 11am - 4pm and 5.30pm - 11pm,

Wed/Fri/Sat - 11am-11pm, Sun - 12pm-3pm and

7pm-10.30pm

6 The Green Dragon – 7-8 Finkle Street Mon-Sat 11am-11.30pm, Sun 12pm-11pm

4 Mulberry Tree – 163 High Street Mon-Sun 11am-12am

7 Stag Inn – 34 Silver Street Mon-Sat 9am-11pm, Sun 12pm-11pm

2 Lambton Castle – 1 High Street Mon-Thurs/Sat-Sun 11am-11pm, Friday 11am-

12am

8 Ku Bar – Prince Regent Street No opening hours available*

9 Trader Jacks – 117 Blue Post Yard Mon-Thu 11am-11.30pm, Fri/Sat 11am-2am. Sun

12pm-12.30am

10 The Red Lion – Ramsgate 11am-11pm Mon-Sat, 12pm-10.30 pm Sun

11 Goldie Bar – 93 High Street No opening hours available*

12 The Thomas Sheraton – 4 Bridge Road 7am-12am Mon-Sat. 7am-11pm Sun

13 Flannagans Bar – 27-29 Bridge Road No opening hours available*

14 Zanzibar – 88-91 High Street Thurs-Sat 9.30pm-2am

15 The Green Tree – 19 Ramsgate No opening hours available*

16 Reindeer Inn Pub – 3 Ramsgate No opening hours available*

17 The Royal Exchange – 102 High Street Mon-Sat 9am-11pm, Sun 12pm-11pm

18 Jockers – 11 Yarm Lane No opening hours available*

19 The Garrick Pub – 34 Yarm Lane Sun-Thurs 9am-11pm, Fri 9am-1.30am, Sat 9am-

3am

20 Walkers – 6 Bridge Road No opening hours available*

21 Falchion Pub – 56 Yarm Lane Closed

22 Trinity’s – 54 Yarm Lane No opening hours available*

24 Bambooza – 94-95 High Street, TS18 1BD 11am-11pm Mon-Sat.

12.30pm-10.30pm Sun

25 Brad’s Bar – West Row No opening hours available*

26 Emporium – 97 High Street No opening hours available*

27 Bianco’s Night Club – 29 Prince Regent Street No opening hours available*

Restaurant/Café Supply

1 Faiwong Restaurant – 74-76 Church Road 12.00 – 22.00 every day




40

2 Kaminaki Greek Taverna - 92 Church Road 5.30pm - 10pm Tuesday-Saturday. Closed Sun/Mon

3 Roundabout Kitchen – 104 Church Road Mon-Fri 8am-4.30pm. 8am -1pm Sat. Closed - Sun

4 Lazio’s Pizza – 6 High Street No opening hours available*

5 Barnacles Takeaway – 16 High Street Mon-Sat 10.45am - 7pm, closed Sun

6 Fatsos Filling Station, Knowles Street Mon-Sat - 9.30am-3.30pm Closed - Sunday

7 Café Briscoe – 9 Finkle Street Mon-Sat 10am-4pm, closed Sun

8 Silverside Café – 4 Silver Street Closed

9 Logan’s Café Lounge – 9 Silver Street Mon-Sat 9am-5pm, closed Sun

10 Ritanos – 6 Nelson Terrace No opening hours available*

11 Omar Indian Cuisine – 32-34 Norton Road No opening hours available*

12 Carpaccio Bar Restaurant – 41 Dovecot

Street

Mon-Fri 12pm-2pm Sat 12pm-10.30pm.

Mon-Thu 5pm-10pm Fri 5pm-10.30pm

Closed Sun

13 McDonald’s – 121/122 High Street 6.00 am – 7.00 pm every day

14 Royal Bengal – 4 Prince Regent Street No opening hours available*

15 El Greco – 6 Ramsgate No opening hours available*

16 Sicilianos – 36 Yarm Lane No opening hours available*

17 The Peking Garden – 15 Bridge Road Thur-Sat 12pm-3pm. 5-12pm every day

18 Joe Rigatonis – Castlegate Quay Mon-Fri 12-2.30pm & 5-12pm. Sat 12-12.

19 Good Luck – 64 Yarm Lane No opening hours available*

20 Taj Mahal Restaurant – 90-92 Yarm Lane No opening hours available*

21 The Gallery – 1 Castle Way 8.00am-5.00pm Mon-Sat

22 Pacitto Ltd, 21 Dovecot Street 8.30am-5.00pm Wed & Sat. Other days 8-5.

Window service on Sundays

23 Drop In Café – 14 Norton Road 6.00am-1.40pm Mon-Fri.

06.45am-1.40pm Sat

24 Assetto – 88 High Street No opening hours available*

25 Ramsgate Café – 16 Ramsgate No opening hours available*

26 The Bayleaf – 17 Regency West Mall No opening hours available*

27 Colours – 5 Norton Road 9.30am-3.00pm Mon-Sat

Takeaway/Fast food Supply

1 Iffys Halal Takeaway – 61 Dovecote Street No opening hours available*

2 The Cedars Takeaway – 30 Yarm Lane No opening hours available*

3 Kings Chinese Takeaway – 95 Skinner Street 5pm-11pm Tue-Thu & Sun.

5pm-12am Sat. Closed - Mon

4 Barnacles – 15 Dovecot Street 9.30am-11.00pm Mon-Sat.

12.30pm-7.00pm Sun

5 Angelo’s Take Away, 17 Norton Road No opening hours available*

6 Baba Jan Takeaway – 60 Yarm Lane No opening hours available*

7 KFC – Wellington Street 10am-11pm 7days

8 Chicago – 32 Yarm Lane No opening hours available*

9 Domino’s Pizza – 17 Prince Regent Street 11am-12am 7 days

10 Top Wok – 82 Dovecot Street 4.30pm-11pm Wed – Mon. Closed - Tue

11 Spaghetti Junction – 56 Prince Regent Street No opening hours available*




41

12 Grill House – 28 Prince Regent Street No opening hours available*

13 Subway –64 High Street 9am-9pm Mon-Sat. 12-6pm Sun

14 Italianos – 17 Bishopton Lane No opening hours available*

15 Ciao Italia –15 Bishopton Lane No opening hours available*

16 Spring Flower – 20-22 Norton Road No opening hours available*

17 Bellview Fish Bar – 18 Norton Road No opening hours available*

18 Vanazia Pizzeria – 46 Norton Road No opening hours available*

19 Spice Garden – 61-63 Norton Road No opening hours available*

20 Spice Bite – 26 Prince Regent Street No opening hours available*

21 Tommy Tuckers - 19 Dovecot Street Mon/Tue 9am-4.30pm, Wed-Sat 9am-5pm, closed

Sunday

22 Tastebuds – 20 Prince Regent Street Mon-Fri 8.30am-2pm

NB No opening hours available* - opening times unknown as disclosed by client

5.7 The preceding map highlights that there is a significant lack of evening economy products available

within the evening economy boundary (outlined in blue). A higher concentration of bars/pubs,

restaurants and takeaways is positioned towards the southern end of the High Street and around

Prince Regent Street, further evidencing the notion that there are no real links from the area around

the Arc Centre and the evening economy boundary.

Key Assets

5.8 The present offer in the principal area of focus i.e. top end of the High Street and Church Road very

much focuses on the licensed trade with the southern end of the High Street providing similar

facilities augmented by a couple of nightclubs and takeaways. However, within the area there are a

number of heritage/arts “gems”, which, in combination, have the potential to re-position Stockton’s

evening economy profile. These comprise: Green Dragon Yard and The Arc. Linked to these is the

potential re-development of the Globe Theatre, which, as illustrated in the following diagram provides

a focus for activity based on the performing arts, commercial leisure and heritage and in combination,

could provide a “cultural offer”. In addition to these, Stockton benefits from a strong events

programme which attracts visitors from the wider areas. For completeness, a summary of each of

these is presented in subsequent paragraphs.




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43

Green Dragon Yard

5.9 Green Dragon Yard is an historic location within the town centre that has recently been subject to

refurbishment – both buildings and public realm. The space itself is of a small, intimate character

with a mix of residential, a hairdresser, council-run retail shop, arts and a pub and is promoted as a

cultural quarter. Located between the High Street and the upper level river frontage, it forms an

important connection between the two. Notwithstanding this, its connection to the High Street is less

successful with poor signage and limited access, while a feature of the space (in terms of “sense of

discovery”) serves to militate against it, resulting in a “backlands” feel.

5.10 Green Dragon Yard encompasses the Georgian Theatre which can accommodate 200 people

(standing) together with recording and rehearsal space. The combined facilities offer one of the few

areas that successfully attract young people, predominantly as a consequence of the wide range of

bands performing at the Georgian Theatre and events such as the ‘alternative’ club nights that take

place at weekends.

5.11 The area does benefit from lighting that runs across the top of the buildings and blue lighting on the

ground to create a more ‘enchanting’ environment in the evenings. Whilst such improvements make

this small area more attractive, there still remains a negative perception of safety due to the Green

Dragon pub and particularly the nearby Courtyard Hotel.

Tees Valley Music Alliance

5.12 The Tees Valley Music Alliance (TMA) is a not-for-profit organisation which was established by a

group of local musicians for local artists and the local community. The organisation is based in the

cultural quarter of Stockton, Green Dragon yard and comprises:

Georgian Theatre

Green Dragon Studios

Stockton Riverside Fringe Festival

‘From Teesside with Love’ record label

5.13 TMA receives funding from the Arts Council and hosts a wide range of events in the town centre

including a collaboration with the Arc and Ku Bar, called Stockton Calling, which is a three-way

musical festival providing access to all three venues.

5.14 In addition to the foregoing, TMA also own offices in Calverts House which are sub-let to businesses

and individuals who work in the creative industries. This includes ‘From Teesside With Love’ record

label; a film maker; a community musician; and a marketing company that specialises in the creative

industry.

The Arc Centre

5.15 Although slightly outwith the core study area, the Arc, in our view, has the potential to be a critical

part of the future evening economy. Sited at the junction of Dovecot Street and Nelson Terrace and set




44

back from the primary High Street it is close to the central area and with improved connectivity

(physical and market) has the potential to make a significant contribution to the future evening offer.

5.16 This multi-arts centre comprises a good range of facilities including:

130 seat cinema

250 seat theatre

400 seat (550 standing) music/comedy space – The Point

88 seat studio theatre

Workshop space/ dance studios

Meeting rooms

5.17 The Arc has 5 main strands of activity including:

Live performances

Film screenings

Education/participation

Community development

Visual arts

5.18 Interestingly, the Arc caters for the local community, the student population and attracts visitors from

“out of town”. It has also started to forge relations with TMA which augers well for the future. The

following statistics provide some insight into visitor profile, the most popular activities and

attendance numbers.

The Arc attracted a total of 74,934 people between March 2009 and March 2010

Between December 2008 - November 2009 the cinema drew the largest audiences attracting

15.9% of all visitors followed by community performances (12.1%), comedy shows (11.8%), the

CAMRA Festival (11.6%) and the Christmas Show (9.4%)

The vast majority of cinemas users came from within the Tees Valley area. Outside of Tees

Valley, the areas with more than 300+ visitors were Darlington and Great Broughton

5.19 Embracing the activity and programmes of the Arc will be key to diversifying the evening offer and in

attracting new offers.

Planned Development of the Globe

5.20 In addition to our analysis of the current product and commentary on key assets, the proposed

development of the Globe Theatre is a further important “piece in the jigsaw”. Located at the northern

end of the High Street the Globe has been closed since 1996 but planning permission was granted in

December 2009 to restore and upgrade the facilities for performances and for conversion to a multi-

purpose venue. We understand that an adjacent property which is also vacant is to be converted into a

new café/bar/bistro linking with the Theatre. This will provide a pre-performance venue and catering

facilities for events that will potentially be held in the Globe and will be open both during theatre

performances and also when the venue is not in use.




45

5.21 The development plans are based on incorporating modest changes and will also include retaining the

present appearance and character of the building, a capacity of up to 2500 (with two-thirds standing)

and a lower capacity for all-seated events and increasing the number of disabled access WCs in the

entrance and the stalls.

5.22 This is a significant and important development for the northern end of the High Street – it has a

dominant street-oriented façade and the potential to reinforce the northern clusters (commented

upon previously) that at present lack definition and clarity. We believe that it will support Stockton’s

development of leisure and cultural facilities as well as increasing movement through the area and

provide a draw for people from not only Stockton but neighbouring towns within the Tees Valley area

into the town centre.

Heritage Buildings

5.23 The study area and immediate adjacent area both exhibit a strong heritage offer which not only

benefits the day time offer but potentially the evening offer. In particular, its promotion in the early

evening (i.e. 5.00pm-8.00pm) facilitated by lighting and signage offers a further opportunity to

diversify away from a licensed outlet based economy, contributing to developing more of a mixed

economy.

5.24 As previously mentioned, Stockton also has a heritage trail which focuses on Stockton’s historical

buildings and locations and underlines the surviving examples of buildings and key features from the

18th and 19th Centuries when Stockton became a prominent shipbuilding centre and later was famed

for its world renowned railway. The trail starts at the Town Hall and follows the town centre taking

in Dovecot Street, West Row, Ramsgate, Yarm Lane, Green Dragon Yard, the River Tees, Church

Street, and the Parish Church where the trail ends. The illustrative (overleaf) illustrates the heritage

trail and illustrates how it can successfully complement and support a (proposed) character area

approach.

5.25 Church Road, located within the proposed ‘Leisure’ character area is a designated Conservation Area

and includes a number of Listed Buildings. Those buildings include the 18th century Georgian terraced

properties along the northern edge of Church Road. At the present time these are used to

accommodate predominantly civic administrative functions in conjunction with SBC’s main building

opposite. The NLP study recommends consolidation of civic functions that could release these

properties for alternative uses more supportive of an evening economy activity.




46




47

5.26 Aside from the Listed Building constraints, Georgian terraced buildings exhibit specific characteristics

(see below) that influence their potential re-use and adaptability. These include:

Residential development types – building depth circa 10-12m cf. Modern office space 14-18m

Generally 4 storey with internal stair

Terraced arrangement, thick internal structural walls, party walls supporting chimneys

Internal spaces vary in size, difficult to adapt

Ground floor spaces often smaller than 1st floor (the 1st floor was the more important in

Georgian times)

Internal space organised with a clear ‘front’ and ‘back’ pattern

Internal stair design and location constrains ground floor

Ground floor fenestration often smaller (structural stability) than 1st floor. Upper levels

exhibit smaller windows

Ground floor often elevated off the street, accessed by a short flight of stairs – accessibility

issues

5.27 In respect of issues relating to Building Regulations as we believe they would apply, we would

comment as follows:

PART B can be onerous for 3-4-storey buildings - a protected staircase route to the main exit

must be provided unless there is an approved means of escape from the top floor. This can

rule out open-plan layouts and make conversions problematic. Revision to Part B (April

2007) encourages a fire-engineered approach using a combination of fire-detection, warning

and sprinkler systems which allow more flexibility in open-plan layouts

PART L limits glazing areas, making it difficult to achieve adequate day lighting when deep

plans are combined with narrow frontages




48

PART M requires the entrance level to be accessible to a wheelchair user. It governs the

widths of entrances and corridors and the location of WCs. The entrance and internal doors

on the entrance level must have a clear width of 775mm or more. A wheelchair-accessible WC

must be provided at entrance level or on the principal storey. WCs must be at least 1,000mm

wide internally, with a clear space of 750mm deep outside so that the door can open

outwards. This makes it difficult to locate the WC beneath the stairs, leaving little option but

to locate it next to the front door, or between the two ground-floor rooms, or at the back of

the house blocking a through-route to rear open space

5.28 Given the issues above, the options for re-use of the Georgian terraced building type are limited to:

Residential (house or conversion to flats)

Hotel (boutique) utilising character

Employment (office) - suitable for multiple-let space, start-ups with shared facilities

(reception etc. at ground) or small ‘own-front-door’ businesses

Mixed-use (residential over office)

5.29 We believe that that they are unsuitable for entertainment, restaurant, café/bar etc. due to limited

ground floor size, fire egress and structural constraints.

Existing Events Programme

5.30 Stockton benefits from a well-established events programme which draws both artists and visitors

from around the world. The gem within the events calendar is the Stockton International Riverside

Festival which is now in its 23rd year. A brief summary of key events/festivals is presented below.

Stockton International Riverside Festival (SIRF) – promoted by Stockton Borough

Council, this is a 5-day festival held in July on the last Thursday-Sunday of the month. The

event transforms the town centre with events including outdoor theatre, street events, circus,

dance and music and attracts international performers and visitors. The programme of

events are held in various locations around the town centre including the High Street, the

Arc, Parish Gardens and Trinity Green

Stockton Fringe Festival – organised by the Tees Music Alliance, the music festival runs

alongside the SIRF and is sited along the bank of the River Tees in Stockton. Supported by

Arts Council England, all performances and events are free and includes prominent acts from

the music industry

Stockton Fireworks Display – this annual event takes place on Guy Fawkes Night (5th

November) along the riverside from 7.30pm – 9.00pm and is free to the public. The event

includes 32,000 explosions reaching more than 1,800 feet into the sky with more than 500

different effects and is considered to be one of the best firework displays in the Borough

Stockton Sparkles – is Stockton’s Christmas festival and runs for 3 weeks between

November and December each year. The festival is organised by the council and the

programme of events includes the Christmas lights switch on, the community carnival,




49

Christmas market fair which includes a Victorian fun fair and the reindeer parade as well as

street entertainment

Infinity Spring Festival – organised by the council and takes place on the May Day Bank

Holiday weekend on the riverside, celebrating the opening of the Infinity Bridge. The festival

includes the illumination of the bridge and a Lantern Parade involving local schools and

community groups

The Retail Offer

5.31 The Stockton Town Centre report prepared by Nathaniel Lichfield and Partners (March 2009)

commented upon the retail offer noting the low proportion of comparison retail uses in relation to

national averages and also the number of vacant uses. A lack of national multiple retailers was also

highlighted as well as the focus on “value/discount” sectors. Although a function of the daytime

economy, the current “state of play” of retail also has implications for the night-time as retail provides

one of the elements that contributes to vibrancy and has the potential to attract visitors who will link

their visit with other activities such as eating out, going to the cinema/theatre. Focused mostly on the

two shopping centres (Castlegate and Wellington Square), the High Street is also an important

location. The contribution of the current retail offer to the evening economy is limited with most

shops closing between 5.00pm-5.30pm with late opening restricted to a few days round the Xmas

period. From our discussion with the Centre Managers it would appear that there is little appetite

amongst retailers to remain open citing the fact that the town centre is “dead”.

5.32 Clearly, there is a need to embrace the retailers in future activity that should result from actions taken

as a consequence of this study, and should (on a limited basis in the first instance) encourage footfall

and consequent revenue generation opportunities.

5.33 In addition, there are a large number of vacant retail units within the study area which have a

negative impact on the vibrancy of the town centre. Consideration has to be given to finding creative

ways of reducing this negative impact on the town centre by seeking alternative uses for these units.

One way of countering this problem (raised during our consultation process) could be to facilitate

educational institutes such as Stockton Riverside College, which has strong creative and cultural

departments, to use the vacant units as part of the empty shops programme to showcase students

work. This would not only overcome the issues of empty shop units but also provide a reason for

students to be in the town centre on a more regular basis which would help change the “feel” of the

town.

The Markets

5.34 Markets have been trading in Stockton since the 14th Century. The current market takes place on

Wednesday and Saturday with many of the traders having occupied pitches for a number of years.

From its historic roots as a charter market, traders have established a profile that provides a basis for

moving forward both in terms of the quality of the appearance of the stalls but also in terms of

location and current distribution. There is no doubt markets also have a role to play (albeit with an




50

improved quality), not just limited to the regular presence on a Wednesday and Saturday but widened

to provide a more varied offer at other times of the day and year(e.g. French/German markets)

5.35 It is also clear that the markets in their current layout dominate the High Street on market days to an

extent whereby it is difficult for other events to run in tandem in the town centre. The current

arrangements for breakdown and set up also impact on the potential for other events to place at other

times during the week. Consideration needs to be given as to how the markets can complement with

other potential activities in the town centre, rather than compete which would be helped by moving

them further south on the High Street.

Crime and Disorder

5.36 Stockton town centre has gained a reputation for anti-social behaviour with many people opting to

stay away from the area in the evenings due to the perception of crime (confirmed by our on-street

surveys). In reality however, crime levels have reduced in recent years (see below) with many

suggesting that this is as a consequence of a decrease in the number of people visiting the town centre

in the evening. Notwithstanding this, the police have promoted a number of initiatives which may

have impacted positively on recorded crime. These include: Operation Tranquillity which provided

additional police officers in selected areas (supported by the publicans in these areas); and Think

Before You Drink campaign which also involved the PCT. Further, extensive CCTV coverage

particularly in the High Street may also have helped to reduce incidents of crime.

