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CONTENTS

1. INTRODUCTION 4

2. TOWER HAMLETS STREET MARKETS TODAY 7

3. STRATEGIC DRIVERS OF CHANGE 21

4. VISION FOR STREET MARKETS 25

5. MANAGING THE MARKETS 26

6. MARKETING THE MARKETS 30

7. INVESTING IN MARKET INFRASTRUCTURE 34

8. STRATEGIC PROPOSALS FOR STREET MARKETS 37

9. DELIVERY FRAMEWORK 44

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1. INTRODUCTION 1.8 The performance of the Borough’s street markets varies. Tower Hamlets contains some of London’s most vibrant and successful street markets. However some of the markets have suffered from changes in 1.1 The London Borough of Tower Hamlets (LBTH) includes some of the retail patterns and are in decline with fewer customers and dwindling best known and most successful street markets in London. No other numbers of traders. Borough in London offers for 364 days a year, such a choice of vibrant and contrasting markets. 1.9 This Strategy seeks to establish a framework for delivering a successful network of markets, both supporting successful markets as 1.2 Tower Hamlets Council is keen to invest in and support its street well as intervening to improve those which are performing less well or markets. The purpose of this Street Markets Strategy is to actively where there is an uncertain future. plan for growth and manage change in the Borough’s Street Markets. It seeks to positively shape the markets as safe and lively places in 1.10 The Street Markets Strategy relates to and is informed by the which the community engage and which are thriving places of Council’s wider proposals for the Borough’s Town Centres, set out in business and employment for local people. the Tower Hamlets Town Centre Spatial Strategy 2009 – 2025. It has been informed by proposals for redevelopment of Chrisp Street District 1.3 The Street Markets Strategy provides a co-ordinated policy and Centre and the Council’s Roman Road Implementation Plan. investment framework for the borough-managed street markets in Tower Hamlets to 2025. 1.11 The Strategy is intended to inform policy evolution, including the development of the Local Development Framework Core Strategy. It INTRODUCING TOWER HAMLETS MARKETS will also inform service delivery, influencing activities of: • 1.4 Street markets contribute positively to the economic and social well- The Communities, Localities & Culture Directorate – which being of the community providing access to affordable goods and includes the Street Markets Service, Community Safety, Public compliment mainstream retailing. They provide local employment and Realm and Environmental Control; support local enterprise. • The Development and Renewal Directorate – which includes 1.5 Throughout Tower Hamlets, the markets provide a range of goods and Planning, Regeneration and Major Project Development. services, serving the borough’s diverse communities. Some of the Borough’s markets are specialist markets with a wider catchment 1.12 Implementation of the Strategy will be led by the Markets Service which draw people into the Borough and support local retail centres. working with other services in the CLC and D&R directorates. Others are local markets which serve and support their local communities.

1.6 Tower Hamlets contains ten local-authority managed street markets located in neighbourhood and district centres across the Borough (Figure 1.1).

1.7 In addition to these local-authority managed markets, there are a number of other privately-managed markets which operate within the Borough, including at Brick Lane and Spitalfields. The focus of this Strategy is however on the eight main local authority managed markets.

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Figure 1.1: Tower Hamlets Street Markets

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STRATEGY DEVELOPMENT PROCESS improving the operational efficiency and effectiveness of the Council’s Markets Service, together with strategic proposals for developing and 1.13 Tower Hamlets Council commissioned GL Hearn and Quarterbridge improving the main local-authority managed markets in the Borough. Project Management to prepare the Street Markets Strategy in March 2009. GL Hearn have provided retail planning and regeneration 1.19 The development of the Strategy has been informed by detailed expertise. Quarterbridge are specialists in development management consultation with a range of stakeholders, including two events for retail markets. attended by over 40 market traders and meetings with a range of departments and internal stakeholders within LBTH. It has involved 1.14 The process of developing the strategy has been structured around close dialogue and joint-working with the Markets Service. two phases of work: an initial ‘evidence-gathering’ phase, which then formed the basis for developing a vision and strategy for the Borough’s FORMAT OF THE STRATEGY street markets to 2025. 1.20 The Street Markets Strategy is structured to provide an assessment of 1.15 The first phase of work involved the following: the borough-managed Street Markets today, considering their performance, vitality and potential. The Strategy is then set out based • Policy and Research Review: considering existing research around a Vision for Street Markets in the Borough and interventions to together with the current and emerging policy and investment improve the management of the markets, market infrastructure and framework for Street Markets in Tower Hamlets; marketing. Strategic proposals are then put forward for the Street Markets. • Situation Assessment: considering the economic and physical profile of the main local authority-managed street markets; 1.21 The Strategy includes interventions both related both to individual Street Markets and to the delivery of the Council’s Street Markets • Future Assessment: considering key current challenges facing the Service as a whole. It is supported by Summary Business Plans which markets industry, the current and future demographic and socio- have been prepared for each of the main borough-managed Street economic characteristics of the catchment areas of key street Markets and a detailed Action Plan which the Council will develop to markets and how well the markets’ offer relates to these; guide implementation of this Strategy.

• Drivers of Change: identifying strategic drivers of change together 1.22 Tower Hamlets Council is committed to working with street traders, with key strengths, weaknesses, opportunities and threats local residents and businesses as well as a range of other affecting Tower Hamlets’ Street Markets. stakeholders in delivering the Street Markets Strategy.

1.16 This first phase of work has provided a robust basis from which to assess the location and offer of Tower Hamlets’ current street markets, their financial performance and sustainability and opportunities for new or reconfigured Street Markets in the Borough.

1.17 A separate Research Report is available which sets out the findings of this first phase of work. This provides the comprehensive evidence base upon which the Street Markets Strategy is built.

1.18 The second phase of work involved the development of the Street Market Strategy. Quarterbridge has worked up detailed proposals for

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2. TOWERHAMLETS STREET MARKETS tourist-markets with a high profile and London-wide catchment. A number of the other markets in contrast provide a convenience offer TODAY which caters primarily for a local catchment.

2.1 Tower Hamlets contains ten borough-managed Street Markets Figure 2.2: Days of Operation and Size of the Markets together with a number of private-operated markets, including at Spitalfields and Brick Lane. The focus of this Strategy is on the eight Market Days of Operation Number of Pitches main Borough-managed markets (Figure 2.1). Columbia Road Sunday 49 Flower Market Figure 2.1: Main LBTH Street Markets Petticoat Lane Sunday 701 Market Town Centre Offer Columbia Road Brick Lane Market Sunday 496 Columbia Road Plants & Flower Neighbourhood Flower Market Market Centre Bethnal Green Road Monday - Saturday 104 Petticoat Lane/ Central Activities Textiles, Fashion & Chrisp Street Monday – Saturday 80 Wentworth Street Zone Music Brick Lane Fashion, Clothing, Roman Road Monday – Saturday 255 Brick Lane Market Neighbourhood Tools, DIY & Centre Household Goods Roman Road Square Monday - Saturday 28 Bethnal Green Daily Convenience Bethnal Green Road Neighbourhood Offer Stroudley Walk Daily 43 Centre Chrisp Street District Daily Convenience Watney Market Monday – Saturday 62 Chrisp Street Centre Offer Wentworth Street Monday – Friday 309 Roman Road District Fashion Clothing & Roman Road Centre Household Goods Whitechapel Road Monday - Saturday 121 Watney Market Daily Convenience Watney Street District Centre Offer Whitechapel District Daily Convenience Whitechapel Road Centre Offer 2.4 The Street Markets Strategy is based on a sound understanding of the current performance of the Borough’s Street Markets and assessment of their future performance.

2.2 In addition to these markets, the Council manages smaller markets at 2.5 The performance and vitality of individual markets has been assessed, Roman Road Square in Bethnal Green and Stroudley Walk in Poplar. drawing upon an assessment framework established in a report by the However these currently accommodate negligible numbers of traders. London Assembly Economic Development, Culture, Sport and Tourism Committee (Jan 2008) into London’s Street Markets. 2.3 The markets vary in size, days of operation and offer (Figures 2.1 and 2.2). Columbia Road, Petticoat Lane and Brick Lane in particular are

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2.6 The Strategy is informed by an assessment of the financial performance of the Markets Service. This has identified a need to restructure the Service to improve performance and the potential for Figure 2.3: Current Market Tolls savings to be made in some areas to support investment in improving the Markets. Market Open Charge Charge Charge Financial Performance of Markets Service M-F Sat Sun General Market rate £5 £25 £36 Collectively LBTH Street Markets have an estimated turnover Whitechapel Monday – Saturday £7 £30 of £21 million per year. This would make the Council’s Street Columbia Sunday £45 Markets one of the largest retail businesses in the Borough with a substantial sales for ce and commodity offer. Petticoat Sunday £32

Chrisp Mon - Sat £6 £45 2.7 Tower Hamlets Street Markets operate in excess of 1800 market

trading days each year, providing over 132,000 trader market days (excluding casual traders). Making some informed assumptions on sales turnover and casual trading, it is estimated that retail turnover 2.12 The Council operates a single Market Trading Account through which across the borough-managed street markets is £21 million per annum. income and expenditure of the Markets Service is managed.

2.8 Tower Hamlets Council receives income from the tolls it levies on 2.13 LBTH Markets Service is currently operating with a carry-over deficit traders at the Borough-managed markets. The tolls payable for renting (£401,000) however a surplus have been generated in 2008/9 pitches on the Borough’s markets vary by market and day (Figure 2.3). (£110,000) and further surpluses are predicted in 2009.

2.9 A Financial Performance Assessment has been undertaken, considering the income and expenditure for the Markets Service over the last five years (Figure 2.4).

2.10 Income has remained reasonably steady over the last few years. It has fallen over the last three years but is projected to increase in 2008/9. In consideration of the economic downturn, rental tolls have been kept largely at previous levels (Figure 2.3).

2.11 The Markets Service is operated under the provisions of the London Local Authorities Act 1990. This allows the Council to designate street where street trading can take place, make regulations to control trading and to set fees and charges. The legislation stipulates that the Council may only recover from street trading the costs of administration and enforcement of street trading activity.

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Figure 2.4: Income & Expenditure Assessment – LBTH Markets Market Tolls & Occupancy Service 2.16 Quarterbridge has reviewed tolls levels at the Borough’s markets taking account of tolls charged elsewhere and the level of trade on the £2,500,000 markets. Some of the toll levels are reversionary and could be

£2,000,000 increased to support investment .

