View Bristol Markets Policy Review - Final Report - Bristol City Council

Bristol City Council 

Final Report December 2010 

11-15 Dix’s Field 

Exeter 

EX 1QA 

Bristol Markets Policy Review 

Final Report 

Roger Tym & Partners and George Nicholson

Author/Amended 

by: 

Ed Salter and 

George Nicholson 

Ed Salter and 


Ed Salter and 


Job Number A675 

Authorised by Date: Version: 

Sue Asher 02.12.2010 Final Report 02.12.2010 

Sue Asher 20.11.2010 Draft Report 20.11.2010 

Sue Asher 28.10.2010 Draft Report 28.10.2010 

The above table is to be completed in draft reports only to show the progress for ISO purposes 


Unless alternative contractual arrangements have been made, this report remains the property of 

Roger Tym & Partners until fees have been paid in full. 

Copyright and other intellectual property laws protect this information. Reproduction or 

retransmission of the information, in whole or in part, in any manner, without the prior written 

consent of the copyright holder, is a violation of copyright law.

CONTENTS 


1 INTRODUCTION ................................................................................................................. 1 

Methodology ........................................................................................................................ 1 

Structure of the Report ........................................................................................................ 2 

2 CURRENT AND FUTURE ECONOMIC CONTEXT FOR MARKETS IN BRISTOL .............. 3 

Introduction .......................................................................................................................... 3 

National context ................................................................................................................... 3 

Policy context ...................................................................................................................... 6 

Market Charter Rights ....................................................................................................... 12 

Summary ........................................................................................................................... 13 

3 CURRENT PERFORMANCE OF BRISTOL’S MARKETS ................................................. 15 

Introduction ........................................................................................................................ 15 

Bristol’s markets ................................................................................................................ 15 

Trader Survey .................................................................................................................... 25 

Performance by trade group .............................................................................................. 29 

Operator and trader comments .......................................................................................... 32 

Impact on footfall and performance of surrounding retail centres ....................................... 32 

Summary ........................................................................................................................... 33 

4 DEMAND FOR ADDITIONAL MARKETS IN BRISTOL ..................................................... 34 

Introduction ........................................................................................................................ 34 

Demand for markets outside the City Centre ..................................................................... 34 

Establishing new markets outside the City Centre ............................................................. 36 

City Centre ........................................................................................................................ 38 

Summary ........................................................................................................................... 39 

5 MARKET CHARTER RIGHTS ........................................................................................... 41 

Introduction ........................................................................................................................ 41 

Stakeholder views on Market Rights .................................................................................. 41 

Background to the issue .................................................................................................... 42 

How have the Market Rights been used to date in the city? ............................................... 45 

How market rights are used in other UK cities? ................................................................. 47 

What are the options for change, and what are the implications? ...................................... 50


Summary & Recommendations ......................................................................................... 52 

6 ST NICHOLAS - HUB & SPOKE? ..................................................................................... 54 

Introduction ........................................................................................................................ 54 

Background to the issue .................................................................................................... 54 

Summary and recommendations ....................................................................................... 59 

7 LEVERING IN PRIVATE SECTOR INVESTMENT ............................................................ 60 

Introduction ........................................................................................................................ 60 

The options ........................................................................................................................ 60 

8 CONCLUSION .................................................................................................................. 63 

Recommendations ............................................................................................................. 64 

APPENDICES 

Appendix 1 – Trader survey questionnaire 

Appendix 2 – Consultation list 

Appendix 3 – Opinion on demand for markets

1 INTRODUCTION 


1.1 Roger Tym and Partners and George Nicholson have been commissioned by Bristol City 

Council to undertake research to inform a review of the use of its historic Market Rights and 

its approach to indoor and outdoor markets. More specifically the study assesses: 

� The current and future economic context for the operation of markets in Bristol 

� How Bristol’s markets are currently performing 

� How the markets drive footfall and/or support retail centres in Bristol 

� The levels of demand from the public for additional markets in Bristol 

� The current use of Market Charter Rights, their effectiveness and any changes that 

should be made 

� The adoption of a ‘hub and spoke model’ for supporting existing and developing new 

markets 

� How the Council can leverage private sector investment into its market operations. 

Methodology 

1.2 This study has been informed by an extensive consultation exercise with the following 

groups: 

� Market operators – one to one interviews to discuss existing market performance and 

operations 

� Traders – a survey of traders operating from regular markets to identify trends in sales, 

footfall and future aspirations as well as to gather views on public demand for additional 

markets 

� Key stakeholders – one to one interviews with key stakeholders, including Bristol City 

Council officers, Destination Bristol and the National Market Traders Federation, to 

gather views on the existing market offer and scope for establishing additional markets 

� Representatives from Bristol wards – one to one interviews with Neighbourhood Area 

Co-ordinators and traders’ association representatives from each ward to obtain 

evidence of public demand for additional markets and gather views on what could work 

and where 

� Other UK market operators – consultations with a number of other UK market providers 

to assess good practice in the use of Market Charter Rights and different methods of 

securing private sector investment into operations. 

Final Report | December 2010 1

Structure of the Report 

1.3 This report is in eight chapters as follows: 


� Chapter Two provides an overview of market performance and trends across the UK 

and the policy context within which this study has been undertaken 

� Chapter Three outlines how Bristol’s existing markets are performing and, where 

appropriate, discusses how regular markets impact on retail centre footfall 

� Chapter Four provides an assessment of public demand for new markets in the city and 

discusses how these could be delivered 

� Chapter Five discusses the use of Market Charter Rights by Bristol City Council and 

advises how proposals for new markets could be progressed 

� Chapter Six provides an assessment of the hub and spoke approach and its potential 

impact on Bristol City Council’s market operations 

� Chapter Seven identifies specific options and recommendations for drawing in private 

sector investment into the operation of the City Council’s markets 

� Chapter Eight summarises the findings of the study and provides a clear set of 

recommendations for Bristol City Council’s consideration. 



2 CURRENT AND FUTURE ECONOMIC CONTEXT FOR 

MARKETS IN BRISTOL 

Introduction 

2.1 Markets have existed for millennia and, historically, ensured the residents of towns and 

cities had access to affordable fresh food and other commodities. Today, successful 

markets contribute to the social, environmental and economic well-being of towns and cities 

by: 

� Providing a sense of place and contributing to local character 

� Being part of the area’s cultural heritage 

� Remaining an important element of the economy, particularly in relation to independent 

retailing, local employment and business start-up opportunities 

� Offering local access to fresh produce and other commodities 

� Reducing environmental impacts e.g. by eliminating excessive packaging/waste and 

reducing ‘food miles’ 

� Can act as tourist attractions in their own right. 

National context 

2.2 Unlike retailing as a whole, relatively little was known about the markets sector until 2005 

when the first National Survey of Markets 1 

was undertaken. The survey, often referred to as 

the Rhodes Report after its author, found that there are over 1,150 retail markets operating 

in the UK, providing approximately 150,000 stalls each week. However, the average stall 

occupancy rates are about 75 per cent and falling. In terms of economic outputs, the 

Survey found that there were 46,000 market traders and that the industry as a whole offers 

employment to more than 96,000 people across the UK. 

2.3 The Rhodes Report concluded that general markets across the UK are in decline, with 

falling customer numbers, stall occupancy rates and a perceived decline in the markets’ 

turnover. However, alongside a general decline in the fortunes of traditional retail markets 

there has been a significant growth in the provision and popularity of speciality markets, 

particularly farmers’ markets. Indeed, the report found that there had been a 250 per cent 

increase in farmers’ markets between 1998 and 2004. 

1 Rhodes.M (2005) First National Survey of Retail Markets 



2.4 Unfortunately an official update of the survey has not been undertaken. However, anecdotal 

evidence from the Communities and Local Government Committee Inquiry into traditional 

markets 2 and 2009 survey work undertaken for the Retail Markets Alliance 3 

indicates that 

the general decline in traditional retail markets, coupled with an increase in farmers’ 

markets, has continued. 

2.5 The general decline in the performance of general retail markets across the UK can be 

attributed to a number of factors including: 

� Increased competition from supermarket chains (opening both large edge of centre and 

smaller ‘local convenience’ formats e.g. Tesco Express and Sainsbury’s Local), other 

cheap retail outlets and the internet 

� Consumers now have higher expectations from their shopping experience. This poses a 

challenge for outdoor markets, particularly those without an indoor element that can still 

attract customers when the weather is poor 

� In some cases, unsympathetic city centre redevelopment has served to marginalise the 

market. Furthermore, pedestrianisation schemes have increased the walking time for 

customers to carry shopping from markets to bus stops and car parks 

� More often than not market decline can be attributed, at least in part, to a lack of 

investment and/or operator expertise by the local council 

� The slowness of the market industry to adapt to change 

� A lack of market traders. 

2.6 Despite the national decline, however, traditional markets still dominate the markets sector 

as a whole in terms of turnover (see tables 2.1 and 2.2). Of the total turnover generated by 

markets across the UK (£3.5 billion), approximately 93.5 per cent is from traditional retail 

markets by 83.6 per cent of total traders 4 

. 

2 

House of Commons (2009) Market Failure?: Can the Traditional Market Survive?. Communities and Local Government 

Committee, Ninth Report 

3 

The Retail Markets Alliance (2009) Markets 21 – A Policy and Research Review of UK Retail and Wholesale Markets in 

the 21 st Century 

4 

Smith.J (2009) Traditional Food Retail Markets: The Hidden Sector? A Geographical Analysis 


Table 2.1 Business turnover 

Category Turnover (£ billion) 

Traditional retail markets £3.282 

Farmers’ markets £0.220 

Country markets £0.010 

Total retail market turnover £3.512 

Wholesale markets £4.1 

Total market turnover £7.612 


Source: Smith.J (2009) Traditional Food Retail Markets: The Hidden Sector? A Geographical Analysis 

Table 2.2 Comparison of traditional and farmers’ market performance 

% of total retail 

markets 

% of total 

businesses 

% of total 

turnover 

Farmers’ markets 29.1 16.4 6.3 

Traditional retail markets 54.1 83.6 93.5 

Source: Smith.J (2009) Traditional Food Retail Markets: The Hidden Sector? A Geographical Analysis 

2.7 Bristol markets and their traders’ have not been immune to these trends, as is discussed in 

chapters three and four. However, despite these trends, new markets have been 

successfully established in Bristol over the last decade and the City Council has reacted to 

changing shopper trends by diversifying the offer of St.Nicholas Market, both inside and in 

the adjoining streets. 

Outlook 

2.8 Despite the general decline in traditional markets the CLG Inquiry into traditional markets 5 

reported that there is evidence to suggest that the worst is over and that there are 

opportunities to reverse the decline. Whilst the increased competition from other low-cost 

retailers means that non-food and general grocery sales are in decline in many markets, 

niche food sellers are finding it easier to retain a share of consumer spend. 

5 

House of Commons (2009) Market Failure?: Can the Traditional Market Survive?. Communities and Local Government 

Committee, Ninth Report 



2.9 The impact of the recession on consumer spending patterns could benefit the markets 

sector. While the economy as a whole is hesitantly emerging from recession the resilience 

of the retail sector looks set to be seriously tested going forward. Looking ahead consumer 

spending will be curtailed further by the impact of, and concerns around, the Government’s 

budget policy decisions to reduce the £150 billion public sector deficit. Households are 

being hit by an increase in VAT, and it is also likely that they will be hit by a cumulative 

reduction in welfare spending, changes to the tax credit system and housing benefit 

reforms. 

2.10 Markets have traditionally proved a cheaper source of goods, particularly food and drink. 

While discount stores have been eroding this price difference in recent years, a Shopping 

Basket Survey 6 

, undertaken by the National Market Trader Federation, found that across a 

range of 13 items, markets were on average 6 per cent cheaper than supermarkets, and in 

relation to fresh produce, markets were 32 per cent cheaper than supermarkets. The same 

research estimated that shoppers in London would save an estimated £464.88 annually if 

they were to shop in markets for those products that are cheaper than shops. Therefore, 

markets are well placed to thrive during the coming years whilst households look to cut outgoings. 

2.11 This trend has already started to emerge, although spending levels have significantly fallen 

in line with the retail sector as a whole. A sample of market managers were asked for their 

impressions of the impact of market trends on their markets since the start of the economic 

downturn in 2008. Although 23 per cent of markets reported an increase in trader numbers, 

particularly those selling food, 42 per cent reported a decline in shopper numbers and 53 

per cent reported a decline in average spend. Over the same period, farmers’ markets, 

which are generally associated with higher end retail market shopping, have experienced 

declining footfall and spend. 

Policy context 

2.12 This study has been undertaken in, and informed by, four key policy area strands. These 

are: 

� Planning context – the role of markets in adding vitality and viability to the retail offer 

� The healthy living agenda – whether markets can play a role in improving health 

through encouraging the consumption of fruit and vegetables 

� Sustainable development – the role that markets can play in supporting producers, 

reducing food miles and encouraging self sufficiency 

� Attracting visitors – the role of markets in adding to the sense of place and the attraction 

of visitors. 

2.13 Key policy drivers under each of these ‘strands’ are discussed below. 

6 National Market Trader Federation (2008) Shopping Basket Survey 


Planning context 

Planning Policy Statement 4: Planning for Sustainable Economic Growth 


2.14 PPS4 7 

sets out the planning policies for economic development that local planning 

authorities (LPAs) should take account of when developing their Local Development 

Frameworks. Policy EC4, ‘planning for consumer choice and promoting competitive town 

centres’, states that LPAs should proactively plan to promote competitive town centre 

environments and provide consumer choice by: 

� Supporting a diverse range of uses which appeal to a wide range of age and social 

groups, ensuring that these are distributed throughout the centre 

� Planning for a strong retail mix so that the range and quality of the comparison and 

convenience retail offer meets the needs of the local catchment area 

� Retaining and enhancing existing markets and, where appropriate, re-introducing or 

creating new ones ensuring that markets remain attractive and competitive by investing 

in their improvements. 

Bristol Core Strategy 

2.15 Bristol City Council is preparing the Bristol Development Framework (BDF), which will form 

the statutory development plan for the city over the next 15 to 20 years. The Core Strategy, 

which has now reached ‘examination stage’, is the primary document in the BDF. It sets out 

the spatial vision and strategic objectives to 2026. 

2.16 During the time period covered by the Core Strategy the population of Bristol is forecast to 

rise from 421,300 to 519,800, representing a 26 per cent increase. To accommodate the 

increase in population, Policy BCS5 sets out the intended spatial spread of a minimum of 

30,000 new homes between 2006 and 2026 8 

. Of this total, the main focus for new dwellings 

will be in South Bristol (10,000 net additional dwellings) and the City Centre (9,000 net 

additional dwellings). These areas will also be a focus for comprehensive regeneration, with 

South Bristol and the City Centre providing approximately 50,000 metres 2 and 150,000 

metres 2 of new office space respectively. 

2.17 Of particular relevance, Policy BCS2, ‘Bristol City Centre’, states that ‘facilities and 

services, including those of a small scale, which contribute to the diversity and vitality of the 

City Centre will be encouraged and retained’. Furthermore, continued improvement will be 

promoted in regeneration areas including the Harbourside and at City Centre gateways, 

including Old Market and Stokes Croft. The regeneration priorities for these areas will be 

identified in the Bristol Central Area Action Plan. 

7 

Communities and Local Government (2009) Planning Policy Statement 4: Planning for Sustainable Economic Growth 

8 

It should be noted that this figure may be reduced due to predicted slower rates of construction in the short to medium 

term 



2.18 In line with PPS4, Policy BCS7 outlines that ‘retail development, offices, leisure and 

entertainment uses, arts, culture and tourism uses will be primarily located within or, where 

appropriate, adjoining the centres in the identified network and hierarchy serving Bristol’. It 

goes on to state that ‘development in all centres should include provision for a mix of units 

including opportunities for small shops and independent retailers’. 

The Healthy Living Agenda 

A Food and Health Strategy for Bristol 2007-2012 

2.19 The Food and Health Strategy 9 

addresses the issue of how to improve the nutrition related 

health and well-being of the people of Bristol, with particular emphasis on reducing health 

inequalities. 