5.37 As commented upon previously, the overall level of crime in Stockton town centre during a five-year

period from March 2005 (1095 offences) to February 2010 (865 total offences) decreased by 21% with

other theft, violence, harassment/alarm/distress, criminal damage and drugs accounting for over

90% of all offences during this time as illustrated in the following table overleaf.

Offence 2 Mar 05 Feb 06

Mar 06 Feb 07

Mar 07 Feb 08

Mar 08 Feb 09

Mar 09 Feb 10

Grand Total

Other theft 560 567 538 532 433 2630

Violence 200 259 249 280 182 1170

Harassment, alarm or distress 75 157 216 72 60 580

Criminal Damage 65 96 95 86 51 393

Drugs 69 57 52 79 55 312

Other burglary 43 31 21 27 26 148

Vehicle crime 22 33 25 14 11 105

Robbery 23 13 8 9 5 58

Sexual Offences 6 11 11 12 11 51

Fear of violence 4 9 6 11 6 36

Affray 3 7 9 9 3 31

Possess offensive weapon 6 5 3 4 6 24

Bladed article 3 3 1 7 5 19

Receiving stolen goods 3 2 2 7 4 18

MOWP 4 2 6 1 4 17

Dwelling Burglary 3 3 5 2 3 16

Fraud/Forgery 6 6 2 1 15

Going equipped 1 1 2 4




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Abduction 1 1

False imprisonment 1 1

Grand Total 1095 1264 1250 1155 865 5629

(Source: Cleveland Police 2010)

5.38 There is extensive CCTV coverage in the town centre providing police with 24-hour surveillance and

highlighting problems in certain areas. The following map illustrates CCTV coverage in the study area

as well as the wider areas within the town centre.

(Source: Cleveland Police 2010)

5.39 This extensive CCTV coverage may have contributed to the reduction in the level of crime in the town

centre with cameras concentrated on the High Street and immediate adjacent areas inhibiting anti-

social behaviour.




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Stockton Town Pastors

5.40 Based on an awareness of a scheme called Street Pastors with a successful track record in reducing

crime and anti-social behaviour, Stockton Town Pastors was established, as a service, in late 2009.

Supported by the Council and Cleveland Police, the Pastors offer a service on Friday and Saturday

nights between 9.00pm-3.00am operating from Stockton Parish Church Hall (which effectively acts

as a safe haven). The Pastors comprise over 50 volunteers and operate with two teams of 3 people.

5.41 Stockton Town Pastors are funded through donations and recently secured sponsorship from Safe in

Tees Valley. Not an enforcement organisation, the teams work closely with the police and industry

and see their role in: dealing with the more vulnerable whether though drink, drugs or other factors;

conflict resolution; and supporting the industry. As is evident from the crime statistics previously

summarised, the perception and fear of crime is now a barrier rather than incidents of crime. The

Town Pastors therefore have a key role through their street presence at weekends and in dealing with

situation before they require a police presence.

Management and Operation

5.42 At present there is no structure that draws together the various elements of the industry that makes

up the evening economy. The pubs are represented by the Pubwatch Scheme (commented upon

below), together with a Retail Forum and a Market Traders Associations with the Town Centre

Manager (a Council employee) trying to bring together the disparate elements that include both

private and public sector representatives.

Stockton Pubwatch Scheme

5.43 Historically, the Pubwatch Scheme was managed by the police but is now operated by the industry

itself. With a history dating back some 20 years, it is considered to operate relatively well and in

recent times a Pubwatch just covering the Town Centre has been created. The change in licensing

legislation (including transfer of responsibility from magistrates to the Council) together with

extended opening hours brought with it a requirement for licensees operating longer opening hours to

attend Pubwatch meetings.

5.44 Pubwatch convenes four times a year with any incidents occurring in the intervening periods that

involved the police reported to the Pubwatch chairman. In terms of effectiveness, the Scheme is

considered to be reasonable and in relation to safety doormen have established a regular mobile

‘phone contact to overcome any problems that they encounter.

‘Think B4U Drink’ Campaign

5.45 The Association of Town Centre Management (ATCM) highlights Stockton’s ‘Think B4U You Drink’

campaign as good practice within their ‘communications and marketing’ practice examples. The

project, established by the Safer Stockton Partnership, combined a number of initiatives designed to

raise awareness of alcohol-related harm and focused on ways to reduce its long lasting damaging




53

impact. The campaign’s central message, ‘Stay Safe. Know Your Limits. Know When To Say No’ was

used to encourage safer nights out in the town centre.

5.46 A number of marketing tools were used to get the message across including beer mats printed with

controversial and thought provoking key messages and a DVD presentation using real life CCTV

footage. The campaign was developed further to include a number of radio and cinema

advertisements which aimed to promote safe drinking limits as well statistics on alcohol-fuelled

violence.

5.47 The campaign’s use of engaging and light hearted messages led to critical acclaim from public

agencies and the licensed trade and was subsequently selected by ATCM as a good practice example.

Research Findings

5.48 As part of the research process, the study included 600 specially commissioned street surveys at

various locations in the Tees Valley area. These were undertaken during the evening and late night

periods to understand the views and issues of people using Stockton town centre during this period.

The sample surveys were broken down into specific areas as indicated below and in subsequent

paragraphs, we provide a summary of the analysis (by area).

Town Centre

Locations across Stockton town centre

‘Ale and Arty’ Stockton Beer Festival

Neighbouring Catchments

University of Durham - Queens Campus

Ingleby Barwick

Norton

Competitive Destinations

Middlesbrough

Yarm

Darlington

Town Centre

There was an even split between male and female respondents from the town centre, although

representation at the “Ale and Arty” festival was male dominated with ages ranging from 20-

65+

The majority of respondents resided in the local area and visited the town centre on a regular

basis e.g. most days for nights out/drink and restaurants/meals with a friend

People visiting the ‘Ale and Arty’ Stockton Beer Festival (Beer Festival) were only in Stockton

for that particular event but just under half did visit Stockton on other occasions for

pubs/bars, restaurants/the Arc




54

Majority of people preferred to use the bus or walk to get to the town centre with an average

journey time of between 10-15 minutes

In respect of the ‘Ale and Arty’ festival, respondents were prepared to travel for more than 30

minutes by bus, taxi or car

Most people went out between 6-8pm whilst others went out straight from work at 5pm

In terms of purpose of visit, half of the respondents visited the town centre to use the

pubs/bars whilst a fifth came for the restaurants and they were most likely to be accompanied

by a friend

In terms of the product, there was an even split between people who thought that bars/pubs

were either good (27%), satisfactory (26%) or poor/ very poor (28%)

Nightclubs were considered to be poor or very poor

People were generally satisfied with the restaurant offer and takeaways were considered to be

very good/good

A third of local respondents commented that the retail/shopping was generally good

Many people were more than satisfied with the performing arts offer and also pleased with

events held in the town centre

The most popular alternative locations for nights out were Middlesbrough, closely followed by

Newcastle, Darlington, and Yarm

A small number of respondents felt there was sufficient choice to cater their needs however,

most people would like to see a better choice of bars/ pubs, enhanced safety and security

measures and greater police presence in the town centre

In terms of parking, views were fairly mixed whilst taxis, door staff and signage were

considered to be good

A significant number of local people reported feeling threatened on a night out in Stockton,

mainly due to anti-social/drunken behaviour at the end of the night, with a number

witnessing fights whilst waiting for taxis

The most enjoyable aspect of a night out in Stockton was the social aspect whilst the least

enjoyable was the anti-social behaviour, lack of safety/security and Stockton in general which

has become “run down”

Most people would spend an average of £20-30 on a night out

Neighbouring Catchments

There was an even split between male and females in Norton with ages varying between 20-

65+. In both the University of Durham campus and Ingleby Barwick, there were more male

than female respondents aged between 16-24 year olds in the former and a higher proportion

of 45-65+ in the latter

In most cases, respondents never visited Stockton and preferred to stay within their own

locale or other competitive destinations for nights/meals out/cinema/shopping with

Middlesbrough, Newcastle, Durham and Yarm cited as being most popular outside of local

towns




55

Respondents from the University of Durham preferred Durham and Newcastle for nights out

and never visited Stockton

The small number of people that did visit the town centre came for the pubs/bars, restaurant

and events at the Arc with an even smaller proportion visiting for the retail offer

The majority of respondents resided in the areas they were surveyed in whilst those at the

University of Durham were more likely to live in Durham and commute to Stockton

When asked about the perceptions of Stockton, the most consistent response from all three

catchments included: “run down”; “rough”; “full of charity shops”; “poor”; “improving”; and

“unsafe”

Majority of people preferred to use a taxi or their own car to travel into the town centre with

an average journey time of between 10-15 minutes

Most people visited with a friend and stayed for up to 4 hours, closely followed by 6 hours,

and especially enjoyed the social aspect of visiting Stockton town centre

In terms of the offer, the modest proportion of people that did visit Stockton town centre

thought that the pubs/bars/late bars were poor, restaurants were satisfactory, performing

arts/events were good, the retail offer was poor

In terms of transport, parking and taxis were considered to be good with signage also

considered to be above satisfactory

Main concerns arising from visiting Stockton town centre included anti-social behaviour and

safety/security fears, consequently putting off people from visiting as they felt

threatened/intimidated by the general atmosphere on previous visits to the town centre at

night with just under half commenting that they had felt their safety had been threatened

whilst on a night out

Over half of respondents felt that the town centre did not cater for their needs and they would

like to see a better quality and mix of facilities including bars/pubs, restaurants and retail

outlets

Competitive Destinations

There was an even split between male and female respondents encompassing an age range

between 20-65+

Out of 150 respondents, only 4 visited Stockton for the occasional night/meal out/shopping,

with a partner

Of those 4 respondents, most felt that Stockton in general was “poor” and in need of

regeneration

Preferred destinations for nights/meals out/cinema/shopping included Middlesbrough,

Darlington, Yarm, Newcastle, Durham and Ingleby Barwick

5.49 As part of the study, we undertook a comprehensive consultation programme with ‘technical’

stakeholders involving representatives from various departments of Stockton Borough Council

(licensing, regeneration development and neighbourhood services, communications, arts/culture,

events and festivals, tourism and planning), Town Centre Management, Cleveland Police, Tees Music

Alliance, University of Durham, Stockton Riverside College, Tees Valley Regeneration, The Arc Centre

and private developers. In addition to this, to further understand Stockton’s evening economy we




56

consulted with key local operators – including developers, property agents, venue operators, taxi

firms and retailers (NB a consultee list is included in the Appendices).

5.50 Key themes emerging from our consultation exercise which reflects the comments we received (not

those of the consultant team) are summarised below.

Management/Partnerships

There needs to be been better co-ordination of resources and co-operation to deliver events in

Stockton – need to embrace change

Partnership approach to developing the town centre would be positive for Stockton – this

needs to encompass both public and private sectors

Pub Watch Scheme, despite a chequered history, has been operating in Stockton for twenty

years, with reasonable success – town centre now has a dedicated scheme

Better relationships need to be developed with the University and the College

Links in place between the key cultural venues in the town centre i.e. The Arc and Green

Dragon Yard in terms of programming but opportunity to strengthen

Dedicated licensing team within the Council which has forged a strong relationship with the

police and the private sector

Need to develop better relationships between the Council and food and beverage, taxi and

public transport operators

Physical/Environment

Urban Design study for the town centre is underway and presently includes nine analyses

diagrams largely based on the work of NLP

Need for character area definition to steer future intervention and a specific strategy for the

High Street

Need to define scenarios for traffic modelling – assumptions may need to be revisited as a

consequence of this study

Need to address vacant buildings

Need for better integration with the river which could include more events such as use of

floating screens during major sporting events e.g. football World Cup

The markets dominate the High street to the detriment of other activities - need to be

rationalised to allow the town to develop

The taxi rank is located by the main bar area (bottom end of High Street) which is not ideal

for certain types of visitor to the town

The lack of High Street parking is an issue, so too the proliferation of double yellow lines

Good buildings in the town centre have been replace by the likes of Castlegate

There are issues about transport, access and being able to travel along the High Street

The taxi rank needs to be moved further north (or an alternative rank made closer to the top

of the High Street)

Stockton Town Centre has some fine heritage buildings

Globe development is important in attracting new visitors to the town and linking with

existing performing art provision




57

There is a need to open the High Street to through traffic and bring on road parking back to

the town

There is a need for traffic to run both ways in the High Street

Street furniture and street lighting are poor in Stockton

Plans for new bus station will potentially impact on town centre

There is a need for better connectivity between facilities and also the Riverside

Market/Product Development

Existing Quality

Main problem with the town is there is not a lot of diversity

Good operators are hard to get

There needs to be greater more variety to the offer in Stockton

There is a lack of footfall in Green Dragon Yard and issues with Courtyard Hotel in terms of

quality

There is little entertainment in the town centre

The Arc successfully attracts out of town visitors but lack of connectivity

Improved programming links between the Arc and Green Dragon Yard

The area has a strong music scene, however, the economy has impacted on bands using

rehearsal space and people attending concerts

There needs to be significant improvement to the café/cultural offer. It is clear why people

got to other towns rather than Stockton for that offer

There is no café culture in Stockton – needs to be developed

Stockton is not a place you would choose to go for an evening – there are better alternatives

Nothing happens in Stockton between 5.30 and 7.30

There is nothing in the town anymore – no shopping, no nightlife

Nothing happens in Stockton 6pm to 10pm, even at weekends

There is nothing in the town for families

Most of the pubs are tenanted now and are not maintained as a consequence

Limited bus provision exists within the evening

Major issues in the town centre are linked to the quality of pubs, perception of safety and lack

of other facilities

Market conditions are flat in the town centre

Issues in relation to pubs at the South end of the High Street, particularly the quality

Poor quality of the retail on the High Street impacts on the rest of the product

Pedestrianisation of High Street has “killed” the retail

Out of town retail competition has had negative impact

No appetite for late night opening

Lack of late night transport is an issue for Stockton

Arc proves it is possible to attract people from outside the immediate area to Stockton

Markets

Markets dominate the town centre. Issues in relation to staging other town centre events

because of availability of time and space




58

Would be good if ground fixtures could be placed in the market square to allow events to be

easily set up

The market is the biggest barrier to changing the offer in the town centre – that shouldn’t be

the case

The offer at the markets has reduced in quality over the years

Students

Riverside College has strong creative and cultural departments (music/theatre, fashion, art,

film, TV). Potential for students to get involved with empty shops project and showcase their

talent

Few students (University) will use the town centre. Students will use facilities on site or take

advantage of the free bus to Durham Campus

University links with the town centre involve Freshers Week and visits/use of The Arc

Both University and College have links with the Arc and so do use the town centre

Facilities on Campus (Riverside College) are good, so there are reasons for students not to

visit the town centre

Potential links with the student population is underplayed

Competition

Middlesbrough and Darlington are more attractive places to visit than Stockton, although

neither town has any more creative talent

There are far better options for late night shopping, cafes/bars than Stockton including Yarm,

Middlesborough and even Teesside Retail Park

The quality of the offer is poor when compared with competitive destinations

Future

Future events need to consider how they can bring a different audience to the town – need for

a year round programme

Strong potential links between key arts organisations in the town, especially if the Globe

development goes ahead

Potential to develop empty retail units for arts. This is something currently being considered

by the Council

Need to ensure that future events complement and do not compete with the existing retail

offer

Green Dragon Yard has great potential, however there are issues such as the Courtyard Hotel

that need to be addressed to enable it to thrive successfully

The Globe development will complement rather than compete with other venues such as The

Arc and the Green Dragon Theatre

Potential exists to make more use of the Church and Parish Gardens which are key venues in

the town

There is a need to extend activities for younger age groups

Potential could exist for student promotions (e.g. retail) in the evening which would fit with

student hours




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Green Dragon Yard could be an asset, although the reality is little goes on there. The pub in

Green Dragon Yard has a poor reputation with students

Globe presents huge potential opportunity

The Globe has the potential to bring big numbers into Stockton on a regular basis

Stockton needs to broaden its appeal and develop areas of quality

There needs to be an increase in the critical mass and quality of the offer in Stockton

The lack of a hotel is an issue for Stockton Town Centre

Church Road is a definite opportunity, in particular the potential to link with North Shore

developments

The events programme is strong and can be built upon

Need to encourage restaurants to open longer hours into the evening

Develop incentives for shops to stay open longer, year round

Image/Marketing

There are issues for Stockton relating to the welcome for visitors, the quality of product and

the perception of safety

One problem with Stockton is unwillingness to accept alternative cultures

There are issues with safety and the perception of safety. Verbal abuse in commonplace in the

town centre on an evening

There is a definite perception that Stockton is not a safe place to visit at night

Stockton can be an “aggressive” place on an evening out

The pubs in Stockton are only for locals

The image of Stockton as unsafe is perception rather than reality

There is a lack of profile for Green Dragon Yard

Stockton has a reputation for crime (whether it be perceived or actual)

Issues relating to safety and car security for those driving to events in the town centre

Financial/Economic

Promoting events is not cheap. More ways need to be found to subsidise events

The current economic situation has impacted on people’s participation in the cultural/night

time economy

The recession has meant places like Green Dragon Studios are struggling to get rent for studio

space

The Area Tourism Management Plan is an area of opportunity for the Evening Economy in

Stockton. There is a need for projects to be included within the Plan if they are potentially to

access single pot funding

Research and Monitoring

Limited research takes place into existing events programme – there is a need to do more




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Previous Consultation

5.51 Previous consultation on Stockton’s town centre nightlife has been undertaken on behalf of the

Council (February 2010). Key points from this are highlighted below.

Evening economy offer is targeted towards younger people, alienating older people

Need for a diverse mix of uses incorporating quality retail, cafes/bistros, arts/culture moving

away from drinking culture

Need for a more distinct identity/brand of High Street and town centre

Better connectivity/linkages between town centre and Riverside

Need to create a vibrant town centre and improve its vitality

Soft Market Testing

5.52 An important element of our work has been to engage with the industry (food and beverage operators

and specialist property agents) in order to understand their views on Stockton and potential for future

investment. This was undertaken through a soft market testing exercise, the key findings of which are

summarised in the following paragraphs.

Food and Beverage Operators

5.53 We have engaged with a number of national and regional food and beverage operators in order to

establish their “appetite” for development in Stockton Town Centre and, where some interest has

been expressed, their requirements in relation to size and financial incentives. Our research has

included 11 companies (see below), which in combination 0ffer 35 of the most successful brands:

Compass

Truly Different

3d Entertainment Group

Bay Restaurant Group

Gondola Holdings

Individual Restaurant Company

Orchid Group

Prezzo plc

The Restaurant Group

Whitbread

Putney Shuttleworth

5.54 A very mixed response was elicited from these organisations, reflecting in part the current economic

conditions which have impacted on new investment and indeed the significant opportunities available

on a countrywide basis. Despite numerous telephone calls/e-mail contact some operators failed to

respond, from which we believe it is reasonable to deduce that Stockton is “not on their radar” in

terms of future development (a comment echoed by our discussion with property agents). In the




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following paragraphs we summarise the trading formats encompassed by the companies and where a

response has been forthcoming, the nature of this response.

Company Name Trading

Format/Brand

Comment

Compass Costa (franchise)

Burger King

Amigo

So Deli

Parameters include developments only within a

business or industry site (e.g. University, hospitals

etc), not a High Street location

Stockton Town Centre therefore not of interest

Truly Different Couture Based in Manchester and London, looking to ‘roll out’

in a variety of locations

Mainly present in museums, art galleries, several

‘stand alone’ brasseries/bistros

Opening food hall/deli in Manchester

Would consider North east/Stockton as location but

would require:

Minimum 1000 sq ft

1-2 years rent holiday

Would need to consider footfall/demographics (NB

less keen if predominantly C/D SE groups)

3d Entertainment Group Chicago Rock

Jumpin Jaks

Mortimers

3d Nightclubs

No interest at present

Bay Restaurant Group La Tasca

Slug & Lettuce

Ha Ha Bar

No interest at present

Gondola Holdings Pizza Express

Ask

Zizzi

Information from agents as follows:

Need landmark buildings 3-3500 sq ft with room for

outside seating

Pizza Express and Zizzi main brands to be rolled out

Would expect a financial package by way of incentive

including rent/rates holidays

Individual Restaurant

Company

Piccolino

Restaurant Bar &

Grill

Zinc Bar

Presently trade in Newcastle, Leeds, Harrogate and

York

Limited development in 2010 because of recession

Prefer ‘stand-alone’ properties – 7000 sq ft with

‘older’ properties preferred

Leasehold of 15-20 years required

Would expect landlords contribution towards rent (1-2

years)

Stockton not a target area but may consider

Orchid Group Oriental Restaurant

Group

County Carvery

Jim Thompsons

Bar Room Bar

Already have presence in area (Horse & Jockey)

Leasehold of 15-20 years

Would not exclude an area but would want full fitted

out venue

Unit size – 4,500-7,000sq ft (cost therefore of fit out




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Company Name Trading

Format/Brand

Comment

£.5m – “could get 20 pubs for this!”)

