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High Streets Task Force | 1
03 July 2020
Activity: Critically evaluate your current vision in light of
COVID-19.
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BriefIn order to undertake a critical evaluation on your current
vision in light of COVID-19, including how it may need to change,
consider the following questions and resources:
1. What visions exist for your town or high street?2. When were
these visions written?3. Is ONE vision well-defined in the
narrative - or are there competing
visions/plans?4. Does the vision address real challenges and
problems associated with
your town and the wider environment?5. Is the vision unique and
does it build on what is special about your place?
The following pages expand on each question to help you consider
your current vision.
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It is important to identify the visions that already exist for
your town/high street in order to outline any necessary changes.
You may also want to ensure that the visions are publicly available
in the form of downloadable documents on the relevant website.
Additionally, can evidence be found that a vision exists, for
example on the first page of google search results? (Use the search
term “ AND Vision”).
The Shrewsbury Masterplan illustrates a good example of a
clearly outlined long-term vision and the pathway to achieve
it.
What visions exist for your town or high street?
https://shropshire.gov.uk/media/8374/ev72-shrewsbury-west-sue-adopted-masterplan-part-1.pdf
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Consider when the visions were written and if they have been
adopted. In other words, have they brought about any change? In
regard to the current situation of COVID-19, it is also important
to reflect on whether these visions are still relevant or if there
are elements within them that require rethinking and
redefining.
As stated in the Vision and Strategy Vital and Viable Priority,
developing a post-COVID-19 vision and strategy that reflects each
stage of high street recovery is essential. It is important to
establish regular communication with place stakeholders and the
wider community through a variety of channels, as well as
establishing working groups for specific aspects of recovery
strategy.
When were these visions written?
https://www.highstreetstaskforce.org.uk/resources/details/?id=aeedb113-d712-4c8d-9613-0961fab44a48
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In order to efficiently develop strategies linked to a vision,
it can be useful to reflect on whether there is just one vision in
place or if there are multiple. In the case of multiple visions,
ask the question ‘why is there more than one vision for the same
area?’ Is this because the high street/town centre is seen as part
of a larger spatial area? If so, it is still possible (and
preferable) to develop a local and focussed vision - but the
relationship between visions need to be clearly explained as this
impacts how achievable they are.
In the context of place management, strong and collaborative
local leadership is important for developing a unifying vision and
strategy. Thismeans taking into account all stakeholders’ views on
the future of the town/city and being able to integrate these
successfully into regional or other plans.
Is ONE vision well-defined in the narrative?
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It is important to differentiate the notion of vision here as
not an idealised one that reflects the utopian thoughts of a
particular elite, but one that, whilst being inspiring, also
addresses issues that are widely seen as problematic. The vision is
not ‘set in stone’ and can be revisited and redefined or updated.
Consider what is feasible and whether the vision is clear and
relates to challenges the town/high street faces. A common failure
in the visions that the High Street Task Force has reviewed has
been that they don’t adequately address problems or weaknesses.
Even if the vision is clear and addresses problems it may still
need updating. For example, the Grimsey Review explains that in
order for centres and high streets to thrive after the pandemic,
there needs to be an increased emphasis placed on communities and
their needs and aspirations. Therefore, through collaboration with
communities and effective leadership, a centre can have multiple
visions that interlink and complement each other, and in turn
address more locally focussed challenges. This can not only provide
ownership to the communities, but also improve transparency and
dynamic place management decisions.
Does the vision address real challenges and problems associated
with your town and the wider environment? How can it be
updated?
http://www.vanishinghighstreet.com/wp-content/uploads/2020/06/Grimsey-Covid-19-Supplement-June-2020.pdf
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Whilst visions are likely to relate to issues faced by other
centres, a more place-specific vision can help define solutions to
local challenges and draw on the strengths and partnerships of the
place in question. A vision has to be meaningful to every
stakeholder by appreciating their local needs, goals, and
priorities, and by highlighting what the place stands for and
represents. For example, the Paisley Vision was a response to the
need for rethinking the purpose of the town centre, in part due to
changing consumer behaviour seen in the town centre. It includes a
review of their position as part of Scotland’s largest city region
and with important nearby anchors such as the airport. The vision
also ensures that there is something for all age groups. Taking a
place-based approach could in turn help to form new partnerships,
attract investment, and aid the transformation of your town
centre/high street.