2.20 The Strategy has three broad aims: 

� To take a population wide life-course approach to promoting healthy eating and 

achieving optimum nutrition 

� To contribute to a reduction in heart disease, stroke, cancer, diabetes, obesity and other 

chronic conditions 

� To develop a targeted approach to reducing nutrition-related health problems and 

inequalities 

2.21 The aims and associated objectives are focussed around improving healthy lifestyles, 

including the consumption of 5+ fruit or vegetables. The Quality of Life Survey shows that 

although levels of fruit and vegetable consumption have increased since 2005 there are still 

large disparities across the city (see Figure 2.1). Wards with noticeably low levels of fruit 

and vegetable consumption include Filwood, Lockleaze and Stockwood. 

9 NHS (2007) A Health and Food Strategy for Bristol 


Figure 2.1: Bristol Fruit and Vegetable Consumption 

Bristol City Council (2009) Quality of Life Survey 


2.22 Figure 2.2 shows that there is a correlation between consumption levels (identified in Figure 

2.1) and the availability of fresh fruit and vegetables being sold locally. This is particularly 

the case in the more deprived areas of Bristol, like Filwood, Lockleaze and Stockwood, 

which have poor levels of consumption and a shortage of fresh fruit and vegetable retailers. 

2.23 There are however exceptions to the rule. Stoke Bishop for example is a prosperous ward 

and a high proportion of residents consume the recommended levels of fruit and vegetable 

consumption. However, Stoke Bishop has few fruit and vegetable retailers. In contrast, 

Cabot ward has a very good fruit and vegetable retail offer yet relatively low levels of 

residents consume the recommended levels of fruit and vegetables per day. This 

emphasises the importance of educating those living in deprived wards of the importance of 

eating fresh fruit and vegetables. 


Figure 2.2 Availability of fruit and vegetable retailers across Bristol 

NHS (2010) Fresh Food Purveyors by Ward 


2.24 In response to this, and other unhealthy lifestyle choices, the Strategy sets out a series of 

key objectives, including: 

� To promote healthy eating practices known to contribute to a reduction in the incidence 

of coronary heart disease, stroke, cancer, diabetes, obesity and other chronic 

conditions 

� To develop a targeted approach to reducing inequalities in healthy food access and 

consumption 



� To promote a range of evidence-based healthy eating initiatives at locality level and 

support people to become fully engaged in making healthier choices 

� To ensure that healthy eating initiatives are available for all population groups, with the 

emphasis on vulnerable groups to reduce health inequalities 

� To ensure that healthy eating initiatives are available in a variety of settings. 

Sustainable development 

2.25 As identified in PPS4, the Government fully recognises the important role that markets play 

in offering cheap and healthy food, encouraging local enterprise and acting as important 

cultural attractions. Therefore, in response to reported difficulties facing the sector the 

Government has launched a range of initiatives to support existing markets and help 

potential traders get started. These include: 

� A practical advice guide for markets – highlighting their benefits, areas of good practice 

and signposting traders to more detailed information and advice 

� A market management report – examining the pros and cons of various ways in which 

markets can be managed so councils and private operators can see which is the best 

model for them 

� Business support – a range of training modules and guides to support new and existing 

. 

traders 10 

The Bristol 20:20 Plan – Bristol’s Sustainable City Strategy 

2.26 The Bristol Partnership’s 20:20 Plan sets out Bristol’s ambitions and aspirations for Bristol 

and its residents over the next 10 years. One of the key priorities is to make prosperity 

sustainable and for the city to take a lead in green economic growth. Bristol’s Green Capital 

programme aims to accelerate the pace of change towards a low carbon future. Central to 

the green agenda is the development of a local food system. A variety of projects and 

organisations, including Bristol Food Links, are aimed at restoring Bristol’s historic 

reputation as a centre for local food production, particularly organic produce, which is 

already well represented in the area. 

A Sustainable Food Strategy for Bristol 

2.27 The vision of the Sustainable Food Strategy 11 

is that in the long term all of Bristol’s 

residents: 

� Are able to access and afford food that has been produced by local farmers 

� Know much more about where their food comes from and the impact that their food 

choices have on all those involved in supplying their food and really value and enjoy the 

local produce that they bring. 

10 

DCLG (2010) Minister Launches Package of Practical Advice for Market Stalls at NABMA Conference 13.10.10 

11 

Bristol Food Network (2009) A Sustainable Food Strategy for Bristol and Bristol Food Network 



2.28 There are a number of strategic work programmes underlying the vision. Of these strategic 

work programmes, markets could have a role to play in achieving, or supporting: 

� Reaching wider audiences 

� Increasing sustainable food production for Bristol 

� Developing sustainable food chains providing food for Bristol 

� Communications to raise awareness of sustainable food and activities in Bristol. 

Attracting visitors 

Competing for Talent, Tourism and Trade 

2.29 Destination Bristol works with a range of partners to increase business competitiveness 

within the City Centre, support employment and economic growth, and raise the profile of 

the Bristol city-region as a world-class place to visit, study, work and live. 

2.30 Destination Bristol is leading on the delivery of ‘Competing for Talent, Tourism and Trade’, 

the Place Making and Marketing Strategy for the city. The Strategy is aimed at unlocking 

Bristol’s DNA and identifying its sense of place. 

2.31 Four themes have been identified that collectively define the unique character of ‘the place’. 

These are: 

� Bristol is unorthodox, a place that attracts clever and creative people, and is a hotbed of 

innovation 

� Bristol is both culturally diverse as well as a place of cultural excellence 

� Bristol aspires to be a truly sustainable city 

� Bristol’s character is strongly influenced by its maritime heritage. 

2.32 Strategic actions include: 

� Develop a coherent programme of events and festivals, which is regularly updated and 

publicised in order to avoid duplication and conflict 

� Celebrate Bristol’s cultural diversity in its cultural activities, events, festivals and 

marketing 

� Continue the development of the Harbourside, with animated, mixed use developments 

� Identify locations and themes for public realm improvement that reinforce Bristol’s 

sense of place 

� Accelerate implementation of the Legible City project by defining district quarters or 

districts in the city and develop themed trials with interpretive signage. 

Market Charter Rights 

2.33 It is important that any new markets in Bristol operate under the established Market Charter 

Rights of the city. Market Rights give the owner of the right (holder of the franchise) the 

exclusive right to hold a market within certain limits. 

2.34 Bristol City Council has Market Rights for the City of Bristol which are derived from the 

following charters: 



1. Edward IV (1462) granted the town of Bristol the fee farm 12 

of the town including the 

'fairs and markets' 

2. Charles II (1684) granted a grain market to the city 

3. Anne (1710) granted power to the Council to: 

� alter times and places of markets 

� regulate markets for the advantage, benefit and convenience of the market and the 

persons using them 

2.35 The Market Rights state that any person or organisation who establishes and operates a 

market within the boundaries of Bristol and within a radius of six and two third miles (as the 

crow flies) from any of the City Council’s legally constituted markets without the consent of 

the City Council is committing an unlawful act and may be subject to action at law. Under 

the laws highlighted above, the Council has the authority to either prevent other markets 

from taking place altogether (and seek financial damages for disturbance to the Council’s 

markets), or to licence them for a financial consideration. 

2.36 The Market Rights protect all of the charter markets, not just those that are operated by 

Bristol City Council. The Market Rights are therefore established to produce and maximise 

public benefit. 

2.37 Market Charter Rights are discussed in more detail in Chapter 5 of this report. 

Summary 

2.38 Markets are an important part of the British retail offer. They help to create a sense of place 

and provide independent retailers with the opportunity to trade in city centres. 

2.39 In recent years the number of markets across the UK has declined as a result of 

competition from supermarkets, more competitive high street margins (especially at the 

lower end of the market, e.g. the growth of Primark and Pound shops), changing consumer 

expectations and a general shortage of traders. This decline has particularly impacted on 

the number of traditional markets. However, against this decline some niche market 

segments have been growing in popularity, like farmers’ markets and organic produce. 

2.40 In the absence of an update to the national markets survey it is unclear as to whether or not 

markets have been as badly hit by the recession as the retail sector as a whole. Anecdotal 

evidence suggests that as people search for cheaper products they may start to use 

markets more. 

12 The firma burgi, or fee-farm of a borough, was the annual sum due the Exchequer in return for the king allowing the 

farmer to administer the borough – or rather, administer its sources of revenue (which might include property rents and 

taxes, local tolls, court amercements). 



2.41 The importance of markets is recognised by policy makers at a national and local level. 

They are considered to be a key contributor to vitality and viability of town centres in PPS4. 

They are also identified as offering a potential solution to addressing poor health and 

nutrition by improving access to fresh fruit and vegetables. Furthermore, Destination Bristol 

and other stakeholders consider markets to be a key component of efforts to animate the 

Harbourside, a priority of the Place Making and Marketing Strategy. 

2.42 Proposals for expanding the Bristol market offer must however be developed in line with the 

established Market Charter Rights for the city. 



3 CURRENT PERFORMANCE OF BRISTOL’S MARKETS 

Introduction 

3.1 This chapter provides an overview of the existing market provision in Bristol and assesses 

how each of the markets is performing. It also comments on the impact of markets on the 

wider retail offer in terms of increased sales and footfall. 

3.2 The assessment has been undertaken through the following methods: 

� Interviews with the market managers/operators to establish the number and type of 

traders/producers, trader/producer selection policies, trends in performance and any 

plans for expanding or changing the market and/or its offer 

� Visits to the regular markets to assess their popularity in terms of levels of footfall 

� Interviews with traders at the regular markets to assess how they are performing at that 

market, the effectiveness of the market in attracting shoppers, their future intentions and 

their thoughts on the need for additional markets 

� Interviews with retailers to assess the impact of markets on centre footfall and sales 

performance. 

Bristol’s markets 

3.3 This section provides an overview of Bristol’s existing regular markets. These are: 

� St.Nicholas Market 

� The Nails 

� Bristol Farmers’ Market 

� Slow Food 

� Whiteladies Road Farmers’ Market 

� The Christmas Steps Artisan Market 

� Woolies Indoor Market 

� The Tobacco Factory Market 

� St.Phillips Sunday Market 

� St.Phillips Wholesale Fruit, Flower and Vegetable Market 

� Eastville Market 

� Westbury-on-Trym Community Market 

� Fishponds Farmers’ Market 

� Ashton Gate Market 

� Hengrove Car Boot Sale. 



3.4 Of these, St.Nicholas, The Nails, Slow Food and Bristol Farmers’ Market are operated by 

the City Council whilst the remainder are either managed by private operators or 

community groups. 

3.5 Figure 3.1 shows the location of these markets across the city in relation to wards, district 

centres and town centres. It shows that a number of the larger retail centres are not served 

by markets, particularly in the South and North West of the city. It also shows that, beyond 

the City Centre, a number of the existing markets are located outside retail centres. 

Figure 3.1 Markets in relation to District and Town Centres 



3.6 These markets are generally located in the more prosperous areas of Bristol. This is 

illustrated by Figure 3.2, which shows the locations of the existing markets in relation to 

Bristol’s most deprived areas (which are highlighted by darker red colours). Farmers’ 

markets in particular are closely aligned with the more affluent areas of Bristol where 

consumers are more likely to purchase higher value produce. 

Figure 3.2 Existing regular markets in relation to the Index of Multiple Deprivation 

Communities and Local Government (2008) Index of Multiple Deprivation 

3.7 The markets operate either daily, two days a week, weekly, every two weeks or on a 

monthly basis (see Table 3.1). The majority of markets are outdoor markets, with the 

exception of St.Nicholas Market and the newly opened Woolies Indoor Market. 


Table 3.1 Bristol market opening times 


Market Type of market Indoor/ outdoor Opening times Operator 

St.Nicholas General retail Indoor Monday to 

The Nails Crafts 

Saturday (also 

being trialled on 

1 st Sunday) 

Outdoor Friday and 

Saturday 

Bristol Farmers’ Market Food Outdoor Wednesday BCC 

Slow Food Food 

Whiteladies Road Food 

Christmas Steps Arts and crafts 

Woolies Indoor Market General retail 

Final Report | December 2010 18 

BCC 

BCC 

Outdoor 1 st Sunday Slow Food 

Outdoor 1 st and 3 rd 

Saturday 

Bristol/BCC 

Sustainable 

Redland 

Outdoor 1 st Saturday Christmas Steps 

Indoor Monday to 

Saturday 

Arts Quarter 

Essential Markets 

The Tobacco Factory Food and crafts Outdoor Sunday Tobacco Factory 

St.Phillips Market General retail Outdoor Sunday Grenchurch 

St.Phillips Wholesale Wholesale 

Outdoor Monday to 

Saturday 

Traders co- 

operative 

Eastville Market General retail Outdoor Sunday Lesley Osbourne 

Westbury-on-Trym Food Outdoor 4 th Saturday SusWoT 

Fishponds Food Outdoor 2 nd Thursday Activate 

Ashton Gate Market General retail Outdoor Sunday JC Markets 

Hengrove Car Boot 

Sale 

Car Boot Sale Outdoor Saturday Steve Edwards

St.Nicholas 


3.8 St.Nicholas Market has existed for several hundred years with originally an open air market 

located in St.Nicholas Street. In 1743 the Exchange Building was opened which gave a 

greater focus to the trading activity in this area. The market as we know it today has 

developed from the 1970s following the relocation of the wholesale traders to the St.Phillips 

wholesale fruit centre. The award winning market is operated by Bristol City Council and 

consists of 196 trading units which are currently occupied by 54 traders. 

3.9 Occupancy rates currently stand at approximately 98 per cent. This occupancy rate has 

increased from 93 per cent in 2005/06. There has been little turnover of traders in the last 

two years. 

3.10 During the mid 1990s there was a decline in the number of traditional market traders, such 

as fruit and vegetables, trading at St.Nicholas Market. It was felt that there were a number 

of factors that attributed to this, such as; local office closures, the opening of Galleries 

Shopping Centre (now the Mall Bristol) and Tesco Metro. A decision was taken to ‘reinvent’ 

the market as a specialist/niche market and the first stage was to introduce a food aisle in 

the Glass Arcade. 

3.11 It is felt that in more recent years levels of footfall at the market have been negatively 

affected by the continued closure/relocation of offices, the opening of two Tesco Express 

stores within very close proximity to the market plus other similar stores (e.g. Sainsburys 

Local and Co-op) in the Central Area, the changing dynamic of the surrounding area 

towards a focus on the night time economy, and the stalled regeneration of the St.Mary Le 

Port development. The opening of Cabot Circus is considered to have had a negative 

impact on footfall at the market during Monday to Friday although it is felt that there has 

been a positive impact on general customer levels on Saturdays. 

St.Nicholas Market 

The Nails 



3.12 It is unlikely that late night opening at St.Nicholas Market would be feasible unless the 

overall retail offer of the Old City is improved. Furthermore, the expansion of the existing 

market is constrained by the size of the building. However, as well as establishing the 

successful food quarter offer of St.Nicholas, the Markets team has been pro-active in 

establishing a number of street markets in Corn Street and Wine Street to help increase 

levels of footfall in and around St.Nicholas. These include recent addition of a Book Market 

and Art Market taking place on the 1 st Sunday of the month. 

The Nails 

3.13 The Nails is a twice weekly art, clothing and gift market that is held outside St.Nicholas 

Market on Corn Street and Wine Street. It has operated on Saturdays since 1997 and on 

Fridays since 2001. 

3.14 Bristol City Council, as operators of the Nails, provide 34 umbrella stalls, tables and 

electrics for traders. Of these, all are generally taken up on Saturdays and all but 5 are 

normally taken up on Fridays. Take up of stalls has been consistently good on Saturdays, 

although they have noticed a slight drop in numbers on Fridays in recent years. 

Approximately 80 per cent of traders who attend The Nails on Saturdays also take a stall on 

Fridays. 

Bristol Farmers’ Market 

3.15 Bristol Farmers’ Market also operates outside St.Nicholas on Corn Street and Wine Street. 

The Market, which has been operational since 1997, is organised by Bristol City Council. It 

was initially operated on a fortnightly basis but, due to its popularity, the award winning 

market became the first weekly farmers’ market in the UK. 

3.16 The Market has 33 stalls, all of which are generally occupied. Some producers attend every 

week, whilst others attend on a fortnightly, monthly or seasonal basis. 

Slow Food 

3.17 The Slow Food Market, founded in 2004, is organised by Slow Food Bristol in partnership 

with Bristol City Council’s Markets Office. The award winning market was the first regular 

Slow Food market in the UK. 