£1,500,000 2.17 If a number of the markets were improved and promoted more efficiently, occupancy could be increased and the number of voids £1,000,000 reduced, thus improving market income. Structured advertising and promotion of available space within the Markets will generate £500,000 additional income. It is recommended that a detailed lettings

LBTH Markets LBTH Service history is produced and a structured rolling 12-month £0 recruitment campaign implemented to increase the number of traders. -£500,000 2004/5 2005/6 2006/7 2007/8 2008/9 2009/10 Income £2,196,572 £2,142,260 £2,092,393 £2,063,706 £2,233,440 £2,160,909 2.18 Proposals to improve the performance of markets and increase income are set out in this Strategy. Expenditure £1,969,204 £2,076,190 £2,309,772 £2,313,165 £2,113,897 £2,031,033 Surplus/Deficit £227,368 £66,070 -£217,379 -£249,459 £119,543 £129,876 Toll Collection & Bad Debts

2.19 Bad Debts are currently circa £110,000 p.a. representing 5% of 2.14 The Markets Service has been successful at reducing costs which has income. This is high for a Street Market Service. Traditionally street generated funds to support investment. Further potential has been markets operate with zero or practically zero debtors, however this is identified both to reduce costs and to increase income in order to often achieved by market managers collecting tolls in person on a support investment in the Borough’s Street Markets and daily / weekly basis and being able to react instantly to non payment. implementation of the Markets Strategy. 2.20 LBTH operate a pre-paid voucher system, designed largely to negate Potential to Increase Income the need to collect cash and its associated security risks. However a significant volume of traders are in arrears of payment. At the time of 2.15 The financial review has indicated potential to increase Market Service the Strategic Review the amount owing was £110,000. This represents income through: a growth of £30,000 compared to a year previously. In the last financial year, 2008-9, unrecovered debt from permanent traders was • Review of Market Tolls; £17,000.

• Increase in Trading Days; 2.21 It is recommended that potential solutions to improve toll collection should be investigated further and actions where appropriate. • Trader Recruitment; 2.22 The billing process for market tolls is not operated directly by the • Improved Toll Collection; and Market Service. The division of responsibility for managing the markets and collecting tolls does not represent good financial • Implementation of Strategic Proposals.

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management practice and is considered to influence the level of bad visiting and in some cases revisiting markets on operational days to debts. evaluate the current service levels provided by the Council’s contractors, Veolia Waste Services, and to recommend where 2.23 It is recommended that the Market Service should control its own possible efficiency improvements could be implemented. These have revenue generation and collection and develop an in-house been accepted by the Waste Management Service and have already accounts system, supported by appropriately trained staff. resulted in savings being made to the Markets Service. Currently the annual waste disposal and street cleansing costs are circa £650,000 2.24 Further study is recommended to examine the advantages and per annum. disadvantages of the pre-payment voucher system with particular attention to improving reaction times between trader non- payment 2.29 Further potential to improve waste collection and street cleansing has and the Market Service being in a position to react swiftly. been identified including:

Potential to Reduce Expenditure • to improve the separation of waste and recycling ; and

2.25 The Financial Performance Assessment has appraised the costs of • to align the timing of street cleansing to coincide with the delivering the Markets Service. Expenditure includes employment and closing time of the markets to improve cleanliness and the premises costs, transport, supplies, street cleansing, waste collection street environment . and disposal and support costs. 2.30 A reduction in costs in this area will support investment in the Markets. 2.26 Relative to other local authority-managed street markets, the costs of staffing and waste disposal and street cleansing in Tower Hamlets Staffing & Enforcement have been identified as particularly high. Further detailed assessment of costs in these areas has thus been undertaken. This has identified 2.31 Employee related costs within the LBTH Market Service are currently the potential to reduce costs through: c. £1 million per annum.

• Reviewing the costs for Waste Collection and Street Cleansing 2.32 A review of staffing of the Markets Service has been undertaken. This charged to the Market Traders Account; and has identified that a significant staff resource is focused on enforcement activities, providing limited capacity for the management • Realigning the current Market Service Staffing Regime to support and strategic development of the Markets Service. implementation of the Street Markets Strategy. 2.33 LBTH Market Service is responsible for the enforcement and prevention of illegal street trading including counterfeit, contraband and stolen goods and trading without a valid permit. Waste Disposal & Street Cleansing 2.34 Safer markets attract higher numbers of shoppers, resulting in greater 2.27 Over recent years the cost of Waste Removal and Street Cleansing market vitality and an increase in stall lettings. It is therefore an represents approximately 30% of the LBTH Market Service income important element of delivery of the Markets Service. which from the Consultants’ experience and anecdotal evidence is high. 2.35 However, enforcement activities currently require a disproportionate number of staff within the Market Service and is a time-consuming 2.28 As a result, an operational review of the waste management and street distraction from true market-related duties and strategic projects. cleansing operation was undertaken in June/July 2009. This involved

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2.36 Proposals have been put forward for re-structuring the staffing regime to establish a clearer structure and management framework through separating enforcement and market management activities . There is also the potential to integrate enforcement activities on the Markets with the Council’s wider Strategic projects, which include provision of Tower Hamlets Enforcement Officers (THEOs) who will operate like neighbourhood wardens.

The Financial Performance Assessment has identified potential to increase income to the Markets Service through trader recruitment and improved toll collection, and to review costs for waste collection and street cleansing charged to the Market Trading Account and the staffing structure of the Markets Service. Implementation of these measures will improve the financial performance of the Service and generate funds to support investment in the Markets.

There is potential to improve income through reviewing market charges and implementation of strategic proposals for the Street Markets which would support further investment.

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Performance and Potential of Individual Markets to the markets. On this basis, financial assessments of individual markets should be regarded as indicative only . 2.37 A comprehensive ‘situation assessment’ has been undertaken of the performance and vitality of individual Street Markets in Tower Hamlets 2.41 Notwithstanding these obstacles, it is recommended that, moving to provide a robust evidence base which underpins this Strategy. The forward, financial management systems are improved to allow assessment has considered: treatment of individual markets as separate cost centres to support management decision-making processes . • The location and offer of the markets, and how well this relates to and serves the local population; The ‘situation assessment’ inclu des proposals to improve the management of the markets, many of which can be • The infrastructure, facilities, services and management of the implemented in the short-term. More detailed strategic markets, in accordance with the performance framework proposals for individual markets are set out in Section 8. established in the London Assembly Economic Development, Culture, Sport & Tourism Committee’s recent report on London’s Street Markets; 1

• The outline financial performance of individual markets to consider Bethnal Green Road Market their economic viability as far as practical within the constraints of current financial accounting systems.

2.38 The assessment has been informed by modelling of growth in population and retail expenditure to explore the potential for development of the Markets to 2025.

2.39 Assessing the financial performance of individual street markets is complicated by difficulties in ascribing employee, enforcement, street cleansing and waste disposal costs across the markets within the Borough. Quarterbridge has worked closely with LBTH officers to address these issues. 2.42 Bethnal Green Road Market operates six days a week. It is well 2.40 Following an interim review, Quarterbridge in consultation with LBTH positioned within an online linear neighbourhood centre which is a has adjusted the accountancy treatment of data. Employee costs have large centre with a wide catchment area. It contains 104 pitches. been split between directly-related staffing costs on a site-by-site basis. Administration and management-related staffing costs have 2.43 The market is predominantly populated by Asian traders and been rebooked back into the overall financial summary for the Service shoppers. It serves the local community well and is an important social as a whole. The direct costs associated with operating the sites venue and meeting place. A high proportion of the local population is (representing 46% of the total employee budget) have been assigned aged 16-34. The local demographic shows an above average representation of ‘welfare borderline’ and ‘ties of community’ MOSAIC groups which relate well to the market offering. Retail expenditure per person is below the borough and national averages. 1 London Assembly Economic Development, Culture, Sport & Tourism Committee (Jan 2008) London’s Street Markets

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2.44 Although the market is similar in character to Whitechapel Road, it fails Brick Lane Market to deliver the occupancy and profitability of the latter (reflecting infrastructure and footfall). Occupancy rates are 32-49% and its profitability is negative. Urgent action is required to address the commercial viability of the market and secure its long-term sustainability .

2.45 There are limited current facilities provided to traders, with the exception of street cleansing and waste removal at the end of the trading day. Some traders supply their own stalls. While there is a private stall provider, there is no place to store stalls.

2.46 There is limited parking provision for traders, and the presence of trader vans on the market is unsightly. There is potential to improve 2.50 Brick Lane is a vibrant Sunday Market within a contiguous pervasive the appearance of the market through management and neighbourhood centre. The market is vibrant and is now largely relocation of trader vans . populated by traders selling bric-a-brac, collectables and fashion.

2.47 There is a lack of directional signage or advertising of the market, the 2.51 The market includes a substantial 496 pitches with occupancy levels introduction of which could help promote the market. Provision of of around 8%. It is a profitable market. There is potential for directional signage is recommended , and this could be linked to considerable reversionary income from this market. other nearby markets. 2.52 Owing to the size of the market, policing the traders is a challenge. 2.48 At the time of survey, highway improvements were being undertaken When the market was visited in April 2009, there were a number of to the pavement areas which although causing some immediate unlicensed vendors trading offering contraband tobacco, counterfeit disruption are likely to have a beneficial impact in the short-term. goods, pedal cycles and goods of questionable provenance. Improved policing and enforcement activities are required to 2.49 Significant population growth and increase in retail expenditure is address illegal trading. expected in the local catchment to 2025 and will support the market in the longer-term. The catchment population, influenced by housing 2.53 There are no apparent facilities provided to traders with the exception development, is expected to grow by 16% between 2010-25. However of street cleansing and waste disposal at the end of the trading day. given current occupancy levels it is recommended that the size of Traders supply their own stalls. the market, in terms of the volume of pitches, is reduced . 2.54 The market benefits from a Bohemian atmosphere and draws great crowds, particularly as the afternoon wears on. It serves a wide audience and is indeed a tourist attraction of London-wide significance .

2.55 Compared to the redeveloped Spitalfields Market, Brick Lane is less well appointed, but this is perhaps its charm. Although efforts should be made to further exploit the facility, is should not be to the detriment of the vibrancy of the current offer.

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2.56 The market has benefitted from a Shop Front Improvement Scheme. 2.62 Despite recent development works, the market is untidy and promotional signage and sight lines from adjacent streets are poor or 2.57 There is potential to further increase weekend footfall, particularly non-existent. through attracting tourists, including through implementation of a ‘Market Mile Walk ’ (as described later in this section). This should 2.63 There is a compact supermarket adjacent to the market square which help to draw visitors to Bethnal Green Road from other nearby appears to act as an important retail destination for the local markets including Bethnal Green Road and Columbia Road. community. The importance of the supermarket cannot be ignored as it generates footfall at present to support the market traders. However the current level of voids reflects the level of footfall which the centre achieves. Chrisp Street Market 2.64 The market currently serves the local community and has no significant offer for shoppers to travel from further afield. The market relies to a large extent on shoppers using the neighbouring shops and eateries for passing trade. It is a relatively loyal and local catchment.

