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Policy 4.8
Policy
Strategic
A The Mayor will, and boroughs and other stakeholders should, support a successful, competitive and diverse retail sector which promotes sustainable access to the goods and services that Londoners need and the broader objectives of the spatial structure of this Plan, especially town centres (Policy 2.15).
Planning decisions and LDF preparation
B LDFs should take a proactive approach to planning for retailing and related facilities and services and:
a bring forward capacity for additional comparison goods retailing particularly in International, Metropolitan and Major centres
b support convenience retail particularly in District, Neighbourhood and more local centres, to secure a sustainable pattern of provision and strong, lifetime neighbourhoods (see Policy 7.1)
c provide a policy framework for maintaining, managing and enhancing local and neighbourhood shopping and facilities which provide local goods and services, and develop policies to prevent the loss of retail and related facilities that provide essential convenience and specialist shopping or valued local community assets, including public houses, justified by robust evidence
d identify areas under-served in local convenience shopping and services provision and support additional facilities at an appropriate scale in locations accessible by walking, cycling and public transport to serve existing or new residential communities
e support the range of London’s markets, including street, farmers’ and, where relevant, strategic markets, complementing other measures to improve their management, enhance their offer and contribute to the vitality of town centres
f support the development of e-tailing and more efficient delivery systems
g manage clusters of uses having regard to their positive and negative impacts on the objectives, policies and priorities of the London Plan including a centre’s:
i. broader vitality and viability (Policy 2.15Ca)
ii. broader competitiveness, quality or diversity of offer (Policy 2.15Cc)
iii. sense of place or local identity (Policy 2.15Ac)
iv. community safety or security (Policy 2.15Cf)
v. success and diversity of its broader retail sector (Policy 4.8A)
vi. potential for applying a strategic approach to transport and land use planning by increasing the scope for “linked trips” (Policy 6.1)
vii. role in promoting health and well-being (Policy 3.2D)
viii. potential to realise the economic benefits of London’s diversity (paragraph 3.3).
Supporting text
4.47 A vibrant, diverse retail sector is essential to London’s success. Not only is it vital to ensuring that Londoners have access to the goods and services they need, but it plays a key role in London’s economy, employing over 400,000 people[1] and supporting the economic vitality and health of the whole range of town centres across London, from its international centres in the West End and Knightsbridge to the large number of smaller local centres and parades of shops in outer London.
4.48 Larger centres are appropriate locations for accommodating much of the growth in comparison goods retail expenditure and floorspace because they are the most accessible by public transport and have greater capacity to provide choice and competition. While provision to meet need for convenience goods can be made in larger centres, smaller centres, especially district, neighbourhood and more local centres, are particularly suitable for accommodating growth in convenience floorspace, providing the new shops are of appropriate scale. This is because they form a denser network and are particularly accessible by walking and cycling as well as public transport. The availability of accessible local shops and related uses meeting local needs for goods and services (including post offices and public houses) is also important in securing ‘lifetime neighbourhoods’ (see Policy 7.1) – places that are welcoming, accessible and inviting to everyone regardless of age, health or disability and which provide local facilities available to all.
4.48A The Mayor recognises the important role that London’s public houses can play in the social fabric of communities (see also Policy 3.1B) and recent research[2] highlights the rapid rate of closures over the past decade and the factors behind these. To address these concerns, where there is sufficient evidence of need, community asset value[3] and viability in pub use, boroughs are encouraged to bring forward policies to retain, manage and enhance public houses[4].
4.49 The Mayor recognises that street and farmers’ markets can make valuable and distinctive contributions to meeting Londoners’ varied dietary requirements and extending competitive choice and access to a range of goods, as well as contributing to the vitality and wider offer of town centres. Strategic markets such as Portobello Road, Borough, and Columbia Road have a wider than sub-regional offer and are significant attractions for Londoners and visitors alike. Research shows that while some markets are thriving others face a range of challenges[5]. The planning system can help address some of these, but broader actions are often required, especially in terms of management and investment. These are usually local matters but given the importance of markets to Londoners, they are cumulatively of strategic importance. The Mayor encourages and supports boroughs and other stakeholders in tackling these issues in light of local circumstances and in the context of his broader policies to enhance town centres and foster a vibrant retail sector in the capital. Further guidance on market provision is provided in the Town Centres SPG.
4.50 Local retail strategies developed in partnership between communities, the retail industry and local authorities can identify areas under-served by essential retail facilities and establish the means to stimulate investment and regeneration. In LDFs, boroughs should consider opportunities for new or expanded local centres where there is capacity to meet the needs of existing under-served areas or new residential communities. Co-ordinated planning and other interventions may be required to retain facilities such as corner shops or small parades (such as those in housing estates) that provide an essential social function but are on the margins of economic viability. Improvements in e-infrastructure should be encouraged to enhance access to a competitive choice of goods and services for all communities.
4.50A It is important that the planning system is used to help manage clusters of uses to provide diverse and more vital and viable town centres. The London Plan supports and promotes the contribution to London’s economy made by specialist clusters of economic activity. For example, clustering of particular leisure uses in town centres can provide a visitor attraction, promote regeneration and boost economic growth and employment, provided it is managed effectively and does not reach saturation levels beyond which it has unacceptable negative impacts on a centre’s vitality, viability, amenity and associated community safety. In such circumstances, the planning process can help manage such negative impacts. Over-concentrations of betting shops and hot food takeaways can give rise to particular concerns. Further guidance on implementing this aspect of Policy 4.8 is provided in the Town Centres SPG.
[1] GLA Economics
[2] Steve O’Connell A.M. Keeping Local. How to save London’s Pubs as community resources. London Assembly Conservative Group, GLA 2013. CAMRA. Greater London Region / Capital Pubcheck, 2012
[3] including an asset listed as an Asset of Community Value under the Localism Act 2011 or where an application has been made
[4] see also Mayor of London, Town Centres Supplementary Planning Guidance, GLA 2014
[5] London Assembly. London’s Street Markets. GLA, 2007; CLG Select Committee. Market Failure, can the Traditional Market Survive? House of Commons, 2009; Regeneris consulting, London’s Retail Street Markets, LDA 2010
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