3.18 The Market attracts approximately 30 producers every month. Although the market is 

considered to be popular, the Bristol City Council Market Manager feels that footfall has 

fallen over the years and the number of producers has fallen as a result. This can be 

attributed to the recession to an extent, but also because it is difficult for shoppers to 

remember to visit markets that only operate once a month. The decline in footfall can also 

be attributed to the wider range of events that now take place on a Sunday and the 

increased range of food offer across the city as a whole. 


Whiteladies Road Farmers’ Market 


3.19 Whiteladies Road Farmers’ Market was set up in 2006 by Sustainable Redland, a 

community group that promotes the message of living locally and reducing carbon 

footprints. The market was established in response to the group’s growing dissatisfaction 

with supermarkets and interest in good quality food and reducing food miles. BCC Markets 

enabled and supported the establishment of this market by canvassing traders, giving 

advice on legislation, insurance and frequency and days of trading. 

3.20 The Market, which operates on the pavements outside St.John’s Church, has grown in 

popularity since it was established. It regularly attracts between 20 and 26 producers, 

generally from within a 50 mile radius, and there is space and availability for more. The 

success of the market is reflected in the fact that most of the producers attending have 

done so since the start. 


Woolies Indoor Market 

Woolies Indoor Market 

3.21 The Woolies Indoor Market was set up by a local entrepreneur in November 2009 in the old 

Woolworths store on Whiteladies Road. 

3.22 It offers 27 stalls, all of which are now taken up. However, there has already been a high 

turnover of traders in the short period that Woolies has been open. The manager attributes 

this to the fact that some of the original traders were offering lower end goods that are not 

popular with Clifton shoppers. The market has no selection policy and therefore has a 

complete mix of traders, from a florist to a fishmonger. 

3.23 Footfall was reported to be high around Christmas but has fallen away considerably since 

then. 

Christmas Steps Artisan Market 

3.24 The Artisan Market was set up by the Christmas Steps Traders Association in October 

2009 to help raise the profile of the area. The Market was trialled between October and 

December 2009, then went into full operation in May 2010. 



3.25 There are 23 pitches available on the Steps. They were full in November and December 

last year, but this number has fallen since to between 8 and 12 traders. They hope to 

increase the numbers of stalls in November and December this year. If there is demand 

they may consider extending the frequency of markets and the number of stalls. 

3.26 The selection policy was originally for items to be hand made/created, but the operators 

have relaxed this to get more traders. The range of traders has now expanded to include 

the sale of items that are not made entirely from scratch, including vintage clothing for 

example. 

The Tobacco Factory 

3.27 The Tobacco Factory Market has been running for four years in the Southville area of the 

city. It is located behind the Tobacco Factory building, approximately 100 metres from the 

local retail centre. It was initially operated once a month, and now operates weekly under 

the Markets Charter. 

3.28 The market has capacity for approximately 28 stalls. On a good day they generally attract 

between 23 and 24 traders/producers. The traders generally fall into food and arts and 

crafts categories. 

3.29 The market is founded around the farmers’ market ethos. Producers are required to sell 

items that are ethical and locally sourced. The overall intention is to reduce food miles and 

packaging. 

3.30 Despite a fall in footfall as a result of the recession, the organisers are happy with the 

current operation, although there is room for more traders. They do not have significant 

expansion plans. 

St.Phillips Market 

3.31 St.Phillips Market is held on Sundays at the Fruit, Flowers and Vegetable Wholesale 

Market in the St.Phillips Marsh area. 

3.32 It is an outdoor ‘street market’ that has upwards of 40 spaces for traders. Traders range 

from clothes and household goods to fruit and vegetables and hot food. There is no clear 

trader selection policy in place. 

3.33 The market is popular with local residents, many of whom travel to the market by car, and 

there is generally high footfall. 


St.Phillips Sunday Market 

Eastville Market 

Eastville Market 


3.34 Eastville Market is situated at Eastgate Retail Park in a car park close to Ikea and Tescos. 

The market has fixed canopy stalls for approximately 20 to 25 traders, and is open on 

Sundays. However, only half of the stalls are generally occupied by traders. 

3.35 There is no selection policy for the market. It generally attracts fruit and vegetable sellers 

and meat producers, as well as those selling general household goods. 

3.36 The market is situated some distance from the local centre and footfall is very low. Traders 

have noticed a steep decline in popularity, in line with the opening of large supermarkets. 

Westbury-on-Trym Community Market 

3.37 The Community Market was established 3 years ago by Sustainable Westbury-on-Trym. It 

is held in a car park a short distance from the centre. BCC Markets assisted Sustainable 

Westbury-on-Trym to set up and run the market. 

3.38 The Market is run with the same ethos as Farmers’ Markets. The market currently only has 

10 regular traders, although there is capacity for more to attend. They have a strong 

selection policy aligned with the ethos of Sustainable Westbury-on-Trym and ensure that 

there is no duplication of produce within the market and with the existing high street retail 

offer. 

3.39 Footfall fluctuates, generally in line with changing weather. 

Fishponds Farmers’ Market 

3.40 Fishponds Farmers’ Market has been operational since 2004, although it has gone through 

organisational and location changes during that period. BCC Markets assisted the 

organisers to set up and run the market. 

3.41 The current market is held in Fishponds Park, which is considered to be better than the 

previous location in the main shopping street. They generally have about 7 producers, 

selling cheese, meat, cakes, bread, pickles and plants. They would like to expand to 

accommodate fruit and vegetables and hot food. 



3.42 Footfall could be better. People are at work on Thursdays, the only day most producers can 

attend due to conflicts with opening times at other markets. 

Ashton Gate Market 

3.43 Ashton Gate had only been operational for 2 months at the time of reporting. They have 30 

pitches at present. Interest for these has been good with about 50 enquiries and 25 traders 

actually coming to the market. The occupancy levels fluctuate according to the weather. 

3.44 The operators do not have selection policies for traders. It is purely market led. Traders 

range from butchers to clothing and hardware. 

3.45 They would not consider changing opening times, but there is space for 150 pitches, it is 

their aim to grow the market to fill all 150 pitches. 

St.Phillips Wholesale Market 

3.46 Bristol Wholesale Fruit Centre in St Phillips was established as a co-operative with a not for 

profit ethos in 1968. It is run by a Board of 8 directors, elected by the shareholders who are 

also the leaseholders of the units in the market. The Centre moved from St Nicholas market 

in central Bristol in the 1960s, where it operated alongside the fish market. 

3.47 The wholesale market is an important regional hub servicing a large geographical area that 

covers South Wales and SW England (stretching down to Penzance), the west of England 

up to Birmingham and east to Oxford and Portsmouth. Produce is delivered to the market 

mainly from Europe as well as the UK, where much of the produce comes down from the 

NW of England. The market contains a mixture of traditional wholesale, secondary 

wholesale, catering suppliers, flower companies as well as independent retailers. 

3.48 There are 108 units on the site, but consolidation has been a feature in recent years with 

Mack taking over Percy J Down and Total Produce now owning 48% of the businesses in 

the wholesale market – although it’s individual businesses are run independently day to 

day. In turn Total Produce is part of Fyffes, a much larger company with a £4 billion annual 

turnover. There are currently 11 companies operating in the wholesale market. Stokes, one 

of the large retailers trading out of the site, went into administration in October 2010. On the 

plus side The French Garden has recently opened. This wholesale company also trades 

out of Covent Garden in London and Rungis in Paris. 

3.49 Approximately 500 people are employed directly or indirectly by the Fruit Centre. The 

wholesale market supplies virtually the entire independent greengrocery sector across 

South Wales and SW England (an estimated 5 million people), with the Bristol city region 

accounting for 20-25 per cent of the market. 

Other markets 

3.50 In addition to the regular markets there are also a range of markets, events and festivals 

that operate either on an annual basis or over a number of weeks at certain times of the 

year. The most popular of these is the Harbour Festival, organised by Bristol City Council, 

which attracts an estimated 250,000 people over one weekend in August. This event 

includes a continental food market. Other events include: 



� Bristol Eco Veggie Fayre which was held for the first time in May 2010. This weekend 

event was held on the Harbourside and had approximately 100 stalls selling plant based 

produce 

� The Bristol Wine and Food Fair is held at Waterfront Square on the Harbourside each 

July. The Fair, organised by Bristol Event Management Ltd., includes a Food and Drink 

Producers Market, which attracts producers from across the South West 

� The Soil Association Organic Food Festival is held on the Harbourside in September 

each year. This event, organised by Real Food Festivals Ltd. provides stalls for 

approximately 150 organic food and drink producers and a range of other businesses 

selling organic products 

� There have been a number of Christmas Markets held over the last 10 to 12 years with 

varying degrees of success. In 2009 a German Christmas Market was held in 

conjunction with Cabot Circus, BCC Markets and Wela Markte. The market is returning 

for 2010 and will be joined by the Bristol Christmas Market, which is being co-ordinated 

by Destination Bristol. St.Nicholas Market provides additional trading days throughout 

December which includes a one day Christmas Food Market 

� Hengrove Car Boot Sale – Hengrove Car Boot Sale attracts 200 or more sellers (on a 

good day), who are charged £10 each for entry. This is held in a Council owned car 

park which is rented by a private operator. 

Inside the Wholesale Market 

Trader Survey 

Inside St.Nicholas Market 

3.51 A comprehensive trader survey was conducted in order to gain a fuller picture of how 

markets are performing across the city. This also allowed the research team to identify how 

specific market trader or producer sectors are performing during the recession and to 

gather views on the potential for additional markets in the city (which is discussed in the 

next Chapter). 

3.52 Eight markets were surveyed over the first weekend of October 2010. These markets were 

Bristol Farmers’ Market, Eastville Market, St.Nicholas Market, St.Phillips Sunday Market, 

The Nails, Tobacco Factory, Whiteladies Road Farmers’ Market and Woolies Indoor 

Market. In total, 139 traders and producers took part in the survey, which was conducted 

by interviewers using the questionnaire included in Appendix 1 of this report. 



3.53 The types of traders surveyed varied across the markets. Bristol Farmers’ Market and 

Whiteladies Road Farmers’ Market and the Tobacco Factory Market focus specifically on 

local and organic produce, whilst the other markets have a broad range of traders. Overall 

the most common trade group surveyed was ‘Local Produce’, which accounted for 27 per 

cent of all traders, whilst all food related traders accounted for 47 per cent of all those 

surveyed. It is interesting to note that there are relatively few traders falling within the 

‘Antiques and Collectables’, ‘Maker and Designer of Art’ and ‘Organic Produce’ sectors. 

This is surprising given that Bristol has a strong creative industries sector and is a ‘Green 

Capital’. 

3.54 The majority of traders interviewed (53 per cent) do not employ anybody in addition to 

themselves. Furthermore, the majority of traders at each market attend that particular 

market every day that it is running. Traders at Whiteladies Road Farmers’ Market are the 

only ones who overwhelmingly attend other markets in Bristol (90 per cent). 

Figure 3.2 Trade groups – overall numbers of traders/producers 

Note: ‘Other’ includes service providers (e.g. beauty and therapy), as well as stalls selling general electrical 

items 

Performance by markets 

Sales 

Number of traders/producers 

40 

35 

30 

25 

20 

15 

10 

5 

0 

3.55 Overall approximately 37 per cent of traders reported that their sales have decreased 

compared to last year, whilst 21 per cent saw an increase and 23 per cent had experienced 

no change. For those traders whose sales did decrease, 63 per cent reported a decrease 

by 20 per cent or more. 



3.56 Table 3.2 shows the performance of each market based on sales in comparison to the 

previous year. It shows that Whiteladies Road Farmers’ Market is the only market at which 

the majority of traders have experienced an increase in sales compared to last year. This 

success has been attributed to a number of factors, including a successful promotion 

campaign and the widening interest in locally sourced produce. 

3.57 A similar number of traders reported an increase in sales (25 per cent) compared to those 

reporting a decrease (25 per cent) at The Nails. Traders at the other six markets in the city 

have generally suffered a decrease in sales. The majority of traders at Eastville and 

St.Phillips Sunday Market reported a decrease, with no traders reporting an increase in 

sales. 

3.58 Approximately 23 per cent of all traders reported that their sales remained the same as the 

previous year, whilst 19 per cent did not, or were not in the position to say, if sales had 

increased or decreased. 

Table 3.2 Sales compared to last year 

Market Increased sales 

(% of traders) 

Decreased sales 

(% of traders) 

Stayed the 

same (%) 

Don’t Know 

(%) 

Bristol Farmers Market 30 39 22 9 

Eastville 0 66 17 17 

St.Nicholas 20 46 22 12 

St.Phillips Sunday Market 0 69 23 8 

The Nails 25 25 25 25 

Tobacco Factory 10 50 20 20 

Whiteladies Road 43 5 33 19 

Woolies Indoor Market 8 15 15 62 

Footfall 

3.59 Trader perceptions of changes in footfall at Bristol’s markets over the last 5 years vary 

considerably. 

3.60 Approximately 27 per cent of traders believe there has been no change, 24 per cent believe 

that there has been an overall increase (20 per cent ‘Increase’, 4 per cent ‘Significant 

Increase’), 31 per cent of traders believe there has been an overall decrease (14 per cent 

‘Decrease’, 17 per cent ‘Significant Decrease’) whilst 18 per cent did not know or had not 

been at the market long enough to comment (see Figure 3.3). 



3.61 Footfall has decreased at all markets with the exception of Whiteladies Road Farmers 

Market, with the perception of footfall mixed at St.Nicholas (see Figure 3.4). The size and 

layout of St.Nicholas may be responsible for differing perceptions of footfall. ‘Food take 

away/eat in’ traders at St.Nicholas are clustered together and 50 per cent of them report 

that there has been some form of increase in footfall. 

Trader aspirations 

3.62 Figure 3.3 illustrates the aspirations of all market traders and producers over the next 5 

years. Approximately 53 per cent aim to continue their current occupations, whilst just 3 per 

cent intend to discontinue operations. It is encouraging to hear that approximately 35 per 

cent of traders wish to expand their operations in one form or another. 

Figure 3.3 Aspirations for the next 5 years (overall) 

17% 

3% 9% 

18% 

53% 

Continue current 

operation/s 

Expand/change type of 

goods sold 

Expand to other 

stalls/markets 

Discontinue business 

Retire 

3.63 Traders would appear most content (aiming to continue current operation/s) at Bristol 

Farmers’ Market, The Nails, St.Nicholas and Whiteladies Road Farmers’ Market (see 

Figure 3.4). At each of these markets, 50 per cent or more of the traders aspire to continue 

their current operation/s although many alluded to the fact that this would be difficult if 

current trading conditions persist. 

3.64 Of the four traders who plan to discontinue their current operation/s, one each trades at The 

Nails, St.Nicholas, St Phillips Sunday Market and Eastville. The latter three of which could 

be considered to be performing badly, in terms of sales compared to the previous year. 

3.65 Of the 25 traders who plan to expand their current operation, ten are based at St.Nicholas 

and six at Whiteladies Road Farmers’ Market. Eastville and St.Phillips Sunday Market are 

the only markets where no trader wishes to expand their current operation/s. 



3.66 Woolies Indoor Market and the Tobacco Factory are the only two markets that have 

significant numbers of traders who wish to expand to other markets (46 per cent and 40 per 

cent respectively). 

Figure 3.4 Trader aspirations by market 


Performance by trade group 

Sales 

25 

20 

15 

10 

5 

0 

Eastville 

Farmers Market 

3.67 The trade group which saw the largest decrease in sales was ‘Food take away/eat in’, with 

65 per cent of operations reporting decreases. Those selling ‘Local produce’ have had 

varying success; with 32 per cent of operations reporting increased sales, and 32 per cent 

report a decrease in sales. 

3.68 Food related traders accounted for 47 per cent of all those surveyed and amongst these, 36 

per cent saw a decrease in sales, 29 per cent saw an increase in sales and 23 per cent 

saw no change in sales. 

3.69 Approximately 60 per cent of ‘Organic Produce’ traders saw an increase in sales and none 

saw a decrease, making it the most successful trade group. 

3.70 Of the non-food related trades, 50 per cent of ‘Makers/designers of art’ traders reported an 

increase in sales since last year. However, certain trade groups have experienced 

significant decreases in sales, including ‘Jewellery’ (55 per cent of traders reporting a 

decline in sales), ‘Clothes’ (62 per cent) and ‘Books and Music’ (50 per cent). 


