Lincoln Markets

November 2014

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1.0 Index

1.0 Index

2.0 Introduction

3.0 Central Market

4.0 External Stalls

5.0 Weekly Market

6.0 Management Model

7.0 Capital Scheme/Regeneration

8.0 Marketing and Promotion

9.0 Market Rights

10.0 Balance of Trade Policy

11.0 Consultation

12.0 Public Toilet Provision

13.0 Examples of Market Development

14.0 Summary

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2.0 Introduction
It is clear that markets have a vital role to play within the city centre and are a valued
element of the retail offer available to Lincoln residents and visitors to the city. The
markets also play a key role in offering good value, seasonal produce to whole
community and crucially support the poverty and disadvantage agenda for the lowest
waged in the community.

Following a study conducted by NABMA and the University of Lincoln commissioned

on behalf of the City Council, Lincolnshire Cooperative and Lincoln BIG it is clear that
in order to achieve a vibrant and long-term sustainable market offer change is
necessary. It is equally clear that if nothing is done the markets will decline and
ultimately become unviable.

In addition, the City Centre Master Plan “Linking Lincoln” highlights the role of the
market offer in promoting the city centre and having a unique ‘hook’ to draw locals
and visitors instead of them visiting out-of-town shopping centres. Within the
document’s Retail Strategy it highlights the Markets potential for growth and diversity,
and identifies the key objectives to:

 Encourage the opportunities for entrepreneurship;

 Continue investment into bespoke outdoor market offer is important for
the local economy;
 Open thoroughfares and clearer spaces for social interaction and better
interpretation; and
 Identify clear brand for market offer.

The Growth Strategy for Lincoln 2014-2034 identifies the following key objectives:

 Provide workspace options for SME’s of all sizes and experience;

 Encourage innovative development & delivery;
 Develop a cohesive approach to retail provision across the City,
including an enhanced market offer; and
 Enhance, preserve and promote Lincolns unique heritage.

Given all of these factors it is clear that a vision is required to achieve a market offer
for which Lincoln could be justifiably proud. An offer that brings in people to the city
centre and an offer that helps to address poverty and disadvantage whilst
underpinning entrepreneurialism and business development.

There are 6 key elements for the delivery of this vision:

 Improve the internal layout of the Central Market to ensure consistent

footfall throughout the market, ensure that the market is fully accessible
and make the market a welcoming place to visit and frequent.

 Consider options for semi-permanent outdoor stalls on the periphery of

the Central Market to cater for additional food retail not suited to the
indoor environment and enhance the character and market status of the
building.

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  Refurbish the Central Market to exploit the heritage asset and improve
the aesthetic and operational character of the building.

 Explore options for a regular weekly market within Lincoln to improve

the market offer for residents and visitors to the city.

 Establish a focussed business unit to deliver, manage, promote,

measure, evaluate and improve the market offer (both indoor and
outdoor).

 Employment of a Market Manager situated at the Central Market.

3.0 Central Market

The Main Hall of the Central Market was constructed in 1938 and replaced the
former Butter Market sited at St Peter’s Arches since 1736. The premises are Grade
II listed and the building has a number of attractive features.

The Market is directly managed by the City Council and currently sits within the
Recreation Service for overall management. Leases for stalls are dealt with by the
Property and Legal Services sections for which internal recharges are made.

3.1 Current Staffing

It is considered that the current staffing model does not provide the appropriate
resource to manage the markets effectively and capitalise on income generating and
other business opportunities.

3.2 Market Traders

Over the past few years the City Council has developed a good working relationship
with the market traders and we have collaborated successfully on a number of
marketing activities. The market traders themselves have expressed a keen interest
and desire to see the market improved and promoted.

3.3 Market Occupancy

The Central Market has operated at approximately 83% occupancy for the past few
months. This followed an initial dip following a biennial rent review earlier in the year.
Occupancy trends for the last 4 years are shown table below:

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 Central Market % Occupancy Levels

95.0

90.0

85.0

80.0
2011/12
2012/13
2013/14
2014/15

75.0

70.0
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

3.4 Market Layout

The current layout (see image below), whilst it maximises available stall space, is not
conducive to encourage footfall through the market. Stalls occupy sight lines
between entrances and give a closed in look and feel. The overall ambience is not
welcoming and conducive to visitors browsing.

This has led to areas of the market being less successful than others at attracting
and sustaining traders. It’s also perceived that the layout is off putting for visitors to
the market and as such does not capitalise of visitors passing by the market.

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Pedestrian flow through City Square has recently increased with the new layout of
the Waterside Centre and the greater flow across the Mayfield bridge into City
Square. The need to ensure that clear, welcoming sight lines are established from
the main entrances from City Square is paramount for the long term sustainability
and operation of the Central Market.