2.65 Overall Chrisp Street is a poorly performing market. Income continues to reduce and unless checked, the market will become a financial burden on the Council. The Council has implemented a series of cost cutting measures which have helped arrest the decline in profitability, however there are probably few costs that can still be reduced. The market does however play an important social function and it could serve the local community better than at present . 2.58 Chrisp Street Market is situated on a purpose-built square located off 2.66 The local catchment contains the lowest retail expenditure per person the A13 East India Dock Road in Poplar and forms part of an Offline, of the market sites considered, with a high representation of those in Online Centre. It is perhaps one of Tower Hamlets’ less vibrant District the ‘welfare borderline’ group and above average older residents. The Centres. The market contains 80 pitches is located centrally with a market is therefore important as a source of affordable goods. permanent cover and a number of retail blocks. 2.67 The residential and commercial centre at Chrisp Street is likely to be 2.59 The market consists of a fixed cover and a number of eateries have redeveloped within the next five years and Poplar HARCA is currently purpose-built units. Street cleansing and waste removal services are working to select a development partner to take this forward. Within provided at the end of the trading day. Traders mainly supply their own the Development Brief issued by Poplar HARCA, the market is stalls, although there is an option to hire rigs from a private contractor. required to remain an inclusive part of any scheme. The Council will retain the ground on which the market stands and the market thereon. 2.60 The Council offer traders the option to use an additional free pitch on weekdays to fill out the market and give them a better display area. 2.68 Significant population growth of over 40% is expected within the local catchment area wards between 2010 – 2025,including through 2.61 The market suffers from low occupancy and poor design which doesn’t development and estate renewal activities. This can be expected to provide a comfortable shopping experience. Occupancy levels are support the market over the longer-term. around 50%. The market is profitable currently (as the Council has reviewed the resources provided to manage the market), but is considered to be in decline. Its long-term sustainability is uncertain .

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2.69 While there are proposals to redevelop the Centre, it will though 2.74 Columbia Road is a specialist niche market which sells fresh flowers be important to support the market in the interim period through and plants on a Sunday. It trades every Sunday of the year with the delivery of temporary solutions to arrest its decline . This will exception of Christmas Day if this falls on a Sunday. The market is include trader recruitment and training activities. profitable and 100% of pitches are occupied. Columbia Road a vibrant market with high footfall and a London-wide catchment . 2.70 In the longer term, provision of a market at Chrisp Street will continue to be important to serve the local community, providing an affordable 2.75 The market provides a specialist offer to the public and is frequently source of goods within a deprived part of the Borough. Housing and visited by both local shoppers and the wider public. Tourists make up population growth should support the market, and together with the a significant proportion of visitors enjoying the theatre of the market proposed redevelopment of the Chrisp Street Centre present an and picking-up bargain bunches of flowers. opportunity to redefine and improve the form and structure of the market . 2.76 There are approximately 60 shops, galleries and cafes in Columbia Road which benefit from the extremely high levels of footfall that the 2.71 Provision of a market is included within Poplar HARCA’s development market generates. brief for the redevelopment of Chrisp Street. The Council will seek to interact and work with Poplar HARCA and its development 2.77 Many visitors also visit Brick Lane and can be seen walking between partner to design and integrate the market within proposals for the markets laden with flower bouquets. There is an opportunity to the redeveloped Centre . improve signage and wayfinding to further encourage cross- movement. 2.72 The Council’s ambition is that the market is well located within the new centre and benefits from strong footfall. Its offer can be carefully 2.78 Generally the plant retailers/ nurserymen trade until 2pm however designed to compliment the wider retail offer and respond to the local there are a number of the cut flower merchants who trade later until demographic. their highly perishable stock is cleared.

Columbia Road Flower Market 2.79 There are limited apparent facilities available to traders with the exception of street cleansing and waste disposal at the end of the trading day as well as toilets. Traders supply their own stalls.

2.80 Parking is also somewhat problematic, and efforts should be made to identify convenient public parking arrangements .

2.81 While relatively modest population and expenditure growth is expected in the local catchment area, this is of limited significance given the London-wide/ tourist customer base.

2.73 Columbia Road Flower Market is situated in the heart of Shoreditch, a few minutes walk north of Brick Lane. The market is situated along the north-east axis of Columbia Road, bounded by Ravenscroft Street on its south-west extremity and Shipton Street to the north-east. It is located within a neighbourhood centre.

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Petticoat Lane – Wentworth Street Market 2.87 On weekdays, the market suffers from its location within the Congestion Charging Zone. The impact of Congestion Charging on the Market was highlighted in the London Street Markets Report, which recommended that Transport for London should redraw the boundary of the Zone to exclude the market. It is recommended that LBTH should continue to work with the Mayor and Transport for London to resolve the application of the Congestion Charge to market traders.

2.88 A range of possibilities for this market have been explored including:

• whether the weekday market should cease trading, or be re- orientated, for instance to cater for the weekday office worker 2.82 Petticoat Lane-Wentworth Street is a substantial market with 309 population to provide an improved lunchtime catering offer; and weekday pitches rising to 701 on a Sunday. It still enjoys Sunday trading popularity albeit that this is in decline. Weekday trading is less • the introduction of the proposed Sunday Market Mile to popular. The market is profitable but has occupancy levels of just 33- complement the Sunday offer focused on the tourist trade.. 36%. 2.89 The Review has concluded that the Market plays an important role and 2.83 Fashion remains the key shopper attraction for this market, however can be developed to provide an improved weekday lunchtime offer in the weekday market appears to have lost its vibrancy and purpose. particular. The potential for Saturday trading in the longer-term should Sunday trading remains vibrant albeit somewhat in decline. Policing also be considered. the Sunday Market could be improved in order to keep traders within their demises, helping to support pedestrian flows. 2.90 The market’s catchment benefits from the highest retail expenditure per person of all of the markets within the Borough. It has a substantial 2.84 The layout of pitches in Middlesex Street needs to be made more weekday daytime population of 166,000 within its catchment area. It orderly with a rationalisation to provide consistent pitch lengths. shows a higher proportion of Urban Intelligence and Symbols for The depth of pitches should be set relative to the road width. Success MOSAIC groups. Generally, efforts should be made to improve market policing and enforcement. 2.91 Significant population and expenditure growth is also forecast; with stronger growth in expenditure in Special Forms of Trading within its 2.85 There are limited facilities currently provided to traders with the catchment forecast than in the other Street Markets. There are a exception of street cleansing and waste removal at the end of the number of nearby major developments including the Aldgate trading day. Traders either provide their own stalls or can hire them Masterplan and Bishopsgate Goods Yard. This provides a rationale from a private contractor. for investment to reposition the market offering . The Strategy sets out a suite of interventions to achieve this. 2.86 The market remains a London landmark market and tourist attraction . The Sunday market is busy and vibrant . However weekday trading suffers from a lack of popularity and greater efforts should be made to improve the weekday offer to better suit the local community.

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Roman Road Market market traders (albeit that the farmers’ market per se is no longer in operation).

2.97 There are no current formal facilities provided to market traders at Roman Road, however a local firm supplies stalls to those who trade. Customer parking is an identified issue.

2.98 There is a wider regeneration programme for Roman Road, guided by the Roman Road Implementation Plan, which will bring investment in the centre and could support the market. Against this context it is appropriate to invest to improve the market offering.

2.99 The catchment area is more affluent and has one of the higher levels 2.92 Roman Road Market forms the core of an online linear district centre of expenditure per person of those in LBTH. However it retains a in Bow and has long been considered the East End’s “West End” for higher proportion of older residents and those in the Welfare ladies fashions in particular. While only a shadow of its former self, Borderline MOSAIC group emphasising the importance of the market Roman Road still proves very popular, although more with local as a source of affordable goods. The catchment is less ethnically residents than visiting shoppers. It provides affordable fashion clothing diverse than others in the Borough. and a limited food offer. 2.100 In the immediate catchment area the population is expected to fall. 2.93 The market operates from Monday – Saturday, however effectively However there are a number of wider development drivers, including only trades on Tuesday, Thursday and Saturday. It contains 255 development at Bromley-by-Bow and Fish Island. There is also pitches with an occupancy level of around 50%. The market generates potential for enhanced accessibility if a new through route from Roman a surplus, but is generally in serious decline. Road to Stratford is achieved.

2.94 There are a number of empty retail shops in Roman Road including a 2.101 There is a risk that the market does not respond to the changing Safeway Supermarket that has been vacant for some years. A new demographic, and looses trade to Bethnal Green Road and potentially 2,500 sq.m supermarket is however currently proposed which could over the longer-term to Stratford. Action is required to secure its long- act as a new anchor to the centre. term sustainability.

2.95 The Council is seeking to bring about the regeneration of Roman 2.102 The Roman Road Implementation Plan however provide a strong Road. The introduction of the Council’s Ideas Store together with a steer to investment in the Market . It identified actions to: periodic Farmers’ Market have begun to see a new look Roman Road and hopefully a change of fortunes. • enhance and refocus the layout of the market;

2.96 The demographic has changed, the surrounding area increasing in • improve the streetscape and retail environment; and affluence, and this is predicted to continue. This process has to some degree resulted in a mismatch between the market offer and local • increase and diversify the market offer. demographic. There are however now opportunities to develop the market offer towards a specialist/ lifestyle offer. There may also be 2.103 Actions include installation of lighting and power, investment in side potential to develop the food offer, in conjunction with the farmers’ panels for art market stalls, signage improvements, trader recruitment,

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trading and support, trader parking and investigation of the potential immediate vicinity (such as the Ties of Community MOSAIC group) but closure of the market to traffic. with more affluent households resident in Wapping. Over 50% of the population in the local catchment area is of Bangladeshi origin and this 2.104 Within an area that has experienced gentrification, there is potential to population is expected to grow. reinvent the market to match changes in the local demographic and for this to act as a catalyst for the rejuvenation of the wider centre. A 2.110 While population growth is expected to be less strong than in other sophisticated yet trendy offer could be developed to cater for the parts of the Borough, this could be bolstered by estate renewal local demographic, incorporating a mix of food goods (potentially programmes. High growth in expenditure in Special Forms of Trading, building on the farmers’ market) together with arts and crafts . given the catchment population, is expected.

Watney Market 2.111 The market could also benefit from proposed improvements to local connectivity, including a new pedestrian crossing on Commercial Road; and delivery of the East London Line extension which will make this one of the most interconnected centres in the Borough. There is the possibility of delivery of a new civic anchor, such has an Ideas Store.

2.112 An approach of supporting and maintaining the market is appropriate given its proximity to Whitechapel Road. This needs to be linked to proposals for the wider regeneration of the area and its centre. The Centre would benefit from stronger anchors – either civic or retail – and investment in public realm.

2.105 Watney Market forms the core of an offline, online district centre 2.113 For the market, there is scope to create a more meaningful offer providing a variety of goods and serving the local community in which could include additional fresh food retailing and eateries Wapping. The market simply adds to the limited retailing within the either within the market or the adjacent retail units . This should area. relate to wider proposals to ‘animate’ the central market space and make it more inviting. 2.106 The market trades Monday – Saturday. Occupancy levels range between 42 – 60%. The market is not profitable.

2.107 There are no apparent facilities provided to traders with the exception of street cleansing and waste removal at the end of the day. Traders supply their own stalls.