Nails 

St Nicholas 

St Phillips 

Tobacco Factory 

Whiteladies 

Woolies


3.71 Approximately 23 per cent of all traders reported that their sales this year are broadly the 

same as last year, whilst 19 per cent did not know if there had been change or were not in 

the position to say. 

Figure 3.5 Change in sales (by trade group) 

Trade type 

Other 

Other food/drink 

Organic Produce 

Maker/designer of art 

Local Produce 

Jewellery 

Home and handicrafts 

Food takeaway/eat in 

Clothes 

Books and Music 

Antiques and collectables 

0 1 2 3 4 5 6 7 8 9 


Increased by 20% Increased by 15% Increased by 10% Increased by 5% 

Stayed the same Decreased by 5% Decreased by 10% Decreased by 15% 

Decreased by 20% Don't Know 


Trader’s Aspirations 


3.72 Aspirations by trade group are relatively mixed, with the exception of those selling ‘Local 

produce’, 62 per cent of whom wish to continue their current operation/s. The market trade 

types that are most likely to expand over the next 5 years, either fall into the ‘Local produce’ 

and ‘Food take-away’ categories. It should also be noted that despite a significant decline in 

sales over the last year that a relatively high proportion of ‘Maker/designer of arts’ and 

‘Jewellery’ traders may expand their operations over the next 5 years. Traders selling 

clothes are the least likely to expand their operations. 

Figure 3.6 Aspirations for the next 5 years (by trader type) 


25 

20 

15 

10 

5 

0 

Continue current 

operation/s 

Expand/change 

type of goods 

sold 

Expand to other 

stalls/markets 

Discontinue 

business 

Antiques and collectables Books and Music Clothes 

Food takeaway/eat in Home and handicrafts Jewellery 

Local Produce Maker/designer of art Organic Produce 

Other Other food/drink 

Retire 


Operator and trader comments 


3.73 Generally, operators of non BCC run markets (both private and voluntary groups) think that 

BCC should play a more pro-active role in promoting the city’s market offer. This view is 

supported by traders, particularly in St.Nicholas Market, who feel that more could be done 

to promote markets as part of the overall city retail and visitor attraction offer. That said a 

number of traders praised the work of the BCC Markets Team in establishing the food 

quarter in St.Nicholas and the Farmers’ Market and the Nails in Corn Street. These actions 

are considered by some traders to have reversed a steep decline in footfall at St.Nicholas 

Market. 

3.74 Some of the smaller markets in Bristol, often run by community groups, also praised the 

support provided by BCC in helping them to establish their markets. However, they would 

appreciate more help from BCC to identify additional producers who could be invited to 

attend their markets. 

Impact on footfall and performance of surrounding retail centres 

3.75 In order to gain a snapshot impression of the impact markets can have on footfall in retail 

centres and on wider sales performance, telephone interviews were carried out with 

retailers situated close to the locations of Whiteladies Road Farmers’ Market and Christmas 

Steps Artisan Market. A similar exercise was attempted for the streets surrounding 

St.Nicholas Market but the response rate was too small to provide robust evidence. 


3.76 Six retailers were interviewed on Whiteladies Road. All of these retailers thought that 

footfall and sales rise when the market is held, compared to the other Saturdays of the 

month. Four of those interviewed were prepared to quantify the increase, all of whom 

estimated a 5 per cent improvement in both footfall and sales. 

3.77 Two retailers reported that Saturdays in general are not as busy as they used to be as 

more people choose to shop on Sundays. However, the Farmer’s Market has helped to 

counter this trend, albeit on two Saturdays of the month. 

Christmas Steps Artisan Market 

3.78 Eleven shops were surveyed in the Christmas Steps Arts Quarter. Over 60 per cent of shop 

owners indicated that they had not noticed any difference in the footfall or sales on market 

day while 36 per cent indicated that they had noticed an increase in footfall. The increase 

experienced ranged from 5 per cent to as much as 50 per cent and appears to correlate to 

the distance that the shops are located away from the market. Just two of the shops 

indicated that the rise in footfall translated into improved sales, ranging from an increase of 

no more than 15 per cent to 30 per cent. The shop reporting the greatest increase in footfall 

and sales was actually located on the Christmas Steps while the other shops were located 

on other streets within the Artisan Quarter. 

3.79 The majority of shops, whether they felt any difference in footfall or not, were positive about 

the Christmas Steps Artisan Market indicating that it gave the area a ‘buzz’ on market day 

and must be good for raising the profile of the Artisan Quarter. 


Summary 


3.80 Bristol has a good markets offer. This offer is not distributed throughout the city, with gaps 

in provision particularly apparent in the more deprived communities to the South and North 

West of the city. As discussed in Chapter Four, however, the provision of additional 

markets needs to be demand led, both from the community and traders. 

3.81 BCC operated markets are generally considered to attract good levels of footfall, although 

this is considerably lower in St.Nicholas on a week day. It is recognised that the BCC 

Markets Team has taken important steps to create a niche food aisle in St.Nicholas, which 

has helped to increase footfall, particularly in the middle of the day. 

3.82 Of the other markets in the city, Whiteladies Road Farmers’ Market is performing 

particularly well. This success can be attributed to its location, in a prominent high street 

position in an affluent area, and the effectiveness of Sustainable Redland in operating and 

promoting the market. 

3.83 Other markets in outlying areas of the city generally attract lower levels of footfall. These 

markets are either growing in a sustainable way to meet customer demand or are struggling 

due to location and a lack of promotion. Footfall is still relatively high at ‘cheap and cheerful’ 

markets, like St.Phillips Sunday Market, as well as at car boot sales, which are growing in 

popularity. 

3.84 Whilst approximately 37 per cent of traders have experienced a decline in sales over the 

last year it is encouraging to find that 21 per cent report an increase. The increase in sales 

is predominantly reported by food and drink businesses at Bristol Farmers’ Market, 

St.Nicholas and Whiteladies Road Farmers’ Market. In contrast, traders selling items like 

home and handicrafts and clothes have generally experienced a significant fall in sales. 

3.85 Most traders aim to continue their current operations over the next 5 years, although many 

recognise that this is ‘aspirational’ as a result of continuing tough trading conditions. 

3.86 A survey of shop retailers has found that markets do have a beneficial impact on footfall 

and sales performance. When asked to quantify this impact, the majority estimated a 5 per 

cent increase in footfall and sales on days when markets were operating. This evidence 

supports the policy guidance of PPS4 and should be noted by BCC in the appraisal of any 

future market proposals. 


4 DEMAND FOR ADDITIONAL MARKETS IN BRISTOL 

Introduction 


4.1 Standard retail studies are generally informed by extensive survey work and quantitative 

analysis. This approach is not possible for an assessment of this nature, nor is it deemed to 

be appropriate. Therefore the assessment has been informed by consultation with traders, 

key stakeholders and by evidence of what has and hasn’t worked before. This Chapter 

outlines the range of responses and provides some overall conclusions on public demand. 

Demand for markets outside the City Centre 

Area Co-ordinator and Traders’ Association opinion 

4.2 Interviews were undertaken with Bristol City Council Area Co-ordinators and traders’ 

associations to assess if there is already a local community desire to start a market and to 

gather their thoughts on whether or not a market could potentially be viable. A selection of 

feedback is included in Appendix 3. 

4.3 In general it was difficult for people to comment on the potential demand for a market in 

their area and it was felt that it can only be tested by actually trialling a market. There are 

however a number of areas, including Clifton and St.George, where the community has 

actually expressed a desire to start a market. It was also considered, based on the relative 

success of the Neighbourhood Renewal funded pilot, that there is still demand for a market 

in St.Pauls. In addition, it was felt that other more affluent areas of Bristol, like Stoke Bishop 

and Henleaze, could support farmers’ markets, and that markets could help to address the 

shortfall in fresh fruit and vegetable availability and consumption in more deprived food 

desert areas of the city. 

4.4 However, whilst the consultation has identified a range of locations where different types of 

market could work it must be pointed out that these are the opinions of individuals and 

there is relatively little evidence of public demand to back up statements other than what 

has worked well elsewhere. Those people consulted were therefore slightly more guarded 

about the potential viability of new markets for operators, traders and producers, due to 

existing levels of footfall, a shortage of suitable locations and the demographic profile of 

local residents. 

Trader opinion 

4.5 Based upon the fact that Bristol Farmers’ Market and Whiteladies Road Farmers’ Market 

generally operate with the optimum number of traders it can be argued that there is 

potentially scope for establishing more farmers’ markets in the more affluent areas of 

Bristol, like Stoke Bishop. It is therefore interesting to note that 70 per cent of food related 

traders interviewed during this study do not feel that there is a need for additional markets 

(see figure 4.1). In contrast, ‘Home and handicrafts’ and ‘Antiques and collectables’ are the 

only trade groups in which the majority of traders feel that there is the need for additional 

markets (67 per cent and 100 per cent respectively). It should be noted however that there 

are currently very few Antiques and collectables traders operating from markets and this 

may therefore need to be tested through further consultation. 



4.6 There could be a variety of reasons for food producers stating that they do not think there is 

a need for additional markets in Bristol. Many of those interviewed already attend numerous 

markets in and around Bristol and do not have capacity to attend more. Others may have 

been concerned about the potential increase in competition or the dilution of popularity of 

farmers’ markets as an ‘event’. Regardless of this there may only be scope for starting up 

new farmers’ markets because there is a recognised shortage of producers within the city 

or within a 50 mile radius of Bristol. This is backed up by the draft findings of the ‘Who 

Feeds Bristol?’ study 13 

, which identifies 4,500 food suppliers in the city, of whom just 4.5 

per cent actually sell fresh staple food items (35 of which are supermarkets). Furthermore, 

although there is an adequate supply of potatoes, milk, cream and dairy products, beef, 

lamb, poultry and eggs within a 50 mile radius of Bristol, there is a shortage of vegetables, 

wheat, bread, pork, bacon and fruit. However, at the same time it could be argued that 

production is limited in and around Bristol because there are too few retail outlets and direct 

selling opportunities for producers in Bristol. 

4.7 Although there is support for improving the quality of market provision in the city it is still 

considered that there is a place for ‘cheap and cheerful’ markets, like the Ashton Gate and 

St.Phillips Sunday markets, particularly in the more deprived areas of the city. This type of 

market generally attracts some fresh meat and fruit and vegetable traders. The same is true 

of car boot sales, which achieve very high rates of footfall, and could potentially achieve 

valuable revenue returns for Bristol City Council if they are operated on Park and Ride car 

parks. None of Bristol’s Park and Ride sites are currently used on a Sunday. The provision 

of a car boot sale at the Portway Park and Ride site, for example, may prove to be 

attractive to certain fresh food traders. Any proposals for opening car boot sales on Park 

and Ride sites would need to be agreed with the Park and Ride operators where applicable. 

Figure 4.1 Trader opinion on the need for additional markets (by trader type) 

Numbers of traders/producers 

30 

25 

20 

15 

10 

5 

0 

13 Carey.J (2010) Who Feeds Bristol? Towards a Resilient Food Plan 


Yes 

No


4.8 When asked about suitable locations for additional markets, traders generally favoured the 

City Centre because of the high levels of footfall that it achieves. Other areas identified 

included St.Pauls, Clifton, Gloucester Road and Montpelier (see figure 4.2). 

Figure 4.2 Potential locations for additional markets (identified by existing traders) 

Total number of traders 

8 

7 

6 

5 

4 

3 

2 

1 

0 

Locations for additional markets 

City centre St Pauls Montpelier Gloucester 

Road 

Establishing new markets outside the City Centre 

Clifton 

4.9 Consultation with a variety of stakeholders has revealed that one of the key strengths 

behind successful markets in Bristol’s wards is the support of the community, both in terms 

of voluntary support for the organisation of the market but also customer loyalty. This has 

proved to be an important factor in the success of Whiteladies Farmers’ Market, as well as 

smaller markets like Westbury-on-Trym, Fishponds and The Tobacco Factory. 

4.10 Before starting up markets community groups must be fully aware of the costs involved in 

setting up and running them and the legislation that needs to be complied with. The main 

costs involved with running a market are insurance, rent, electricity, stalls and promotion. 

Ideally some of these costs can be reduced through peppercorn rents and voluntary 

support. However, it is still difficult for organisers to provide space for traders at a cost that 

makes it worthwhile for them to attend the market. 

4.11 There is often very little spare money to support any form of promotion of the markets. A 

number of markets are advertised on websites but few have the benefit of expert support. 

Whiteladies Road Farmers’ Market is fortunate to have such support and this has helped to 

keep a market that operates only twice a month firmly in peoples’ minds. 

4.12 Before making a firm commitment to start a regular market it would be prudent for 

community groups to operate a small market on a trial basis. This would help test public 

demand before considerable investment is made in terms of rental leases and investment 

in stalls and canopies. During the course of this study the research team has talked to 

people who have successfully set up other markets who could support community groups 

to trial a market for a month for as little as £500. 



4.13 Markets should be trialled in areas that already achieve high footfall. For traders and 

producers to commit to attending regular markets it is important that they can run their stalls 

at a profit. This is particularly important for fruit and vegetable producers who operate at 

very narrow margins. This point is emphasised by the fact that Fishponds Farmers’ Market 

is unable to attract a fruit and vegetable producer. Lessons can also be learnt from the 

experience of community organisations like Hartcliffe Health and Environmental Action 

Group (HHEAG), which have tried to sell locally grown fruit and vegetables in local retail 

centres but have struggled to cover their costs. 

4.14 It is important to note the lessons learnt from previous attempts to start up markets in the 

more deprived areas of the city. Markets have been trialled in St.Pauls and Lockleaze, both 

with support from Neighbourhood Renewal funding. The St.Pauls market was relatively 

successful, although the operators failed to attract many food producers and the location 

and timing of markets was not considered to be ideal. The evaluation report of the six week 

trial concluded that ‘a percentage of traders felt that they had not taken as much as they 

had expected to, but despite this a higher percentage reported it to be successful for them 

and all but one reported interest in participating in the market again’ 14 

. 

4.15 The Lockleaze market was established in response to public demand for fresh fruit and 

vegetables and operated over a two year period between 2005 and 2007. The Lockleaze 

Neighbourhood Trust channelled considerable officer time into trying to make the market 

work. Unfortunately, after a promising start, support for the market both in terms of footfall 

and trader numbers dwindled. The Trust has learnt from the experience and is attempting 

new approaches to food provision through a community café and shop and a car boot sale. 

Existing s106 money obtained for the support of a community market in Lockleaze would 

therefore be better spent in supporting these initiatives to become sustainable. 

4.16 In the absence of significant public sector funding to help community markets to establish 

and become self-sustaining it is recommended that alternative approaches to fresh fruit and 

vegetable provision in ‘food desert’ areas are pursued. The HHEAG model of educating 

local residents in healthy eating through growing and cookery initiatives and events has 

been successful and similar approaches could help to build capacity in other wards. 

Alternatively, the NHS Change4Life campaign, or an equivalent model, could be rolled out 

to Bristol’s food deserts 15 

. Change4Life works with local shops to provide fresh fruit and 

vegetables into deprived communities. This has been very successful in the North East of 

England where more than 100 local shops have signed up. A year on, sales of fruit and 

vegetables have increased by almost 50 per cent and a third of shoppers report that they 

will buy more fruit and vegetables from their local store in the future. The movement is 

already showing good progress in changing harmful behaviours which can lead to people 

becoming overweight or obese. 

14 Bristol East Side Traders (2002) Evaluation Report 

15 www.nhs.uk/change4life/ 


City Centre 

The Harbourside 


4.17 The Harbourside has been a key regeneration priority for Bristol City Council and partners 

over the last two decades. Public and private sector development in the area has helped to 

transform the Harbourside, so much so that it is now the focus for heritage, arts and tourism 

in the city. In addition to the permanent attractions, like @Bristol, Blue Reef Aquarium and 

the Watershed, Destination Bristol, Bristol City Council and other stakeholders have 

operated very successful annual events on the Harbourside, like Bristol Festival. These 

often include market provision. 