Financially therefore, unlikely to consider Stockton for

further development

Prezzo plc Prezzo

The Ultimate Burger

Chimichanga

Shecky’s

No Interest

The Restaurant Group Frankie & Benny’s

Chiquito

Garfunkels

Edwins

Bluebbeckers

Brunning & Price

Main brands Frankie & Benny’s/Chiquito – already

have Stockton presence in retail park

Essentially an out of town product & over last 5-6

years have reduced exposure to traditional High

Street locations

Barriers to entry in town centres – synergy with brand

on retail parks (e.g. KFC, Pizza Hut, McDonalds) –

essentially family oriented – drive to facility so looking

for attractors such as cinema & large retail e.g. B&Q

etc

Plans for development in Middlesborough but out of

town

Whitbread Various No interest

Putney Shuttleworth Agents for:

Aagrah Group of

Restaurants

Brio

Coal Grill & Bar

Harvester

Aagrah – 14 restaurants Yorkshire based –

expansion in NW

Brio – 4 restaurants – 1 recently sold, issues with 1

therefore no appetite

Coal Grill – London operation – city brand expansion

Leeds, Sheffield & Manchester

Harvester – out of town product but looking for sites

Property Agents

5.55 In addition to the hospitality operators noted in the previous table, we also undertook consultation

with local specialist property agents whose details were provided by Stockton Borough Council. The

purpose of this consultation was to add to the views of the operators previously contacted from a more

local perspective seeking to establish their views on the potential of Stockton in terms of diversifying

their current offer. The outcome of this consultation is detailed in the following table.

Company Name Comment

Thomas Stevenson Paul Stevenson Located in Stokesley (North Yorkshire) but specialise in

property markets around Teesside, North Yorkshire and

wider North East areas (e.g. Durham and Darlingon) –

biggest retail agency

From Stockton and therefore understands the town –

believes it to be the “worst town” in the region




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Has a current retail vacancy of the order of 35%, not as a

result of the current recession but more to do with the

significant growth of retail outlets combined with the

growing presence and attractiveness of Middlesbrough –

doesn’t believe that current situation is because of

Teesdale Retail Park

Too many A1-A5 commercial properties – need to be

radical – knock down 25% of High Street opposite Yarm

Lane to Dovecote St – get rid of “grotty” pubs/charity

shops – nightclub “had its day”

Access and parking poor now (only good car par is by

Wellington Sq)

Need to open up the High Street (2 way) with street car

parking

Present arrangement where bus dominates –

predominantly services community with low disposable

income – not who you want to attract

Retail considered an important part of both day time and

evening economy - significant fall in rents over the years

with Middlesbrough now attracting higher rents – f&b

linked to retail offer – never happened

Stockton avoided by operators – demand not there

Yarm provides a good example of a location attracting

independent operators with an overall good offer

Not sure if financial incentives would help – but planning

consents need to be relaxed

Sanderson

Weatherall

Andrew

Wilkinson

National property agents with offices in Leeds, London,

Newcastle, Manchester and Teesside (Teesdale Business

Park)

Recent visit to town centre – noted that over 40 shops

were either vacant or for sale – a major problem –

situation has worsened with runs of 4/5 vacant units on

the High Street

Impact of Wellington Sq in terms of diverting retailers and

footfall from High St (although “stacked up” at the time of

development)

Council need to promote A3 uses and consider variations

Need to engage with A3 operators – Wetherspoons

mentioned but they have a requirement of 6,000-8,000 sq

ft and have a high capital investment – not economic for

the landlord

Stockton “not on radar” for operators such as Pizza

Express – town considered to be too “downbeat”

Fewer independent operators around now

Need for £ incentive – 2-2.5 years rent free together with

potential for rates holidays

Need for town centre improvements e.g. free up

pedestrianised area to allow access with parking close by

(otherwise will continue to go to Teesside Park)




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Need to improve public realm and markets – ARC good

but in wrong place

Lack of connectivity

Stockton next to biggest business park in the region but

doesn’t benefit

Should be able to draw higher value clientele

Dodds Brown Steve Brown Based in Middlesbrough but serve whole North East area

Believes that the strategy should be for development

down at the riverside with hospitality forming part of

bigger offer

Advantages of riverside include secure car parking and a

better environment

Aware of the Georgian terraced properties on Church

Road but doesn’t think that they are suitable for hospitality

purposes

Isn’t getting enquiries for the High Street/Church Road

although some interest in the riverside

Believes that there is a need to target local independents

but part of a bigger mixed use development

Potential for 4* hotel but not in isolation – some potential

for office accommodation – feeding off Teesdale

Need to get environment right and address the bus

parking, public realm and promote open air events such

as theatre

Re financial incentives – need for rate relief to be

available

General climate for development poor but now is the time

to plan

Browns Commercial Ben Woods Located throughout Teesside in Stockton, Norton, Yarm

and Ingleby Barwick

Have a database to record “occupier requirements” but

little interest from hospitality sector

Lot of available space in Stockton and lot of licensed

properties on the market reflecting in part the current

economy – a number of struggling properties

A number of issues need to be addressed in town

including:

� parking and through traffic on the High Street

� overcoming the present segmentation e.g.

preponderance of poor quality pubs and

consequent profile

If interest was evident would need “modern properties”

with strong media support to gain a foothold in the market

Would need a footprint of 3,000+ sq ft (clear, no pillars)

with good frontage and parking close by

Rent/rate holidays would be required although BW

believed that landlords would co-operate but underlying

demand not evident in his view




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Storeys SSP John Irwin Offices located in Teesside, Newcastle-upon-Tyne, Leeds

and London

Responded to messages left but only to confirm that he’s

away on holiday

Python Properties Peter Broom Situated in Middlesbrough but also cover Warrington and

Bradford

Unavailable for comment

Comment

5.56 There were a number of common themes that emerged from the industry consultation, notably:

limited interest of A3 operators; issues about the town itself in respect of the poor retail offer and

physical issues linked to access and parking, public realm; the need for relatively large footprints

(3,000-7,000 sq ft) with frontage and car parking close by; need for rent and rates holidays to

incentivise operators (see best practice example of Rotherham); and to use the present economic

climate to plan ahead.

Overall Comment

5.57 Stockton’s evening economy is compromised by a number of issues such as the lack of activity after

5pm when the majority of retail outlets and businesses have closed, resulting in the town centre

becoming deserted. The audit highlights the limited offer within the core study area, although this is

balanced by the quality of some of the provision, including Green Dragon Yard, buildings on Church

Road, Splash and potentially The Globe. The wider area supplements this provision with the presence

of The Arc offering real opportunity to create a cultural brand embracing The Arc itself, Green Dragon

Yard and The Globe.

5.58 The evening economy also has the potential to ‘tap into’ a strong and developing events programme,

but this needs a dedicated space on the High Street with consequent changes to existing uses, e.g. the

markets.

5.59 The impact of events in relation to attracting different audiences points the way to the future as

Stockton needs to provide and promote an offer that attracts a wider socio-economic and

demographic profile if it is to stimulate development of the night-time economy in the future. The

“ale and arty festival” provided indicators of how this could be taken forward, attracting a wider cross

section of people (20-65+), with travel time up to 30 minutes (encompassing the outlying areas of

Stockton) with average spends between £20-30. This in turn will provide confidence to new

operators as the offer starts to diversify with new customers visiting the town centre.

5.60 Although much comment has been made about crime and anti-social behaviour, the reality is

somewhat different. Equally, there is the basis of a more comprehensive organisation that links




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existing organisations involved in both the day time and evening activities, and widens

representation.

5.61 The research summary provided mixed results with the current users of Stockton appearing relatively

content with the existing ‘offer’ - in contrast with other areas in Stockton – given the need to attract

these visitors, ‘upping’ the quality and developing the mix is crucial. Stockton has the basis of an offer

which could contribute towards this.

5.62 In terms of soft market testing with both operators and property agents, this was useful in

understanding their thoughts about Stockton as an evening destination and the opportunity to

diversify the current food and drink offer in order to appeal to a wider cross section of the population.

Clearly, comments were influenced by the current state of the market although views on sizes

(averaging between 3,000-7,000 sq ft) were helpful together with commonly held views (operators

and agents) about the potential need for financial incentives such as rent and rates holidays. The

property agents provided a valuable insight on what they thought were the issues in terms of the retail

offer (which impacts on the night-time economy) and wider infrastructure which has been reflected in

other stakeholder consultation and indeed the views of the consultant team.

5.63 Using the current economic downturn as a time to plan, effect infrastructure change and target

operators with a clearly defined strategy were also noted by some agents.




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6. SWOT Analysis/Barriers to Development

Introduction

6.1 Based on the foregoing analysis, research and consultations undertaken in the following table we

present a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis of the Stockton Town

Centre evening economy ‘product’. Following our SWOT analysis we provide a synthesis of the main

barriers to the development of the evening and night time economy drawn from our SWOT analysis.

SWOT

Strengths Weaknesses

Location and access from the sub region

Heritage offer (trail, quality of some of the built

form)

Existing events programmes

River

The Arc

Tee Valley Music Alliance

Town Pastors

Active policing

HE/FE representation

International Riverside Festival

Quality and character of buildings fronting High

Street

Some negative local and wider than local

perceptions of Stockton Town Centre as a place

for a safe ‘good night out’

Late night economy/night club provision limited

in terms of mix, scale and quality

No restaurant/café culture

Very limited branded offer

Linkages between key cultural attractions

Under utilisation of some key spaces (e.g.

Church, market square, Green Dragon Yard)

No serviced accommodation

No organisation that links all areas of the

evening economy together

Limited footfall

Retail (quality/ restricted late night opening)

Large number of vacant units

Location of market/operating constraints

Lack of town centre living

Fragmentation of existing Character Areas

Signage & lighting

Lighting of key buildings (e.g. church)

Gateways (e.g. Church Road)/connectivity –

e.g. riverside)

High Street dominated by buses/movement

hierarchy

No on street parking

No bus services from Stockton High Street after

11.30pm leading to increased pressure on taxis

(Friday/Saturday night)




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Opportunities Threats

Economic growth

Increased employment opportunities

Heritage and arts as “anchors” – extension of

cultural quarter

Redevelopment of the Globe

Development of food offer

Hotel development

Large and growing student population

Events (e.g. opportunity to develop a greater range

of non-alcohol dependent activities to attract

families and older people back into the town centre

during the evening (e.g. temporary ice pad,

Christmas German market, regular night markets,

street performance etc)

Improved linkages between key evening economy

assets (physical/marketing)

Improvements to Green Dragon Yard

Empty Spaces programme

Developing media links and positive media profiling

Proximity of River and development of North Shore

Development of Character Areas

Re-organisation of High Street into sub areas that

support evening economy themes

Strengthen connections with University

Extended retail opening

Introduction of quality lighting and public realm

strategy

Competition from other towns

Inadequate resources

Continued economic decline

Lack of operator interest

Market trends

Failure to attract FE/HE students

Lack of policy framework to establish new

guidance to support evening economy functions

Comment

6.2 The SWOT analysis highlights a number of strengths and opportunities which need to be capitalised

on to effectively develop a “rounded” evening and night-time offer in the town centre. However, the

weaknesses are significant and encompass some fundamental areas in terms of mix and quality of

offer and focus on drink related activity, a fragmented and inappropriate infrastructure and

perceptions of safety.

Barriers to Development

6.3 A number of themes are evident from the SWOT and these capture the essence of the issues. In the

following table, we confirm these and summarise the key elements that contribute to each of these

themes.




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Barriers Key Elements

Management/Partnership Fragmentation of overall management – need therefore for

“joined up” thinking involving: various departments of the

Council (e.g. regeneration, planning, licensing);

representatives from the hospitality industry (drawing from

Pubwatch); cultural sector (e.g. Arc, Tees Music Alliance);

independent operators; developers; and retail

Physical/Environment Varying quality of public realm – lack of definition and

connectivity of character areas; poor lighting; strengthening

perception of unsafe environment – bus dominates High

Street; under-utilised High Street, poor presentation of market

offer – domination of major ‘chunk’ of High Street on market

days; lack of ‘buzz’

Market/Products Lack of diversity and quality of offer with limited interest from

major industry brands; cultural offer understated with lack of

connectivity between facilities; very limited opening hours in

early evening; failure to attract out of town visitors/students;

lack of vibrancy and vitality; not optimising assets

Image/Marketing Negative profile of town due in part to mix and quality of offer

but also negative perceptions linked to safety; limited ‘good

news’ stories; no ‘brand’/focus to differentiate from competitive

town centres

Financial/Economic Demographic/socio-economic factors and profile mitigate

against attracting new operators; lack of financial drivers and

policy support to encourage interest and long term

commitment to developing town centre; need to attract wider

representation of industry operators in order to stimulate/ “kick

start” change

Comment

6.4 Cognisant of the foregoing, the foregoing themes form the strategic objectives that will underpin the

Delivery Plan and also provide the framework for the good practice examples which follow.




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7 Good Practice

Introduction

7.1 Having considered the evolution of the evening and night time economy and highlighted some of the

issues created, in this section we provide an overview of best practice relating to effective

management and development of the evening economy and addressing the main barriers highlighted

in the previous section, namely:




Image/Marketing

Financial/Economic


Examples

7.2 The following examples illustrate a number of initiatives that have been undertaken to overcome

issues identified with developing evening economies and some of the benefits that can be derived.




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Management by Partnership

Brighton and Hove City Council was awarded Beacon Status in recognition of its planning and management

of the night time economy. The city has a population of 250,000 and a reputation as one of the most cultural

and diverse cities in the UK.

The City Council identified as key to the successful management of the evening economy:

“strong, robust, supportive and open partnerships with statutory organisations, other public sector

organisations as well as businesses and transport providers and the many voluntary organisations within the

city”.

This partnership approach, led by the Local Strategic Partnership Board, Public Services Board and

Partnership Managers Group identified the following key partnerships to manage the evening economy:

Crime and Disorder Reduction Partnership

Business Crime Reduction Partnership

Health City Partnership

Children and Young Peoples Trust

Arts Commission

Strategic Housing Partnership

City Sustainability Partnership

Quality Bus Partnership

The outcome has led to a number of successful initiatives (e.g. pro-active approach to licensing, operations

targeting drug dealing and trouble areas, “safe space” initiatives, licensed premises partnerships, transport

initiatives, cultural event development) which has lead to reductions in: crime and the fear of crime; drug use;

anti-social behaviour; whilst providing a wider alternative of offer to the traditional “booze culture”




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Management by Public Sector/Private Sector Partnership

Achieving a thriving and vibrant town centre both in the daytime and night-time requires a dedicated

management resource which is supported both by the private and public sectors – Maidstone Town Centre

Management provides a good case in point.

The roots of the Town Centre Management in Maidstone were firmly embedded in the public sector with one

employee of Maidstone Borough Council assigned to the task. Recognised as not getting the best out of the

town centre with such a limited resource, together with the sometimes negative views of the Council, a

Company Limited by Guarantee was established in 1998/99. Funding was provided by the Council, the

County Council and key private sector partners including for example Boots and Marks & Spencer. A Board of

Directors was established which was representative of both sectors, with the Council providing a grant of £15k

on an annual basis.

The organisation has gone from strength to strength with a turnover now to the order of £250K and a staff of 3

including: a Town Centre Manager; a Sales and Marketing Manager; and an administrator.

In addition to the grant from the Council, the Town Centre management derives its revenue from 3 main

sources:

its membership scheme (with 3 levels – Gold including Boots, Sainsbury’s, the Council and Kent

Messenger), Silver (including Arriva, Federation of Small Businesses, Chamber of Commerce), and

Bronze (including RBS, Gulland Solicitors and Miller House Property Company)

Town Centre Crime Reduction Partnership – manly through the provision of radio links to key outlets

Commercial activities – including publications and events promotion

This example provides an excellent model of partnership working but with the private sector taking the lead.

Comment

7.3 The creation of a management team which encompasses a wide range of partners (encompassing both

private and public sectors) would provide Stockton Borough Council with an effective platform on

which to drive forward a more comprehensive town centre offer both in the day time and evening with

a more co-ordinated approach fundamental to success.




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Glasgow – City of Light

“Good lighting helps to increase vitality and improve ambience. It contributes to a sense of identity and place,

makes for a safer, friendlier environment and also supports and complements other regeneration initiatives”.

The use of appropriate lighting is essential in helping to encourage people to visit economic centres after dark.

Glasgow City Council launched their ‘City of Light’ lighting strategy in March 2002, delivered in partnership

with the local Projects Fund, marked by the formal switch on of four pilot projects. Since its implementation,

Glasgow City of Light has delivered over 100 projects including the lighting of buildings which are significant to

local communities to landmarks across the city.

The key themes of Glasgow City of Light is to:

Improve the city’s image as a tourist destination

Enhance the safety and perception of safety

Enhance further the environment after dark

Highlight the city’s heritage and landmarks

Develop lighting as an art form in the city

Key projects have included a distinctive blue lighting scheme for landmark buildings on Buchanan Street,

which was identified by CABE as one the best streets in the UK, and Glasgow Cathedral where the lighting

was re-designed utilising the latest in lighting technology and reducing the amount of energy consumed by

50%.

Between 2001-2007, the City Council committed £5.4m to the programme and since 2007, the strategy has

been funded through Development and Regeneration Services capital budgets, resulting in an additional

£1.2m investment.




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Arts in Empty Spaces

A number of innovative projects have sought to bring vacant spaces in town centres back into use for

temporary arts and cultural uses, thus reviving town centres in recession. It is estimated that almost 1 in 6

retail units are empty in the UK, a statistic which is worse in more deprived areas on the country. A number

of projects have accessed grant funding from the Arts in Empty Spaces Programme run by the Arts Council.

A wide range of innovative projects have been delivered in different areas of the country including:

Duisley, Gloucestershire (2009) – artists took over a parade of shops to sell art and use the space as

temporary gallery space

Apollo Project Herne Hill (2009) – a former video store was used as a location for a creative festival of

art, music and film

Barrow-in-Furness (2009) – children helped decorate the town’s empty shop units as part of a “100

years of history exhibition”

Gloucester (2010) – Marketing Gloucester Ltd has created window displays in empty retail outlets in

the city centre based around the heritage of the city

Some local authorities have actively sought to promote this type of activity in town centres. Poole Borough

Council produced a toolkit for cultural organisations wanting to occupy empty spaces in the town centre,

including guidance on issues in need of consideration when taking over a vacant property, and information on

health and safety.

Comment

7.4 Providing a physical environment of quality would have a positive affect on the evening economy in

Stockton Town Centre and is one of the key elements noted in the Purple Flag Award as being

important to the development of a vibrant evening economy. The use of lighting along the High Street

would enable the creation of an identity unique to the town centre by highlighting its rich heritage

(e.g. Parish Church, Church Road) whilst also creating an ambience that can help to alleviate some of

the negative perceptions surrounding safety issues. Addressing the issue of vacant shop units through

temporary uses e.g. allowing local students to showcase their work etc, would help to create a more

vibrant town centre and have a positive effect on existing customers and help to attract new

customers e.g. students and their families.




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Light Night UK

Light Night is a national programme of events which take place throughout the UK, whereby for the

attractions/ cultural assets of a town/city open during the evening, supported by a wide ranging programme of

events for different audiences including families and older people.

5 key principles govern the Light Night Events:

Light Night is a cultural event, open to all with no admission charge

It favours community engagement in all its forms; arts; sports; music; social; and voluntary groups and

performances

Light Night uses public spaces in all their aspects

Light Night is an opportunity for promoting local opportunity and activity

Light Night encourages inter-exchange between towns and cities

Nottingham hosted its 3rd

annual Light Night event in February 2010 over 2 days across a wide range of

venues. A number of events took place including illuminated guided walks, street theatre and a children’s

choir. Restaurants, pubs, cafes and retailers offered special offers to Light Night visitors. In addition, public

transport offered discounted travel into the city for the event.

An estimated 25,000 additional people were attracted to the city after 6pm on the evenings of the event.




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Wednesday Night Live - Sheffield

Wednesday Night Live was launched by Creativesheffield in 2008 with the aim of promoting a lively early

evening economy (between 5pm and 8pm) in the city centre during the summer. The initiative emerged from

the Economic Masterplan for the city. In particular the programme of live events (music, entertainment, street

theatre) aimed to encourage those people working in the city centre to remain in the centre after work with

other community groups such as families and older people traveling into the centre for events.

In 2009 the programme was supported by bars, restaurants with other city centre venues providing special

offers and events on Wednesday evenings between the hours of 5pm and 8pm and Museums Sheffield and

the Winter Garden remaining open until 8pm throughout the summer months. A number of key retailers

including John Lewis, M&S, Debenhams and TK Maxx, opened late every Wednesday to support the

programme. Further support included a reduction in bus fares into the city on a Wednesday night to £1 and

free car parking at John Lewis.