2.108 The market serves the local community and its popularity is growing, despite its current performance. It has grown well over the last five years, benefiting from recent residential growth. Indeed the centre has expanded beyond its boundaries indicating its success.

2.109 The market relates well to the local community, which demonstrates a high representation of those in lower socio-economic groups in the

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Whitechapel Road Market 2.120 The market provides an essential service to the local community. There are no major shopping centres in the area which provide day-to- day commodities. The market has a secondary function serving visitors to the London Hospital.

2.121 Whitechapel Market offers significant potential for improvement and growth . It is set to become a major transport hub within East London through delivery of the East London Line extension and Crossrail, which will strengthen an already busy centre with strong footfall. Major transport investment, coupled with the potential for investment in the public realm and physical environment, may act as a catalyst for the wider gentrification of the Whitechapel area, building on its proximity to the City and enhanced accessibility. 2.114 Whitechapel Road Market forms part of an online linear town centre. It is driven by local demand and thrives. The market is practically full, 2.122 While there are major development drivers affecting this market, the with an occupancy rate of 85 – 90% of the 121 pitches, and generates majority of investment is expected to deliver new public infrastructure, a surplus. The tenant mix is well-balanced and offers a wide choice of particularly transport and health/education facilities. products. 2.123 Strong projected growth in the local catchment population, of over 2.115 Frontage retailers appear to enjoy the presence of the market, 20%, is expected within the next 15 years. The market also demonstrated by a lack of voids. A number of the retailers trade out demonstrates some of the strongest expected growth in expenditure from their shop fronts. on Special Forms of Trading.

2.116 The Market is populated and frequented largely by Asian and Eastern 2.124 Over 50% of the current population is of Bangadeshi origin and this European populations and appears to be an important social hub for population is expected to grow; however the process of regeneration these communities. may further influence the social mix and we might also see growth in young people/ students (building on the current high 16-24 2.117 From the shopppers’ perspective along the pavement, the vista is population). There is also a diverse working population within the colourful, exciting an busy; however from the road side, the view is catchment. unsightly with trader vans, backs of market stall tarpaulins and refuse bins. 2.125 The market, while successful, is unsightly. The pavement space is heavily congested. The backs of the market stalls together with trader 2.118 Whitechapel Road forms part of High Street 2012 , which connects vans project a poor image of the centre to passing traffic. Given the Central London to the Olympic Site in Stratford. As part of the High potential of the Centre, together with current tenant demand (with a Street 2012 Initiative, this Street Market should be made more waiting list for pitches), there is a strong rationale for investment and attractive from all quarters. improvement.

2.119 There are no apparent facilities to traders with the exception of street 2.126 Despite the vibrancy of the market, urgent action should be taken to cleansing and waste removal at the end of the trading day. Most create a more aesthetically pleasing market, particularly from the traders bring their own rigs, however there are some private rigs for road . It will also be important to identify facilities for trader vans away hire. from the market.

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2.127 Whitechapel Road would benefit from investment to provide an enhanced shopping environment and experience, potentially reduce pavement congestion (in conjunction with planned investment in a new crossing) and project a stronger image of the centre and market.

2.128 The potential for extending the hours of operation of the market should also be considered, including looking at the potential for Sunday trading and extended opening hours on current trading days. There is also the potential to extend the market, creating additional pitches off the main road, such as potentially in the new public space to be created outside of the Crossrail Station (Durward Street) in the longer- term.

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3. STRATEGIC DRIVERS OF CHANGE They mistakenly consider the management promotional efforts as sufficient to promote their business, and unlike their mainstream competitors, they generally lack formal training in business planning 3.1 The Street Markets Strategy is informed by a robust understanding of and product presentation. the dynamics and challenges currently facing the markets industry as well as the drivers of change which will affect the performance and 3.7 Market traders are generally skilled, self-reliant and enterprising but potential of markets over the longer-term to 2025. The Markets too often are also undercapitalised sole proprietorships (sometimes Strategy adopts a strategic and long-term view which responds to not VAT registered) competing in arguably the most dynamic and these drivers which are described in this section. competitive sector of the UK economy.

Challenges Facing the Market Industry 3.8 Market traders have detailed product knowledge and their ability to add value at the point of sale by employing those skills is a major 3.2 As the GLA’s Report on London’s Street Markets identifies, traditional positive. This enables them to compete against supermarkets despite Street Markets are facing increasing competition and a number of their poorer trading facilities e.g. lack of free customer car parking. traditional borough-managed street markets across the Capital have However, those margins are continually being eroded as supermarkets either shrunk or closed down over the last 10 years. There are a continue to reinvest and diversify into new lines. number of key challenges current facing the markets industry (and specifically Council-run markets). 3.9 The traders’ failure to “lift their game” and increase sales turnover and profitability contributes to stagnant rents and increasing voids (empty 3.3 Quarterbridge’s experience is that, nationally, most Council-run stalls). This is coupled, as highlighted in the London Street Markets markets under-perform because their management is insufficiently report, with often limited national or local government recognition of capitalised and poor at exploiting the business opportunities a market the problems faced by small retailers or the dangers of retail represents. In some cases and in London in particular, Borough’s are consolidation. fettered from operating their market service by the constraints of the London Local Authority Act. 3.10 In the face of such trends, one school of thought is to let market forces prevail and allow shoppers to rely upon supermarkets to supply all 3.4 Councils frequently do not apply the investment and management their shopping needs. However this ignores the wider social-inclusion strategies employed by their retail competition and this, combined with impact on the sectors of the community that rely upon the market – the a general downturn in trade because of so-called “retail consolidation” elderly, low-waged and less mobile. Today they form the “core into the big four supermarket chains is evidenced in declining market shoppers” of the market because of limited mobility and/or restricted viability. disposable income. They have come to rely upon the value for money that the market represents together with a better variety of produce 3.5 There is a nationwide pattern of falling occupancy matched to falling and fresher quality. revenue and rising costs. A priority of any Business Strategy for street markets is thus a financial review that identifies the strengths and 3.11 Social-provision must be a vital consideration for any Council when weaknesses of a market and identifies where most effort needs to be considering support for a market, matched to recognition that a market expended. This has been undertaken and informs the Street Markets can generate a higher of employment than a supermarket. It recycles Strategy. money within the local economy thanks to so-called Keynesian multipliers rather than remitting it to remote shareholders. However 3.6 Decreasing viability is not a single-cause problem. Many of LBTH’s within Tower Hamlets only 24% of retail spend is captured by small market traders have still not adopted basic modern retailing independent retailers. These effects have been highlighted in work techniques such as Electronic Funds Transfer (accepting credit and undertaken by the New Economics Foundation and are particularly debit cards) and are poor at promoting or reinvesting in their business.

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relevant to regeneration initiatives where a Council wishes to stimulate 3.18 The contrast between markets and multiple chain operations is stark. the local economy. A supermarket group would typically reinvest 10% of its trading profits on training, promotion, premises and product development. All 3.12 Increasingly, revitalised markets are being used as a catalyst for area retailers are competing to retain the “shoppers’ pound” and to retain regeneration initiatives to stimulate private investment that is traders, market management needs to be supported by investment in consistent with the objectives of a Council to bring a depth and variety premises, promotion and training. to the retail offer. This can be supported by town planning policies.

3.13 A market can also be used to support a Council’s green agenda by In the face of increasing competition from supermarkets, it is reducing the “food miles” impact of superstores and shoppers reliance necessary to shift the focus of managing the markets from upon private transport. It is a highly cost-effective way to deliver a one of ‘service delivery’ to an emphasis on managing a ‘retail healthy eating initiative in conjunction with a local Primary Care Trust business.’ Investment is required in market infrastructure or food strategy when used in conjunction with training initiatives and environment, in promotion of the markets and in pursued in partnership with secondary education colleges. This is providing traders with retail and business management skills consistent with an increasing recognition amongst Councils of the to deliver vibrant and successful market. wider role that a market plays.

3.14 In the face of increasing competition, it is appropriate that Tower Hamlets Council should seek to shift their focus in managing markets from a service delivery function to promoting the so- Strategic Drivers of Change called “Business Case”. The difficulty for Market Authorities is that operating profit-centred markets requires entrepreneurial skills and a 3.19 At a more local level, there are a range of factors which may affect the high level of management autonomy. performance and potential of Tower Hamlets borough-managed Street Markets (both positive and negative). In looking to 2025, it will be 3.15 The aggressive, opportunistic techniques employed by retail important that the Markets respond to a number of key structural competitors need to be acquired by the market management and a drivers of change which will affect the catchment population and management structure created that fosters this ethos. footfall within District Centres in Tower Hamlets over the long-term to 2025. The factors comprise: 3.16 A market needs to be treated as a semiautonomous cost and • profit centre - rather like a branch superstore - with a high level of Population change – related both to changes in the population autonomy and responsibility for delivering results devolved to structure in terms of both age, ethnicity and income, and the level the management team. This can represent a significant change in of housing development in the catchment area of the district approach but is necessary in the face of increasing competition. centres; • 3.17 Promotion and re-investment in premises, training and customer Employment growth – related to the level of employment facilities has enabled the “big four” – Tesco, Sainsbury, Asda/Walmart development and job creation in the catchment area of the district and Morrison’s - to secure over 80% of the UK’s grocery sector and centres, which affects the daytime/ lunchtime population; they are now pursuing the same tactics to dominate the non-food • sector. This is impacting heavily on budget fashions (a traditional Transport accessibility – as, alongside population and mainstay of any market) compounded by massive investment employment growth, this will affect the footfall within the district competition from the likes of Primark, H&M, Matalan, Aldi and centres; Wilkinson’s.

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• Retail investment – as major retail investment and wider Figure 3.1: Projected Population in Ward-based Catchments investment in centres may affect the role and function of the district centres, their share of expenditure and hence footfall.

3.20 Other driver include the wider attractiveness of and investment in town centres, which affects their patronage; together with the general economy. It is expected that the economic downturn in the short-term for instance may help to support street markets which often offer more affordable goods than other forms of retailing.

DRIVER 1: POPULATION CHANGE

3.21 Tower Hamlets is one of the fastest growing boroughs in the UK . Using the GLA’s projections, the most substantial population growth is expected in the Chrisp Street catchment, potentially of over 40% to 2025, with more than 20% population growth expected in the catchment areas of Petticoat Lane and Whitechapel. On the other hand, population within the catchment of Roman Road is expected to fall slightly. 3.24 In view of the wider development drivers across Tower Hamlets, the 3.22 This projected population growth is influenced by the level of housing potential for new markets could be considered in the Isle of Dogs, development expected to occur close to these markets. Poplar is Wapping or Leamouth. expected to witness significant growth through estate regeneration, led DRIVER 2: EMPLOYMENT GROWTH by Poplar HARCA. Estate regeneration is also likely to support population growth in the catchment of Watney Market. Various 3.25 As well as population growth, Tower Hamlets is expected to witness housing development sites are also expected to come forward within significant employment growth – with potential growth of 110,000 jobs the catchment areas of Bethnal Green market and Brick Lane (e.g. to 2020 according to existing strategies. Bishopsgate Goods Yard). 3.26 The GLA’s Updated Borough-level Employment Projections to 2026 3.23 The chart below indicates projected population growth in the ward- (Feb 2007) indicate growth in employment from 191,000 to 321,000 based catchment areas of the markets. jobs across Tower Hamlets between 2006 – 2026. This is the highest level of anticipated job growth of any London Borough .