4.18 Despite the transformation of the area, there is still concern that the Harbourside is 

underused for much of the year and has become a ‘night time economy’ that is lacking in 

cultural activities. More regular markets are considered by Destination Bristol and other key 

stakeholders to have an important role to play in ‘animating the Harbourside’, a priority of 

the ‘Place Making’ Strategy. The provision of a monthly market on the Harbourside could 

potentially satisfy the growing public demand for farmers’ markets, both at a national level 

and in Bristol, and/or the observed shortage of stalls across existing markets that sell 

antiques and collectables (as identified in paragraph 4.5). 

4.19 Bristol City Council was reluctant to license a proposed seven day market on the 

Harbourside due to concerns regarding its impact on existing Charter markets. This issue is 

discussed further in the next chapter. 

Cabot Circus 

4.20 During the course of this study the research team has been notified of two additional 

market proposals. These are being considered for the City Centre but in two very different 

locations. 

4.21 The managers of Cabot Circus would like to set up a regular farmers’ market in Quakers 

Friars. This would ideally operate every Friday or Saturday and would have space for 

between 15 and 20 producers. The managers are extremely keen to set up the market as 

soon as possible and believe that the growing public demand for locally sourced food and 

the high footfall in the area could help sustain a successful market and add to the vitality of 

the centre. 


The Bear Pit 


4.22 Proposals for the St.James Barton Roundabout underpass (‘The Bear Pit’) have been 

submitted to Bristol City Council by the UWE, the People’s Republic of Stokes Croft and 

various other interested parties 16 

. Proposals for animating the space, regarded as ‘one of 

the least convivial public spaces in central Bristol’, include mobile kiosks and stalls as well 

as ‘night market’. Although no assessment of public demand has been undertaken, the 

authors of the proposal highlight the high levels of footfall through the ‘Bear Pit’ that could 

help to support traders. 

Summary 

4.23 The assessment of public demand for new markets has been conducted at a high level and 

within a limited budget. It is important that firm proposals for developing markets should be 

informed by detailed feasibility assessments at a local level and/or by trialling markets on a 

temporary basis. It should also be emphasised that proposals for new markets in wards 

outside the City Centre should be driven by, or have the support of, local communities and 

should be grown in a sustainable manner (i.e. start small and grow the number and type of 

traders based on levels of demand). With this in mind, there is a clear role for BCC in 

supporting community groups to support the establishment and operation of new markets 

providing they are considered to provide the public benefit that the franchise owner 

reasonably seeks. 

4.24 The assessment has shown that there could be potential for new farmers’ markets in the 

more affluent areas of Bristol providing enough producers can be found to attend them. 

These should be set up either by, or in consultation with, community groups and should be 

located in prominent high street locations with good levels of footfall. It is also apparent that 

there are few ‘antiques and collectables’ and ‘home and handicrafts’ traders currently 

operating from Bristol’s markets. Further work should therefore be undertaken, in 

consultation with these trade groups, to gauge demand for additional market provision. 

4.25 Previous pilot schemes have shown that markets in deprived ward locations are not viable 

for local producers. Unless significant capacity can be built for both food production and 

consumption in the deprived wards the markets are unlikely to work without significant 

funding support. Alternatively ‘cheap and cheerful’ markets or car boot sales attract high 

footfall and often appeal to fruit and vegetable and meat traders. These types of market 

should therefore be investigated further, both as a potential outlet for fresh food provision in 

more deprived communities but also as a valuable source of potential income for BCC. 

16 Shaftoe.H (2010) St.James Roundabout – The Bear Pit is About to Get Better! 



4.26 A high proportion of traders interviewed during the course of this research identified the City 

Centre as an ideal location for additional markets. The Harbourside, in particular, has been 

identified as an ideal location for additional markets because it achieves high levels of 

footfall, particularly in the summer months, and is the focal point for visitors. It is argued that 

the provision of markets on the Harbourside could potentially complement the offer of 

St.Nicholas and associated markets. It is also suggested that the development of more 

markets on the Corn Street and Harbourside side of the City Centre could help to redress 

the balance of footfall, which shifted due to the opening of Cabot Circus. Stakeholders 

interviewed are of the view that the increased market offer could help to attract more shops 

to an area that has developed into an area that is now dominated by night time economy 

businesses. 

4.27 These proposals will be discussed further in the next two chapters. 


5 MARKET CHARTER RIGHTS 

Introduction 


5.1 The aim of this Chapter is to explore (1) how Market Rights are being used in Bristol; (2) If 

the way the Market Rights are being used, acts in the interests of the public, particularly 

consumers and stallholders; and (3) if not how the Market Rights can be used differently to 

do so; (4) who is best placed to operate markets. 

5.2 To answer this it is necessary to be clear about: 

a) what the views of key stakeholders are regarding the current use of Market Rights 

b) how the Market Rights have been used to date in the city 

c) the amount of market activity that is currently taking place in the city – both BCC’s and 

private 

d) how Market Rights are used in other UK cities 

e) what the options for change are & the need to be clear about their implications. 

Stakeholder views on Market Rights 

5.3 During the course of the study, it has become clear that there is considerable concern 

about the current application of the Market Rights in Bristol, both from within BCC and from 

key stakeholders in the wider community. In all, during the course of the consultation 

exercise, 12 stakeholders made specific reference to this issue. For example, it was put to 

us that; “it was not clear whether the Market Rights were being used more to protect BCC’s 

own interests, rather than for what was in the best interest of the city as a whole”. One 

stakeholder felt that; “there was too much emphasis on the Charter”, whilst another stated 

that “the approach taken was too protective of St Nicholas Market”. Another stakeholder 

queried if the use of the Charter “potentially squashed out the competition”. It was also 

stated that; “no-one had ever seen the Charter”; “control was too tight”, and that; “markets 

are not seen as important at a high enough level in BCC”. Five of the stakeholders 

consulted with during the study queried whether the Charter had a place in modern day city 

management. 

5.4 The stakeholder comments show a clear lack of understanding as to the exact nature of the 

Market Charter, its legal implications and its current application by BCC. Others point to a 

lack of a strategic vision with respect to the role of markets in Bristol. Yet more are 

questioning whether the Charter’s continued use had any current validity. Clearly, some 

clarity is urgently needed. In the light of the comments made the study clearly needs to 

spell out the nature of the Market Rights. The aim must be to: 

� give those inside BCC currently responsible for the application of the Charter Rights, a 

clear framework to work within 

� resolve any ambiguity within the Council - at all levels - with respect to the Charter and 

its continued application 

� help to gain support for the continued use of the Charter from the wider stakeholders 

within the city. 


Background to the issue 

What is the legal position? 


5.5 Bristol is a city like many others in the UK that has the legal power to regulate all markets 

within its boundaries. In the case of Bristol this power dates back several centuries to the 

reign of Edward IV, when in 1462 ‘letters patent’ were first granted by the Crown creating a 

‘franchise right’. Subsequent letters patent in 1684 (Charles II) and 1710 (Anne) reaffirmed 

these rights and they have survived to this day. 

5.6 A market at common law is the franchise right of having a ‘concourse of buyers and sellers’ 

to dispose of commodities in respect of which the franchise is given. No one can hold a 

market without a grant from the Crown or by authority of Parliament. Holders of lawful 

markets are entitled legal protection from any rival market. It is not necessary in law to 

quantify the level of any threat posed by a rival market. 

5.7 A case often referred to in looking at aspects of Market Rights is known as ‘The Leeds 

case’, a judgement in 2003 in the Chancery Division of the High Court of Justice (Case 

number CH 1998 L no 4288) between Leeds City Council and 2 private market operators. 

In it appears the following summary with respect to the settled nature of the law regarding 

Market Rights: 

i. A market franchise gives the holder the sole and exclusive right to hold markets within 

certain limits. As a necessary incident of its franchise rights the holder of a market 

franchise enjoys a right of protection from disturbance by a rival market within 6 2/3 

miles. If the disturbance is likely to continue it may be restrained by injunction, see 

Pease & Chitty pp3, 15, 69 - 71. 

ii. When statutory markets have been established under the 1905 Act all the instances of 

the common law market are incidents of a statutory market except in so far as they 

may be varied or taken away by the relevant statute, see Birmingham City Corporation 

–v- Perry Barr Stadium [1972] 1 All ER 725, page 728G. 

iii. The common law distance for an action of disturbance is to establish a new one within 

6 2/3 miles of the owner’s existing market see Pease & Chitty pages 69-72. 

iv. Where a local authority is the market owner it is entitled to seek to restrain a rival 

market outside its own area provided that such rival market operates within the 

common law distance, see Halton BC –v- Cawley [1985] 1 WLR 15 at 19E and 21B. 

v. A car boot sale is a market, in that there is a provision of facilities for a concourse of 

buyers and sellers, see Newcastle City Council –v- Noble [1991] 89 LGR 618. 

vi. There is an irrebuttable presumption of damage in the case of a same day rival 

market, within the common law distance; and that the new market is a nuisance to the 

old and no proof of damage is required, see Sevenoaks District Council –v- Pattullo 

[1984] 1Ch 211. 

5.8 If a rival market is established within the common law distance of 6 2/3rd miles of a legally 

established market, then the legitimate owner of the Market Rights can apply for an 

interlocutory injunction to immediately prevent the rival market from taking place, as 

damage is implied. 



5.9 There has only been one legal challenge to the Market Rights operated by BCC over the 

years. This challenge is set out below: 

� R-v-Bristol City Council ex parte Aztec Marketing (International) Limited (1993) – An 

application for an injunction was refused by Mr Justice Auld. The rival market was to be 

held on a Saturday at Wapping Wharf on the Harbourside. The Court of Appeal 

overturned the decision and the Council’s Market rights remain intact. 

5.10 Problems can arise when a rival market is held on a day when the franchisee does not hold 

a market. In this situation the owner of the franchise market will almost certainly have to 

prove that damage to the existing market would occur. However there is case law offering 

relief to the franchisee if a rival market is held the day before or the day after the franchise 

market. 

5.11 More recently a number of local authorities have made provision within Local Acts for 

advance notice to be given of the holding of a market ‘comprising of no less than five stalls, 

stands or vehicles’. The powers contained in these Local Acts were included in the Local 

Government [Miscellaneous Provisions] Act 1982. Section 37 of this Act requires the 

market operator and the occupier of the land on which the market is to be held to give 

notice to the District Council of their proposals for the holding of a temporary market. The 

powers are adoptive and it is necessary for a local authority wishing to use them to resolve 

that they shall apply to their particular area. No notice is required if the proceeds of the 

temporary market are to be applied solely or principally for charitable, social, sporting or 

political purposes. These powers are by no means perfect but, if adhered to, do give 

advanced notice of a market and when ignored add weight to evidence when legal action is 

taken in respect of a rival market. It should also be noted that there is no ‘magic figure’ that 

defines the number of stalls that constitute a ‘concourse of buyers and sellers’ in the 

definition of a market. In theory two units should suffice but for the sake of consistency it is 

now common practice to use the figure of five units contained in the above Act as that 

which constitute a ‘concourse of buyers and sellers’. 

5.12 A problem for many local authorities is the Town and Country Planning General 

Development Order 1988 which permits land ‘outside the curtilage’ of a building to be used 

for the holding of markets for not more than 14 days in total in any calendar year without 

the necessity of obtaining planning permission. This is how many car boot sales are 

operated in farmer’s fields, particularly on Sundays. Once the 14 day quota had been 

reached the operator simply moves on to an adjacent field or site, triggering the 14 day 

process over again. It should be noted that a previous Order permitted markets and motor 

cycle events to be operated for 28 days in any calendar year but the timescale was reduced 

because of the nuisance these events caused. If local authorities operate their own, strictly 

controlled car boot sale/open air market, then any unlicensed car boot sale deemed a rival 

market within 6 2/3 miles would be open to an injunction. 

5.13 There is currently a discussion being conducted between the National Association of British 

Market Authorities (Nabma) and the UK Government over the interpretation of the EU 

Services Directive 2006. The issue revolves around whether Market Rights (which though 

not specifically mentioned) fall within the Directive, which is focused on removing anticompetitive 

measures between member states. This discussion is ongoing. 


How much market activity is currently taking place in Bristol? 

5.14 During the study, three things have become apparent. 


1. The first is that there is a lack of an overall vision for the development of markets in 

Bristol. Any proposals to increase the amount of activity need to be considered not just 

in the context of existing markets, but the role markets might play in promoting other 

key council objectives in the fields of tourism, economic development, retail and 

planning policy, as well as regeneration. 

2. Secondly, and perhaps surprisingly, given comments made by a number of 

stakeholders during the study, there is currently a broad mixture of Council, joint 

Council/private, privately and co-operatively run markets in Bristol. There are a total of 

14 markets currently operating on a regular basis in the city (see Table 3.1 and table 

5.1). A survey of market authorities was undertaken as part of this study to gain a 

comparison of market activities in other similar sized UK cities. The survey reveals that; 

Sheffield has a total of 6; Newcastle has 5; Leeds has 6; Nottingham has 10; Leicester 

has 6 and Liverpool has 13. Numbers of markets in the larger cities surveyed varied 

between 12 in Manchester and 17 (including 10 farmers’ markets) in Birmingham. This 

needs to be treated with some caution, because it is not possible to exactly equate like 

with like, owing to the variety of different market types in operation. The figures also 

exclude special one off events, including visiting continental markets. The overall 

numbers do however give a crude benchmark against which to measure the level of 

market activity in Bristol. 

Table 5.1 Number of markets in other UK cities 

City Number of Markets 

Bristol 14 

Birmingham 17 

Leeds 6 

Leicester 6 

Liverpool 13 

Manchester 12 

Newcastle 5 

Nottingham 10 

Sheffield 6 



3. Thirdly, there is also an apparent lack of appreciation for the scale and importance of 

the St Phillips wholesale market, both as a regional market and as a major source of 

local employment. Unusually, the wholesale market is operated as a co-operative, 

formed originally from firms previously trading in St Nicholas Market in the City Centre. 

The wholesale market is also the site of a privately operated Sunday retail market. One 

other legacy of the moving of wholesale market is that St Nicholas itself was only 

established as a retail market in the 1970s. 

How have the Market Rights been used to date in the city? 

5.15 The background to the commissioning of this report seems to stem from a feeling in some 

quarters that the Market Rights are perhaps being used in a way that is frustrating the 

growth of markets in Bristol. 

5.16 There is much that BCC can be proud of in the conduct of its current markets. St Nicholas 

Market has won national recognition as a retail market, both from within the markets world 

and outside. It was widely recognised amongst almost all the contacts made during the 

study, that St Nicholas Market has undergone a sea-change over the last 10 years. From 

being fairly run down and having a number of vacant stands, it has become a very lively 

and attractive market, one which has had substantial investment, attracted new quality 

tenants and now has a waiting list. More of course can still be done to improve it further. 

5.17 Newer initiatives, such as Bristol Farmers’ Market (the first weekly farmers’ market in the 

UK), the Slow Food market, and The Nails market have been created as part of an 

aspiration to create street markets in and around St Nicholas market. These were 

established following approaches that were made to BCC, and they have been well 

received and supported. BCC acts as a partner for both the Farmers’ Market and the Slow 

Food market, providing the infrastructure and erecting the market stalls. St Nicholas Market 

has also recently been trialling a period of Sunday opening that is now being extended to 

Christmas. 

5.18 Currently there are plans in development for a Christmas market in Broadmead - 

commissioned by Destination Bristol. This is licensed by BCC markets and is to be privately 

operated. There is also a Christmas German market being operated jointly between BCC 

markets and Cabot Circus. During the course of the study, Cabot Circus have also 

expressed a wish to develop a weekly farmers’ market, something that will be discussed 

with BCC markets. 

5.19 There are a number of other farmers’ markets in the city that have been set up after 

consultation with BCC markets. Whiteladies Road Farmers’ Market is one such example of 

where the markets department have provided support and advice to market operations. 

5.20 The Tobacco Factory is another example of a recent market initiative that has been created 

as part of the wide range of creative activities that have been imaginatively developed as 

part of a strategy to restore a formerly derelict industrial building. 



5.21 An application by the developers of the Tobacco Factory was made earlier in 2010 for a 7 

day a week market on Harbourside in conjunction with a new restaurant/bar/café venture. 