Is the vision unique, building on what is special about your
place?
http://renfrewshire.gov.uk/media/11215/Paisley-Vision-report/pdf/Paisley_Vision_Final_Document_COMPLETE_190910_-_SPREADS_email.pdf?m=1579876706820
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https://www.highstreetstaskforce.org.uk
@HighStreetsTF
Slide Number 1BriefIt is important to identify the visions that
already exist for your town/high street in order to outline any
necessary changes. You may also want to ensure that the visions are
publicly available in the form of downloadable documents on the
relevant website.��Additionally, can evidence be found that a
vision exists, for example on the first page of google search
results? (Use the search term “ AND Vision”). ��The Shrewsbury
Masterplan illustrates a good example of a clearly outlined
long-term vision and the pathway to achieve it.Consider when the
visions were written and if they have been adopted. In other words,
have they brought about any change? In regard to the current
situation of COVID-19, it is also important to reflect on whether
these visions are still relevant or if there are elements within
them that require rethinking and redefining. ��As stated in the
Vision and Strategy Vital and Viable Priority, developing a
post-COVID-19 vision and strategy that reflects each stage of high
street recovery is essential. It is important to establish regular
communication with place stakeholders and the wider community
through a variety of channels, as well as establishing working
groups for specific aspects of recovery strategy.In order to
efficiently develop strategies linked to a vision, it can be useful
to reflect on whether there is just one vision in place or if there
are multiple. In the case of multiple visions, ask the question
‘why is there more than one vision for the same area?’ Is this
because the high street/town centre is seen as part of a larger
spatial area? If so, it is still possible (and preferable) to
develop a local and focussed vision - but the relationship between
visions need to be clearly explained as this impacts how achievable
they are. ��In the context of place management, strong and
collaborative local leadership is important for developing a
unifying vision and strategy. This means taking into account all
stakeholders’ views on the future of the town/city and being able
to integrate these successfully into regional or other plans.It is
important to differentiate the notion of vision here as not an
idealised one that reflects the utopian thoughts of a particular
elite, but one that, whilst being inspiring, also addresses issues
that are widely seen as problematic. The vision is not ‘set in
stone’ and can be revisited and redefined or updated. Consider what
is feasible and whether the vision is clear and relates to
challenges the town/high street faces. A common failure in the
visions that the High Street Task Force has reviewed has been that
they don’t adequately address problems or weaknesses.��Even if the
vision is clear and addresses problems it may still need updating.
For example, the Grimsey Review explains that in order for centres
and high streets to thrive after the pandemic, there needs to be an
increased emphasis placed on communities and their needs and
aspirations. Therefore, through collaboration with communities and
effective leadership, a centre can have multiple visions that
interlink and complement each other, and in turn address more
locally focussed challenges. This can not only provide ownership to
the communities, but also improve transparency and dynamic place
management decisions.Whilst visions are likely to relate to issues
faced by other centres, a more place-specific vision can help
define solutions to local challenges and draw on the strengths and
partnerships of the place in question. A vision has to be
meaningful to every stakeholder by appreciating their local needs,
goals, and priorities, and by highlighting what the place stands
for and represents. For example, the Paisley Vision was a response
to the need for rethinking the purpose of the town centre, in part
due to changing consumer behaviour seen in the town centre. It
includes a review of their position as part of Scotland’s largest
city region and with important nearby anchors such as the airport.
The vision also ensures that there is something for all age groups.
Taking a place-based approach could in turn help to form new
partnerships, attract investment, and aid the transformation of
your town centre/high street. Slide Number 8