The feedback to from local businesses to Creativesheffield has been positive with many businesses trading

successfully.

Comment

7.5 The introduction of initiatives such as the previous two good practice examples can help to build

better relationships between the Council and private sector businesses including restaurants, retail

outlets, pubs etc through integrated marketing events designed to attract visitors into the town centre

during the evening. Such events would also help to encourage families, older people and people

working in the town centre to stay after work by offering incentives including special discount rates in

local restaurants, bars and pubs and shops.




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Image/Marketing

Safe and Secure Town Centres at Night Tool Kit

The BRE Trust is a charitable company that aims to advance knowledge relating to the built environment

through research and education. The Trust have overseen the development of a tool kit to provide

stakeholders in the night time economy with a structure for measuring town centre disorder, identifying key

priorities and taking action to address them.

Launched in 2008, the tool kit highlights the need for a joined up approach to addressing issues of disorder in

the town centre to include:

“lighting, CCTV, planning, health, transport, licensing of premises, street vendors and taxis, police, street

maintenance, licensing trade, youth workers etc”

The tool kit is split into 13 areas (partnership working, data sharing, licensed premises, policing, street welfare,

CCTV, lighting, underage drinking, transport, offenders and victims, visual cues in the town centre, fast food

outlets, access routes) impacting on areas affecting disorder in the night time economy, each with a number of

action areas which have been assigned a level of importance.

The tool kit recognises that what works within one town might not be appropriate in another, nevertheless, it

will provide a good starting point to help addressing issues of disorder in a particular town.




78

City Safe – Manchester

The City Centre Safe campaign began in Manchester in September 2000 and in 2005 was re-branded as City

Safe to encompass the whole of Manchester focussing on reducing alcohol-related crime, disorder and anti-

social behaviour in both licensed premises and public spaces. City Safe works closely with the government

and its success has become a blueprint for similar initiatives not only in the UK but also overseas.

City Safe has four main aims:

To reduce the number of alcohol-related assaults and injuries

To work in partnership with the licensed trade to improve the management of licensed premises

To promote the provision of safe drinking

To reduce perceptions of drunkenness, rowdiness, and disorder in the night-time economy

The initiative is led by Greater Manchester Police who work with a wide variety of partners on a number of

initiatives designed to make the night-time economy safer. In Manchester city centre, serious assaults have

been reduced whilst the city centre population and the numbers of people using the night-time economy

continues to grow.

Key projects pursued as part of the City Safe include:

Helping to make night time in Manchester safer e.g. – alcohol bye-law which prohibits the consumption

of alcohol in public areas

Helping to make licensed premises safer e.g. – skilled license enforcement team carrying out structured

visits to licensed premises

Getting the message across e.g. – all initiatives are supported by the ‘Think Safe, Drink Safe’

marketing and advertising campaign

Helping people to drink responsibly e.g. – introduction of safety glasses, ‘challenge 25’, maintaining

close links with the NHS

Comment

7.6 One of the main areas that needs to be addressed in relation to Stockton town centre’s evening

economy is the negative perceptions surrounding safety and security issues, particularly outside pubs

and in taxi queues at the end of the night which are deterring people from visiting. Stockton already

has the basis of a “joint up” approach to issues of safety and security but this needs to be developed

with more comprehensive representation drawn from the sector and introduction of new

initiatives/safety campaigns which will give greater confidence to visitors to visit the town centre after

dark, thus enhancing and developing the night time economy.




79

Financial/Economic

Hastings Thursday ‘Late and Live’

Hastings Borough Council identified a number of issues that discouraged people from visiting the town centre

in the evenings, from the limited early evening offer to perceived threat of crime. The ‘Late and Live’ project

was established in 2004 to address these issues by developing the evening economy in the town centre.

The project was delivered through a partnership between the town centre management, the town/county

council, regional development agency, retailers and members of the local voluntary and education sectors.

Funding streams included the area investment frameworks, Single Regeneration Budget, Objective 2, Arts

Council grants, Neighbourhood Renewal funding and the Quality Bus Partnerships.

The project was designed to attract a wider audience by combining opportunities for shopping, dining with a

programme of arts and entertainment.

The programme includes:

50 retailers trading until 8pm on Thursdays

Programme of free, outdoor arts and entertainment events

Provision of late toilets, covered taxi ranks with taxi marshals and escorted bus services

An initial investment of £150,000 has helped to create new business within the hospitality sector, higher take

up of business improvement and training services and also in attracting investment equating to £476,971

from the private sector, leading to a 95% increase in visitors to the town centre during the run-up to

Christmas, and improved the perceptions of safety in the evenings by 10%. Economic outcomes include:

Securing SEEDA funding to fund the project for 2 and a half years

37 FTE new jobs created

10 new evening opening businesses created/ attracted into the area

Increased rental values of commercial properties in the town centre

45 national retailers opening late

49 businesses utilised specialist advice to improve their performance




80

Rotherham ‘Business Vitality Scheme’

Rotherham Metropolitan Borough Council has established the Retail Investment Team to help support town

centre businesses and promote the town centre to visitors from wider areas.

The Business Vitality Scheme was created with the aim of attracting new, innovative, niche independent

retailers, who could positively contribute to the town centre and local economy. In particular it focused on

setting up businesses through offering a number of financial incentives which contributed towards both rental

& capital improvement costs.

Businesses wanting to take advantage of the scheme can apply for Rental Contribution, a Capital

Improvement Grant or in some cases, both.

The scheme is available to applicants who meet criteria in relation to the property itself; for example the

property must be located within a defined boundary in the town centre, with a maximum rental value of £25k

per annum. Applicants can include independent traders or franchisees that are not trading as part of a

nationally or regionally owned chain operating 9 or more outlets and also including:

Retailers not currently represented in Rotherham Town Centre

Retailers who are currently represented within Rotherham Town Centre but who

are looking to expand

Successful applicants who meet the criteria set out in a ‘priority category list’ can be offered the following:

50% towards Rental Costs in year 1

25% towards Rental Costs in year 2

75% of cost of Fit Out/Shop front Improvements and/or New Street Café Furniture

(with a maximum contribution of £7,500)

In addition to the preceding scheme, the Retail Investment Team have created an ‘Investor’s Pack’

highlighting the positive aspects of Rotherham town centre and how it is well placed for new businesses to

locate to as well as detail on the local economy, key demographics, leisure aspects, communication links and

the support available to all businesses.

Comment

7.7 As noted earlier in this report, successful evening economies are marked out by the diversity of their

offer with core ingredients including: retail, hospitality, arts, leisure (active & passive) and events.

These activities are mutually supportive and the principle of co-operative working needs to be agreed




81

with night-time availability promoted at times/periods that a good number of representatives “sign

up” to possibly anchored to key events. Establishing a regular pattern of evening opening is critical

with the once a year at Xmas time (as Stockton does presently) unsatisfactory. The positive impact

from increased visitors will have enhanced financial and economical impacts on businesses and also

address issues such as the perceived threat to safety.

7.8 As noted in the consultation, retail provides an important component of a vibrant evening economy

and has been shown to be “wanting” in Stockton. The Rotherham ‘Business Vitality Scheme’ provides

evidence of how to tackle this issue but is equally valid in terms of A3 provision. The concept of an

Investors Pack which can help to attract well known retailers and operators to the town centre is

worthy of further consideration. In tandem with this, offering business incentives such as reduced

rents/rates can help to have a positive impact on the local economy in the long term and provide local

residents and visitors with a more varied shopping and leisure experience, as demonstrated by

Rotherham.




82


Monitoring the Evening Economy

As part of Stroud’s 2005 Action Plan for the Evening Economy, a monitoring and evaluation plan was set up

to:

Assess progress on the delivery of the Action Plan

Highlight any problem areas as they happen (and rectify them)

Demonstrate the overall effectiveness of the Action Plan

Capture the impact that the actions are having on Stroud

Describe the changing perceptions of different user groups participating in Stroud’s evening economy

Quantitative measures of relevance to the evening economy were also included for consideration, such as:

Overall numbers of restaurants, pubs and clubs

Numbers of new openings (and use of vacant shops and buildings)

Investment levels

Estimates of the number of people employed at night in the centre

Diversity of visitors to the town centre, for example in terms of the numbers coming from outside the GL5

post code

Number of late licenses in different parts of the town

Disturbances (crimes, arrests)

The aim was that the information collected would form the basis of an Evening Economy Annual Report.

Comment

7.9 Stockton already has much of the baseline information required and will need to establish a

monitoring process which picks up new developments and analysis their effectiveness in order to

determine if they are having the desired effect in improving the quality and mix of the product/offer

and also increasing visitors to the area.




83

Overall Comment

7.10 The Best Practice has highlighted that throughout the UK, a number of towns, resorts and cities are

seeking to develop their evening economy in different ways. Furthermore, even smaller town centres

are increasingly enjoying a new lease of life ‘after hours’ through the provision of facilities and

activities as opposed to facing bleak and desolate streets with all amenities closed. The “challenge” for

Stockton is to steer the development of a vibrant, inclusive evening economy sustained by a healthy

balance of mixed uses, within an environment in which all ages can enjoy a range of attractions

without fear or intimidation.




84

8. The Vision and Strategic Objectives

Introduction

8.1 This strategy provides a framework for the Evening Economy for Stockton Borough Council and its

partners to address current issues facing the industry. The strategy recognises the many and varied

objectives of the partners involved, and seeks to establish a means whereby all interested

organisations can work together to develop the Evening Economy for Stockton in terms of both its

products and services. The rationale underpinning the development of the strategy was threefold:







8.2 The detailed programme of work highlighted in the previous sections of our report has led to the

formulation of the vision, guiding principles and strategic objectives which are presented in the

following section.

The Vision

8.3 The strategy for the Evening Economy for Stockton aims to give clear direction and purpose. It aims

to secure widespread support within the industry and amongst its many partners – to do this the

industry needs to adopt a clear, realistic and relevant vision.

8.4 The vision highlighted below reflects the strategic context and major factors affecting the industry, as

well as linking with the guiding principles, strategic objectives and action plan which follow.

The Vision for Stockton:

“to deliver a diverse and innovative evening and night-time economy building on the

cultural assets of the town within a safe and welcoming environment”

Guiding Principles 8.5 To achieve this vision, the following guiding principles will be paramount:

To establish a market position for the evening economy in Stockton which is competitive with

other north east destinations in terms of the quality of the experience

To provide a high quality evening economy experience that satisfies a range of target groups,

and which exceeds customer expectations

To ensure the proposed “offer” meets existing and likely future market demand




85

To conserve, manage and enhance the natural and built environments and the cultural

heritage, making the most of the distinctiveness of the Town Centre area.

To achieve significant improvements in supporting infrastructure

To be competitive and dynamic offering value for money and taking advantage of new

opportunities

To be market-led and customer focussed

To work in genuine partnership with clear purpose focused on action and achievement,

designed to make the most effective use of available resources

Strategic Objectives

8.6 The realisation of this vision will be dependent on achieving a number of strategic objectives which

underpin the strategy, namely:

Management/Partnerships – Build lasting and practical partnerships through the

provision of structures which encourage strong leadership, build consensus, are responsive

and are developed to ensure the continuous improvement of the service and product

Physical/Environment - To develop an attractive, safe and accessible environment, to

encourage usage of Stockton town centre in the evening

Market/Product Development – To exceed market expectations by continually seeking

improvement to the quality of the evening economy offer, and related infrastructure

Image/Marketing – To develop and co-ordinate marketing activity to ensure that the

image of Stockton as a destination for the evening economy is portrayed as a positive and

inclusive experience to all potential visitors

Financial/Economic – To maximise the potential financial/economic benefits to Stockton

Town Centre through the evening economy

Research and Monitoring – To facilitate the collection of performance and consumer data

to assist with monitoring of action plans and enhanced levels of market intelligence

Comment

8.7 Based on the vision, guiding principles and strategic objectives, a series of Delivery Plans have been

developed. These provide a practical programme of activity with an indication of key tasks, envisaged

timescale and responsibilities and are presented in the final section of our report.




86

9 Delivery Plans

Introduction

9.1 In developing the Evening and Night-time Economy it is essential that a planned programme of

action is agreed and responsibilities allocated. The preceding sections have identified many of the

issues that have resulted in an underperforming evening economy in Stockton town centre which have

been grouped and which form the basis of the six strategic objectives listed below. These Strategic

Objectives underpin the Delivery Plan which follows.




Image/Marketing

Financial/Economic


9.2 It is acknowledged that phased programme will be needed to effect the changes recommended in the

Delivery Plan and that overall effectiveness will only be achieved if cross-sector involvement is

encouraged. Notwithstanding this, the Council will need to take the lead in establishing the

framework. Indicative time scales have been provided and these will need to be agreed: short – 1-3

years (2010-2013); medium – 4-7 years (2014-2017); long – 8-11 years (2018-2021).

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focu

sin

g

on

he

alth

y liv

ing a

nd in

terf

ace

with

th

e r

ive

r co

rrid

or

T

ime

sc

ale

– m

ed

ium

S

BC

H

igh

wa

ys a

uth

ority

A

rup

T

ran

sp

ort

op

era

tors

P

riva

te s

ecto

r con

tracto

rs

T

VR

PE 3

Imp

rove

lig

hting

, p

art

icu

larly a

rou

nd

ke

y

bu

ildin

gs w

ith

in th

e to

wn

ce

ntr

e

P

rep

are

a l

igh

tin

g s

tra

teg

y t

ha

t is

in

form

ed

by t

he

hie

rarc

hy o

f str

ee

ts a

nd

sp

ace

s.

Pri

oritise

fea

ture

S

BC

H

igh

wa

ys a

uth

ority

P

riva

te s

ecto

r con

tracto

rs

Sto

ckto

n T

ow

n C

entr

e

Evenin

g E

con

om

y F

easib

ility

Stu

dy

July

201

0


ited

4

0 P

rincess S

tre

et,

Ma

nche

ste

r M

1 6

DE

Te

lep

ho

ne

: 0

16

1 2

34

00

89

F

ax:

01

61

23

4 0

014

e

ma

il: in

fo@

pa

n-le

isu

reco

nsu

ltin

g.c

om

90

ligh

tin

g

of

ke

y

bu

ildin

gs

and

n

ew

H

igh

S

tre

et

ligh

tin

g

sch

em

e

with

lig

ht

pro

du

cts

th

at

do

n

ot

co

nflic

t w

ith

th

e H

igh

Str

ee

t skylin

e

T

ime

sc

ale

– s

ho

rt

T

ime

sc

ale

- s

ho

rt

PE 4

Imp

rove

wa

y f

ind

ing

an

d s

ign

ag

e w

ith

in th

e t

ow

n

ce

ntr

e a

rea

P

rep

are

a S

tockto

n-o

n-T

ee

s ‘

To

wn

-ID

’ p

roje

ct

to

revie

w h

ow

pe

op

le a

ccess a

nd

mo

ve

aro

un

d t

he

tow

n

at

bo

th

the

str

ate

gic

le

ve

l a

nd

th

e

local

str

ee

ts/fa

cili

tie

s le

ve

l

D

eve

lop

a

b

esp

oke

pa

cka

ge o

f str

eet

furn

itu

re

tha

t in

clu

des sig

nag

e.

Ensu

re th

e pa

cka

ge

ide

ntifies s

ign

ag

e d

esig

n r

ele

va

nt

to t

he

siz

e

an

d s

cale

of

the s

tre

et

en

vir

onm

en

t

T

ime

sc

ale

– s

ho

rt

S

BC

H

igh

wa

ys a

uth

ority

PE 5

R

eco

nfig

ure

th

e c

urr

en

t a

rra

nge

me

nts

fo

r b

uses

an

d t

axis

th

rou

gh

th

e t

ow

n c

entr

e

R

evie

w lo

ca

tio

n a

nd

ca

pa

city o

f e

xis

tin

g t

axi ra

nk

rela

tive

to

em

erg

ing

pla

ns

for

the

e

ve

nin

g

eco

no

my a

t th

e to

p e

nd

of

the

Hig

h S

tree

t

C

arr

y o

ut

a r

an

ge

of

tra

ffic

mo

delli

ng

sce

na

rios

ba

sed

o

n

diffe

ren

t assum

ptio

ns

tow

ard

s

ho

w

Hig

h

Str

ee

t cou

ld

functio

n.

Th

ese

ne

ed

to

be

asse

sse

d a

ga

inst

ou

tco

me

s –

e.g

. re

-esta

blis

hin

g

a t

rad

itio

na

l hig

h s

tre

et

at

the h

ea

rt o

f th

e t

ow

n:

Op

tio

ns inclu

de

:

- F

ull

pe

destr

ian

isa

tio

n

- F

ull

ve

hic

ula

r a

cce

ss

- L

imite

d a

cce

ss (

on

e w

ay)

- O

n-s

tre

et p

ark

ing

pro

vis

ion

- R

ed

uced

b

us

acce

ss

and

po

ten

tia

l

bu

s s

tatio

n loca

tio

n

- R

e-l

oca

ted

ta

xi ra

nk/tu

rnin

g

S

BC

A

RU

P

H

igh

wa

ys a

uth

ority

P

riva

te

secto

r in

frastr

uctu

re

pro

vid

ers

Sto

ckto

n T

ow

n C

entr

e

Evenin

g E

con

om

y F

easib

ility

Stu

dy

July

201

0


ited

4

0 P

rincess S

tre

et,

Ma

nche

ste

r M

1 6

DE

Te

lep

ho

ne

: 0

16

1 2

34

00

89

F

ax:

01

61

23

4 0

014

e

ma

il: in

fo@

pa

n-le

isu

reco

nsu

ltin

g.c

om

91

T

ime

sc

ale

– m

ed

ium

PE 6

En

co

ura

ge

alte

rna

tive

(in

pa

rtic

ula

r in

no

va

tive

)

uses f

or

vaca

nt sho

p p

rem

ises

W

ork

with

ke

y o

rgan

isa

tio

ns w

ho

ha

ve

exp

ressed

alte

rna

tive

in

tere

st

in

the

use

o

f va

ca

nt

sh

ops

(e.g

. R

ive

rsid

e

Co

lleg

e,

Sto

ckto

n

Bo

rou

gh

Co

un

cil

Art

s)

C

on

sid

er

up

pe

r le

ve

ls

of

sho

p

un

its

for

resid

en

tia

l, w

ith

th

e a

im o

f in

cre

asin

g t

ow

n c

entr

e

livin

g to

str

en

gth

en e

ve

nin

g a

ctivity

In

tro

duce

in

cen

tives

for

new

b

usin

esse

s

to

occu

py

or

exp

an

d

into

fu

rth

er

un

its

–

rate

s

red

uctio

n

C

ou

ncil

to c

onsid

er

pu

rch

asin

g o

f va

ca

nt

un

its t

o

off

er

redu

ced

re

nts

/ra

tes t

o s

tim

ula

te t

ow

n c

en

tre

ch

ang

e th

rou

gh

pro

active

actio

n

T

ime

sc

ale

– s

ho

rt-m

ed

ium

P

rop

ert

y o

wn

ers

an

d m

an

ag

ers

P

riva

te s

ecto

r in

tere

ste

d p

art

ies

PE 7

En

co

ura

ge

op

po

rtu

nity f

or

tow

n c

en

tre

pa

rkin

g

D

eve

lop

an

o

ve

rarc

hin

g

park

ing

str

ate

gy

for

sh

ort

, m

ed

ium

a

nd

lo

ng

te

rm

pa

rkin

g.

Re

vie

w

pa

rkin

g l

oca

tio

ns i

n t

erm

s o

f a

pp

rop

ria

ten

ess o

f

locatio

n,

trip

o

rig

in

and

de

stin

atio

n,

pa

rkin

g

ch

arg

e

str

ate

gy

an

d

an

y

sa

fety

con

ce

rns/a

re

pa

rkin

g lo

ca

tion

s p

oo

rly s

urv

eill

ed

etc

.