This application is supported by the owners of that part of Harbourside – the Watershed 

Arts Trust – who bought the building in 2007. The building, as well as containing the offices 

of the Trust, also houses the Bristol Tourist Office. There has been a growing concern in 

BCC and elsewhere that the activities associated with Harbourside relate too heavily to 

drinking and bars, making the area less attractive to visitors to the city. In the event a 

number of bars have recently closed, opening up the opportunity for a different approach, 

something Destination Bristol and Watershed are keen to encourage. This is the context to 

the recent market proposal. Severin Anderson also submitted a proposal for a book market 

at Harbourside. He feels that there is currently a second hand book revival in the city to be 

tapped. Subsequently he has been offered space by BCC linked to the Slow Food market. 

5.22 The proposers of the new market venture were looking to establish daily markets based on 

a range of different themes, such as; a ‘Made in Bristol’ art market; an antiques and flea 

market; a ‘Best of the SW’ food market; as well as other days selling records, books and 

plants. It was proposed that a market of 14 pitches be established operating between 10am 

and 3pm. It was stated as the intention of the proposers to; “operate in conjunction with 

other markets in the area and not duplicate what is already available”. A wish was also 

expressed to maintain a dialogue with other city markets so that clashes in terms of stalls 

and customers would be minimised. During the study, it has been acknowledged by the 

proposers that there would need to be assistance from BCC in resolving potential problems 

such as parking for traders and possibly other forms of assistance relating to servicing. 

Whilst the Watershed were not looking to make a profit from the market, they would expect 

the costs of setting up the market and other associated costs such as electricity, cleaning 

etc to be covered. 

5.23 Subsequent to making an approach to the council for a trial period of 6 months, the 

proposal was rejected by BCC markets on the grounds of proximity to St Nicholas market. It 

was felt strongly that a market operating over the same days during the week and 

approximately 500 metres from St Nicholas could undermine the recently established 

markets, competing directly with them for custom. 

5.24 In the event, despite these concerns, temporary permission was eventually granted by BCC 

for a trial period of 1 month in July. The lateness of gaining the temporary permission was 

felt by the proposers of the market to have hindered its chances of success, due to a lack of 

publicity. The market was however operated on a 3 day a week basis (Thurs, Fri, Sat), with 

a mixture of designer makers and food on offer. Views as to its success vary, and a survey 

was taken by the operators of the market which has yet to be analysed. 



5.25 A proposal to establish a new 7 day a week market in any location is an ambitious idea. 

Markets tend to take a while to get established, and need to evolve naturally if they are to 

be sustainable in the long run. Nobody gains from a failed market venture, least of all BCC. 

The proposal for the Harbourside market was undoubtedly over ambitious. If this market is 

to be pursued further, then there needs to be a serious discussion as to its scale, offer, 

timing and ambition, as well as the appropriate permissions being sought, including 

planning. The proposers of the market feel however that the venture was worthwhile and 

intend to pursue it further with BCC. 

How market rights are used in other UK cities? 

5.26 The first thing that becomes obvious when looking at how other cities use their market 

rights, is that they are by and large both set out clearly and are publicly available. The 

nature of the documentation however varies widely in terms of length and hence detail. 

Birmingham 

5.27 In Birmingham’s case, there is a one page document titled; ‘Birmingham City Council 

Market Rights’, that sets out the fact that the Council has statutory market rights that 

prevent any person operating a market in the city without express permission. The 

Statutory rights are set out and the legal challenges made to them. The rules about ‘same 

day’ markets are set out clearly, that is that the council ‘can institute proceedings to restrain 

markets from opening on the same day as the council’s own markets without having to 

prove any damage’. The legal definition of a market is set out, as is the prescribed distance 

i.e. 6 2/3rd miles. The document has a short section outlining how a potential applicant can 

inquire about making an application for a market, stating that the council will institute 

proceedings against any market that does not have its permission. 

Newcastle 

5.28 Newcastle has a similarly brief document setting out the market rights as part of an 

application form. It also states that the city ‘protects’ its own markets by generally not 

licensing markets which are to be held more than 6 times per year on the same site with 

less than 2 months between each market date – whether operated commercially or for a 

fund-raising charity. 


Leicester 


5.29 Leicester in a slightly more substantial document, titled ‘Rival Markets Policy’, sets out the 

market rights in an introduction also stating that; ‘any market that is operated, other than by 

the council within a radius of 6 2/3rd miles of any retail market shall be deemed to be a rival 

market’. It states that a market; ‘shall be deemed a rival market irrespective of the type of 

goods or general nature of the market’. The document goes on to state that the city council 

has an approved policy outlining conditions under which licences will be issued to operators 

allowing rival markets to be held. Rival markets are categorised into 4 different types; (a) 

Car Boot Sales; (b) Speciality markets; (c) Farmers markets; (d) regular markets. The 

document then sets out; the maximum number of trading positions and their size; the 

number of markets that can be held in a year for each different type of market; the licence 

fee; the criteria for operating specialty markets, farmers markets and regular markets; and 

regulations regarding nuisance, environmental health and trading standards matters. 

Leeds 

5.30 Leeds sets out its approach to markets in the form of an ‘Information pack and application 

form’. Again this sets out the market rights and the actions open to the council under them. 

It sets out the permissions needed to operate a market, the process for applying for a 

licence and the conditions that will apply. The requirements under which Section 37 of the 

Local Government (miscellaneous provisions) Act 1982 apply are set out. A licence fee 

structure for private markets and car boot sales is set out in an appendix for different sizes 

of markets ranging from under 50 to over 300 pitches. 

Sheffield 

5.31 Sheffield sets out its approach in the form of an application form for ‘occasional specialist 

markets’. This contains reference to the normal market rights and the steps the council will 

take to protect them. The form sets out what applicants need to consider in terms of traffic, 

health and safety, and insurance. The form also sets out the legal definition of a market and 

the number of events that can be staged in a year. For any given site within the jurisdiction 

of the city council it states that; ‘its market rights will allow no more than 4 licences to be 

issued to such organisations to operate market type events where the organisers makes a 

charge for space/stalls in any 12 month period’. In addition, it states that; ‘on any given 

date, no more than 4 indoor and 4 outdoor market type event licences, where the organiser 

makes a charge for space/stalls will be licensed to defined organisations’. Temporary 

markets are also limited to 50 stalls per day for indoor events and 100 vehicles/stalls per 

day for outdoor events. 


Nottingham 


5.32 Nottingham sets out its approach in a document titled; ‘Information for operators of private 

markets/car boot sales’. It sets out the market rights and also the fact that the council has in 

addition adopted section 37 of the Local Government Act (Miscellaneous provisions) 1982. 

It sets out what it regards as a ‘rival market’, and the fact that applications for a licence can 

be made for a rival market. The document states that no organisation or individual will be 

licensed to hold more than 6 events in any 12 month period without prior agreement, and 

no site will be licensed to hold more than 6 events in any 12 month period without prior 

agreement. The conditions of the licence are set out as are the operators obligations and 

the different classification of licence fee. In addition Nottingham have an act in force; The 

Nottingham Council Act 2003, which was passed to make it more difficult for criminals to 

sell stolen goods. Under the act dealers in second hand goods have to register with the 

council’s trading standards section. 

Liverpool 

5.33 Liverpool has a different approach due to the fact that all its markets are run by a private 

company – Geraud markets – in a Joint Venture Company (JVC) partnership with the city 

council. Under the arrangement, the market rights remain vested in the council and they are 

responsible for their enforcement. The JVC are responsible for the identification of illegal 

markets and all the support work associated with enforcement short of court action. Since 

the implementation of the policy, the city council has had no challenge to its market rights 

and has licensed a number of market events. 

Manchester 

5.34 Manchester has probably the most comprehensive approach, set out in a document titled; 

‘Markets Right Policy – issued May 2009’. The document starts with a statement of 

Manchester’s market rights policy, stating that these are operated on behalf of Manchester 

City Council by Manchester Markets. It states that ‘the sole right to operate markets or fairs 

of any kind within the boundaries of the City of Manchester is vested in the City Council by 

virtue initially of the Manchester Markets Act 1846, and subsequent corporation acts of 

1954 and 1965 as well as the Greater Manchester Act 1981. The document sets out the 

legal definition of a market, and the boundaries within which the rights operate. 

5.35 In a section headed ‘Managing market rights’ it states that; ‘market rights are used by 

Manchester Markets to manage markets and fairs that take place within the city, to ensure 

that the retailing and entertainment environments are successful ones. This process 

involves strategic planning of all markets and fairs that are to be licensed across the city, in 

order to limit direct competition and expand on the retailing and entertainment offer 

throughout the city’. 

5.36 This is followed by a section on the licensing of events and the application process. It sets 

out the 3 types of licence available; (a) Single market licence; (b) Multiple Market licence 

(up to 12 events) and an Annual Market Licence agreement (over 12 events). It states that 

all markets or fairs will be monitored, and any breaches may result in the removal of market 

rights and the subsequent closure of the market. The document goes on to explain the 

existence of Manchester Market regulations and disciplinary procedure. 



5.37 The fees for administering the licence and type of market based on the number of trading 

positions is set out for each type of market. The definitions used by Manchester Markets for 

each type of market are also set out. There is a separate small daily fee available for 

successful applicants to use the Manchester Markets Intranet and Internet site. The site is 

available to Manchester City council staff and the general public as a whole. 

5.38 All the information on licence regulations, definitions and fees is clearly set out in an 

application form for a markets rights licence, which also asks for the details of location, 

type, days of operation, type of goods to be sold etc. Information on the purpose of the 

market is also requested i.e. commercial, charitable, fundraising or other type of event. 

Summary 

5.39 What is clear from this review of city management of markets in the UK, is: 

1. All authorities make it clear in their documentation that the city has the legal power 

through the existence of historic market rights or legislation, to regulate and control all 

markets within prescribed boundaries 

2. All authorities in one form or another set out the principles that are being enforced. 

Sometimes this is through a specific ‘same day’ principle; sometimes a ‘rival Market’ 

policy; sometimes through a stated aim ‘to protect its own markets’ 

3. Authorities vary more widely over the number and type of markets that will be permitted 

to operate under licence within the market rights 

4. There is a discernable trend to encouraging more markets to be developed, albeit within 

the framework of the current market rights, rather than simply viewing the charter as a 

tool to protect the council’s own markets. 

What are the options for change, and what are the implications? 

5.40 The following conclusions can be drawn from this study: 

� it is clear that BCC is operating its franchise lawfully 

� there has undoubtedly been a growth in the number of markets in Bristol over recent 

years 

� the evidence is also clear, given the information available from other cities, that BCC 

are not operating its franchise in an overly restrictive way 

� there is no evidence that the way Market Rights are being used in Bristol has acted 

against the interests of consumers and stallholders 

� however, there is demand by stakeholders to see further expansion of the market offer 

in Bristol. 



5.41 The concerns raised by stakeholders regarding the use of the Market Rights in Bristol, are 

at least in part based on a misunderstanding of the nature of the law and practice regarding 

those rights. However, as the Leeds case highlighted, it is important to demonstrate that 

BCC are operating the Market Franchise in a responsible way, i.e. one that is not designed 

simply to protect the Council’s own markets. The case also highlighted the need for having 

proper procedures in place, as was the point that any decision is open to independent 

scrutiny through judicial review. The case also highlighted the need for a Council to be able 

to demonstrate in making decisions, that they are considered on a case by case basis. The 

advice from the National Association of British Market Authorities (Nabma) is that there 

needs to be a clear policy dimension underpinning the use of the Franchise Rights setting 

out the grounds on which they will be operated by the Council. What is needed is a 

policy/protocol to give guidance to potential applicants, explaining the charter clearly, 

setting out the steps that need to be taken to establish a market and the parameters under 

which it is expected to operate. 

5.42 Whilst the legal basis of Market Rights is clear, there is a debate to be had as to whether 

they encourage a philosophy based more on the principles of ‘protection’ and 

‘enforcement’, rather than ‘encouragement’ and ‘management’. This in turn opens up the 

prospect for a discussion within BCC as to how those same Market Rights can be used 

more ‘proactively’. That, however, requires a strategic decision to be taken by BCC to 

promote markets as part of a strategic vision for the city. Given this approach, there is no 

reason why Bristol could not sell itself as a ‘City of Markets’. 

5.43 The conclusions of the study clearly support the retention by BCC of its Market Rights. This 

is not simply a matter of clinging on to an ‘outdated law’ for the sake of it. Residents of 

Bristol and visitors to the city will not thank BCC if it relinquishes its current control over 

markets without anything to replace it. The question is not if there should be no control, but 

what kind of control? In the words of one stakeholder; “clearly we can’t have a free for all, 

but what is lacking is a process where good ideas are taken forward”. It is in nobody’s 

interests, least of all BCC to allow all sorts of markets to spring up with little leverage as to 

their proper management, quality and control. Not only would that be bad for existing 

markets it would damage the reputation of Bristol as a quality destination. 

5.44 There is no need to seek to re-invent the wheel here. There are sufficiently good examples 

amongst the city authorities (mentioned in paragraphs 5.28 to 5.39) to draw on, in terms of 

the range of different types of markets that BCC could promote. The Manchester policy is a 

particularly good example with which to start to build a model suitable to Bristol’s needs, but 

other authorities too have some different approaches worth considering. A number of 

people, spoken to during the study, have referred to the need for ‘clarity over what people 

can and can’t do’ with respect to markets in the city. That indeed should be the object of the 

exercise ahead, so that people know where they stand. At the moment there is a feeling 

abroad that BCC is sending out a confused message, and that needs to be addressed 

urgently. 



5.45 In addition to having a published protocol explaining how the city intends to use its market 

charter in future, BCC need to develop a spatial strategy setting out those areas of the city 

where it wishes to see new markets encouraged. This obviously goes wider than the BCC 

markets view, and needs to embrace the views of the planning, property, regeneration, 

culture, tourism and economic development departments. This would be part of a strategy 

designed, as mentioned above to move BCC from a ‘reactive’ to a ‘proactive’ stance, and 

one where new market opportunities were actively identified by BCC markets. This more 

positive approach would have to be reflected in the language used in any public 

documentation BCC might publish in pursuit of the new direction. There may well be 

resourcing implications to be considered as well. 

5.46 As to the question of who is best placed to operate markets, there is no definitive answer. 

Bristol, as has been discussed above, already has a mixture of different types of market 

operations. These include: public; public/private; private; and co-operatively managed 

markets. This diversity of management is a strength rather than a weakness. In some 

cases it is appropriate that BCC take the lead, in others that the private sector takes the 

initiative. In the case of the Slow Food market, this was an example of an approach from an 

outside organisation that led to a partnership being created with BCC. It makes a lot of 

sense to use the resource and experience of BCC markets in this way. Equally, initiatives 

such as the Tobacco Factory are more likely to emanate from private entrepreneurial 

activity. Harbourside is another example, although with a more pro-active approach, this 

could equally have been promoted by BCC. It may be that a similar partnership to that 

current with the Slow Food and Farmers markets at St.Nicholas market might emerge 

there. 

5.47 There have been a number of Christmas Markets held over the last 10 to 12 years with 

varying success. In 2009 a German Christmas Market was held in conjunction with Cabot 

Circus, BCC Markets and Wela Markte. The market is returning in 2010 and will be joined 

by the Bristol Christmas Market which is being co-ordinated by Destination Bristol. These 

activities support BCC’s ongoing role in adopting a mixture of approaches that best suit the 

particular circumstances. 

5.48 What is crucial, is to create a climate of opinion in the city with respect to markets that both 

acknowledges BCC’s role and encourages new initiatives to come forward. A number of 

stakeholders during the study felt that BCC markets needed to be more active in promoting 

both what it does and what the council is seeking to achieve in the city with respect to 

markets in future. 

Summary & Recommendations 

5.49 BCC does not operate its Market Charter in a way that is significantly different to other city 

authorities in the UK. What is lacking in Bristol is a published protocol setting out the 

Charter Rights and how BCC intend to use them. It is in nobody’s interests, least of all 

BCC, to allow all sorts of markets to spring up with little leverage as to their proper 

management, quality and control. Not only would this be bad for existing markets it would 

also damage the reputation of Bristol as a quality destination. 



5.50 Following the review it is clear that BCC now need to produce and publish a protocol 

explaining how the city intends to use its Market Charter in future. 

5.51 It has also been concluded, that if BCC wish to increase the amount of market activity in 

Bristol, it needs to be outlined in a clear policy statement setting out its ambition for markets 

in Bristol in the context of the strategic policy areas it sees them playing a role. This could 

include; tourism, employment, retail and regeneration, economic development and planning 

policy. BCC also need to develop a spatial strategy that sets out those areas of the city 

where it wishes to see new markets encouraged. 