3.27 These projections should be taken with the caveat that it is a projection prepared in advance of the onset of the current economic recession which is likely to reduce the level of employment growth achieved. It is based on a combination of employment trends, changes in transport accessibility and expected availability of employment sites.

3.28 A significant proportion of this growth is expected to occur on the Isle of Dogs and in the Central Activities Zone.

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3.29 In the short-term, total employment in Tower Hamlets may well be – could draw trade away from Tower Hamlets district and local centres falling; and there has been a notable recent increase in and the street markets within these. unemployment. The effect of this on street markets is difficult to judge, as it may impact on footfall in town centres on the one hand, but may Towards an Investment Framework for Street Markets also support markets as more affordable sources of food and other goods. 3.36 The Street Markets Strategy is built upon a robust understanding of the current performance of the borough-managed Street Markets in DRIVER 3: TRANSPORT ACCESSIBILITY Tower Hamlets, an appreciation of the dynamics in the markets industry – including challenges to trade from supermarkets. It 3.30 Improvements to transport accessibility will potentially play a major complements and responds to the major drivers of change within the impact in altering footfall in some centres. It may also contribute to borough. gentrification and changes in the social composition of market catchment areas. 3.37 Significant expected population and employment growth are a particular feature of Tower Hamlets – it is expected to be one of the 3.31 We anticipate that the greatest impact will be at Whitechapel, which is fastest growing local authorities in the Country to 2025. This provides to benefit from a significant improvement in accessibility in 2018 with an unrivalled opportunity to invest in and develop the Borough’s street delivery of Crossrail from whence it will be a major interchange markets. between Crossrail, the East London, District and Hammersmith and City Lines. The East London Line extension will also improve 3.38 The research undertaken has concluded that the Borough’s existing accessibility from 2010. street markets are located in the right places: many are located within district and neighbourhood centres which form the social and 3.32 The East London Line extension will also benefit Watney Market, economic heart of their communities. The Markets are well located albeit that we would expect the impact here to be more limited and within these centres. linked to wider area-based regeneration. 3.39 The work that has underpinned this Strategy has identified the DRIVER 4: RETAIL INVESTMENT potential for new markets in some locations, such as Crossharbour or Canary Wharf. The Council may determine to investigate the potential 3.33 The final strategic driver relates to potential major retail investment of these further, working with landowners, developers, businesses and which could either support footfall in existing centres or provide the residents; however the Council had decided that this Street Markets potential for new markets. Strategy should focus on the existing Borough-managed markets.

3.34 LBTH is currently considering the potential for a new street market at Crossharbour as part of proposals for the reconfiguration of the ASDA store and wider enhancement of the centre. There is also potential to consider the potential for markets at new/ expanded town and district centres, such as those identified in the emerging High Street 2012 Strategy. The potential for a new town centre at Mile End is currently being considered for instance.

3.35 On the other hand, major retail investment in competitor locations – most notably at the higher order centres of Canary Wharf and Stratford

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4. VISION FOR STREET MARKETS Vision for Street Markets

4.1 The Street Markets Strategy is organised around a central vision and 4.4 Tower Hamlets’ Town Centre Spatial Strategy (TCSS) has set out an four key themes which set a framework for managing and investing in overarching framework for strengthening Town Centres within the the borough’s Street Markets. Borough. It is structured around a spatial vision of refocusing our town centres as vibrant and inclusive places at the heart of the community Figure 4.1: Structure of the Strategy and civic life. It seeks to deliver a rejuvenated interconnected network of centres which are hubs for shopping, leisure, civic and associated uses.

‘Managing’ the Markets ‘Marketing’ the Markets 4.5 The Vision for Street Markets takes its lead from this Strategy and the Sustainable Community Strategy Vision of ‘One Tower Hamlets.’

2025 Street 4.6 The 2025 Vision for Street Markets is: Markets Strategy Tower Hamlets will have a network of vibrant, well-managed street markets which serve the borough’s diverse ‘Investing’ in Market Strategic Proposals for communities, contribute to the vitality and viability of the borough’s centres and the diversity of the retail offer. The Infrastructure Street Markets Borough will contain a range of general and specialist street markets which support local employment and enterprise and attract people to visit and shop within the Borough. 4.2 The Street Markets Strategy does not seek to repeat or duplicate what is contained within the Town Centre Spatial Strategy, but focuses on the markets – aiming to make them successful in their own right, and to contribute towards the TCSS vision of centres as vibrant, diverse 4.7 This vision is supported by Tower Hamlets Council and is intended to and successful places. guide management and investment activities.

4.3 The Strategy focuses on Tower Hamlets’ main existing street markets. 4.8 Detailed proposals for change to deliver this vision are set out in It sets out a strategy for the markets, which addresses services and subsequent sections, dealing in turn with: management, infrastructure and facilities as well as the market offer, marketing and promotion. The Strategy includes specific ‘strategic • Managing the Markets proposals’ for the Borough’s Street Markets. • Marketing the Markets

• Investing in Market Infrastructure

• Strategic Proposals

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5. MANAGING THE MARKETS Figure 5.1: Framework for Managing the Markets

5.1 The first theme of the Strategy deals with ‘managing the markets:’ setting out proposals for improving the financial performance and management of LBTH Markets Service.

Improving management of t he markets involves both improving service delivery and financial efficiency.

Improved management will help to create safer, more attractive places helping to attract both more shoppers and traders.

Efficiency savings than can be found within the Markets Service will support investment in improving the markets and delivering the Street Markets Strategy.

The focus of the Strategy is in treating the Markets more like a mainstream retail business.

5.2 This section of the Strategy sets out a comprehensive strategy for improving management and financial performance of the Markets Service through improved financial management, efforts to reduce

overheads and increase income, and to address crime and enforcement issues (Figure 5.1). RG1: Financial Management Systems will be improved to allow treatment of individual markets as separate cost centres to Improving Financial Management support performance monitoring and management decision- making processes. 5.3 The Council operates a single Street Trading Account through which income and expenditure of the Markets Service is managed. Financial 5.5 The Markets Service currently suffers from a lack of bookkeeping management is currently undertaken by the Council’s Resources autonomy and expertise. It is recommended that the service acquires Directorate. greater accounting autonomy which should be achieved by either professional training of a designated senior member of management 5.4 Extrapolating financial data and producing accurate profit and loss staff or appointment of an accounts-trained member of staff to adopt forecasts for individual markets is currently problematic. Although the the position of Financial Manager. recording of income appears satisfactory, the allocation of site-specific costs cannot be relied upon. This reflects difficulties in ascribing RG2: The staffing structure of the Markets Service will be employee, enforcement, street cleansing and waste disposal costs reviewed to include a Finance Manager responsible for financial across the markets within the Borough. management and administration.

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5.6 Regular monitoring of the financial performance of the Borough’s Street 5.9 Any review of tolls will involve consultation and dialogue with Market Markets will support improved management, allowing the impact of the Traders. Markets Service activities to be evaluated and aiding prioritisation of resources and staff time. 5.10 The assessment undertaken has identified the potential to increase the number of market trading days, specifically through instigation of RG3: The Market Service will produce regular monthly Saturday trading at Petticoat Lane and Sunday trading at Whitechapel management account reporting in the form of standard profit and Road in the medium-term. loss. 5.11 Any implementation of additional trading days at these markets will be The measures proposed to improve financial management will support taken forward only following detailed consultation with local residents, more accurate quantification of individual market performance. This will businesses, traders and other stakeholders. assist in the monitoring and management of market performance and help benchmark improvement measures. It will allow assessment of the RG5: The Council will assess the feasibility of implementing impact of interventions taken forward, including those proposed in this additional trading days at selected markets in the Medium Term. Strategy, and support improved efficiency and value for money. 5.12 Structured advertising and promotion of available space within LBTH Increasing Markets Service Income markets will generate additional income. A detailed letting history will be produced by the management team and updated regularly. The 5.7 The assessment of the financial performance of the Markets Service Council will then be proactive in recruiting new traders. A structured (as described in Section 2) as indicated the potential to increase rolling 12-month trader recruitment campaign will be engineered, income through: costed and implemented.

• Review of Market Tolls; RG6: The Council will implement a rolling 12-month trader recruitment campaign across the Markets. • Increase in Trading Days; 5.13 Responsibility and accountability for improving lettings should be • Trader Recruitment; awarded to a senior member of staff within the Market Service. Alternatively the function can be outsourced to a specialist market • Improved Toll Collection; and letting agency. 5.14 The review of the markets undertaken has highlighted some question • Implementation of Strategic Proposals. regarding whether the Markets Service is recovering all tolls due from 5.8 There is potential to increase toll levels at some of Tower Hamlets’ traders. The billing process for market tolls is not operated directly by markets to support investment. At the time of writing the strategy, the the Market Service. The division of responsibility for managing the UK economy is in a recession and unemployment is increasing. markets and collecting tolls does not represent good financial Markets form an important sources of affordable local goods, and a management practice and is considered to influence the level of bad source of employment. This may not be the best time to increase debts. market tolls. However toll levels should be kept under regular review. 5.15 Bringing financial accounting into the functions of the Markets Service RG4: The Council will undertake periodic reviews of market tolls should help to address this, enabling swift reaction times and helping to to support investment in the Markets. improve reaction times between trader non-payment.