Currently the main entrances from City Square have a stall placed immediately in
front of them blocking lines of sight through the market (see below).

View of City Square Entrance

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The view from the Sincil street entrance offer a view to stall I, which then closes off
sight lines to the West end of the market. (See below).

View from the Sincil Street entrance

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The market stalls would be best reconfigured to yield further circulation space and
ensure sight lines between all main entrances. Whilst this would potentially reduce
the available stallage available to let by around 270 sq/ft, it would undoubtedly lead
to an overall increase in occupancy and long-term viability of stalls throughout the
market hall. Current vacancies equate to just over 1,000 sq/ft. Given this, on the
assumption that we would increase to maximum occupancy, the market would see a
net increase of around 780 sq/ft of occupied stalls. Crucially, this would be a
sustainable level.

Whilst this would inevitably affect some traders and there would be lease issues to
tease out, it is hoped that the traders will embrace any changes as they can see the
clear benefit that they and other traders would have by this change.

A suggested layout showing the basic stall configuration and circulation areas of the
market is below:

In summary we would:

 Yield some of the current stall space

 Create a social space in the centre of the market
 Create clear lines of sight throughout the market
 Improve the access routes between stalls

4.0 External Stalls

With minor adjustments several external stalls could enhance the market offer and
increase awareness of the market itself. It is considered around 6 external stalls,
operating in conjunction with the Central Market 6 day per week could be viable.

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These stall would occupy an area around the City Square/Sincil Street corner and
would be of an attractive design with complimentary canopies and frames.

Operation of the stalls could be a mix of lease and pay-on-the-day traders. This
combination of known regular traders and some visiting more unusual stalls is often
an effective balance that attracts visitors. The main stay of these stalls would be
affordable fruit and vegetables, who would not benefit from being inside the Central
Market due to solar gain and associated warm atmosphere.

The provision of external stalls would:

 Provide additional stallage options, particularly for perishable food not

suited to a heated environment;
 Provide additional income that could offset additional staffing costs;
 Enhance the market offer; and
 Visually promote the market externally.

5.0 Weekly Market

Unusually, as the County Town for Lincolnshire that holds the market rights, Lincoln
does not have a regular weekly market. Whilst there are niche markets such as
farmers, crafts and art markets, a larger weekly market has not been pioneered in
living memory.

The potential to host such a market on a regular basis could be an important offer for
the city centre and lead to increased footfall throughout. The weekly market could be
located in either the City or Cornhill Squares. This market would be focused on value
for money items and would seek to help the poverty and disadvantage agenda as
well as promoting a healthy, seasonal balanced diet.

The anticipated increased footfall would also benefit regular 6-day traders and drive
the market identity within Lincoln and the surrounding area.

Operation of the weekly market could be undertaken by the council, a partner such
as Lincoln BIG or could be contracted out. It is recognised that the weekly market
may operate on a break even basis, rather than a profit model, with the overall aim to
enhance the overall city centre offer.

Provision of a regular weekly market would:

 Provide a key market focus;

 Promote visits to the city centre;
 Provide affordable produce to help mitigate the effect of the economic
downturn;
 Provide additional commercial opportunities for traders; and
 Provide increased focus and identity for the Lincoln Markets.

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6.0 Management Model
The current management model for the Central Market is fragmented and does not
allow for core on-site management. Revising the model to ensure a robust, pro-active
engagement and management of the market offer is critical to the success of any
changes made.

The management model will be devised to compliment other business unit models
and provide on-site management with the necessary skills and expertise to manage,
promote and develop the market offer in Lincoln. It is anticipate that the Market
Manager would be on a Senior Officer grade and that the market operation would
transfer to the Economic Regeneration Managers portfolio.

In addition to market management consideration of the role of the manager could

include organisation of some key events and letting of event spaces in a coordinated
manner.

The improved management model would be funded by the cessation of internal

recharges from the market budget to other service areas no longer required to
undertake work for the market costs centre, the existing staffing budget of the market
and elements of the increased income anticipated by the regular external stalls and
the increased occupancy levels within the main market hall.

The improved management model would:

 Provide on-site management of the market and respective business

activities;
 Give a single point of contact for existing and potential traders;
 Give a focussed approach to marketing and promoting the market offer;
 Increase income and develop commercial opportunities; and
 Give business start up support and advice.

7.0 Capital Scheme/Regeneration

The Central Market would benefit from regeneration and improvement. The overall
aesthetic of the Grade II listed building is drab, the stalls are not uniform or in
keeping with the heritage of the site and the M&E and general condition of the site
could do with improvement and updating.

Any works being undertaken would be subject the Council’s Internal Contract
Procedure Rules and ultimately Public Works Regulations. A number of OJEU
compliant frameworks are available for use but the use of these will be dependant on
how the scheme is to be funded.