6 ST NICHOLAS - HUB & SPOKE? 

Introduction 


6.1 This part of this study is to assess whether or not it is possible to use St.Nicholas Market as 

the ‘hub’ as part of a “hub and spoke model”, in the context of the Old City, in support of 

existing markets and in the development of new markets. In order to provide advice on this 

it is necessary to be clear about: 

a) the current role and operation of St.Nicholas Market and its associated markets 

b) the relationship of St.Nicholas Market to the structure of central Bristol and in particular 

the major retail areas - Broadmead and Cabot Circus, and other adjacent areas - 

Harbourside and Welsh Back 

c) the current policy framework and practice underpinning the operation of St.Nicholas 

market 

d) the opportunities in adjacent properties and streets for any expansion of St.Nicholas 

market 

e) the different models that could also be applied to St.Nicholas market i.e. ‘Composite 

markets’ 

f) the options for change and their implications. 

Background to the issue 

6.2 St.Nicholas Market is at the heart of the ‘Old City’ of Bristol, and is ideally located to 

become a key focus of activity. However, the Old City has itself become dislocated from the 

rest of Bristol, due to a whole range of circumstances, ranging from war damage, to post 

war redevelopment and, more recently, large scale retail redevelopments. Like a lot of old 

port cities, Bristol is also in need of stitching back together. 

6.3 A number of stakeholders during the study referred to the issue in different ways. 

Stakeholders thought that St Nicholas Market was “hidden”, had become “isolated”, and 

had become “lost between Cabot Circus and Harbourside”. Reference was also made to 

the fact that “the centre of gravity has shifted to the east”. In a similar vein, it was suggested 

that St.Nicholas was “just outside” the core shopping area. Others felt that “joining up the 

bits” should be prioritised, while on the same theme, another spoke of the need to “fill in the 

gaps”. There was also a concern expressed, that the area of Welsh Back, King Street, and 

Queen Square has become a back-water. All this presents quite a challenge, but perhaps 

the idea of St.Nicholas market acting as a ‘hub’ can, if grasped, kick-start that process of 

stitching the City Centre back together. 

6.4 The ‘stitching together’ of the City Centre should be a key focus for the emerging Bristol 

Central Area Action Plan. The Central Area Action Plan will set out a detailed vision to 

reinforce the unique character and international reputation of the City Centre. It is important 

that the role of markets is recognised in the Plan. In particular, the development of the 

‘vision’ must be sympathetic to the future competitiveness of St.Nicholas Market as its 

location, away from the prime shopping area, means that it is particularly sensitive to 

changes in pedestrian flow. 



6.5 This study is not intended to be a ‘Health Check' on the current vitality of St.Nicholas 

Market. That would require a different and more complete exercise than has been possible 

or indeed was requested by BCC. The views expressed are based on the consultant team’s 

experience from across the UK and have been informed by a survey of traders, interviews 

with market staff and other council officers; market operators in the city – wholesale as well 

as retail; events organisers and organisations such as Destination Bristol; retail interests 

such as Cabot Circus; property interests such as the Tobacco Factory and Harbourside; 

food interests such as Bristol Local Food and local restaurant owners. 

6.6 St.Nicholas Market has changed its role in the last 30 years. Firstly, with the departure of 

the wholesale market in the 1970s, it reverted to being a retail market, although not at that 

time occupying the Corn Exchange - which was still in operation. By the mid 1990s, the 

market had become ‘tired’ and had approximately a 50 per cent vacancy level. The mid 

1990s also saw the introduction of the current management arrangement, following a 

review by BCC. Over the last 10 years, a substantial effort has been made by the BCC 

markets team to turn the market around, and, as a result, the market is today full again. 

Indeed, it now has a waiting list of traders wishing to enter the market. This has involved: 

� a steady process of: refurbishment of the market and its stalls and stands 

� attracting new higher quality tenants (this is an on-going process) 

� the creation of new daily markets such as the Slow Food, Bristol Farmers’ Market and 

The Nails 

� the staging of events such as the ‘Italian Car’ day and a ‘Classic motor bike’ day 

� a new focus on food, both in terms of produce as well as a range of cooked food offers. 

6.7 This has created the pleasant mixed market offer which has at its core a range of 

food/eating offers. Other premises in and adjacent to the market have now become lively 

meeting places for people who work in the city as well as visitors, tourists and students. If 

the market has become “hidden”, it is certainly a hidden gem, and one that is increasingly 

recognised as a quality destination. 

6.8 The question now is, if the market is full – what next? Put simply, is St.Nicholas Market 

going to be encouraged to grow, something that is almost in the DNA of a successful 

market, or is it going to be confined within its present premises? This is undoubtedly 

decision time, both for the BCC market team, as well as the Council in its widest sense. For 

the markets team it is a matter of identifying which of its current niche markets are most 

likely to see growth. The trader survey results in Chapter 3 of this report will be useful in 

that context. For BCC, it is engaging with the concept of the market as a potential ‘growth 

generator’, and, if agreed, seeing this as part of a strategic approach for the Old City. 

Inherent in this, is starting the process of identifying which if any of the surrounding 

properties and spaces in its ownership could be utilised in support of that strategy. 



6.9 One indicator of the need to start to look for more space, apart from being full up, is the fact 

that the small ‘start-up’ units that were available as the market was growing, are no longer 

available. There is thus a missing link in the chain of potential business growth in the 

market. One of the features in growing Borough Market in London was a strategy of 

encouraging traders first to enter the market as casual traders, then to seek a stand inside 

the market as their businesses grew, with the potential for then moving on to one of the 

vacant shops owned by the Trustees, or into one of the new restaurant spaces created as 

part of the market refurbishment project. As part of this type of strategy, it is not just the 

number of businesses that are encouraged to locate in the market, but those businesses 

themselves having grown, then having the ability to move up to larger more permanent 

lettings. This is one key part of the ‘Trading Up’ concept so important to developing a 

successful market, the other involves being a focus on improving the quality of the offer. 

6.10 In recent years, as mentioned already, BCC markets have developed a number of markets 

in front of the Corn Exchange. During the course of this study in conversation with BCC 

markets, it is clear they are keen to build on the success of the current day markets, with 

the development of a market on a Saturday in Corn Street, between Small Street and 

St.Nicholas Street. The St.Mary Le Port redevelopment, on the other side of the High Street 

could also, potentially provide space for market stalls if the pavements are widened to 

create a pedestrian friendly environment. Another potential opportunity for growing the 

market is the church in St.Nicholas Street itself, currently partly used to store 

archaeological artefacts as well as the Hogarth Tryptich. 

6.11 This really would place the market in a different league. Not only would the main market 

operate out of a Grade 1 listed building, but it could also boast a famous painting as well. In 

another sense re-using St.Nicholas Church in this way seems entirely appropriate, reuniting 

the name of the market with its source. It also has the benefit of starting the process of rebuilding 

activity in what is currently a street that has a number of vacant buildings. The 

other thing about this approach, is that empty shops suddenly become an opportunity 

rather than a problem. 

6.12 Another benefit from starting to create some market activity at the harbour end of the 

market, is that it starts the process for the potential creation of new activity in Welsh Back. 

Indeed, one suggestion to come from the study process has been the idea of promoting a 

Business Improvement District (BID) application for an area incorporating Welsh Back, 

St.Nicholas Market, King Street, Queen Square, Prince Street, Mud Dock and Redcliffe. 

6.13 This sort of approach to St.Nicholas Market requires a vision underpinning it. The kind of 

market that this type of approach best fits is what is now called a ‘composite market’ in the 

markets world. This is a market that has a number of different and interlocking strands, 

each supporting the other. It is a mixture of: 

� a permanent market containing a range of different sized stalls and stands 

� a range of shops both surrounding it and sometimes within it 

� a variety of eateries from cafes to restaurants to street stalls – again within and without; 

� a number of different casual markets 

� dedicated spaces for demonstrations and special events. 



6.14 Borough Market is a good example of this process in action, but equally, other long 

established markets either have many of, or are developing many of the same features, 

including wholesale markets. 

6.15 If successful markets have growth written into their DNA, Bristol has food written into is 

DNA. The relocation of Guilberts the Chocolatiers to Small Street points to a possible future 

trend that, given the right encouragement, could provide the seeds with which to grow a 

quality food offer. Quality food retail is surely one area that needs exploring further for its 

potential growth, based in and around St.Nicholas Market, something the results of this 

study would seem to support. It only takes a few such outlets to start to give substance to 

what at first may seem a distant prospect. Again it comes back to the vision. It may be that 

a retail shop on its own is not the best way to get an activity established. It could be that a 

shop could piggy back off something else such as a wholesale operation or a bakery. The 

trick is to search for suitable producers/retailers and sell them the idea. Once this process 

starts, publicity will follow, re-enforcing the vision. This is exactly the process that kickstarted 

the revival of the Borough Market. 

6.16 Another ‘green shoot’ is the new 23 bed hotel currently under construction between St 

Nicholas Street and Exchange Avenue. The intention is to have an entrance off Exchange 

Avenue, adjacent to the Market. Due to open in April 2011, the owners of what will be 

known as ‘Brook House – Bristol’ have a similar venture in Bath. They see this venture as 

an exciting opportunity, and are very keen for other smaller businesses to be encouraged 

by BCC to set up in the Old City. This is very good news, adding as it does to the number 

of potential tourist attractions that St Nicholas Market is becoming the focus for. 

6.17 If this is the bones of a strategy for ‘the hub’, then what about the ‘spokes’? The idea of 

developing the markets in the streets around St.Nicholas Market is part of that strategy. 

The other potential links are already in place both in Broadmead and Cabot Circus with the 

Christmas markets and the potential for an ongoing market in Cabot Circus. With regard to 

the Harbourside, leaving aside the impasse that was arrived at earlier this year, mention 

has already been made by BCC and other key stakeholders of concerns as to the previous 

activities located there, chiefly bars, and the need to revive the Harbourside in a more 

visitor focused way. Markets have been used in other cities both in the UK and abroad, to 

successfully re-establish activity in areas and make them more user friendly places for 

residents and visitors alike. It is the recommendation of this study that discussions are 

entered into between BCC and the promoters of the previous market, to arrive at an 

accommodation that both sees the start of some new market activity in Harbourside, and 

helps encourage the footfall for other attractions there. Given the range of potential offers 

already identified, it must be possible to build a market offer in Harbourside that both helps 

start a revival there, without impacting unduly on the St. Nicholas market. The point about 

this approach is not that the footfall has to be there before the market starts. The market is 

a tool for increasing footfall. If there is one golden rule that applies to markets, it is that 

‘Trade brings trade’. 



6.18 The other part of the strategy for markets needs to be its integration into any retail strategy 

for the city. All too often the markets in a city, even major indoor markets, are not seen as 

part of core retail offer. This is a mistake. In these days when competition for shoppers is 

intense, not just between centres but between different channels, cities that mark out a 

distinctive ‘identity’ and offer a different ‘experience’ will emerge the winners. Markets are a 

way of giving that distinctiveness to a city in a way that almost any other part of the retail 

offer can’t. 

6.19 The final piece of the jigsaw that needs attention is making the markets in Bristol more 

visible both physically and through electronic means. There are occasions where Markets 

Team is asked to lay on markets for large events in the city, such as the Harbour Festival. 

This is an opportunity to ‘badge’ BCC markets and in so doing boost the custom for their 

permanent markets in the city. There is undoubtedly an opportunity to make better use of 

the website and linking up with other websites in the city, to remind residents and visitors of 

the existence of on-going activities. In general, operators of non BCC markets think that 

BCC should be more pro-active in the promotion of markets across the city. This view is 

supported by traders, particularly in St.Nicholas Market, who feel more could be done to 

promote the market as part of the overall city retail offer and visitor attraction. 

Figure 6.1 The Potential Hub and Spoke Model 



6.20 Given a properly considered growth strategy for markets in the city, based on the 

information in this report and from experience elsewhere, it is possible to have some 

confidence that, in the not too distant future, there can be established a string of markets 

linking up throughout the City Centre. These would be different types of market that operate 

on different days of the week. It is not something that can happen overnight, and in fact 

would realistically take a number of years. But such a strategy really would be something 

like the vision based on the Paris model that people like George Ferguson have been 

talking about for Bristol. There is already, as this study has revealed, a good foundation on 

which to build such a vision for the city of Bristol as a ‘City of Markets’. All this requires is 

political will, some investment in time in the preparation of a strategy for the development of 

markets in Bristol, a recognition of the value of St Nicholas Market as a key ‘growth point’ in 

the Old City, the encouragement of entrepreneurs presently located in the city (or wanting 

to locate there), common sense on all sides – and a vision. 

Summary and recommendations 

6.21 St.Nicholas Market is located at the heart of the ‘Old City’ of Bristol, and is ideally located to 

become a focus of activity. However, the Old City itself has become dislocated from the rest 

of the City Centre, so much so that it is felt that St.Nicholas has become lost between 

Cabot Circus and the Harbourside. Redressing the problem will be quite a challenge, but 

perhaps, the idea of St.Nicholas Market acting as a ‘hub’ can, if grasped, kick start that 

process of stitching the City Centre back together. 

6.22 This chapter has identified various ideas for expanding St.Nicholas now that it is full. 

Spokes from the ‘hub’ could be developed, not only in the adjoining streets, but also with 

Broadmead and Cabot Circus and the Harbourside. Whilst Broadmead and Cabot Circus 

already have Christmas Markets, the Harbourside needs something like a market to refocus 

its activity and make it a more user friendly place for residents and visitors alike. It is not 

impossible, given a properly considered growth strategy for markets in the city, to imagine 

at some stage a string of markets linking throughout the City Centre, of different types and 

on different days of the week. 


7 LEVERING IN PRIVATE SECTOR INVESTMENT 

Introduction 


7.1 BCC like any market authority needs to invest in its markets if they are to keep growing and 

be attractive to future customers and traders. In fact, it is important for BCC to recognise, 

that if that ongoing investment doesn’t or can’t take place for some reason, then the council 

will need to seriously explore other management options for their markets if they are to 

survive in the long run. This would be the same for any owner of a market or a retail 

operation. 

7.2 It wasn’t part of this study to review the finances of St Nicholas Market. As discussed in the 

section on ‘Hub & Spoke’, a certain amount of investment has already been made in the 

market during the process of turning round St.Nicholas market over the last 10 years. 

Sustaining this will be important both to the development of St Nicholas market, and in its 

role as a ‘growth hub’ in the Old City. 

7.3 It hasn’t been part of this study to assess the current levels of investment or the likely level 

of investment needed going on into the future. It is clear however, that not only the market, 

but the Grade 1 listed buildings it is housed in will need substantial ongoing capital 

investment. The fact that the council itself is vacating the offices on the Corn Street 

frontage, make this an even more pressing issue, because older buildings undoubtedly do 

start to deteriorate when they are vacated for any period. Restoring these type of buildings 

for public use in a way that is compliant with modern regulations adds even more to the 

levels of investment needed. 

The options 

7.4 Whether or not BCC can lever in private sector investment obviously relates to the scale of 

the investment required. The sort of capital needed to restore the Corn Exchange building 

is likely to run into several millions of pounds. A thorough survey should be conducted in 

any event to start the process of assessment. During the study, mention was made about 

restoring certain features of the Corn Exchange, for example the glazed roof, which 

obviously points to the Lottery route as a first point of call. 

7.5 With respect to the market itself, again this depends on the BCC’s ambition for St.Nicholas 

market. If it is envisaged that the market should grow in the manner discussed in the ‘Hub & 

Spoke’ concept in Chapter 6, there are a number of potential opportunities for attracting 

private investment. These flow directly from the vision of the market as a ‘hub’. It should not 

be under-estimated just how important this is. Success brings success, as Borough Market 

and Camden Lock in London have demonstrated. The process that led to that success was 

starting from a much smaller market base, in very dilapidated premises, in derelict and run 

down locations. Once there is a clear vision for the market, then the BCC property portfolio 

around the market needs to be looked at with a view to supporting that vision. 

7.6 Investment in and around the market can come in a number of ways, including: 

� Direct investment in one of BCC’s empty properties 

� Investment in one of the shop premises or other premises not owned by BCC 



� Selling on long leases of surplus BCC property and the re-investment of the proceeds in 

the market 

� Investment from a property company 

� Entering into a joint venture with an appropriate company with market expertise 

� S106 monies from adjacent development opportunities. 