T

est

va

rio

us s

ce

na

rios f

or

pa

rkin

g in t

and

em

with

tra

ffic

mo

de

lling

su

gge

ste

d e

arlie

r

T

ime

sc

ale

– s

ho

rt-m

ed

ium

S

BC

H

igh

wa

ys a

uth

ority

P

riva

te

secto

r in

frastr

uctu

re

pro

vid

ers

PE 8

M

ain

tain

an

d d

eve

lop

an

att

ractive

pu

blic

rea

lm

an

d e

nvir

onm

en

t

P

rep

are

a

p

ub

lic re

alm

str

ate

gy (a

s S

PD

) th

at

inclu

des

con

sid

era

tio

n

of

ne

w

tre

e

pla

nting

,

str

ee

tsca

pe

/fu

rnitu

re a

nd

ma

teri

als

pale

tte

P

rep

are

a

ch

ara

cte

r a

nd

co

nse

rva

tio

n

are

a

S

BC

H

igh

wa

ys a

uth

ority

P

riva

te

secto

r in

frastr

uctu

re

pro

vid

ers

Sto

ckto

n T

ow

n C

entr

e

Evenin

g E

con

om

y F

easib

ility

Stu

dy

July

201

0


ited

4

0 P

rincess S

tre

et,

Ma

nche

ste

r M

1 6

DE

Te

lep

ho

ne

: 0

16

1 2

34

00

89

F

ax:

01

61

23

4 0

014

e

ma

il: in

fo@

pa

n-le

isu

reco

nsu

ltin

g.c

om

92

ap

pra

isal (a

s S

PD

)

P

rep

are

a s

ho

p f

ron

t str

ate

gy (

as S

PD

)

P

rep

are

a S

tre

ets

ca

pe

Ma

nu

al

In

itia

te

con

ce

pt

desig

n

de

ve

lop

men

t o

f ke

y

pu

blic

rea

lm loca

tio

ns/p

acka

ge

s in

clu

din

g:

- H

igh

Str

ee

t

- P

ari

sh C

hu

rch

ya

rd

- C

hu

rch

Roa

d

- K

ey G

ate

wa

ys

- K

ey ju

nctio

ns/c

rossin

gs

R

evie

w a

nd

de

ve

lop

a m

ain

ten

ance

pro

gra

mm

e

to

en

su

re

str

ee

ts

an

d

sp

ace

s

are

a

de

qua

tely

ma

nag

ed

/cle

an

ed

/re

pa

ired

T

ime

sc

ale

– s

ho

rt-l

on

g

K

ey

sta

keh

old

ers

(p

riva

te/p

ub

lic

se

cto

r)

E

xte

rna

l co

nsu

lta

nts

PE 9

Re

-org

anis

e

the

T

ow

n

Ha

ll a

nd

S

ham

ble

s

to

ge

ne

rate

mo

re p

ublic

ly-r

ela

ted a

ctivity

T

ow

n H

all

– c

on

sid

er

rem

odelli

ng

of

the

gro

un

d

flo

or

inclu

din

g

the

a

dja

cen

t p

ub

lic

rea

lm

to

inclu

de

ca

fé-e

ve

nts

sp

ace

tha

t op

ens

dir

ectly

on

to

the

str

ee

t/spa

ce.

Esp

ecia

lly

focu

s

on

th

e

no

rth

ern

en

d o

f th

e b

uild

ing r

eq

uirin

g l

ow

eri

ng

of

the

pub

lic r

ea

lm t

o a

chie

ve

le

ve

l access

S

ha

mble

s -

Co

nsid

er

ch

an

ge o

f u

se

to

in

clu

de

wid

er

ran

ge

of

sm

alle

r ca

fé/r

eta

il u

nits.

At

pre

se

nt

the

lim

ite

d r

an

ge

un

its d

oe

s n

ot

att

ract

use

rs i

nto

the

build

ing

T

ime

sc

ale

– m

ed

ium

S

BC

P

riva

te s

ecto

r d

eve

lop

ers

PE 10

Bu

ildin

g r

efu

rbis

hm

en

t

Ke

y b

uild

ing

s a

nd clu

ste

rs of

bu

ildin

gs/s

ett

ing

s

wo

uld

be

ne

fit

fro

m im

pro

ve

men

t p

ackag

es

T

he

Glo

be

:

- F

aça

de

re

tentio

n a

nd e

nha

nce

me

nt

P

rop

ert

y o

wn

ers

an

d m

an

ag

ers

S

BC

K

ey

sta

keh

old

ers

(p

riva

te/p

ub

lic

se

cto

r)

Sto

ckto

n T

ow

n C

entr

e

Evenin

g E

con

om

y F

easib

ility

Stu

dy

July

201

0


ited

4

0 P

rincess S

tre

et,

Ma

nche

ste

r M

1 6

DE

Te

lep

ho

ne

: 0

16

1 2

34

00

89

F

ax:

01

61

23

4 0

014

e

ma

il: in

fo@

pa

n-le

isu

reco

nsu

ltin

g.c

om

93

(ma

inte

nan

ce

). A

lso

co

nsid

er

tem

po

rary

dis

pla

ys a

nd

pro

mo

tion

-base

d d

esig

n

sche

mes t

o e

nco

ura

ge

co

nte

mp

ora

ry,

co

lou

rfu

l sig

npo

stin

g o

f th

is im

po

rta

nt

facili

ty

T

he

Arc

:

- F

ocu

s o

n p

ub

lic r

ea

lm /

str

ee

tsca

pe

imp

rovem

en

ts in

clu

din

g c

rossin

g/jun

ctio

n

up

gra

de

C

hu

rch

Roa

d P

rop

ert

ies:

- D

eve

lop

Chu

rch

Ro

ad a

s a

ch

ara

cte

r

are

a w

ith

leis

ure

focus

- I

nclu

de n

ew

la

ndsca

pe

sch

em

e a

nd

tre

e

pla

ntin

g to

Ch

urc

h R

oa

d to

com

ple

men

t

pro

pe

rtie

s

- C

on

sid

er

use/c

on

ve

rsio

n o

f th

e

pro

pe

rtie

s in

SB

C o

wn

ers

hip

(a

bo

ve

Pa

rish C

hu

rch

) fo

r h

osp

ita

lity p

urp

ose

s t

o

su

ppo

rt c

ha

racte

r o

f to

wn

ce

ntr

e (

e.g

.

ho

tel, r

esid

en

tial, m

ixe

d u

se

(w

ork

– liv

e)

as n

ote

d p

revio

usly

P

ari

sh C

hu

rch

:

- P

rep

are

fe

atu

re lig

hting

sche

me

to

ma

ke

mo

re o

f th

is la

ndm

ark

bu

ildin

g

T

ow

n H

all:

- G

rou

nd

le

ve

l re

furb

ishm

ent

to inclu

de

mo

re p

ub

licly

-re

late

d u

ses e

.g.

Sto

ckto

n T

ow

n C

entr

e

Evenin

g E

con

om

y F

easib

ility

Stu

dy

July

201

0


ited

4

0 P

rincess S

tre

et,

Ma

nche

ste

r M

1 6

DE

Te

lep

ho

ne

: 0

16

1 2

34

00

89

F

ax:

01

61

23

4 0

014

e

ma

il: in

fo@

pa

n-le

isu

reco

nsu

ltin

g.c

om

94

ca

fé/r

eta

il/e

ve

nts

sp

ace

- R

evie

w f

ea

ture

lig

hting

sch

em

e t

o

ma

xim

ise

th

is b

uild

ing’s

la

ndm

ark

lo

catio

n

C

astleg

ate

:

- E

nh

anced

24h

r p

ub

lic a

ccess t

o

foo

tbrid

ge;

- F

aça

de

im

pro

ve

men

ts to

in

teg

rate

be

tte

r w

ith

Hig

h S

tree

t

- M

ark

et

Ha

ll –

utilis

e in

no

va

tive

de

sig

n

(th

ou

gh

co

mpe

titio

n?)

to

fo

rm c

on

ne

ctio

n

be

twe

en

mall

an

d H

igh

Str

ee

t

H

igh

Str

ee

t:

Inclu

des a

wid

e r

an

ge

of

qu

alit

y b

uild

ings

tha

t w

ou

ld b

en

efit

fro

m s

pecific

atte

ntio

n

thro

ugh

lig

htin

g, m

ain

ten

ance

,

refu

rbis

hm

en

t. D

eve

lop

Hig

h S

tre

et-

sp

ecific

sh

op

-fro

nt a

nd c

ha

racte

risatio

n

stu

dy

T

ime

sc

ale

– m

ed

ium

PE 11

Ne

w H

igh

Str

ee

t e

ve

nts

sp

ace

A

s p

art

of

the

wid

er

Hig

h S

tree

t p

ublic

re

alm

an

d

hig

hw

ays

reco

nfig

ura

tion

, deve

lop

a

‘plu

g

and

pla

y’

fle

xib

le

even

ts

spa

ce

a

t th

e

junction

o

f

Do

ve

co

t an

d H

igh

Str

ee

t

N

ew

str

ee

t tr

ee

pla

ntin

g a

nd

ha

rd l

an

dscap

ing

to

de

fine

the

spa

ce

R

efu

rbis

h T

ow

n H

all

to s

up

po

rt t

he

even

ts s

pace

T

ime

sc

ale

– s

ho

rt

S

BC

M

ark

et

tra

de

rs

Ke

y:

SB

C –

Sto

ck

ton

Bo

rou

gh

Co

un

cil;

TV

R –

Te

es

Va

lley

Re

ge

ne

rati

on

; E

EA

– E

ve

nin

g E

co

no

my

As

so

cia

tio

n;

ON

E –

On

e N

ort

h E

as

t; T

MA

– T

ee

s V

alle

y M

us

ic A

llia

nc

e;

TV

T –

Te

es

Va

lley

T

ou

ris

m

Sto

ckto

n T

ow

n C

entr

e

Evenin

g E

con

om

y F

easib

ility

Stu

dy

July

201

0


ited

4

0 P

rincess S

tre

et,

Ma

nche

ste

r M

1 6

DE

Te

lep

ho

ne

: 0

16

1 2

34

00

89

F

ax:

01

61

23

4 0

014

e

ma

il: in

fo@

pa

n-le

isu

reco

nsu

ltin

g.c

om

95


– T

o e

xce

ed

ma

rke

t e

xp

ecta

tio

ns b

y c

on

tin

ua

lly s

ee

kin

g im

pro

ve

me

nt to

th

e q

ua

lity o

f e

ve

nin

g

eco

no

my o

ffe

r, a

nd

re

late

d infr

astr

uctu

re

What

How/Tim

escale

Partners

MD 1

En

co

ura

ge

gre

ate

r d

ive

rsity o

f o

ffe

r in

the

eve

nin

g e

con

om

y

P

rep

are

a

sale

s

docum

en

t/In

ve

sto

rs

Pack

to

se

nd

to

ta

rge

ted

op

era

tors

ou

tlin

ing

ba

ckg

round

to

the

tow

n,

de

ve

lop

me

nt

pla

ns,

ava

ilab

le

sites/p

rop

ert

ies,

ind

ica

tio

ns o

f fin

ancia

l su

ppo

rt

M

ake

b

ett

er

use

o

f th

e e

xis

tin

g p

rop

ert

ies th

at

are

o

wn

ed

b

y

SB

C

inclu

din

g

the

To

wn

H

all,

Sh

am

ble

s,

16

Ch

urc

h

Road

a

nd

Glo

uce

ste

r

Ho

use

(as p

revio

usly

no

ted

– P

E1

0)

F

ollo

win

g

imp

rove

me

nts

to

str

ee

tsca

pe

/pu

blic

rea

lm

encou

rag

e

de

velo

pm

en

t of

“pa

ve

men

t

ea

ting

” fo

r b

oth

exis

tin

g a

nd

ne

w o

pe

rato

rs

E

nco

ura

ge

th

e r

e-o

pe

nin

g o

f e

xis

tin

g r

esta

ura

nts

su

ch

as t

he M

ob

y G

rap

e

D

eve

lop

th

e

eve

nts

p

rog

ram

me

to

p

rovid

e

a

“ye

ar

rou

nd

” o

ppo

rtu

nity

op

tim

isin

g

ne

w

“plu

g

an

d p

lay”

sp

ace

on

th

e H

igh

Str

ee

t to

geth

er

with

oth

er

cu

ltu

ral

ve

nu

es

(e.g

. A

rc,

Gre

en

D

rag

on

Ya

rd/G

eo

rgia

n T

he

atr

e)

an

d lin

kin

g w

ith

th

e “

ligh

t

nig

ht”

na

tio

nw

ide

eve

nts

(se

e M

D 3

)

F

ollo

win

g

re-o

rga

nis

atio

n

of

the

H

igh

S

tre

et

sp

ace

d

eve

lop

a

p

rog

ram

me

o

f te

mp

ora

ry

ma

rke

ts th

at re

ma

in o

pen

in

the

eve

nin

g

D

eve

lop

a str

ee

t en

tert

ain

men

t p

rogra

mm

e

T

ime

sc

ale

– s

ho

rt-m

ed

ium

S

BC

E

EA

V

en

ue

op

era

tors

P

rop

ert

y O

wn

ers

T

VT

E

xte

rna

l C

onsulta

nts

MD 2

En

co

ura

ge

th

e d

eve

lopm

en

t o

f a

ca

fé c

ultu

re i

n

Sto

ckto

n T

ow

n C

en

tre

(G

reen

Dra

go

n Y

ard

)

R

eso

lve

issu

es r

ela

ting

to t

he

Co

urt

ya

rd H

ote

l

In

clu

de

G

DY

a

s

de

ve

lop

men

t o

pp

ort

un

ity

(lin

k

with

MD

1)

S

BC

E

EA

T

MA

Sto

ckto

n T

ow

n C

entr

e

Evenin

g E

con

om

y F

easib

ility

Stu

dy

July

201

0


ited

4

0 P

rincess S

tre

et,

Ma

nche

ste

r M

1 6

DE

Te

lep

ho

ne

: 0

16

1 2

34

00

89

F

ax:

01

61

23

4 0

014

e

ma

il: in

fo@

pa

n-le

isu

reco

nsu

ltin

g.c

om

96

T

ime

sc

ale

– s

ho

rt-m

ed

ium

MD 3

En

co

ura

ge

mo

re b

usin

ess t

o o

pe

n u

p late

, in

pa

rtic

ula

r re

tail,

ca

fé,

ha

ird

resse

rs

U

se

an

e

nh

ance

d

eve

nts

pro

gra

mm

e

as

the

pla

tfo

rm

to

enco

ura

ge

e

xis

ting

re

tail/

leis

ure

bu

sin

esses t

o o

pen

late

r

P

rom

ote

a

re

gula

r la

te

nig

ht

op

enin

g

eve

nt

in

Sto

ckto

n lin

kin

g re

tail,

o

utd

oo

r e

ve

nts

, e

ve

nin

g

ma

rke

t, la

te n

igh

t ca

fé o

pe

nin

g

T

ime

sc

ale

– s

ho

rt-m

ed

ium

S

BC

V

en

ue

op

era

tors

H

osp

ita

lity I

nd

ustr

y

R

eta

il tr

ad

e

MD 4

De

ve

lop

/acce

ss a

mo

re r

egu

larl

y a

va

ilab

le m

ajo

r

ou

tdoo

r e

ve

nts

sp

ace

with

in the

to

wn

ce

ntr

e

E

ng

ag

e w

ith

th

e M

ark

et

Tra

de

rs to

dis

cu

ss th

e

re-l

oca

tio

n o

f th

e m

ark

ets

tow

ard

s t

he

so

uth

ern

en

d

of

the

Hig

h

Str

ee

t “f

ree

ing

u

p”

a

m

ajo

r

pe

rman

en

tly

ava

ilab

le

eve

nts

sp

ace

w

ith

in

the

tow

n c

en

tre

T

ime

sc

ale

– s

ho

rt

S

BC

M

ark

et

Tra

de

rs

MD 5

Exte

nd

th

e v

enu

es t

ha

t h

ave

th

e p

ote

ntia

l to

host

eve

nts

Id

en

tify

o

the

r spa

ces th

at

have

th

e p

ote

ntia

l to

ho

st e

ve

nts

(e

.g. chu

rch

ya

rd, p

ari

sh

ga

rde

ns)

T

ime

sc

ale

– s

ho

rt

S

BC

E

EA

C

hu

rch

/pro

pe

rty o

wn

ers

MD 6

En

co

ura

ge

a

mo

re

div

ers

e

eve

nts

p

rog

ram

me

with

in t

he

to

wn

ce

ntr

e w

hic

h c

ate

rs f

or

a w

ide

r

ran

ge

of

use

r g

rou

p

R

eco

gnis

e th

at

the

e

ve

nin

g e

co

no

my ne

eds to

ca

ter

for

a w

ide

ra

ng

e o

f pote

ntia

l use

r g

rou

ps

inclu

din

g:

ind

ivid

ua

ls;

fam

ilies;

sm

all

gro

up

s

of

frie

nds;

peo

ple

w

ish

ing

to

e

njo

y

a

cu

ltu

ral

occa

sio

n;

yo

ung

p

eo

ple

; lo

cal

busin

esse

s;

vis

ito

rs t

o t

he

are

a a

nd

pro

mote

eve

nts

th

at

me

et

the

n

ee

ds o

f th

e va

rio

us secto

rs a

nd

lin

k w

ith

eve

nts

pro

mo

ters

to

de

live

r th

is

S

BC

A

ll p

art

ne

rs

Sto

ckto

n T

ow

n C

entr

e

Evenin

g E

con

om

y F

easib

ility

Stu

dy

July

201

0


ited

4

0 P

rincess S

tre

et,

Ma

nche

ste

r M

1 6

DE

Te

lep

ho

ne

: 0

16

1 2

34

00

89

F

ax:

01

61

23

4 0

014

e

ma

il: in

fo@

pa

n-le

isu

reco

nsu

ltin

g.c

om

97

E

nsu

re all

se

cto

rs o

f th

e e

ven

ing

eco

no

my a

re

invo

lve

d in

th

e p

rom

otio

n o

f e

ve

nts

(h

ospita

lity,

tra

nsp

ort

, re

tail,

me

dia

pa

rtn

ers

)

R

evie

w

ran

ge

o

f e

ve

nts

th

at

de

live

r th

is

(e.g

.

illum

ina

ted

wa

lks,

he

rita

ge

wa

lks,

fam

ily

fun

eve

nts

, fo

od

fe

stiva

ls,

music

e

ve

nts

)

an

d

de

ve

lop

acco

rdin

gly

– s

ee

MD

2

T

ime

sc

ale

– s

ho

rt

MD 7

E

nco

ura

ge

loca

l id

en

tity

an

d

local

prid

e

in

Sto

ckto

n T

ow

n C

en

tre

H

ost

resid

en

t e

ve

nts

(e

.g.

a

resid

ents

e

ve

nin

g

with

dis

co

un

ts in

resta

ura

nts

, sh

ops,

ha

ird

resse

rs

etc

)

T

ime

sc

ale

– s

ho

rt-m

ed

ium

E

EA

MD 8

En

co

ura

ge g

rea

ter

use o

f th

e t

ow

n c

en

tre

by t

he

stu

de

nt co

mm

un

ity

M

ake

a

va

ilab

le va

ca

nt

un

its fo

r te

mp

ora

ry a

rts

rela

ted

use

s b

y s

tud

en

ts

P

rom

ote

“stu

den

t fr

iend

ly”

even

ts w

ith

in t

he

to

wn

ce

ntr

e (

e.g

. fo

od

ma

rke

ts,

stu

de

nt

only

sh

op

pin

g

nig

hts

, bo

ok e

ve

nts

)

In

stitu

te

regu

lar

liais

on

with

stu

de

nt

rep

rese

nta

tive

s

G

row

th

e e

xis

tin

g lin

ks w

ith

the

Arc

to

sell

ticke

ts

for

art

s/c

ultu

ral

eve

nts

on

cam

pus

at

the

Un

ive

rsity a

nd

Co

llege

E

nco

ura

ge

th

e

stu

de

nt

co

mm

un

ity

to

pro

mo

te

the

ir o

wn

eve

nts

in t

he

to

wn

ce

ntr

e lin

kin

g in

with

the

re

tail

an

d h

osp

ita

lity in

dustr

y

T

ime

sc

ale

– s

ho

rt-m

ed

ium

S

BC

E

EA

H

E/F

E

Ke

y:

SB

C –

Sto

ck

ton

Bo

rou

gh

Co

un

cil;

TV

R –

Te

es

Va

lley

Re

ge

ne

rati

on

; E

EA

– E

ve

nin

g E

co

no

my

As

so

cia

tio

n;

ON

E –

On

e N

ort

h E

as

t; T

MA

– T

ee

s V

alle

y M

us

ic A

llia

nc

e;

TV

T –

Te

es

Va

lley

T

ou

ris

m

Sto

ckto

n T

ow

n C

entr

e

Evenin

g E

con

om

y F

easib

ility

Stu

dy

July

201

0


ited

4

0 P

rincess S

tre

et,

Ma

nche

ste

r M

1 6

DE

Te

lep

ho

ne

: 0

16

1 2

34

00

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F

ax:

01

61

23

4 0

014

e

ma

il: in

fo@

pa

n-le

isu

reco

nsu

ltin

g.c

om

98

Image/Marketing –

To d

eve

lop

an

d c

o-o

rdin

ate

ma

rke

tin

g a

ctivity t

o e

nsu

re th

at

the

im

age

of

Sto

ckto

n a

s a

de

stina

tio

n fo

r th

e

eve

nin

g e

co

nom

y is p

ort

raye

d a

s a

po

sitiv

e,

inclu

siv

e e

xp

erie

nce

to a

ll p

ote

ntia

l vis

ito

rs

What

How/Tim

escale

Partners

IM 1

To

esta

blis

h a

n E

ven

ing E

cono

my “

bra

nd

” w

hic

h

diffe

ren

tia

tes t

he t

ow

n c

entr

e a

nd

attra

cts

ne

w

vis

ito

rs

R

evie

w t

he

he

rita

ge

/ a

rts/c

ultu

ral

qu

art

er

them

e

linkin

g t

he

Arc

/Gre

en

Dra

go

n Y

ard

/Glo

be

with

th

e

Eve

nin

g E

co

nom

y A

sso

cia

tio

n

U

se

th

e

pro

pose

d

cha

racte

r a

reas

(se

e

ap

pe

nd

ice

s)

to d

eve

lop

dis

tinct

“su

b b

ran

ds”

an

d

roll

out

to i

nclu

de

fo

r e

xa

mp

le t

he

Riv

ers

ide

and

No

rth

Sh

ore

T

ime

sc

ale

– s

ho

rt-m

ed

ium

S

BC

E

EA

V

en

ue

op

era

tors

E

xte

rna

l ag

ency

IM 2

Imp

rove

th

e p

erc

ep

tio

n o

f S

tockto

n T

ow

n C

en

tre

as a

sa

fe p

lace t

o v

isit a

t n

igh

t

In

a

sso

cia

tio

n

with

th

e

loca

l p

ress

pre

pa

re

a

ma

jor

cam

paig

n w

hic

h fo

cu

se

s o

n th

e p

ositiv

e

eve

nin

g e

con

om

y o

ffe

r

F

ollo

win

g t

his

, p

rep

are

a m

ark

etin

g s

tra

teg

y f

or

the

eve

nin

g e

co

nom

y t

o p

rom

ote

Sto

ckto

n a

s a

sa

fe,

inclu

siv

e,

qu

alit

y

nig

ht

ou

t in

clu

din

g

the

ad

jace

nt a

reas o

f S

tockto

n a

s ta

rge

t m

ark

ets

H

old

re

gu

lar

me

etin

gs w

ith

th

e m

ed

ia p

art

ne

rs t

o

en

cou

rage

p

ositiv

e

repo

rtin

g

an

d

“sh

ow

case

”

po

sitiv

e,

inclu

siv

e m

essa

ges

E

nsu

re th

at

ke

y ne

ws e

ve

nts

(e

.g.

red

uction

in

cri

me

sta

tistics)

are

rep

ort

ed

in

th

e p

ress

T

ime

sc

ale

– s

ho

rt &

on

-go

ing

S

BC

N

ort

he

rn

Ech

o/D

arlin

gto

n

an

d

Sto

ckto

n T

ime

s

E

xte

rna

l C

onsulta

nts

P

olic

e

IM 3

Imp

rove

“firs

t im

pre

ssio

ns”

of

the

to

wn

cen

tre

Intr

od

uce

ga

tew

ays

to

the

to

wn

ce

ntr

e

are

a

wh

ich

a

re

live

ly

an

d

pro

vid

e

a

po

sitiv

e

imag

e

linkin

g w

ith

ph

ysic

al/e

nvir

onm

en

tal cha

ng

es

S

BC

P

R C

on

su

lta

nt

Sto

ckto

n T

ow

n C

entr

e

Evenin

g E

con

om

y F

easib

ility

Stu

dy

July

201

0


ited

4

0 P

rincess S

tre

et,

Ma

nche

ste

r M

1 6

DE

Te

lep

ho

ne

: 0

16

1 2

34

00

89

F

ax:

01

61

23

4 0

014

e

ma

il: in

fo@

pa

n-le

isu

reco

nsu

ltin

g.c

om

99

T

ime

sc

ale

– s

ho

rt

IM 4

Dis

pel th

e p

erc

ep

tio

n t

hat

Sto

ckto

n T

ow

n C

en

tre

on

ly

ca

ters

fo

r ce

rtain

g

rou

ps

(e.g

. yo

ung

pe

op

le/p

red

om

ina

ntly m

en

) d

uri

ng

th

e e

ve

nin

g

D

eve

lop

cam

pa

igns th

at

focus o

n so

me

of

the

lesse

r kn

ow

n e

ve

nin

g e

co

nom

y e

ve

nts

th

at

take

pla

ce

(e

.g.

ba

llro

om

da

ncin

g

at

Sp

lash

, yo

ung

pe

op

le’s

m

usic

se

ssio

ns

at

Te

es

Va

lley

Mu

sic

Alli

an

ce

)

T

ime

sc

ale

– s

ho

rt

E

EA

V

en

ue

op

era

tors

T

MA

M

ed

ia

IM 5

Se

ek a

ccre

dita

tio

n to

th

e P

urp

le F

lag

to

sh

ow

tha

t sta

nd

ard

s

ha

ve

b

ee

n

me

t a

n

co

ntin

uo

us

imp

rovem

en

t is

pla

nne

d

for

the

e

ve

nin

g

eco

no

my in S

tockto

n

W

ork

to

ach

ieve

Pu

rple

Fla

g a

ccre

ditatio

n s

tatu

s

T

ime

sc

ale

– -

me

diu

m

S

BC

A

ll p

art

ne

rs

IM 6

Se

ek to

use

diffe

rent

mech

an

ism

s t

o d

isse

min

ate

info

rma

tio

n

D

eve

lop

a S

tockto

n E

ve

nin

g E

co

no

my w

eb

site

wh

ich

is

re

gu

larl

y

up

da

ted

an

d

has

listin

gs

of

ve

nu

es,

activitie

s,

trave

l in

form

atio

n,

acco

mm

od

ation

lin

ks,

links t

o in

div

idu

al sites a

nd

ad

vic

e o

n issu

es s

uch

as d

rugs/a

lco

ho

l sa

fety

T

ime

sc

ale

– s

ho

rt &

on

-go

ing

S

BC

E

EA

IM 7

Pro

mo

te S

tockto

n t

ow

n c

en

tre a

s a

pla

ce

to

vis

it

at

nig

ht

to s

tud

en

ts a

t R

ive

rsid

e C

olle

ge

an

d t

he

Un

ive

rsity

E

nco

ura

ge

ye

ar

rou

nd

co

nsu

lta

tio

n w

ith

stu

de

nts

fro

m th

e C

olle

ge

and

Un

ive

rsity (

link w

ith

MD

7)

E

ng

ag

e w

ith

th

e C

olle

ge

to

pro

mo

te e

ve

nts

with

in

the

to

wn

cen

tre

(lin

k w

ith

MD

7)

T

ime

sc

ale

– s

ho

rt &

on

-go

ing

S

BC

S

tud

en

t

IM 8

Pro

mo

te

a

“be

st

of”

S

tockto

n

sch

em

e

P

rovid

e tr

ain

ing

a

nd

b

usin

ess sup

po

rt to

e

xis

ting

S

BC

Sto

ckto

n T

ow

n C

entr

e

Evenin

g E

con

om

y F

easib

ility

Stu

dy

July

201

0


ited

4

0 P

rincess S

tre

et,

Ma

nche

ste

r M

1 6

DE

Te

lep

ho

ne

: 0

16

1 2

34

00

89

F

ax:

01

61

23

4 0

014

e

ma

il: in

fo@

pa

n-le

isu

reco

nsu

ltin

g.c

om

100

en

cou

ragin

g

exis

tin

g

pre

mis

es

to

incre

ase

th

e

qu

alit

y o

f th

eir

off

er

eve

nin

g e

co

nom

y b

usin

esse

s i

n t

he

to

wn

ce

ntr

e

imp

rove

th

eir o

ffe

r a

nd

we

lcom

e

T

ime

sc

ale

– s

ho

rt &

on

-go

ing

E

EA

P

riva

te s

ecto

r

IM 9

Co

ntin

ue

to

su

ppo

rt t

he

de

ve

lop

men

t o

f th

e r

ole

of

the

Sto

ckto

n T

ow

n P

asto

rs

S

up

po

rt th

e in

ten

tion

to g

ain

accre

ditatio

n

In

vo

lve

in

th

e

de

ve

lop

me

nt

of

the

E

ve

nin

g

Eco

nom

y A

sso

cia

tio

n a

nd

pa

rtn

ers

hip

wo

rkin

g

U

se

as a

positiv

e e

xa

mp

le o

f h

ow

th

e E

ve

nin

g

Eco

nom

y is b

ein

g m

ana

ge

d

T

ime

sc

ale

– s

ho

rt &

on

-go

ing

S

BC

S

tockto

n T

ow

n p

asto

rs

P

olic

e

IM 10

Se

ek

to

att

ract

po

sitiv

e

co

ve

rag

e

of

the

ro

le

pla

ye

d b

y t

he

po

lice

in

active

po

licin

g a

nd

lin

ks

with

th

e T

ow

n P

asto

rs

In

vo

lve

th

e

ne

wly

fo

rme

d

Eve

nin

g

Eco

nom

y

Associa

tio

n

P

ositiv

ely

pro

mo

te t

he

ir r

ole

in

esta

blis

hin

g a

nd

ma

inta

inin

g a

sa

fe e

ve

nin

g o

ffe

r

T

ime

sc

ale

– s

ho

rt &

on

-go

ing

S

BC

S

tockto

n T

ow

n p

asto

rs

P

olic

e

IM 11

En

su

re t

ha

t S

tockto

n T

ow

n C

en

tre

is p

rom

ote

d

as a

sa

fe p

lace

to

ge

t h

om

e f

rom

E

nsu

re

tha

t th

is

is

the

re

alit

y

an

d

wo

rk

with

tra

nsp

ort

p

rovid

ers

to

e

nsu

re th

at

peo

ple

h

ave

acce

ss to

p

ublic

tr

anspo

rt an

d p

ub

lic tr

an

sp

ort

info

rma

tio

n,

pa

rtic

ula

rly

wh

en

th

e

even

ing

eco

no

my e

xte

nd

s in

to t

he

ea

rly m

orn

ing

T

ime

sc

ale

– s

ho

rt &

on

-go

ing

S

BC

T

ran

sp

ort

op

era

tors

P

olic

e

Ke

y:

SB

C –

Sto

ck

ton

Bo

rou

gh

Co

un

cil;

TV

R –

Te

es

Va

lley

Re

ge

ne

rati

on

; E

EA

– E

ve

nin

g E

co

no

my

As

so

cia

tio

n;

ON

E –

On

e N

ort

h E

as

t; T

MA

– T

ee

s V

alle

y M

us

ic A

llia

nc

e;

TV

T –

Te

es

Va

lley

T

ou

ris

m

Sto

ckto

n T

ow

n C

entr

e

Evenin

g E

con

om

y F

easib

ility

Stu

dy

July

201

0


ited

4

0 P

rincess S

tre

et,

Ma

nche

ste

r M

1 6

DE

Te

lep

ho

ne

: 0

16

1 2

34

00

89

F

ax:

01

61

23

4 0

014

e

ma

il: in

fo@

pa

n-le

isu

reco

nsu

ltin

g.c

om

101

Financial/Economic –

To

ma

xim

ise

the

po

ten

tia

l fina

ncia

l/e

co

no

mic

be

nefits

to

Sto

ckto

n T

ow

n C

en

tre t

hro

ugh

th

e e

ve

nin

g e

co

nom

y

What

How/Tim

escale

Partners

FE 1

To

en

co

ura

ge

ho

sp

italit

y o

pe

rato

rs to

de

ve

lop

in

the

To

wn

Ce

ntr

e

L

inke

d w

ith

MD

1 e

sta

blis

h a

po

licy o

f re

nt/

rate

s

ho

lida

ys (e

.g.1

-2 ye

ars

) to

act

as in

ce

ntives to

att

ract

ne

w o

pe

rato

rs t

o b

e i

nclu

de

d i

n I

nve

sto

rs

Pa

ck (

suita

ble

fo

r b

oth

re

tail

an

d A

3 o

pe

rato

rs)

T

ime

sc

ale

- s

ho

rt

S

BC

P

rop

ert

y o

wn

ers

E

xte

rna

l co

nsu

lta

nt

FE 2

En

co

ura

ge

in

cre

ase

d in

ve

stm

en

t in

to th

e t

ow

n

ce

ntr

e (

ope

rato

rs)

T

o p

rep

are

a S

ale

s P

rosp

ectu

s t

o b

e i

ssu

ed

to

ke

y o

pe

rato

rs (inclu

din

g th

ose

id

en

tified

in

th

is

stu

dy)

pro

vid

ing

b

ackg

round

to

th

e

tow

n,

de

ve

lopm

ent

pla

ns,

ava

ilable

sites/p

rop

ert

ies,

ind

ica

tio

ns o

f fin

an

cia

l su

pp

ort

T

o p

rom

ote

op

po

rtu

nitie

s t

o p

rop

ert

y o

wn

ers

and

de

ve

lope

rs

T

o m

ake

u

se

o

f th

e pla

nn

ing

re

gim

e (l

ink w

ith

Co

re S

tra

teg

y P

olic

y 5

) to

pro

mo

te S

tockto

n B

C

as a

su

pp

ort

ive

an

d p

ro-a

ctive lo

ca

l au

tho

rity

T

ime

sc

ale

- s

ho

rt

S

BC

P

rop

ert

y O

wn

ers

E

xte

rna

l co

nsu

lta

nts

FE 3

Se

cu

re f

und

ing t

o s

upp

ort

th

e im

ple

men

tatio

n o

f

the

Str

ate

gy

E

nsu

re

tha

t th

e

pro

posa

ls

are

in

clu

de

d

in

the

Are

a T

ou

rism

Ma

na

ge

me

nt

Pla

n

Id

en

tify

a

dditio

na

l fu

nd

ing

op

po

rtu

nitie

s

an

d

sp

onso

rsh

ip w

hic

h co

uld

b

e “t

ap

ped

in

to”

from

pu

blic

, p

riva

te a

nd

th

ird s

ecto

r so

urc

es

R

evie

w th

e M

aid

sto

ne T

ow

n C

en

tre

e

xp

eri

ence

to s

up

po

rt a

ctivity

T

ime

sc

ale

– s

ho

rt -

me

diu

m

S

BC

O

NE

E

xte

rna

l co

nsu

lta

nts

FE 4

Re

vie

w t

he

im

pa

ct o

f th

e S

tra

teg

y

Imp

lem

en

tatio

n

C

om

mis

sio

n

an

E

co

nom

ic

Imp

act

Stu

dy

to

eva

lua

te t

he

be

ne

fits

of cha

nge

T

ime

sc

ale

– s

ho

rt-m

ed

ium

S

BC

O

NE

E

xte

rna

l co

nsu

lta

nts

Ke

y:

SB

C –

Sto

ck

ton

Bo

rou

gh

Co

un

cil;

TV

R –

Te

es

Va

lley

Re

ge

ne

rati

on

; E

EA

– E

ve

nin

g E

co

no

my

As

so

cia

tio

n;

ON

E –

On

e N

ort

h E

as

t; T

MA

– T

ee

s V

alle

y M

us

ic A

llia

nc

e;

TV

T –

Te

es

Va

lley

T

ou

ris

m

Sto

ckto

n T

ow

n C

entr

e

Evenin

g E

con

om

y F

easib

ility

Stu

dy

July

201

0


ited

4

0 P

rincess S

tre

et,

Ma

nche

ste

r M

1 6

DE

Te

lep

ho

ne

: 0

16

1 2

34

00

89

F

ax:

01

61

23

4 0

014

e

ma

il: in

fo@

pa

n-le

isu

reco

nsu

ltin

g.c

om

102

Research and Monitoring –

To

fa

cili

tate

the

co

llectio

n o

f pe

rfo

rma

nce

and

con

sum

er

da

ta to

assis

t w

ith

mo

nito

rin

g o

f a

ction

pla

ns a

nd

enh

an

ce

d leve

ls o

f m

ark

et

inte

llige

nce

What

How/Tim

escale

Partners

RM 1

Esta

blis

h c

rite

ria

to

mo

nito

r th

e e

ffective

ness o

f

ma

rke

ting

activity

A

gre

e

targ

ets

fo

r m

ark

etin

g

activity,

linked

to

ma

rke

ting

pla

ns

M

on

ito

r a

nd

re

vie

w

eff

ectiven

ess

of

ma

rke

tin

g

ca

mp

aig

ns a

gain

st

targ

ets

R

evie

w t

arg

ets

an

nua

lly b

ase

d o

n p

erf

orm

ance

T

ime

sca

le -

sh

ort

S

BC

E

xte

rna

l A

ge

ncy

RM 2

Esta

blis

h a

‘m

aste

r’ d

ata

base o

f ke

y t

ow

n c

en

tre

eve

nin

g e

con

om

y b

usin

ess t

o m

on

ito

r su

cce

ss o

f

initia

tives

C

rea

te

a

ne

w

da

tab

ase

o

f e

ve

nin

g

eco

nom

y

co

nta

cts

, e

nco

mpa

ssin

g

key

ba

r,

resta

ura

nt,

ca

fé,

nig

ht

clu

b,

cin

em

a/t

he

atr

e/

takeo

ut

op

era

tors

T

ime

sc

ale

– s

ho

rt &

on

-go

ing

S

BC

P

riva

te s

ecto

r o

pera

tors

RM 3

De

ve

lop

an

d i

mple

me

nt

regu

lar

busin

ess ‘

he

alth

ch

eck’ su

rve

ys fo

r ke

y h

osp

ita

lity s

ecto

rs

E

ith

er

in-h

ouse

, or

in co

nju

nction

w

ith

e

xte

rna

l

pa

rtn

er

de

velo

p a

bri

ef

su

rvey f

or

‘lice

nse

d’

an

d

‘re

sta

ura

nt’

bu

sin

ess

with

in

Sto

ckto

n

aim

ed

at

‘ta

kin

g th

e pu

lse

’ o

f th

ese

se

cto

rs.

S

urv

eys to

co

nsid

er:

- S

taff

ing

(cu

rre

nt a

nd n

ext

qu

art

er)

- In

ve

stm

en

t (p

rop

osed

/curr

en

t)

- T

urn

ove

r (+

/-)

- A

wa

ren

ess/v

iew

s o

f in

itia

tive

s

- C

on

fid

en

ce

fo

r com

ing

qua

rte

r

Co

mm

it t

o r

olli

ng

ou

t su

rve

ys t

o a

‘co

re s

am

ple

’

on

a q

ua

rte

rly b

asis

T

ime

sc

ale

– s

ho

rt &

on

-go

ing

S

BC

E

xte

rna

l co

nsu

lta

nts

Sto

ckto

n T

ow

n C

entr

e

Evenin

g E

con

om

y F

easib

ility

Stu

dy

July

201

0


ited

4

0 P

rincess S

tre

et,

Ma

nche

ste

r M

1 6

DE

Te

lep

ho

ne

: 0

16

1 2

34

00

89

F

ax:

01

61

23

4 0

014

e

ma

il: in

fo@

pa

n-le

isu

reco

nsu

ltin

g.c

om

103

RM 4

Mo

nito

r b

est

pra

ctice

fro

m o

the

r to

wn

s a

nd

citie

s

to

allo

w

co

ntin

uo

us

imp

rove

me

nt

of

Sto

ckto

n

Eve

nin

g E

co

nom

y o

ffe

r

R

eg

ula

r re

se

arc

h into

be

st p

ractice

T

ime

sca

le –

sh

ort

an

d o

n-g

oin

g

S

BC

RM 5

Pre

pa

re a

mo

nito

ring

fra

me

wo

rk o

f ke

y p

hysic

al

actio

n p

roje

cts

D

efin

e e

ach

p

roje

ct

in te

rms o

f sh

ort

, m

ed

ium

,

lon

g te

rm

D

efin

e p

roje

ct in

dic

ato

rs a

nd ta

rge

ts,

e.g

.

Pro

ject:

Pu

blic

Re

alm

Enh

ance

me

nts

Ind

ica

tors

Nu

mb

er

of

pe

ople

usin

g

the

to

wn

ce

ntr

e

(pe

destr

ian

foo

tfall

co

unts

)

P

ub

lic p

erc

ep

tion

of to

wn

ce

ntr

e

N

um

be

r o

f lis

ted

b

uild

ings

an

d

build

ings

of

exce

ptio

nal m

eri

t

E

nh

ance

me

nts

to

T

he

G

lobe

, P

arish

Ch

urc

h

se

ttin

g,

To

wn

Ha

ll, C

hu

rch R

oa

d e

tc.