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5.16 It is recommended that the Market Service should control its own 5.22 An Operational Review of the Waste Management and Street revenue generation and collection and develop an in-house accounts Cleansing Operation has been undertaken by Quarterbridge and is to system, supported by appropriately trained staff. This would allow be passed to the director of CLC for consideration. debts to be identified within 5 working days and enable Market Officers to engage directly with the trader concerned. 5.23 This Review has highlighted the potential for achieve greater value for money from the waste contract. A reduction in costs in this area would 5.17 Further study is recommended to examine the advantages and support investment in the Markets. disadvantages of the pre-payment voucher system with particular attention to improving reaction times between trader non- payment and 5.24 Further potential to improve waste collection and street cleansing has the market service being in a position to react swiftly. been identified including:

RG7: The Council will investigate the potential to implement a pre- • to improve the separation of waste and recycling (e.g. implement payment voucher system and to allow stall licences to be applied food waste recycling); for online and via automated phone systems. • to align the timing of street cleansing to coincide with the closing 5.18 It is intended that automated systems for licence application can both time of the markets to improve cleanliness and the street reduce the time cost for traders and the Council in applying for and environment; issuing licences. • to address localised flooding issues through implementing a Market Service Overheads regular programme of gully cleansing

5.19 To improve its efficiency, a retail business would look to reduce its RG8: The Markets Service will work with the Waste Operator and overhead costs. The Review of the Markets Service undertaken has LBTH Public Realm Team to improve the separation of waste and identified a number of areas in which savings can be made. This will align street cleansing to coincide with the closure of the Markets. allow revenues to be reinvested in promoting and improving the markets. RG9: The Markets Service will work with the Council’s Highways Directorate to ensure implementation of a regular programme of 5.20 The financial review of the Markets Service undertaken has identified gully cleansing to address localised flooding issues on the that waste/ street cleansing and staffing costs are high in Tower Markets. Hamlets in comparison to other local authority-operated services elsewhere. There are two areas where significant potential savings can 5.25 It is proposed that a member of the Markets Service Team is be made without undermining the quality of service provided. empowered to deal exclusively with the enforcement of waste collection and street cleansing. Waste and Street Cleansing RG10: The Markets Service will undertake test weighing of market- 5.21 Tower Hamlets Council outsources waste management and street related waste at a number of sites. cleansing operations to Veolia Waste Services. The Markets Service is currently charged c. £650,000 per annum for waste management and Market Service Staffing street cleansing costs which is a cost to the Street Trading Account. 5.26 To support implementation of this Strategy and to improve the management of the Markets, it is recommended that the staffing structure within the Markets Service is reorganised.

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5.27 The enforcement and prevention of illegal street trading, including Performance Monitoring contraband and stolen goods and trading without a valid permit, currently requires a disproportionate number of staff resources within 5.34 Regular monitoring of the financial performance of the Borough’s Street the Market Service and is a time-consuming distraction from true Markets will support improved management, allowing the impact of the market related duties and strategic projects. Markets Service activities to be evaluated and aiding prioritisation of resources and staff time. 5.28 It is proposed that staffing is reorganised to clarify the distinction between market management and enforcement issues, and to bring 5.35 If the structure of the Market Service continues in its current format, it is financial accounting ‘in house’ within the Markets Service. This will projected that over the next few years it will continue to deliver at best a allow an enhanced focus on ‘managing the markets’ alongside break-even situation. enforcement activities. 5.36 However if the initiatives set out in this Strategy are implemented, 5.29 Posts should have clearly defined roles and key members of the income could steadily increase. service need to be accountable for their responsibilities. It is important for each member of staff within the department to have clearly defined RG13: The Council will regularly monitor the financial responsibilities and focus on title-specific accountability. performance of the Markets Service against the benchmark five year forecasts in the Street Markets Strategy. RG11: The Council will review the Markets Service staffing structure to improve service efficiency.

5.30 It is intended that the review of the staffing structure will provide Figure 5.2: Financial Performance Projection (Base Case) sufficient flexibility to accommodate the additional trading days and improvement initiatives identified in this Strategy.

5.31 The Enforcement team will work closely with the Metropolitan Police. The Council is currently investigating the potential for either the proposed new Tower Hamlets Enforcement Officers (THEOs) to support the Markets Service, or alternatively for the Markets Service to employ a dedicated Metropolitan Police Officer to police the Markets.

RG12: The Council will identify additional resources, such as new Tower Hamlets Enforcement Officers (THEOs) or a Police Officer, to support enforcement activities on the Markets.

5.32 This could be funded through surpluses from the Market Trading Account.

5.33 Improved enforcement activities will help to attract higher numbers of shoppers, resulting in increasing viability and an increase in stall

lettings.

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6. MARKETING THE MARKETS Figure 6.1: Current Trader Days Market Trading days Number Number of trader 6.1 The second theme of the Strategy deals with ‘marketing the markets:’ per week Traders days / p.a. setting out proposals aimed at increasing the patronage of the Bethnal Green Road 6 47 14664 Borough’s Street Markets through improving their profile. Brick Lane 1 43 2236 6.2 Compared to its retail competition, there is relatively limited advertising Chrisp Street 6 38 11856 and promotion of Tower Hamlets Street Markets. There are examples Columbia Road 1 49 2548 of local independent traders associations promotion the markets, for Petticoat Lane 1 258 13416 example at Columbia Road Flower Market. However there are potential Wentworth Street 5 100 26000 benefits and economies of scale in marketing all of the Borough’s Roman Road 3 110 17160 markets. Moreover a number of the markets are effective brands in Roman Road Square 6 4 1248 their own right. Stroudley Walk 6 1 312 Watney Street 6 28 8736 Marketing and advertising activities will promote patronage of Whitechapel 6 109 34008 the Markets, help to recruit new traders and increase their Total 132184 profile. This will contribute to their vibrancy and vitality.

Markets Associations will be developed for individual markets based upon the existing model in Roman Road. These will 6.5 The Council will investigate the potential for funding for advertising and involve traders, shopkeepers and residents and be promotion through its existing Marketing Budget potentially to provide responsible for promotion and publicity. alternative or ideally supplementary resources to invest in marketing and advertising.

MA1: The Council will identify a source of ringfenced funding for marketing and advertising activities.

Identifying a Marketing & Advertising Budget

6.3 The London Borough of Tower Hamlets Markets Service operates in excess of 1,800 market trading days each year. Excluding casual trading, it is estimated that the Service provides 132,184 trader market days (Figure 6.1).

6.4 Making some basic assumptions regarding estimates retail sales per day per trader, it is estimated that the retail sales turnover of the LBTH Street Markets is c. £21 million per annum making the markets a prominent retail service in the Borough.

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Developing Markets Associations for Individual Branding Markets 6.10 Branding the markets will help to raise their profile, supporting 6.6 It is proposed that the Markets Associations be developed for individual patronage and trade. markets, based upon the successful model currently in operation at Roman Road. These associations would have a key role in publicising 6.11 Tower Hamlets markets should be branded as a homogenous retailing the markets alongside the Council at a Borough-wide level. They would facility for residents, workers and tourists in the Borough worthy of a involve and bring together traders, shopkeepers and local residents. £20 million sales turnover. All publicity material and signage should be branded accordingly. MA2: The Council will work with traders, shopkeepers and local residents to establish and support Market Associations for 6.12 The Council may consider opening a competition to the colleges and individual markets which will be have a key role in the promotion universities within the Borough to develop the Tower Hamlets Markets of the Borough’s Markets. brand.

6.7 The Market Service may match fund (or part fund) the marketing and 6.13 Good marketing methodology dictates that the competition should be advertising budget through trading surpluses. heavily publicised through editorial and reviews within the local papers and on local radio and even TV, which in its very nature will be news 6.8 Marketing activities will promote the borough-managed markets to the worthy and thus probably free of charge. general public who live and / or work within the borough MA3: A competition will be publicised and run to develop a brand Markets Unique Selling Points for Tower Hamlets Street Markets which will be used for all publicity material and signage. 6.9 The following will be given consideration as part of the marketing activities:

• Generally products found on a market are considerably cheaper than within the High Street Multiples.

• Each Market Trader is a professional specialist concerning his or her products and you can often receive expert advice from them which is often all too noticeable by its absence within the High Street Multiples.

• The touristic markets within the Borough - Petticoat Lane, Brick Lane and Columbia Road - should be marketed towards tourists

and Market Mile Walk leaflets developed and printed and distributed on a large scale with assistance from the tourist board.

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6.17 It is proposed that the website will be developed with a retail slant, to serve the following purposes: Branding of Exmouth Market in Farringdon • To provide an informative directory of Tower Hamlets Street Markets, outlining their strengths and target audiences. Profiles of each market would be provided featuring a number of traders with photos and comments.

• To promote the Market Service as an opportunity for new traders to operate within LBTH markets, including business advice summary of how to become a trader.

• To set out and explain toll charges and payment procedures in an easy to understand format.

• ‘Feedback’ and ‘contact us’ sections which would be closely monitored on a day to day basis.

• Links to and from the main LBTH web-site.

6.18 There are a number of potential suitable domain names currently available. These include:

www.towerhamletmarkets.com / .co.uk ...etc. Market Service Website www.eastendmarkets.com / .co.uk ...etc. 6.19 It is recommended that the these domain mains are registered in the 6.14 Use of the internet is now widespread through all sectors of the short-term. It will be worth registering many extensions to the chosen community. It is an important source of information for both residents, domain name to avoid site hijackers. shoppers and potential traders. 6.20 It will be important that the website is professionally designed and 6.15 Potential shoppers and traders within the Borough include a significant maintained. Asian and Eastern European orientated communities and often obtaining information via a well presented and informative web site is preferable than by personal or phone contact. Promotions and Events

MA4: The Council will develop and maintain a well-designed and 6.21 Individual Market Associations will, as part of its remit, plan to organise user-friendly website for Tower Hamlets Markets. special events and promotions in view of raising the profile of the Market. 6.16 The website may be be distinct from the Council’s main website and be professionally designed. It will support and reinforce the brand identity established for the Markets.

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6.22 Events such as the Arts & Crafts and Farmer’s Market in Roman Road start up entrepreneurs who wouldn’t normally subscribe to the trade should be advertised throughout the Borough and similar events press. organised for Columbia Road, Brick Lane and Petticoat Lane. MA6: The Markets Service will advertise for new traders for MA5: Markets Associations, once established, will develop, markets with voids in the local press as part of the structured maintain and publicise an programme of special events and rolling 12-month trader recruitment campaign. promotions on the Markets. 6.30 On-site marketing for traders will also be progressed. It is 6.23 Other initiatives should be drawn up from existing resources within the recommended that Banners and Foamex posters should be Borough, such as music and performing arts colleges and similar professionally produced and located in and around markets where new organisations. traders are required. These can be produced inexpensively. Over ordering is recommended for wastage through vandalism and theft. 6.24 Efforts should also be made to dovetail promotional events with private market operators, such as Spittafields and similar. MA7: The Markets Service will develop banners to advertise for new traders at prominent locations on the Markets. London-Wide Promotions 6.31 All advertising should be professionally produced and help prospective 6.25 There may be some merit in adhering to London Wide bodies traders have a vision of how they can prosper by trading within the promoting markets within the city. However value for money will clearly Borough on a Council-operated market. The importance of professional need to be demonstrated. The Markets Service and the will engage branding should not be under-estimated. with London-wide initiatives as appropriate.

Marketing for New Traders

6.26 Generally traders want to trade in a successful market. Traders will only leave a market for another less expensive market if trade is in decline or insufficient to merit the toll level.

6.27 There are many factors which affect the vitality of a market and some can surprisingly have an adverse effect such as the Congestion Charge for traders on Wentworth Street Market.

6.28 Improving the vitality of a market is the best method to reduce voids and there are several initiatives elsewhere within the Strategy concerning promoting the Market Service and improving the Markets.

