KPMG today proposes a new kind of partnership vehicle to tackle Britain’s failing town centres.
The average level of shop vacancies on our high streets remains at around 13 per cent, with vacancy levels as high as 28% in Newport, Stoke and Hartlepool*. Fragmented property ownerships and a lack of joined-up thinking, among other factors, have hindered progress to date.
The partnership vehicle proposed will unblock the obstacle of fragmented ownership within a designated part of a town, and enable physical change. It will promote a more flexible mix of uses, as a catalyst for wider regeneration. As part of this, it will increase the provision of affordable homes within the town centre, helping tackle the housing crisis for those hardest hit.
The key elements of the proposal include:
The proposal was authored by Stephen Barter, Chairman of Real Estate Advisory at KPMG, who recently co-led discussions on regeneration during the Government’s Northern Powerhouse tour to South East Asia, and is currently involved in several large-scale regeneration projects across the UK.
Commenting on the proposals, Stephen said: “Our town centres are currently failing their communities. We have therefore proposed an innovative solution. Government appears keen to support change – we must now define the means for that change and harness the right skills to make it happen.”
“I believe the benefits of a partnership model are clear not only for landowners, tenants and the local community, but also for the wider economy. If we can kick start our town centres to become vibrant, mixed use, desirable places to be and to invest in, we will have won a real victory for the UK economy.”The full report, published today, can be downloaded from the KPMG website: www.kpmg.com/uk/hopeforthehighstreet
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Notes to Editors
*BCSC/LDC Shopping Centre Vacancy Monitor July 2015
Frances Shennan, Corporate Communications, KPMGT
T: 0121 335 2575
For queries on the proposal, please contact:
Stephen BarterChairman Real Estate Advisory
KPMG Press office: +44 (0)207 694 8773
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This article represents the views of the author only, and does not necessarily represent the views or professional advice of KPMG in the UK.
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