G

ate

wa

y im

pro

ve

me

nts

L

ocatio

ns fo

r p

ub

lic a

rt p

rovis

ion

Im

ple

men

tatio

n o

f lig

htin

g s

trate

gy

P

ha

sed

im

ple

men

tatio

n o

f:

- p

ub

lic r

ea

lm im

pro

vem

en

ts

- H

igh

Str

ee

t E

ve

nts

Sp

ace

- H

igh

Str

ee

t h

igh

wa

ys r

eco

nfig

ura

tio

n a

nd

tre

e p

lan

tin

g

R

ed

uce

in

cid

en

ce

of

crim

e/a

nti-s

ocia

l b

eh

avio

ur

fro

m p

revio

us y

ea

r ba

se

Ta

rge

ts

In

cre

ase o

f 2

% p

er

ye

ar

in f

oo

tfall

sta

rtin

g f

rom

the

co

mple

tio

n o

f th

e f

irst

pu

blic

re

alm

wo

rks

Y

ea

r o

n y

ea

r im

pro

vem

en

ts i

n p

ub

lic p

erc

ep

tio

n

S

BC

Sto

ckto

n T

ow

n C

entr

e

Evenin

g E

con

om

y F

easib

ility

Stu

dy

July

201

0


ited

4

0 P

rincess S

tre

et,

Ma

nche

ste

r M

1 6

DE

Te

lep

ho

ne

: 0

16

1 2

34

00

89

F

ax:

01

61

23

4 0

014

e

ma

il: in

fo@

pa

n-le

isu

reco

nsu

ltin

g.c

om

104

of

the

to

wn

ce

ntr

e (

asse

sse

d b

y r

eg

ula

r su

rve

ys)

N

o

loss

of

liste

d

bu

ildin

gs

or

build

ings

of

exce

ptio

nal m

eri

t

C

om

ple

tion

o

f P

arish

Ch

urc

h

lighting

/sett

ing

up

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105

10 Conclusions

Introduction

10.1 In this final section of our report, we draw out our key conclusions in relation to the evening and

night-time economy in Stockton at present and identify how best to move forward in the future.

Key Principles Underpinning a Vibrant Evening Economy

10.2 The promotion and development of the evening economy in towns and cities across the UK is firmly

rooted in optimising the economic benefits that can be derived. Fundamental to this is the need to

develop a mixed economy comprising: leisure (commercial and public sector); culture and heritage;

entertainment; and retail and an infrastructure which supports the night-time experience.

10.3 The benchmark for good quality evening and night-time economies is the Purple Flag Award overseen

by the Association of Town Centre Managers in association with the Purple Flag Advisory Board. In

their view, and by common consent, there are five main ingredients (achievement of which enables

the award of Purple Flag status). These embrace:

Wellbeing - good customer service and safe environment

Movement - ease of access (all modes) and security

Appeal - diversity of offer

Place - good quality character and identity relevant to both day and night

time

Policy Framework - clear focus and cross-sector approach

How Does Stockton Town Centre Measure Up?

10.4 In reviewing Stockton Town Centre’s evening economy we looked first at a ‘core area’ focusing

principally on areas to the east of the High Street taking in properties on Church Road, Parish Church

area and Green Dragon Yard and also the Globe to the west. However, recognising that in reality the

boundaries of evening activity are not fixed, the wider town centre area (including the Arc) was

reviewed. What became evident was:

There are significant strengths in terms of the performing arts, heritage and the events offer

which would enable the existing cultural hub to be extended (from Green Dragon Yard) to

include:

The Arc

The Globe

Heritage properties on Church Road




106

By focusing on these sectors/opportunities to underpin the future development of the evening

economy in Stockton, market growth evident in: music/concerts/festivals; theatre; museum/

art will be captured

Stockton has a potential catchment area that extends across the Tees Valley representing a

cross section of socio-economic groups, and has a large student population ‘on its doorstep’,

factors material to the development of the evening economy

10.5 Contrasting with this are a number of issues that became evident during the study process that will

need to be addressed to enable Stockton to position itself effectively to deliver a vibrant evening

economy in the future which includes:

Need to galvanise cross-sector management at a senior level (both public and private sectors)

Need to improve the environment within the Town Centre encompassing both the public

realm (underway) and uses of the High Street with a particular focus on events

Need to diversify the current offer to include food and beverage/hospitality facilities, retail,

that attract demand from a wider cross-section of the population

Need to take positive action to counter the negative perceptions

What Needs to be Done?

10.6 In commissioning this study, the Council has clearly confirmed its intention to put in place a range of

actions/initiatives that will provide the type of environment (i.e. physical, market, management) that

will provide confidence to operators and consumers alike and enable the evening economy to flourish

in the future. There are a number of these contained within this report which set out the detailed

tasks required to ‘kick start’ the process. However, we suggest that priority is given to the following.

Priority Action Areas

MANAGEMENT/PARTNERSHIPS

1. Establish Evening Led by Stockton Borough Council, needs to be cross sector

Economy Association and inclusive with aim to be financially self-sustaining (as

Maidstone) and would be responsible for driving forward

action noted in Delivery Plans

PHYSICAL/ENVIRONMENT

2. Improve links between key Performing arts offer has the capability to differentiate

Cultural assets i.e. Green Stockton from its competitors, need therefore to make

Dragon Yard, Arc, Globe physical improvements (e.g. public realm signage, lighting)

to strengthen links

3. Reconfigure areas for buses Need to encourage through traffic on High Street and

taxis on High Street and parking to enable customers to park in closer proximity to




107

develop more street parking facilities, which will require change to the current access

(High Street, Church Road) and parking arrangements

4. Optimise heritage assets such The Globe and nearby properties on Church Road if

as the Globe and properties on if developed, can make a significant contribution to the

Church Road (e.g. Gloucester emerging ‘cultural hub’. Whereas the Globe is in private

House and No 16) ownership, maintenance improvements to the façade could

be encouraged along with temporary installations to the

front of the building including attractive lighting displays

(with potentially a financial incentive from the Council).

Conversion of the Council owned properties on Church Road

could be brought forward for hospitality/leisure use with

boutique hotel/restaurant use the most likely. No 16 Church

Road is more suitable for hotel conversion given the

retention of a greater proportion of its internal character and

closer relationship to the church (enhancing a heritage

character setting). Gloucester House has experienced

considerable internal re-configuration into rather bland

cellular office space. Small café uses could be considered on

the ground floor with office or residential above.

Alternatively it could provide a location for an Tourist

Information point coupled with internet/café facilities.

5. Re-configuration of the High The High Street contributes little to the creation of a lively/

Street dynamic space appropriate for both the daytime and evening

economies. Its reconfiguration (key action areas 3 + 5)

potentially to include: moving the markets to the southern

end of the High Street; development of a flexible events

space (Dovecot Street/High Street; and introduction of tree

planting/hard landscaping will enable improved

functionality combined with leisure uses (e.g. events) that

will enable the High Street to draw and retain visitors

MARKET/PRODUCT DEVELOPMENT

6. Improve the diversity of the The cultural and heritage strengths of Stockton need to be

Evening Economy offer supported by the development of a more varied hospitality

offer. In the first instance, the preparation of a ‘sales

document’/Investors Pack targeted at a range of operators

needs to be prepared using as a basis, the study findings

7. Encourage a more varied Widening the current Stockton town centre user profile




108

events programme needs to be “kick started’ – the quickest way to achieve this is

through the development of an events programme targeted

at:

Young people (students as an immediate target)

Families

Older people

8. Encourage greater use of the At present, students make little use of the town centre

town centre by the student although they are attracted by music events Green Dragon

community Yard/Arc. Creating a greater sense of ‘ownership’ needs to

be encouraged, potentially through the following actions:

Use of empty shops to display art and craft work etc

Programme development jointly by Arc management

and Tees Valley Music Alliance

Providing space for students to develop their own events

IMAGE/MARKETING

9. Improve the image and This to be achieved through:

perception of Stockton Town - physical changes e.g. lighting, signage,

Centre introduction of gateways

- marketing e.g. development of evening economy brand

- PR e.g. press activities stressing ‘good news’

10. Work towards achieving This sets the agenda for the overall development

Purple Flag accreditation of the evening economy

10.7 The foregoing action areas taken from the detailed Delivery Plans contained in Section 9 represent

some immediate priorities.

10.8 Overall, stimulating and developing the evening economy presents a number of challenges and

although the Council has a major part to play in leading the way, it will be essential to ‘bring on board’

private sector representatives including developers, operators, the retail industry and the voluntary

sector, with representation at a senior level.




109

Disclaimer Forecasts and recommendations in any proposal, report or letter are made in good faith and on the basis of the information before the Company at the time. Their achievement must depend, among other things, on effective co-operation of the Client and the Client’s staff. In consequence, no statement in any proposal, report or letter is to be deemed to be in any circumstances a representation, undertaking, warranty or contractual condition. Copyright © Pan-Leisure Consulting Limited, 2008




110

Appendix 1 – Consultee List

Name Organisation Position

Nigel Laws Stockton Borough Council Town Centre & Major Projects Officer

Iain Robinson Stockton Borough Council Planning/Economic Development

James Glancey Stockton Borough Council Town Centre Manager

Jenny Thornton Stockton Borough Council Town centre Manager Support

Antony Phillips Stockton Borough Council Senior Urban Designer

Kathy Stainthorpe Stockton Borough Council Tourism Services Manager

David Bage Stockton Borough Council Planning Officer

Isabelle Nicholls Stockton Borough Council Planning

Jan Doherty Stockton Borough Council Arts Development Manager

Graham Reeves Stockton Borough Council Events and Festivals

David Kitching Stockton Borough Council Trading Standards and Licensing Manager

Mick Vaines Stockton Borough Council Principal Licensing Officer

David Lupton Stockton Borough Council Communications

Elizabeth Marsh Stockton Borough Council ShiP Co-ordinator

Claire Henry Stockton Borough Council Tourism Promotions Assistant

Paul Ward Tees Valley Regeneration Project Manager

Annabel Turpin The Arc Centre Chief Executive

Craig Millar The Arc Centre Marketing and Communications Manager

Paul Burns Tees Music Alliance Director

Keith Daley Cleveland Police Sergeant

Elizabeth Glancey University of Durham Student Representative

Anthony Williams Stockton Riverside College Assistant

John Clift Castlegate Shopping Centre Centre Manager

Rob Gildersleeve Wellington Square Centre Manager

Stuart Monk Jomast Property developer

Les Moore Stockton Pubwatch/ Moores Leisure Chairman/Proprietor

Steve Brock Stockton Town Pastors Representative

Claire Boston-Smithson Visit Tees Valley Commercial Development Manager

Tony Harris Local Hackney Drivers Association Representative

Steve Wells Arup Associate

Brad Collins Pattison Estate Agency Area Valuer

Bill Moss Maidstone Borough Council Town Centre Manager

Conrad Heald Chorley Borough Council Town Centre Manager

Industry Operators Various -

APPENDIX 2 - Communications

Communications

Stockton benefits from good road, bus and train links to nearby towns and these are reviewed in

the following table.

Stockton is well placed in terms of transport links to nearby towns and

major motorway networks. Recent developments have made travel in

and out of Stockton easier including the £20m South Stockton Link

Road, the A66 which opened in 2004 and a £4m urban one-way system

providing access to the North Shore which was opened in 2005.

The A19 provides routes to the north and south of Stockton with the

south linking to the A1(M) which provides a connection to the M62,

towards the west. The A66 links with both the A19 and A1(M) providing

access from the north and south and also provides a connecting to the

M6, towards the North West of England, London, Doncaster, and

Leeds.

The main operators servicing Stockton are Arriva North East and

Stagecoach, providing the main routes throughout the Teesside area to

Billingham, Durham, Middlesbrough, Ingleby Barwick and as far as

Sunderland and Newcastle-upon-Tyne.

Routes operated by Stagecoach to Stockton Town Centre include: 13,

35, 36, 37, 38, 52, 58, 59 and 61.

There are a number of smaller operators provide services to other areas

within the region, including: A1, Compass Royston Travel Ltd, Leven

Valley Coaches and Go (North-East).

Stockton-on-Tees railway station is located on the Durham Coast Line

and is operated by Northern Rail and links the Borough with other areas

across northern England including: Middlesbrough, Redcar, Saltburn,

Darlington, Hartlepool, Sunderland, Newcastle and Carlisle. Fast speed

and direct services are avialbale to Edinburgh, Newcastle-upon-Tyne

and Sunderland to the north, Middlesbrough and London to the south.

Thornaby Railway Station serves the town of Thornaby-on-Tees as well

as Stockton and provides a wide range of services. It is operated by

First TransPennine Express. It is situated across the River Tees from

Stockton and all trains that run on the Durham Coast line and Tees

Valley line call at the station. The station provides frequent services to

Middlesbrough, Darlington, Sunderland and Newcastle with direct

services to York, Leeds and Manchester also calling at this station.

APPENDIX 2 - Communications

Durham Tees Valley Airport serves County Durham, North Yorkshire

and the Tees Valley and is located approximately 9 miles from Stockton-

on-Tees. A number of airlines operate from Durham Tees Valley Airport

including: Thomson, Ryanair, Airways, KLM, First Choice, Flybe and Aer

Lingus, which fly to domestic, and international destinations.

The following table indicates the distance from Stockton-on-Tees to the key cities throughout the

UK.

City Distance (miles)

Middlesbrough 5

Durham 29

Newcastle 39

Leeds 66

Appendix 3 – Strategic Context

1

The following tables highlight the strategic documents of relevance to this study.

National

Alcohol Harm Reduction Strategy (2004)

Safe, Sensible, Social (2007)

Know Your Limits Campaign

PPS6: Planning for Town Centres (2005)

Night Vision – Town Centres for All – Management and Development of the Evening

Economy

Managing the Evening Economy (Office of the Deputy Prime Minister)

Place Survey 2008 (DCLG)

Event Britain – Great Britain, Great Events

Regional

Festival and Events Strategy – One North East

Regional Economic Strategy – One North East

Visitor Economy Strategy – One North East (consultation draft)

North East Tourism Strategy 2005-2010 – One North East

Tees Valley Area Tourism Management Plan 2009-2012

Government Office for the North East – Regional Alcohol Strategy

Local

Stockton-Middlesbrough Initiative

Stockton Central Area Investment Strategy – Investment in the Future – Priorities for the

Town Centre and Riverside

Stockton Sustainable Community Strategy (2008-2021)

Stockton Town Centre Action Plan

Stockton Town Centre Study

Anti-Social Behaviour Strategy for Stockton-on-Tees

Safer Stockton – Community Safety Incentives


Stockton Town Centre – Conservation Area Appraisal


2

National Strategies

Strategy

Context

Relevance

Alcohol Harm

Reduction

Strategy (2004)

The Alcohol Harm

Reduction Strategy was launched in 2004 and identified two major

concerns in relation to alcohol misuse: crime and antisocial behaviour in town and city centres,

and harm

to health as a result of binge and chronic drinking. The following m

ethods are to be

used to curb alcohol-related problems:

•

Through improved and better targeted education and communication

•

Through better identification and treatment of alcohol problems

•

Through better co-ordination and enforcement of the current framework to tackle

crime and anti-social behaviour

•

Through encouraging the alcohol drinks industry to promote more responsible

drinking and taking a role in reducing alcohol-related harm

s

The North East has been highlighted as a

problematic area and the implementation of

the outlined objectives has the potential to

influence behaviour

and improve support

related to alcohol abuse. The strategy also

targets alcohol supply, which could influence

the promotions of many publicans in Stockton

Safe, Sensible, Social

(2007)

The Safe, Sensible, Social Strategy published in 2007 aims to build on the progress of the

Alcohol Harm

Reduction Strategy (2004) and defines a clearer national understanding for

acceptable drinking behaviour. The main objectives are as follows:

•

Sharpened criminal justice for drunken behaviour

•

More help for people who want to drink less

•

Toughened enforcement of underage sales

•

Trusted guidance for parents and young people

•

Public inform

ation campaigns to promote a new sensible drinking culture

•

Public consultation on alcohol pricing and promotion

•

Improving local alcohol strategies

Key to this S

trategy is the desire to improve

local alcohol strategies and provide support for

specific

local

issues,

such

as

those

experienced in Stockton


3

Know Your Limits

Campaign

The Department of Health and H

ome O

ffice campaign ‘Know Your Limits’ seeks to use

advertising to communicate the m

essage that too m

uch alcohol can m

ake you vulnerable.

The campaign is targeted at 16-24 year olds and aims to educate by providing inform

ation

on the effects of alcohol and the long term

health risks (cancer, heart disease, liver

damage, mental health and alcohol and pregnancy)

This campaign is relevant to m

any of the anti

social behaviour problems in Stockton. The

advertising presents inform

ation and issues to

people which m

ay highlight issues in their own

behaviour

PPS6: Planning for Town

Centres (2005)

The m

ain objectives for PPS6 are: to promote and enhance vitality and viability; to enhance

consumer choice by making provision for a range of shopping, leisure and local services;

supporting efficient, competitive and innovative retail, leisure and tourism; improving

accessibility and making sure development is well served by a choice of local transport.

Local planning authorities are encouraged to create a spatial vision, promote effective town

centre m

anagement and m

onitor and review its impact and effectiveness. The PPS places an

emphasis on the regeneration of town centres, particularly smaller centres. A sequential

approach should be applied that prioritises existing centres over the development of, for

example, out of town development

The PPS expresses strong support for

development of strong and sustainable town

centre environments that are accessible to

residents. These strong centres w

ill require a

sustainable and safe evening economy with a

wide appeal to all

Night Vision – Town

Centres for All –

Management and

Development of the

Evening Economy

It is recognised that changing consumer lifestyles and no-go areas are important challenges to

overcome, with town centres not perform

ing well after hours – the public wants change. The

key messages are as follows:

•

More people would use town centres at night if they were safer, m

ore accessible and

offered more choice

•

A good mix of clientele can lessen intimidation and improve perceptions

•

A wider range of attractions and consumers leads to longer term

economic viability

The key barriers to effective night time town centres are: a fear of crime and disorder; a lack of

transport; poor amenities; a lack of family-friendly venues; and a lack of choice in restaurants,

bars, pubs and nightclubs

The Night Vision document clearly outlines the

key perceived problems with town centres,

setting out what consumers feel is needed.

Enabling consumer aspirations to be realised,

it is argued, will lead to vibrant and sustainable

town centre environments – this document has

particular

resonance with the situation at

Stockton. The core standards of the Purple

Flag highlight the key facets needed for

effectives town centres


4

Consumer aspirations (i.e. the most desired places for 18-35 year olds’ use after 18.00) are for

food shops, public transport and cafes. Consumers wish to see more choice in bars and clubs;

quieter venues with seating and food; neighbourhood pubs; family entertainment; children

welcomed; culture and free events; and a place ‘to be’

The document references the Purple Flag scheme which is considered to be the ‘gold

standard’ that recognises great night time venues with the following core standards: Wellbeing

– creating a welcoming, safe and clean place for people to visit; Movement – a secure pattern

of arrival, circulation and departure; Appeal – a vibrant choice and rich m

ix of entertainment

and activity; and Place – a stimulating destination and a vibrant place

Managing the Evening

Economy (Office of the

Deputy Prime M

inister)

The document notes that larger and m

ore numerous venues have become the norm

in town

centres up and down the country, with the distinctions between pub, café bar and nightclub

becoming blurred. It is also noted that anti-social behaviour is acting as a significant deterrent

to other social groups making full use of their urban centres.

It is recognised that the m

ost successful areas in combating problems related to the night time

and evening economy are those that have adopted m

ulti-agency, public/private and holistic

strategies that incorporate a variety of measures to tackle problems. Local authorities should

seek to address issues such as late-night transport, waste management, environmental

improvements, the reduction of crime and disorder and a reduction in conflict. A proactive

approach to dealing with evening economy issues is considered essential

The document notes the problems that have

arisen with the evening economy in many

towns and cities over recent years and argues

that a multi-agency approach is essential to

dealing with a range of problems, many of

which are being experienced in Stockton

Place Survey 2008

(DCLG)

The place survey highlights the views of the population of the place in which they live. It notes

that only 77% of North East residents are satisfied w

ith their local area as a place to live,

compared to an average of 80% across England, although people in the N

orth East feel a

stronger sense of belonging to their local area, region and country.

Despite this, North E

ast residents have a w

eaker sense of wanting to be involved in local

The

Survey

shows

that

a

significant

percentage of people in the North East are not

satisfied with where they live,

perhaps

suggesting that improvements can be m

ade to

areas such as Stockton town centre to m

ake

the region a better place to live


5

decision making, with a larger percentage than average thinking people not treating one

another with respect and consideration was a problem. Residents also believe that rowdy

behaviour and drug taking are a larger problem than the England average, although they do

believe that they are consulted well by police and felt that they dealt with anti-social behaviour

well

Event Britain – Great

Britain, Great Events

The document notes that event tourism generates a quarter of the total value of the U

K’s

visitor economy, yet Britain receives less than 5% of the global events m

arket, suggesting that

the potential for growth is significant.

Event Britain argues that Britain provides an ideal environment for hosting international

business events and the country has never been in a better position to host major sporting

events. It is also noted that visitors to events m

ay take the opportunity of extending their visits

to make a short trip into a longer stay

The document highlights the importance of

events to the visitor

economy and the

significant financial and knock-on benefits that

can be achieved. The document also suggests

an increased recognition at a national level of

the importance of events to local economies

Regional Strategies

Strategy

Context

Relevance

Festivals and Events

Strategy – One North

East

The vision for the North East is to be ‘known as a region that hosts and develops high quality

festivals and events, and nurtures local talent and creativity for maximum economic and social

benefit’. It is believed that this will be achieved by: improving the capacity for the region to host

events; attracting and hosting high profile and quality events; and helping to ensure m

aximum

economic growth through events hosting.