6.29 Additional trader recruitment efforts will also be made. Markets demonstrating voids will be advertised locally within local newspapers. Although the national trade press such as Market Trade News and Market Trader offer trader recruitment sections, the prospective audience is limited to those readers largely within the London/Essex/Hertfordshire area. Local advertising will also capture

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7. INVESTING IN MARKET 7.2 There are specific issues in individual markets where market infrastructure needs to be improved. These are addressed in regard to INFRASTRUCTURE specific strategic proposals for individual markets. This theme of the Strategy focuses on programmes to develop the infrastructure for 7.1 The third theme of the Strategy focused on investing in market Tower Hamlets as a whole. infrastructure. Market infrastructure includes a range of things as set out below. Public and Trader Toilet Facilities

Figure 7.1: Market Infrastructure 7.3 Recent years have witnessed the demise of public conveniences on British High Streets. Many Market Traders within the Borough complain about the lack of facilities and feel that shopper numbers may also increase if more public toilets were made available.

7.4 Local Authorities often struggle to fund the ongoing maintenance of, or introduction of, toilet facilities. Tower Hamlets is no exception here, but the Council is keen to provide facilities which make its district and local centres attractive shopping destinations.

7.5 The Council propose to investigate the potential to introduce a Community Toilet Scheme.

7.6 Through a Community Toilet Scheme, the Council would work in partnership with local businesses to provide access for the public to Market infrastructure is important at creating an attractive clean, safe toilets. It may provide a payment to participating local and successful retail environment: a place where people businesses (or businesses may charge users for use of their facilities). enjoy being and will come back to, to shop.

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7.7 Without exception, all LBTH markets front an abundance of pubs, IN3: The Council will investigate the potential for provision of restaurants and cafes and a scheme should prove effective and cost encrypted wi-fi access for market traders at each of its Street efficient compared with the introduction of new facilities. Markets.

7.8 The London Borough of Richmond offers an example of a successful Trader Parking community toilet scheme which is delivered through 69 participating partners across the Borough’s town centres including pubs, 7.15 Market trader parking is a problematic issue within the Borough. This restaurants, cafes, community centres, libraries and retail stores. relates to both the provision and cost of parking and has been identified by traders as a key issue. 7.9 In some markets, such as Chrisp Street and Whitechapel, the Council’s Ideas Stores provide toilet facilities. However many of the 7.16 The Council proposes to introduce a concessionary trader permit markets lack appropriate facilities. parking, making use of permit parking availability in the areas surrounding markets. IN1: The Council will work to establish a Community Toilet Scheme across the Borough, prioritising locations with Markets IN4: The Council will introduce a Concessionary Trader Parking in the first phase of this. Permit for permanent traders at its Markets.

7.10 It is estimated that the cost to operate a Community Toilet Scheme to 7.17 One common complaint from regular traders is the rapprochement of LBTH Markets would be c. £25,000 per annum. casual status and prices to those of regulars. It is proposed that Concessionary Parking Permits will be made available to regular Electrical Supplies Market traders, which will help differentiate them from casual traders. A prioritised parking scheme will help re-address the balance and 7.11 Most of Tower Hamlets Markets currently lack electricity supply. encourage casuals to adopt regular status, thus boosting market Provision of electricity can potentially improve the market environment service income. for both customers and traders. It will also support use of modern technologies, such as electronic payment systems by credit/debit card. Trader Support and Training

7.12 Efforts need to be made to introduce an electrification of market stalls 7.18 Many entrepreneurs begin their careers as market traders. Markets to all of the Council-managed Markets in Tower Hamlets. provide important opportunities for people to develop their business skills and grow their businesses. IN2: The Council will implement a phased programme to install electricity supplies to all of the Council-managed markets. 7.19 Tower Hamlets Council is keen to support current and prospective market traders. It recognises that the markets provide employment 7.13 It should be possible to provide power supplies to stallholders through and support enterprise within the Borough. inclusion of sockets in street furniture. 7.20 It will be important to deliver a continuum of support and training, 7.14 The Council also propose to investigate the inclusion of encrypted wifi helping traders to start-up in business and then to develop and grow access exclusively for market traders allowing them to better deal with their businesses over time. electronic payment systems. IN5: The Council will implement a rolling programme of trader support and training to develop traders’ retail and business skills.

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7.21 The Council propose to develop a rolling programme of trader support and training, which will involve and draw on the expertise of the Borough’s successful traders and link into the activities of its wider Business Support and Advice Service and the London Development Agency.

7.22 The training and support programme will focus on developing skills in retailing and business management. It may include advise inter alia on the layout and arrangement of stalls, customer services and accounting and taxation.

The Council recognises the role of markets in developing enterprise within the Borough. It will support traders and help them to develop their skills in retailing and business management.

Hire of ‘Pop-Up’ Stalls

7.23 Tower Hamlets Council do not provide market stalls or rigs at most of the Borough-managed markets. There are however a number of private providers which lease stalls. Current or prospective traders are directed to these by the Markets Service staff or through the Council’s website.

7.24 The Strategic Proposals set out in the next section include proposals to develop the fresh food and lunchtime eating offer at a number of the Borough’s markets. It is proposed that the Council support this by providing ‘pop-up’ stalls for hire.

7.25 It is proposed that this would be trialled initially and could be rolled out more widely if successful.

IN6: The Council will trail provision of pop-up stalls for hire to caterers at Wentworth Street, Roman Road and Watney Market.

7.26 The stalls would be branded with the ‘Tower Hamlets Markets’ brand which is to be developed. Traders who hire the stalls would be responsible for their assembly and storage.

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8. STRATEGIC PROPOSALS FOR STREET Figure 8.1: Market Mile Walk MARKETS

8.1 A key element of the Street Markets Strategy is the suite of strategic proposals for Street Markets in Tower Hamlets. These comprise a set of bespoke projects for individual markets.

8.2 The strategic proposals will complement the other elements of the Street Market Strategy.

The Market Mile Walk

8.3 Within the western part of the Borough, there are a number of high- profile tourist markets which currently operate on Sundays. There is a degree of movement between these markets, but potential to develop this to support patronage of the Markets.

8.4 Petticoat Lane, Brick Lane and Columbia Road Markets currently all operate on Sundays and are in close proximity to one another. They form a north-south axis in the west of the Borough.

8.5 All three markets are considered ‘must see sites’ within certain sectors of the tourist population. They are all popular and highly successful markets.

8.6 It is proposed that a ‘Market Mile Walk’ is established to connect together the three markets and to encourage movement between them.

MM1: A ‘Market Mile Walk’ will be established linking the successful Sunday markets of Petticoat Lane, Brick Lane and Columbia Road. This will be supported by marketing material and

delivery of new signage and a consistent, high quality public realm treatment. 8.8 The Market Mile Walk will be promoted essentially towards the tourist trade. A clearly marked route will be implemented, as follows: 8.7 The proposed route of the Market Mile Walk is shown in Figure 8.1. • Exit Liverpool Station, Bishopsgate side, and cross the road to see a new market arch at the entrance to Middlesex Street;

• Turn left into Wentworth Street. Walk along Wentworth Street and cross Commercial Street in Toynbee Street.

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• Turn Left up Brick Lane and walk the length of Brick Lane crossing 8.16 The area surrounding Wentworth Street is heavily populated with Bethnal Green Road and following a well sign-posted route to commercial offices and new student accommodation and many of the Columbia Road. retail units are now let to eateries who are taking advantage of the lunchtime trade. 8.9 The bottom end of Middlesex Street could be used as trader vehicle space and this would cut of the flow to the private market operator in 8.17 Some efforts have been made by the Market Service to improve the the car park. It is proposed to relocate traders from this area into lunchtime catering trade by introducing catering vans and stalls. This Toynbee Street to maintain a visual link across Commercial Street. has been proving successful.

8.10 Visitors will of course stray from the recommended route and this 8.18 It is proposed to increase the weekday lunchtime catering offer should be encouraged to help support trade not immediately located which should increase footfall within the Market between 11am and along the route. 3pm, boosting trade for other non-food retailers.

8.11 Isolated pitches will be provided along the route to maintain interest and continuity and to provide refreshments for visitors and shoppers.

8.12 The Market Mile Walk will be publicised on the Markets website and leaflets produced and distributed, including at hotels, cultural venues and at Liverpool Street Station. By issuing leaflets with maps both in simple DL paper format and downloadable from the new web-site, visitors will always be able to find their way back to the route.

8.13 An advertising campaign to promote busking on the route should be implemented and managed. Areas unsuitable for stalls should be utilised by the buskers to create a Covent Garden theatrical feel. Buskers should purchase a performing license from The Market Service.

Wentworth Street – Weekdays

8.14 The weekday market at Wentworth Street is currently in decline and needs to be revitalised. Trade is currently suffering from the impact of the introduction of the Congestion Charge and also the market has not adequately modified its offer to suit the current demographic. Exmouth Market, Farringdon (LB Islington)

8.15 A particular priority is to seek to redress the current application of the Congestion Charge to market traders. 8.19 A food offer should be of a high quality in order to match the shopper expectations. Exmouth Market in Islington should be used as a model MM2: LBTH will continue to work with the Mayor and Transport for example. This market, near Farringdon, enjoys busy lunchtime trade, London to resolve the application of the Congestion Charge to with innovative traders providing a high-quality catering offer, including market traders. a range of world foods.

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8.20 LBTH will initially procure 10 marquee-type demountable market stalls Columbia Road that should be individually branded with the new Market Service branding. Efforts should be made to attract new food caterers and 8.25 Sunday trading at Columbia Road is exceptionally vibrant and more retailers to occupy these units in the Wentworth Market area. LBTH could be done to improve the quality of the shopping offer and comfort Market service will be responsible for the erection, dismantling and and safety to the general public. However it will be important not to storage of the stalls. alter the charismatic nature of this landmark market and the following proposals are not a distraction. MM3: The Markets Service will procure demountable market stalls and recruit specialist food retailers to deliver a high quality 8.26 It is proposed to extend the market along Columbia Road, in weekday lunchtime catering offer in Wentworth Street providing a consultation with local residents and businesses, in order to increase range of world foods. the size of pitches and reduce shopper congestion.

8.21 It is estimated that these proposals will be relatively inexpensive to MM6: The Council will consult with local businesses, residents implement and require the following resources: and traders in Columbia Road with a view to extending the boundaries of the market in order to reduce shopper congestion. • 10 good quality demountable marquees £ 7,500.00 including the new Market Service branding 8.27 A range of possibilities for extending the market can be explored, including extending it in either direction and potentially only on one • Recruitment campaign for new food £ 5,000.00 side of the road. All options will be considered through dialogue with retailers / caterers businesses, residents and traders.

Brick Lane 8.28 Parking provision is also recognised as a potential issue at Columbia Road which needs to be addressed. 8.22 Brick Lane is currently a vibrant and successful Sunday market, however improved policing and enforcement activities are required to MM7: The Council will explore options to provide convenient address illegal trading. public parking arrangements at Columbia Road Market.