An example of the possible stall type is below showing a high quality, welcoming
environment:

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There may be other opportunities to make further improvements to the operation and
layout of the premises. These could include opening up of arches to enhance the
appearance and ambience of the space, creation of internal social spaces and the
possibility to integrate an improved public toilet offer close to the city centre.

The regeneration of the market would mitigate significant premises costs identified
within condition surveys for the respective premises.

Funding options for a major refurbishment could include:

 Borrowing against anticipated increased income

 Heritage Grants
 LEP Funding
 Other grants

The regeneration of the market would:

 Enhance the current asset;

 Provide an improved environment for traders, shoppers and visitors to
the market;
 Significantly reduce property liabilities;
 Improve stall occupancy;

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  Ensure sustainability of the market offer; and
 Help to mitigate the effects of the economic downturn on the
impoverished and disadvantaged.

8.0 Marketing and Promotion

Another key area for improvement would be the branding and identity of ‘Lincoln
Markets’ to ensure a consistent, quality brand which is harmoniously delivered to
create a vibrant and beneficial market economy within the city.

A focussed management will allow better coordination with national market

awareness initiatives, such as Love Your Local Market:

9.0 Market Rights

The City Council holds the market rights for Lincoln and as such has control over
markets within 6 2/3rds of a mile radius from the Central Market, which extends
beyond the city boundary. These rights afford the City Council the legal right to both
control markets operating within this area and to charge for any markets held. A
market is legally defined as a ‘concourse of buyers and sellers’ with 5 or more trading
positions.

Good management of the market rights would:

 Prevent bogus and poor quality markets from operating;

 Ensure a high quality and coordinated market offer is promoted; and
 Provide additional income from acceptable markets.

10.0 Balance of Trade Policy

Currently, as supply outstrips demand for stallage, the City Council does not enforce
a balance of trade policy. It is envisaged that as equilibrium is reached that such a
policy should be developed and applied subject to compliance with relevant
legislation. Any policy adopted would be based upon both best practice models and
ensuring that the market offer is beneficial to the city centre, the local economy, local
residents, visitors, the poor and disadvantaged and obviously the traders
themselves. Consultation with existing traders would be undertaken to inform the
policy development.

The balance of trade policy would:

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  Ensure that the market has a good offer to attract and sustain visitor
numbers;
 Ensure that a suitable mix of trade is encouraged and maintained to be
meet the community needs;
 Maximise income generation; and
 Maximise business start up opportunities and support the transition to
other retail models.

11.0 Consultation

Any change is often met with fear and possible suspicion. It is clear that in order to
collaborate with affected traders and move forward with a shared vision, effective
and positive communication and consultation is essential from the outset.

The City Council will work with partners and affected traders to provide comfort and
assurance that every possible effort will be made to ensure that traders are
accommodated and, hopefully, thrive following any changes within the market offer.

12.0 Public Toilet Provision

Currently whilst attached to the market building, the Female Public toilet on Sincil
Street is ran independently from the market by Community Services. Community
Services have an aspiration to improve the public toilet provision near to the city
centre and replace the Male public toilet that was lost from the High Bridge.
Aspirations include improving both the quality and accessibility of the toilet provision.
There is a potential for a charging framework which could offset provision costs or
potentially become an income stream.

Ideally Community Services would like to see toilets accessed from the main
entrance onto City Square from the market main hall, preferably on an independent
basis to the market so that they could operate at additional times to those of the
market itself (i.e. Sunday and later in the evening). This option can be considered
alongside alternatives which may compromise the market hall less. These could
include remodelling the existing female public toilet, the current traders’ toilets and
external space next to the traders’ toilets that is currently unused.

13.0 Examples of other Markets

A number of other local authorities have recently refurbished or redeveloped

markets. These include:

Moor Market, Sheffield – a new market costing over £19m. The market is seen as
playing a major role in mitigating the loss of visitors to out of town shopping areas
and has been a key focus for the city centre economy.

Chesterfield Market - £4m has been invested in the indoor market to provide a mix of
retail and office accommodation.

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Bolton Market – A major refurbishment of the Bolton Market has been welcomed and
won awards.

14.0 Summary
The market offer in Lincoln is an important opportunity to attract residents and
visitors to the city centre. A number of towns and cities have recognised and
embraced the importance of the markets which has led to significant investment and
priority of indoor and outdoor markets.

It is clear that doing nothing would ultimately lead to a loss of viability for the markets
and that we would also miss key opportunities.

The proposals contained within this business case set out to develop and sustain a
market offer that will be a key component for the both the City Centre and wider
Lincoln. We will ensure that affordable markets continue to contribute to the local
economy and help to address issues of poverty and disadvantage.

End

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