7.7 It is recommended that all these avenues should be explored. 

7.8 The two examples mentioned in section 6 – the chocolatier and the new hotel shortly to 

open adjacent to St Nicholas market, are good examples of what can be achieved. To build 

on that, there needs to be a strategy put in place for identifying suitable premises and 

targeting potential tenants. In fact it is essential for BCC to develop a property strategy for 

the area in an around St Nicholas market in pursuit of any growth strategy for the market. It 

cannot be stressed how important this is. Focus is key here, and any opportunities to 

acquire vacant adjacent premises either by way of long leases or freeholds should be 

considered. This may not seem a priority now, but once success starts to come, the 

opportunities not taken now will become obstacles to the long term development of the 

market. In a small way this is already happening with the loss of the starter units inside the 

market. 

7.9 It is unlikely that a conventional property company would be interested, unless a completely 

different use was being promoted by BCC. Firstly, the high costs involved in the 

refurbishment, with a conventional market as a final end user would not make economic 

sense. Secondly, conventional practice currently utilised by property companies makes the 

valuation of market use, with its short leases and other uncertainties, problematic when it 

comes to issues of covenant with funders. Third, even if you could get round this issue, the 

rents that would be set would mean a completely different sort of market, with no guarantee 

of success even then. One has only to observe the fate of Tobacco Dock in London to see 

how that approach can go horribly wrong. The development, branded as ‘The New Covent 

Garden’, was a failure and ended in administration. There are other dangers in tying into a 

property led scheme. The current example of the redevelopment of Preston city centre, 

which, whilst not comparable in terms of scale, shows how plans for the refurbishment of a 

conventional indoor market element as part of a large mixed-use scheme can be frustrated 

in the lengthy process it takes to gain permission for such projects. The economics of these 

types of scheme have also changed as a result of the credit crunch, meaning potentially 

even further delay. 

7.10 With respect to exploring property/market management specialists there are a number of 

companies that could join forces with the council to undertake a joint venture arrangement 

or invest in the market. 

7.11 One source of finance that could become available, if accepted by BCC, is s106 from the St 

Mary Le Porte development. It would undoubtedly be in the interests of the developer to 

have a thriving market as a neighbour, and such funding could be used to support a 

number of elements of a growth strategy, from direct investment in improvements to the St 

Nicholas market to the acquisition of surrounding property. 



7.12 One other possible source would be the establishment of a Business Improvement District 

(BID) for the St.Nicholas area and surrounding streets. A BID is a precisely defined 

geographical area, where business rate payers have voted to invest collectively in local 

improvements that are in addition to those that are already delivered by local, statutory 

bodies. Essentially a percentage levy of the rateable value of every retail and related 

business is collected and is used to fund improvements predominantly aimed at increasing 

footfall and spend. 

7.13 There already is an established BID for the Broadmead area. The success of this should be 

built upon. A BID process has also just been embarked on at Harbourside. There may be 

potential to extend the BID area to include St.Nicholas and the surrounding streets. The 

provision of markets could be a key focus for the BID Action Plan, although this would need 

the backing of the BID team and members. The key findings of this study, most notably the 

impact of existing markets on footfall and shop sales, are a valuable tool for highlighting the 

benefit of investment on additional market activities. 


8 CONCLUSION 


8.1 Markets have an important role to play in the retail offer of city and town centres across the 

UK. Shifting shopping patterns over the last few decades, particularly as a result of the 

growth in popularity of supermarkets, have however, left traditional markets and their 

traders struggling to compete. Against this general decline there has however been growth 

in certain niche market sectors, most notably farmers’ markets. 

8.2 A review of markets performance across Bristol reflects a similar picture to that experienced 

across the UK as a whole. That said, the BCC Markets Team should be commended for the 

way it has reacted to changing consumer trends by proactively establishing a food aisle in 

St.Nicholas Market and regular street markets in Corn Street. It is these actions that have 

helped to increase footfall in an area of the city that has become cut off from the City 

Centre as a whole. 

8.3 The survey of traders has shown that market traders, as a whole, are suffering from 

reduced spending during the recession. This is not however consistent across traders or 

the markets they attend. Most notably, a large proportion of food producers, attending 

Bristol Farmers’ Market and Whiteladies Road Farmers’ Markets in particular, have actually 

experienced an increase in sales over the last year. At the other end of the scale, traders 

selling clothes and household items have suffered considerably, with many reporting a 

decline in sales of more than 20 per cent. 

8.4 A broad assessment of public demand for additional markets was undertaken as part of this 

study. The general consensus of stakeholders is that some of the more affluent areas of 

Bristol could support farmers’ markets, as well as City Centre locations that have high 

footfall. This is a reasonable view based on the performance of the existing farmers’ 

markets and the continuing interest in healthy eating and local sourcing of produce. 

8.5 However, although there is a clear policy drive to increase fruit and vegetable consumption 

in some of the more deprived wards of the city, trader feedback and the experience gained 

from previous market pilot initiatives suggests that these are difficult to sustain, despite 

initial public support and significant public sector funding support. Alternative measures 

should be investigated to help build capacity for fresh food consumption in ‘food desert’ 

areas before markets are tested further. Alternatively there is scope for opening more 

‘cheap and cheerful’ style markets or car boot sales around the city. Car boot sales in 

particular are becoming increasingly popular and often attract fresh food producers. 

8.6 It is also noticeable, from visits to the existing markets, how few traders specialise in selling 

antiques and collectables, including books. Antiques and collectables may be more suited 

to specialist markets that take place once or twice a month. BCC has already helped to 

accommodate a book market trial outside St.Nicholas Market. Further consultation should 

be carried out with traders in the antiques and collectables sectors to identify whether a 

regular market would be of benefit to them. 



8.7 Both traders and key stakeholders favour the establishment of new markets in areas of high 

footfall, particularly in and around the City Centre. The favoured location for many is the 

Harbourside, which is popular with tourists in the summer months. The managers of Cabot 

Circus have also expressed a desire to operate a regular farmers’ market. It is likely that 

both locations would be good for traders, if logistical issues can be overcome. However, 

any new markets must be established in a way that is in sympathy with existing markets 

and in line with the Market Charter. 

8.8 BCC has applied its Market Rights powers properly over the years and these have been 

applied in a positive sense, which is evidenced by the number and range of existing 

markets. There is, however growing pressure for BCC to apply these rights in a way that 

allows the city’s markets ‘offer’ to be expanded and broadened. It is important to emphasise 

that the Market Charter Rights is a settled law and any modification to current practice 

needs to be carefully considered. It is in nobody’s interests, least of all BCC, to allow all 

sorts of markets to spring up with little leverage as to their proper management, quality and 

control. Not only would this be bad for existing markets it would also damage the reputation 

of Bristol as a quality destination. 

8.9 The study team was asked to consider whether or not it is possible to use St.Nicholas 

Market as a ‘hub’ in the context of the ‘Old City’, in support of existing markets and in the 

development of new markets. It can be concluded that, with a properly considered growth 

strategy for markets, it could be possible to establish a string of markets linking through out 

the City Centre, of different types and on different days of the week. The next natural step 

for St.Nicholas Market, now that it is full, is to grow further. Spokes from the St.Nicholas 

Market could be developed, not only in the adjoining streets but also with Broadmead, 

Cabot Circus and the Harbourside. 

8.10 BCC like any other market authority needs to invest in its markets if they are to keep 

growing and be attractive to future customers and traders. If BCC take the decision to grow 

St.Nicholas Market it will require considerable investment. At a time when the government 

is trying to cut the public sector deficit it is likely that private sector investment may be the 

only viable option for achieving growth aspirations. 

Recommendations 

8.11 Following the review it has been concluded that if BCC want to sustain and increase market 

activity in Bristol it should: 

� Use its Market Charter in pursuit of the development of a quality market offer in Bristol 

� Continue to provide advisory support to existing Charter Markets, and potential new 

markets. This support should include promotion through a range of media 

� Continue to provide advisory support to new and existing traders. This support should 

be co-ordinated with a range of other support organisations including, for example, 

Bristol Food Links 

� Investigate the provision of additional farmers markets and car boot sales, in line with 

the findings of the study 



� Conduct further consultation with ‘home and handicrafts’ and ‘antiques and collectables’ 

trade sectors to establish potential demand for additional markets 

� Produce and publish a protocol explaining how the city intends to use its Market Charter 

in the future 

� In parallel with the protocol, produce a clear policy strategy setting out BCC’s ambition 

for the provision of markets across the city, including the wholesale market. This policy 

statement should set out the strategic policy areas in which it sees markets playing a 

role, such as tourism, employment, retail, regeneration, economic development and 

planning policy. 

� Develop a spatial strategy that sets out where it wishes to see present markets 

expanded and new markets encouraged. This strategy could encompass proposals for 

adopting a ‘Hub and Spoke’ approach in and around St.Nicholas Market and with 

adjoining areas including the Harbourside, Welsh Back, Broadmead and Cabot Circus. 

The strategy should also include the revival of the high street as an objective. 

� Review and pursue appropriate mechanisms for levering private sector investment into 

existing and new market activities. 


APPENDIX 1 

Trader Survey Questionnaire 





Bristol City Council is aware of the huge economic, social and environmental benefits markets 

bring to the city. In order to fully assess the impact and benefits of the city’s local markets, the 

council has appointed Roger Tym & Partners to carry out a thorough review of Bristol’s existing 

local markets and to identify opportunities to further develop the market offer of the city. In order to 

assist us with our work we would be grateful if you could take 2 minutes to fill in the following 

questions. All responses will be merged and will therefore be treated confidentially. 

1. Which of the following trade groups best describes your business? (PLEASE TICK) 

Local produce � 

Organic produce � 

Food takeaway � 

Antiques and collectables � 

Books � 

Home and handicrafts � 

Clothes � 

Maker/designer of art � 

Other (please state)…………………………………………………………….. 

2. How often do you attend this market? (PLEASE TICK) 

Once a week � 

Twice a week � 

Every day � 

Once a month � 

Twice a month � 

Other……………………………………………………………………………………. 

3. Do you attend other markets? If so, which one/s? 

4. How has footfall changed at this market over the last 5 years? (PLEASE TICK) 

Increased significantly � 

Increased � 

Stayed the same � 

Decreased � 

Decreased significantly � 



5. What is the percentage change in your sales at this market compared to last year? 

(PLEASE TICK) 

Increased by 20% � Decreased by 20% � 




Stayed the same � 

6. What do you feel are the reasons for this change, if any? 

7. Do you employ anyone? (PLEASE TICK) 

Yes � 

No � 

8. Are there any other factors you feel are influencing or affecting the use or popularity of 

Bristol markets? 

9. What are your aspirations for the next 5 years? (PLEASE TICK) 

Continue current operation/s � 

Expand / change type of goods sold � 

Expand to other stalls/markets � 

Discontinue business � 

Retire � 

10. Based on your trading experience do you consider that there is a need/demand for 

additional markets in the city? (PLEASE TICK) 

Yes � 

No � 

11. If yes to Question 9 – are you aware of any areas of the city where this need should be 

met? 

If you have anything else to add that you think should be noted by the research team 

please comment in the box below: 


APPENDIX 2 

Stakeholder consultation 



Organisation Name 

@ Bristol Donna Speed 

Ashton Gate Market John Perry 


Book Market Severin Anderson 

Bristol CC Steve Morris 

Bristol CC Robin McDowell 

Bristol CC Cllr. Mark Wright 

Bristol CC Adrian Jenkins 

Bristol CC Nick Carter 

Bristol CC Liz McDougall 

Bristol CC Philippa Haynes 

Bristol CC Kate Davenport 

Bristol CC Jason Thorne 

Bristol CC Robin McDowell 

Bristol CC Pauline Powell 

Bristol CC Jeremy Screen 

Bristol CC Jessica Noakes 

Bristol CC Mike Bennett 

Bristol CC/Bristol Food Network Dorothy Greaves 

BCC - Knowle Windmill Hill Filwood Kurt James 

BCC - Inner City Easton, Ashley, Lawrence Hill Penny Germon 

BCC - St.George, Greater Fishponds, Frome Vale, Eastville, Hillfields Abdulrazak Dahir 

BCC - Lockleaze, Horfield Jo Holmes 

BCC - Southmead, Henbury Keith Houghton 

BCC - Kingsweston, Avonmouth, Henleaze, Stoke Bishop, Westbury-on-Trym Hayley Ash 

BCC - Greater Bedminster, Cabot, Clifton, Clifton East Nick Christo 

BCC – Brislington West, Brislington East, Stockwood, Hengrove Gemma Dando 

Bristol Food hub and Transition Bristol Claire Milne 

Bristol Partnership and the Watershed Dick Penny 

Broadwalk Shopping Centre Tim Moloney 

Cabot Circus James Bailey 

Christmas Steps Artisan Market Jane Marshall 

Clifton Online Sharon Baker 

Destination Bristol John Hallett 

Destination Bristol John Hirst 

East Street Traders Association Simon Dicken 

Fishponds Farmers' Market Lesley Alexander 

Glass Boat and other restaurants Magnus MacDonald 

GWE Business West Jamie Durie 

Hartcliffe Health and Environmental Action Group Sue Walker 

Hengrove Park Car Boot Steve Edwards 

Henleaze Business Association Andrew Jack 

Lockleaze Neighbourhood Trust Richard Redrop 


Love Local Buy Local Bryony Morgan 

National Market Traders Federation Bristol Branch Chris Tarry 


NHS Noshin Emamiannaeini 

Old Market Community Association Stuart Hayles 

REM Events Mike Richmond 

St.Phillips Wholesale Fruit, Flower and Vegetable Market Richard Lawrence 

The Mall Colin Lang 

Tobacco Factory George Ferguson 

Tobacco Factory Geraldine Raul 

Urban Markets Company Will Fullford 

Wela Markte Mike Cardwell 

Westbury-on-Trym Community Market Jim Wilkie 

Whiteladies Road Farmers' Market Robin Hayward 

Woolies Indoor Market Steve Teale 


APPENDIX 3 

Opinion on demand for markets 




The following areas were highlighted by the Area Co-ordinators and traders’ associations 

as having potential to support markets: 

� Bedminster – ‘there would be demand for a farmers’ market on East Street. This would 

work best on a Sunday, possibly at the top end of the Street where the pavements are 

wider. This would not conflict with the current retail offer as the local greengrocer 

doesn’t open on a Sunday’. 

� Clifton – ‘The Clifton traders have wanted a farmers’ market for many years. There are 

a number of sites that could be suitable, although access and parking issues for 

producers would need to be assessed’ 

� Filwood – ‘Filwood is very quiet during the day. A market could work but it would have 

to be marketed well to draw in people from elsewhere’ 

� Hartcliffe – ‘levels of resident mobility are low and a local market selling fresh fruit and 

vegetables could work. It could however take a while to get off the ground’. 

� Henleaze – ‘a farmers’ market could work well. It is one of the more prosperous areas 

and already has a good food and drink retail presence, with three delicatessens and a 

fish monger. There are a few fore court areas on the High Street where this could work’ 

� Knowle – ‘Knowle has relatively high levels of footfall and could potentially support a 

market selling affordable produce. However, there is little available space for a market’ 

� Lawrence Weston – ‘could be a good location to trial a small scale local produce 

market’ 

� Old Market – ‘The area is unlikely to get the passing trade to support a viable market 

during the week. However, a farmers’ market on a Saturday could prove to be popular 

with the professional residents that have moved into the area in recent years. It would 

be best placed on the wider pavements at the bottom end of Old Market Street’ 

� Southmead – ‘Southmead is a food desert. A market selling fresh fruit and vegetables 

could help to fill the gap’. 

� Stoke Bishop – ‘is affluent enough to support a farmers’ market. There are however few 

available locations with enough space in a prominent position’. 

� St.George – ‘there are aspirations to establish a car boot sale at Meadow Vale Park and 

a farmers’ market in St.George Park’. 

� St.Pauls – ‘a local market was trialled a few years ago with funding support from 

Neighbourhood Renewal. This worked well and there is probably still demand for a 

market. Perhaps Stapleton Road would be the best location. The area has suffered 

from numerous shop closures and a market could help to revive its identity’. 

� Windmill Hill – ‘it is a relatively affluent area and could potentially support a farmers’ 

market’.

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