It is argued that events are a positive economic and social driver and there is clear opportunity

to benefit further from this. Eventually, an environment will be created that encourages and

supports communities to develop, manage and run their own festivals and events

There

is

clear

opportunity

for

Stockton to use a growing events

programme in the region to attracts

people to the town in the evening

and increase the numbers of families

and other groups that visit, benefiting

local businesses

Regional Economic

Strategy – One north

The vision for the region is a place where ‘present and future generations have a high quality

of life. It will be a vibrant, self-reliant, ambitious and outward looking region, featuring a

The economic success of the region

is obviously key to the success of


6

East

distinctive economy, a healthy environment and a distinctive culture. Everyone will have the

opportunity to realise their full potential’. To achieve this it is important to improve productivity

levels and participation, support businesses, improve skills and regenerate the area. Other

measures w

ill include promoting business start-ups and providing specialist support. These

measures will result in sustainable, inclusive economic growth

the evening economy throughout

Stockton and the w

ider North E

ast,

dictating spending levels and levels

of investment. However, the evening

economy can also contribute to

economic success by encouraging

spending through a high quality

environment

Visitor Economy Strategy

– One North East

(Consultation Draft)

The vision for the region is that tourism will play a key role in transform

ation and renaissance.

The sector will see the creation of approximately 900 enterprising new businesses in, or

relating to, the visitor economy. These businesses will help to give the region a strong,

competitive position in the UK by 2020, as well as contributing to its regeneration. There will

be a quality, welcoming and personalised experience, as well as a focus on conferences and

events. Strategic aims will be to improve visitor yield and achieve sustainable tourism growth

The Tees Valley is noted as the smallest sub-region in visitor economy term

s and the sector is

not currently a m

ajor employer, with a share of overall employment half the regional average.

Despite this, it is envisaged that the Tees V

alley and S

underland area w

ill see noticeable

change through the hosting of inspiring events programmes and the urban playground

concept, w

hich w

ill strengthen the quality of life and visitor economies of areas in the Tees

Valley. The area will look to focus on ‘Traditional’ and family day trips

There is opportunity for Stockton to

contribute to the future growth of the

visitor economy in the North East,

especially through the plans for

extended events and the ‘urban

playground’ concept. Attracting and

taking advantage of increased visitor

numbers will require investment in

the town’s product, especially to

attract

the

family

day

trippers

proposed in the Draft Strategy

North East Tourism

Strategy 2005-2010 –

One North East

The vision is for the North East of England to ‘become a sought after destination 365 days a

year

– for

leisure and business visitors – with activities, attractions, facilities and

accommodation that consistently exceed customer expectations’. It is expected this w

ill be

achieved through the following objectives: increase domestic and overseas tourists; increase

visitor spend; increase visits throughout the year; increase employment in tourism; improve

tourism productivity; accelerate investment; improve quality; improve skills within the industry;

improve levels of visitor satisfaction; and enhance and conserve the region’s natural, heritage

There

is

an

expressed

desire

throughout the S

trategy to increase

visitor numbers to the area, but also

an acknowledgement that for this to

happen, quality has to be improved

across a number of areas


7

and cultural assets.

The Strategy notes that market towns are considered a significant attraction in their own right,

with food tourism noted as a growth m

arket, and retail also considered important. The quality

of the public realm is considered crucial to a successful visitor economy, with local authorities

and the police having a vital role to play

Tees Valley Area

Tourism M

anagement

Plan 2009-2012

Tourism is worth £707m to the Tees Valley, employing nearly 11,000 people. From 2003-2007

the area showed the greatest tourism growth of all the North East’s sub-regions. The vision for

the Tees Valley in 2015 is of a ‘distinctive, easily accessible, quality destination, which offers

‘urban playground’ environments’. The Plan notes that it m

ay be difficult to attract investment

over the next 2-3 years, so the focus may need to be on areas that add the most value.

Four key priorities for the area are as follows: improve the physical product; develop and

promote Tees Valley as an events destination of local, national and international significance;

up skill the tourism and hospitality sector workforce; contribute to improving the local, regional,

national and international perceptions of Tees Valley

The development of the Globe Theatre is considered an important project for the area and one

of the four key physical products elements is noted as the ‘urban playground experience of

Stockton and M

iddlesbrough’. Events are considered a m

ajor sector for the future in the Tees

Valley, especially considering the lack of ‘must see’ attractions other areas benefit from

The underpinning theme within the

Plan is that of the creation of an

urban playground for Stockton and

Middlesbrough

which

could

significantly increase visitor numbers

to the area impacting both on the

daytime and nigh-time economies. It

also highlights events as a key areas

for the Tees Valley to target in the

future

Government Office for

the North East Regional

Alcohol Strategy

When comparing the alcohol related problems in the N

orth E

ast to national averages, the

region does not fare well. Latest figures show that the North East boasts 12 of England’s top

20 biggest binge drinking communities. Alcohol related hospital admissions were 35% above

the national average in 2009. Alcohol related crime is another problematic issue in the region

with 46% of violent crime being alcohol related.

The three aims of for the North East region are:

This Strategy mirrors much of the

national message on alcohol harm

,

but drills down to a regional level,

allowing

specific

and

relevant

interventions to be set out for the

North East


8

1. Developing a preventative approach to alcohol misuse throughout the N

orth East region,

involving: inform

ation campaigns to improve knowledge of alcohol harm

; disseminate effective

sensible drinking and better health campaigns; promote school based interventions; and target

the vulnerable

2. Ensuring services are provided for harm

ful, hazardous and dependant drinkers and for their

families and carers, involving: identifying alcohol problems early; referring people with

problems to the appropriate pathways for support; and providing tailored treatment

3. Promoting public protection through law and policy enforcement,

involving: drink driving inform

ation; strategically managing the evening economy; reducing

illegal alcohol sales; and effectively using the powers set out in the Violent Crime Bill

Local Strategies

Strategy

Context

Relevance

Stockton Middlesbrough

Initiative

The Stockton M

iddlesbrough Initiative is an organisation set up by the Stockton-on-Tees and

Middlesbrough Councils to promote the creation of a central urban area for the Tees Valley.

The overall ambition is to create a new city region through development of the river corridor

that links the two areas.

The strategy has three interlinked objectives: to expand the urban centre plans to further

enhance the appearance and perform

ance of the towns; the creation of a G

reen Blue Heart

along the R

iver Tees to join the two communities; and developments to improve transport

infrastructure and public transport. The aim of the initiative is to create a city region to compete

as the best in the Northern W

ay.

This Initiative has significant relevance

to Stockton’s evening economy by

effectively joining two communities and

increasing

their

catchment.

Development

may

also

increase

commercial

interest

in

Stockton,

helping to grow and develop the

evening economy

Stockton Central Area

Investment Strategy –

Investing in the Future –

Priorities for the Town

The Investment Strategy notes that the S

tockton C

entral Area is a m

ajor employment and

retail centre for the Tees Valley. However, it is currently underperform

ing as a result of three

key issues: the relatively poor perform

ance of the centre in term

s of its retail offer; the

The strategy acknowledges the current

weaknesses of

the Stockton town

centre area and prioritises a range of


9

Centre and Riverside

underm

ining of the economy of the Central Area; and the need to improve the quality of the

environment and attractiveness of the town centre and Riverside in order to attract and retain

people in the town.

The key priorities for a successful future for the town centre are as follows:

•

Increase levels of expenditure retention in Stockton town centre by strengthening and

enhancing the range and quality of facilities and attractions

•

Reinforcing the role of the central area as a growing business and employment

location in retail, leisure and commercial sectors and strengthening its m

arket town

function

•

Realising the potential of the Central Area as a growing residential location

•

Improving the external perception and attractiveness of the Central Area by

conserving and enhancing the range and quality of cultural, heritage and leisure

attractions

•

- Improve the experience of the Central Area users through enhanced accessibility,

connectivity and design quality, to ensure it becomes a destination of choice

investment areas which will help to

bring the town centre back to life and

deliver

a

sustainable

areas

that

benefits both residents and visitors

Stockton Sustainable

Community Strategy

2008-2021

The Sustainable Community Strategy sets out targets to be achieved through effective

partnership of: public and private agencies; voluntary and community sectors; and local

business and the residents. The vision for the borough incorporates three main objectives:

1. Stockton-on-Tees driving economic renaissance at the heart of a vibrant Tees Valley city

region, including building on the chemicals industry; development of the Tees Port and

Durham Tees Valley Airport; and developing skills in association with Durham and Teesside

Universities

2. An enhanced quality of place, including renewed town centres and improved local

neighbourhoods by continuing to focus on: regenerating the urban core and improving links to

Middlesbrough; and improving disadvantaged communities

Stockton-on-Tees

has

the

largest

population in the Tees Valley,

a

riverside location and has a m

ajor role

to play in the ongoing improvements of

life in the Tees Valley. The concept of

place design and enhanced quality will

naturally involve consideration of the

evening offer, which is an important

part of any sustainable community


10

3. Enhanced w

ellbeing and achievement for local people by: enhancing and improving the

workforce; improving health; improving education; and developing a Community Cohesion

Strategy

Stockton Town Centre

Action Plan

Stockton C

ouncil has produced an action plan to guide the regeneration of Stockton Town

Centre and its riverside sites. This 15 year vision involves: improving links between the town

centre, riverside and North Shore, to create a riverside destination; increasing the activity and

economic perform

ance of the area; delivering high quality entrances and gateways to the town

centre through the creation of landmark developments that will help put Stockton on the map.

Within the action plan lie several initiatives for improving the m

anagement of the town centre

with these developments.

The process of

town marketing is

central to the action plan and it is

essential the town centre environment

is managed to reflect positively on

visitor perceptions that arise out of this

marketing


Study

The Stockton Town Centre Study aimed to assess how Stockton could attract further

investment in retail and other town centre uses to help achieve long term

sustainability for the

area.

The strategic objectives identified included: enhancing the range and quality of Stockton’s

retail offer; broadening the m

ix of land uses; facilitating a safe and accessible town centre;

providing an offer for all age groups and backgrounds; improving people’s perceptions of

Stockton as a retail and visitor destination; restoring and celebrating the town’s built heritage

The development of the town centre

incorporates issues relating to the

evening economy and assesses the

consideration of diversification of the

offer to cater for a wider range of

consumers in the future

Anti - Social Behaviour

Strategy for Stockton-on -

Tees

This guiding Strategy works in partnership with m

any local agencies to identify and tackle the

problems w

ith antisocial behaviour in the area. Misuse of public space, disregard for public

wellbeing, environmental damage and acts directed at people are the specific area of focus.

The key priorities for the Strategy are to reduce: total crime; anti-social behaviour; drugs;

dwelling burglary; violent crime; and deliberate fires.

Along with addressing these m

ajor issues the strategy seeks to provide an effective support

network across schools and residential groups

It has been identified that alcohol often

plays an influential part in much of

Stockton’s anti social behaviour. The

misuse

of

alcohol

can

facilitate

violence,

criminal

damage

and

disorder. Therefore partnership with

stakeholder groups within the evening

economy is essential to attacking the

problems alcohol creates.


11

Safer Stockton-

Community Safety

Incentives

The Safer Stockton Partnership is a local strategic partnership with the priority of developing

and m

aintaining a safer community. The areas the partnership actively address include: anti-

social behaviour; drug-related crime; violent crime; criminal damage; and diverting young

people from offending

Safer Stockton is a key partner in

ensuring S

tockton town centre and its

evening economy are attractive to both

residents and visitors


North Shore is a new urban regeneration scheme which sets out to transform

a 56 acre site on

Stockton riverside. The scheme is led by Tees Valley Regeneration and involves the

development of a range of facilities encompassing: new office space; residential housing;

cafes; bars; and leisure facilities.

The M

asterplan will create a new urban

district close to the city centre. Delivery

of the M

asterplan transform

Stockton’s

service offer with increased commercial

interest, which has the potential to have

dramatic impacts on the evening

economy,

stimulating

change

and

development of a higher quality offer


Conservation Area

Appraisal

The central High Street and surrounding area in Stockton town centre is designated as a

Conservation Area embracing 12 G

rade II listed buildings, 66 G

rade II* and one G

rade one

listed building. The appraisal outlines the history of developments within the area as pressures

to compete with neighbouring towns have emerged. However, limitations are also addressed

in relation to preservation of the period features and the need to retain the traditions that are

embedded in the architecture and design.

The

appraisal

sees

the

evening

economy of Stockton as one of the

most

influential

developments

throughout

the

centre’s

history.

However, issues are raised over

unsympathetic

and

damaging

developments,

which

can

present

limitations to further development and

regeneration within the Area

Church Road

Bath LaneM

aritime Road

Riverside

Bishop Street

Nor

ton

Road

Church Road

Bath Place

Hig

h St

reet

Hig

h St

reet

Dovecot Street

Yarm Lane

Prin

ce R

egen

t Stre

et

Leed

s St

reet

Allis

on S

treet

Internalised Mall

Civic

Service & Parking

Mixed Retail / Employment

Leisure

New High Street

Culture and Heritage

New High Street

Proposed Character Areas

Southern Gateway and Shambles

Culture and Heritage

High Street

Southern Gateway and Shambles

12

3

4

5 6

7

9

10

8

11

1413

15

16

12

Heritage Trail1

2

3

4

5

6

7

10

11

12

13

14

15

16

8

9

Town Hall

Dovecot Street

Late 19th and 20th century buildings

Blue Post Yard

West Row

Ramsgate

The Town Hall

Finkle Street

Green Dragon Yard

Georgian Theatre

18th century cottages

Thistle Green

The Square

Paradise Row

No 16 Church Road

Parish Church

Suggested route

n0 100m20m 40m 60m 80m

Stockton Town Centre Evening Economy Questionnaire Hello my name is ___________________________________ from PS Research. At the moment we’re conducting some research about the future development of Stockton Town Centre in the evening and night time. Have you got five minutes to take part in the survey?

1 How often do you come to Stockton for the evening?

Every or most days � Three or four times a year �

Once a week � Once or twice a year �

Once a month � Less than once a year �

Other____________________________________

2 Why have you travelled to Stockton tonight?

‘Night out’/Drink � Meal/restaurant �

Health and Beauty � Live music/’gig’ �

Cinema/Theatre � Retail/Shopping �

Other ___________________________________

3 Who have you come with?

Self � As part of a social group �

A friend � As part of a works group �

Your partner � Other____________________________________

4 How did you travel here today?

Your own car � Taxi �

In a friend’s car � Motorbike �

Coach � Foot �

Bus � Other (Please state) ______________________

5 How long have you travelled for to reach Stockton tonight

Less than 10 mins � 20-30mins �

10 -15 mins � More than 30 mins �

15 – 20 mins �

6 How long have you been in Stockton today/this evening?

Since:

7 I’m going to read out a list of facilities in Stockton town centre, and I would like you to tell me how good or bad you think they are.

Excellent Very Good Good Satisfactory Poor Very Poor Don’t Know

Bars/pubs � � � � � � �

Late bars � � � � � � �

Night Clubs � � � � � � �

Restaurants � � � � � � �

Takeaways � � � � � � �

Health/Beauty � � � � � � �

Retail/Shopping � � � � � � �

Performing Arts � � � � � � �

Events � � � � � � �

8 Please name any visitor places you have visited in the last 12 months?

9 I’m going to read out a list of services in Stockton town centre, and I would like you to tell me how good or bad you think they are.


Parking � � � � � � �

Taxis � � � � � � �

Doorstaff � � � � � � �

Signage � � � � � � �

10 Have you ever felt your personal safety to be threatened in Stockton Town Centre during your night out?

Yes � No �

IF YES. PROBE:

11 What (if anything) would you change about the Town Centre to improve your enjoyment of nights out in Stockton?

12 Where do you intend to go this evening?

1

2

3

4

NAME SPECIFIC VENUES

13 Do you feel there is sufficient choice to cater for your needs/tastes?

Yes � No �

IF ‘NO’. WHAT WOULD YOU LIKE TO SEE, PROBE:

14 What do you enjoy most about your night out in Stockton?

15

What do you enjoy least about a night out in Stockton?

16 How much do you intend to spend tonight?

Less than £20 � £40-£50 �

£20-£30 � £50-£60 �

£30-£40 � £60+ �

17 What is your postcode area?

(PLEASE STATE) _______________________________________________________________________

18 Are they?

Male �

Female �

19 Age Group (PLEASE ESTIMATE)

15 – 19 � 45 – 54 �

20 – 24 � 55 – 64 �

25 – 34 � 65+ �

35 – 44 �

Date of Interview: Interviewer:

Time: Location:

Weather:

Stockton Town Centre Evening Economy Questionnaire – Ales and Beer Festival Hello my name is __ ___________ from PS Research. At the moment we’re conducting some research about the future development of Stockton Town Centre in the evening and night time. Have you got five minutes to take part in the survey?

1 How often do you come to Stockton for the evening?




Other____________________________________

2 Have you specifically come to Stockton to attend the ‘Ale and Arty’ Stockton Beer Festival?

Yes � No �

IF NO, PROBE, FOR WHAT PURPOSE:

3 Who have you come with?




4 How did you travel here today?



Coach � Foot �

Bus � Other (Please state) ______________________

5 How long have you travelled for to reach Stockton tonight



15 – 20 mins �

6 How long have you been in Stockton this evening?

Since:

7 Do you visit Stockton in the evening for any other purpose on other occasions?

Yes � No �

IF YES. PROBE, FOR WHAT PURPOSE:

IF NO. PROBE, WHY NOT? THEN GO TO QUESTION 16



Bars/pubs � � � � � � �

Late bars � � � � � � �



Takeaways � � � � � � �




Events � � � � � � �



Parking � � � � � � �

Taxis � � � � � � �

Doorstaff � � � � � � �

Signage � � � � � � �



Yes � No �

IF ‘NO’. PROBE. WHAT WOULD YOU LIKE TO SEE:

12 What do you enjoy most about a night out in Stockton?

13 What do you enjoy least about a night out in Stockton?


Yes � No �

IF YES. PROBE:

15 How much do you intend to spend tonight?

Less than £20 � £40-£50 �

£20-£30 � £50-£60 �

£30-£40 � £60+ �


(PLEASE STATE) _______________________________________________________________________

17 Are they?

Male �

Female �


15 – 19 � 45 – 54 �

20 – 24 � 55 – 64 �

25 – 34 � 65+ �

35 – 44 �


Time: Location:

Weather:

Stockton Town Centre Evening Economy Questionnaire – Wider Areas Hello my name is ___________________________________ from xxxxxxxxxx. At the moment we’re conducting some research about the future development of Stockton Town Centre in the evening and night time. Have you got five minutes to take part in the survey?

1 How often do you visit Stockton for the evening?




Never �

Other____________________________________

IF ‘NEVER’, PLEASE GO TO QUESTION 17.

2 Why do you visit Stockton?


Cinema/Theatre � live music/’gig’ �

Health/Beauty � Retail/Shopping �

Other ___________________________________

3 What are your perceptions of Stockton Town Centre?

4 Who do you visit Stockton with?




5 How do you travel to Stockton?



Coach � Foot �

Bus � Other (Please state) ____________________

6 How long does it take for you to reach Stockton on an evening



15 – 20 mins �

7 How long do you stay in Stockton for on average on an evening visit?



Bars/pubs � � � � � � �

Late bars � � � � � � �



Takeaways � � � � � � �




Events � � � � � � �

9 Do you visit Stockton in the evening for any other purpose on other occasions?

Yes � No �

IF YES. PROBE, FOR WHAT PURPOSE:



Parking � � � � � � �

Taxis � � � � � � �

Doorstaff � � � � � � �

Signage � � � � � � �



Yes � No �

IF ‘NO’. WHAT WOULD YOU LIKE TO SEE, PROBE:

13 What do you enjoy most about a night out in Stockton?

14 What do you enjoy least about a night out in Stockton?


Yes � No �

IF YES. PROBE:

16 How much do you usually spend on a night out?

Less than £20 � £40-£50 �

£20-£30 � £50-£60 �

£30-£40 � £60+ �

17 Which other local towns/cities do you visit regularly in the evening?

a.

b.

c.

d. None

IF NO. PROBE. THEN GO TO QUESTION 18

Please can you state in the following 3 questions, why you visit these areas in the evening.

17a Why do you visit these areas in the evening?


Cinema/Theatre � Live music/’gig’ �


Other ___________________________________

17b Why do you visit these areas in the evening?




Other ___________________________________

17c Why do you visit these areas in the evening?




Other ___________________________________


(PLEASE STATE) _______________________________________________________________________

19 Are they?

Male �

Female �


Under 15 � 35 – 44 �

15 – 19 � 45 – 54 �

20 – 24 � 55 – 64 �

25 – 34 � 65+ �


Time: Location:

Weather:

Evening Economy Feasibility Study - Stockton Council · Evening Economy Feasibility Study July 2010...

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