MM4: The Markets Service will work with Trading Standards and Whitechapel Road Market the Metropolitan Police to address illegal trading at Brick Lane Market. 8.29 Whitechapel Road Market trades 6 days a week and is practically fully let with 110 trading units spread along a 400 metre stretch of 8.23 Addressing illegal activities at Brick Lane will to create a more Whitechapel Road. The market forms an important social hub for attractive environment for retailers and shoppers. shoppers and the market is vibrant serving the local community and London Hospital visitors. 8.24 Given the vibrancy and activity which the Market generates, it is also proposed to explore the possibility of including an Council-operated 8.30 The market sits on High Street 2012 – a key route which connects indoor market which could act as an anchor to the Brick Lane scene. Central London to the Olympic Site in Stratford. However the current vista of the Market from the roadway is unsightly, being cluttered with MM5: The Council will investigate the feasibility and potential to vans, bins and the rear elevation of trader stalls. develop an indoor market at Brick Lane. 8.31 Whitechapel Station is due to be redeveloped to cater for Crossrail, which will include a new concourse and entrance to Durward Street

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and a light refurbishment of the existing ticket office in Whitechapel 8.37 The market could also extend through delivery of additional high Road. quality food retail and catering units in Durward Street, post development of the Crossrail Station. 8.32 There are also plans to create a new ‘green’ route running North South, which will follow Castlemaine Street and Fulbourne Street; 8.38 Given the vibrancy and success of the market, it is proposed in the break through the grounds of The London Hospital; and join Turner longer-term that the potential for Sunday trading is further explored. Street, eventually arriving at The Thames. WR3: The Council will consult with local businesses, residents 8.33 Architects, Aedas are currently working on the redesign of and traders to explore the potential to introduce Sunday market Whitechapel Station on behalf of Crossrail. The project involves the trading at Whitechapel Road in the medium-term. station redesign providing an interchange with the existing East London line and London underground’s District and Hammersmith & City Lines, together with a new ticket hall.

WR1: The Council will investigate the potential to redesign the layout of Whitechapel Road Market to reduce pavement congestion, provide an improved vista from the road and deliver additional services to traders.

WR2: The Council will consider the potential to deliver water and electricity to traders and to improve lighting as part of any proposals brought forward for Whitechapel Market.

8.34 Investment in the market should be coordinated with and through the High Street 2012 Initiative. New paving, lighting and street furniture should relate to the new Green Route and Durnward Street Crossrail proposals.

8.35 The Council will work to address parking enforcement adjacent to the market and identify designated refuse collection points.

WR3: The Council will continue to work with Transport for London to enforce parking regulations on Whitechapel Road.

8.36 The new market structure will further be enhanced by integrating a number of the design techniques used for Whitechapel Station, including pavers, lighting, urban furniture etc.

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Proposals for Other Markets 8.45 The residential and commercial centre is likely to be re-developed within the next 5 years. Within the development brief issued by Poplar 8.39 Proposals for the Market Mile Walk and Whitechapel Market represent HARCA, the market is required to remain an inclusive part of any high profile projects which aim to develop some of Tower Hamlets scheme. most successful markets. However the Council is keen to ensure that all of its markets thrive. This section sets specific proposals for other CS1: The Council will seek to recruit additional traders for Chrisp street markets in the Borough. Street as an early priority to support the vitality of the Market.

Bethnal Green Road Market CS2: The Council will work with Poplar HARCA to promote Chrisp Street market to its local catchment. 8.40 Bethnal Green Road Market requires general aesthetic improvements and enhanced marketing in order to improve lettings, particularly CS3: The Council will interact and work with Poplar HARCA and concerning Saturday trading. its development partner to design and integrate the market within proposals for the redevelopment of Chrisp Street District Centre. 8.41 The market has made financial losses over the last five years, however it does serve a useful function serving the local community. 8.46 Tower Hamlets Market Service intends to remain closely engaged in the design and redevelopment of Chrisp Street Centre in order to 8.42 Specific action is proposed to: secure a sustainable future for the market. This will include ensuring that traders remain engaged in plans for the future of the centre, BG1: Provide alternative parking facilities for traders and enforce identifying alternative locations for traders to trade during the parking of trader vans on the market. redevelopment process, and ensuring that the final design maximises the potential of the market. BG2: Provide directional signage to the market from Brick Lane and Columbia Road. 8.47 In order to maintain Chrisp Street Market during the pre-development period, The Market Service will continue to promote the market to BG3: Review the size of the market, in terms of the volume of shoppers and endeavour to recruit new traders in conjunction with pitches. Poplar HARCA.

BG4: Improve general appearance of the market through Roman Road Proposals management and enforcement measures. 8.48 Roman Road Market along with the wider centre is in decline and in Chrisp Street Proposals need of investment. The Council has identified this as a regeneration priority and developed the Roman Road Implementation Plan to guide 8.43 Chrisp Street Market suffers from poor footfall and corresponding investment. voids within its letting profile. It is located in perhaps one of Tower Hamlets’ less vibrant District Centres. 8.49 It is proposed both to develop the market offer and invest in improving the streetscene and environment to support the renaissance of the 8.44 The ownership of the market sits with Poplar Housing and market. Regeneration Community Association (Polar HARCA) and the market is operated by LBTH Market Service. 8.50 The local demographic has changed and the area has increased in affluence. A private Farmers’ Market has successful operated a periodic market in Roman Road.

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8.51 It is proposed to try and build on this to develop the market towards a 8.57 The design could also include the inclusion of street furniture, trees, specialist food and lifestyle offer, such as arts and crafts. community cycle stations and ATM’s. The estimated cost of the proposed improvements is between £1.25 - £1.5 million. 8.52 In particular, Saturday business should cater for the more affluent shoppers by the inclusion of more organic and green food taking RR2: The Council will design, consult on and implement a major inspiration from the Slow Food Movement 2 which seeks to public realm improvement scheme on Roman Road to include reinvigorate people’s interest in the food they eat, where it comes dedicated infrastructure for the Market. from, how it tastes and the impact that their consumer choices have. 8.58 It is proposed that a Community Toilet Scheme is introduced to include RR1: The Council will seek to develop and market a high quality existing Council buildings and a selection of public houses and food retailing offer at Roman Road on Saturdays. This will include restaurants. attracting high quality specialist food retailers. 8.59 In implementing improvements, a new market layout will be designed 8.53 It is intended that this will increase and change the profile of the with detailed consideration given to the tenant mix and user clauses to Saturday market. These specialist user clauses will not detract from suite the local current and emerging demographic. The layout will the additional inclusion of regular food retail and catering units and include clearly identifiable market pitches sympathetic to frontages. efforts to attract arts and crafts vendors. Watney Street Proposals 8.54 The Roman Road street scene is cluttered and disorganised and efforts are also required to create a more pleasant place to visit and 8.60 Proposals for Watney Market focus on creating a more meaningful shop. offer which could include either additional fresh food retailing or eateries, either within the market or adjacent retail units. 8.55 Generally, retailing in Roman Road is in decline and urban realm hard landscaping initiatives will help boost the market vitality but also 8.61 The market could better serve the local demographic by integrating its support adjacent retailing. tenant mix and marketing with the local retailing frontagers. The Council will help to facilitate dialogue and encourage the retailers and 8.56 It is proposed to implement a public realm improvement scheme which traders to form an Association. significantly improved the street environment. The Council will investigate the following: 8.62 Greater emphasis will be made with respect to attracting a larger number eateries into the retail shops and the market itself. • Laying of new pavers throughout Roman Road, potentially at grade; WS1: The Council will seek to attract additional eateries and food • Installation of new architectural, atmospheric street lighting to retailers to Watney Market through marketing and promotion to include integrated secure power supplied for street traders; potential tenants.

• Provision of potable water supply and associated drainage to support designated food retailing and catering areas within the Market.

2 www.slowfood.com

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Potential for Additional Markets

8.63 The Street Markets Strategy focuses primarily upon the existing markets in Tower Hamlets. These are well located within the borough’s district and local centres and serve the Borough well.

8.64 In developing the Street Markets Strategy, the potential for new markets over the longer-term has been considered. It is assessed that the greatest potential exists in Mile End, where a new Town Centre is proposed, and on the Isle of Dogs, given the substantial growth of the working and resident population.

8.65 Potential for a market at Mile End is considered a longer-term prospect and would need to be carefully phased and designed to minimise any impact on existing markets at Bethnal Green Road and Roman Road.

8.66 There is a potentially stronger case for a market on the Isle of Dogs. The Council has had some discussions with a developer about providing some market trading at Crossharbour, linked to the redevelopment of an existing superstore and provision of additional retail facilities.

8.67 The potential for new markets in the Borough will be kept under review by the Council.

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9. DELIVERY FRAMEWORK Communications Strategy

Delivery Framework 9.6 In implementing the Street Markets Strategy, the Council is committed to undertaking detailed consultation with a range of stakeholders including local residents, businesses and traders who are affected or 9.1 This Street Markets Strategy is supported by a detailed Action Plan, have an interest in the proposals. developed by Tower Hamlets Council, which sets out the phasing of delivery of recommendations and projects included within the 9.7 The Council intends to develop a Communications and Marketing Strategy, as well as responsibilities for taking these forward and the Strategy which will guide how it makes decisions with respect to resources required. Street Markets and how it engages with key stakeholders, including traders, on an ongoing basis. 9.2 The Action Plan is intended to be a dynamic document which can be developed and maintained. It will form a key project management tool to guide the implementation of this Strategy. Monitoring & Review

Figure 9.1: Delivery Framework 9.8 The Street Market Strategy has set out detailed proposals for improving financial monitoring and management of the markets. It has set out outcome targets for financial performance against which progress can be tracked. These are included within the Action Plan 2005 Street Markets Service Market Strategy Business Plan 9.9 The Strategy has focused on setting out deliverable proposals for improving the management of and investing in the Borough’s existing street markets. The majority of proposals included within the Strategy can be and are intended to be implemented within an initial five year Action Plan Business Plans timeframe. However the strategy is intended to guide activity to 2025. – LBTH Markets

9.10 The strategy is intended by be dynamic, whereby investment and management activities are monitored and resources prioritised accordingly. Monitoring and management is intended to be a continuous process which informs service delivery and 9.3 In addition, Tower Hamlets Council will devise and maintain a detailed resourcing . Business Plan for the Markets Service. It will also develop Summary Business Plans to guide investment in each of the borough-managed 9.11 The Council is developing its monitoring systems, including the ability t markets. to monitor financial performance of individual markets and to catalogue staff resources engaged in enforcement activities on a 9.4 These Business Plans will require regular review, at a minimum of market-by-market basis. It will also be necessary to monitor the trader three year intervals. mix and how this changes over time.

9.5 This delivery framework is set out in Figure 9.1. 9.12 Over the lifespan of the Strategy it is expected that the nature of the markets, including their size and offer, will need to change to reflect changes in the local demographic, cultural trends and shopping habits.

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9.13 It will also be important that the Service monitors the impact of investment, interventions and management practices proposed in this Strategy. Monitoring will aid understanding of ‘what works’ both at a generic and market-specific level.

9.14 The proposals set out for improved financial management and accounting will support this.

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