kings - Gloucester City Council

KINGS
QUARTER

INTERNATIONAL | ARCHITECTS | MASTERPLANNERS | DESIGNERS
Issued June 2011
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© Chapman Taylor 2011

CONTENTS:
FORWARD
STANHOPE 2
THE TEAM 6
DESIGN 8
Context
Masterplan
The Scheme Plans
Public Spaces
Massing Studies
Area of Influence
RETAIL 24
TRANSPORT 32
Bus Station
Parking
Customer Facilities
SUSTAINABILITY 36
Kings Quarter Gloucester
Stanhope would be proud to partner with Gloucester
City Council to develop Kings Quarter. Regeneration
of this key area of the City has long been an ambition of
the Council for which we share your enthusiasm for the
opportunity and believe we can make it happen.
Our proposals provide a bold yet deliverable vision.
Working with Gloucester, Stanhope believes this project
has the ability to create a sustainable enhancement
to the City centre retail environment that will leave a
lasting legacy.
Stanhope has the financial strength, experience
and vision to bring forward and deliver this exciting
opportunity which is a key development for our company.

STANHOPE
STANHOPE ARE TRUSTED PARTNERS OF BLUE-CHIP
INSTITUTIONS MAINLY BECAUSE OF OUR UNRIVALLED
EXPERTISE WITH A TEAM WHO HAS BEEN WITH US
FOR MANY YEARS.
We are a private UK development company with 25
years experience in property development. Our focus
is on large complex projects: we have completed over
30 projects with 10 million square feet currently under
construction and in the pipeline. We are a trusted
partner of blue-chip institutions mainly because of our
unrivalled expertise with a team who has been with us
for many years. We have won more than 100 awards for
development, design and construction excellence.
2

STANHOPE: OUR TRACK RECORD
STANHOPE HAS A WELL ESTABLISHED TRACK RECORD FOR
CITY CENTRE REGENERATION:
1. HEREFORD OLD LIVESTOCK MARKET
We are appointed as development partner to Hereford
City Council to develop a new retail quarter for the
city comprising 300,000 sq ft retail including stores
for Debenhams, Waitrose and a cinema. Planning
permission has been obtained, funding secured and we
expect to start on site later this year.
2. BRACKNELL TOWN CENTRE
We are working with Bracknell Regeneration Partnership
(Schroders and Legal & General) to remodel the whole
of Bracknell town centre to deliver a modern retail offer,
leisure and restaurants, new homes, offices and car
parking. The scheme is some 500,000 sq ft and will be
delivered in phases over a number of years. Construction
is shortly to start on Phase 1 of the new retail.
3. STEVENAGE TOWN CENTRE
Jointly with ING we are appointed as development
partner to Stevenage Borough Council for a major site in
the town centre. A phased development is planned with
350,000 sq ft as Phase 1. The Planning Application is in
for determination.
1 1
4. ELWICK PLACE ASHFORD
We are appointed as development partner to Ashford
Borough Council to develop a new retail and living
quarter for Ashford. This will expand the town centre
and link to the international station. It includes some
150,000 sq ft retail, 230 residential units, offices, cinema,
hotel and car parking. The Masterplan has recently
been approved by the Council
5. PYDAR STREET TRURO
We have jointly acquired land with La Salle Investment
and prepared proposals for a retail led development of
some 300,000 sq ft. The scheme supports the Councils
objective to improve the retail offer in the City Centre.
The next stage is to negotiate terms with the Council
for further land required for the scheme and to secure
planning permission.
3
3
3

STANHOPE: OUR COMMITMENT TO GLOUCESTER
Our commitment to you for Kings Quarter will include:
• Full development team and resource, led by Alistair
Shaw and Martyn Chase
• Developing the concept to a fully worked up scheme
which is both deliverable and profitable
• Funding of all work up costs, for which we have
ample resources
• Entering into a Development Agreement
conditional upon planning and other statutory
consents, land assembly and viability.
• Building relationships with local business and
community interests
• Securing the right planning permission
• Securing the support of Aviva and agreeing terms to
include their land holding
• Acquiring the other land needed for the project
and if necessary supporting you in a CPO process
and Inquiry
• Securing retailers on the best terms building on our
relationships for other projects
4
• Working up the best approach to financing the
project, which is likely to be a forward funding
approach. Our very close relationship with leading
funding institutions will secure market lending terms
• Selection and relationship with a building
contractor of repute to achieve quality and minimise
construction price risk
• Our expertise and reputation in developing
environmentally sustainable projects
• Our project management skills to bring the project
in on time and on price
• Management set up so the scheme opens
successfully and trades to maximum potential
straight away
WE UNDERSTAND THE DYNAMICS OF
CITY CENTRES AND THE IMPORTANCE
OF HIGH QUALITY RETAIL LED
DEVELOPMENT:
• Increase trade and market share for the
benefit of all businesses in the town centre
• Attract new retailers
• Regenerate a key area of the city
• Develop new high quality buildings
• Create new public realm and other
facilities, including new transport facilities
• Stimulate improvement to a wider area,
including Kings Walk and Debenhams
• Create new construction as
well as permanent jobs
• A sustainable approach to development
• A long term partnership with the
city for future asset management

STANHOPE: OUR TEAM
The Stanhope retail team is led by Martyn Chase and
Alistair Shaw. Martyn was Chairman of Donaldsons
and has played a lead role on over 20 town centre
projects, most recently at Victoria Square in Belfast
and Highcross Leicester. He is a former President of
BCSC and actively involved in the industry, including
the sustainability and community engagement
agenda. Alistair was Managing Director of Bridehall
and formed his own retail development business,
Pendower, which was acquired by Stanhope.
We have assembled a high quality professional
team with an excellent track record for city centre
development:
• ARCHITECTS
Chapman Taylor, led by Roger Wilson
• COST CONSULTANTS
Cyril Sweett, led by Andy Taylor
• HIGHWAY ENGINEERS
Corun Consulting, led by Rupert Lyons
• BUILDING SERVICES ENGINEERS
Cudd Bentley, led by Les Smith
• DEVELOPMENT CONSULTANTS
DTZ, led by John Percy
• LEASING AGENTS
DTZ, led by Adam Lazenbury
• LAWYERS
Ashurst, led by Ann Minogue
6
CHAPMAN TAYLOR
Chapman Taylor is an leading international
masterplanning, architectural and interior design
practice founded in 1959.
Our international team of 300 people operates
from 15 international offices, undertaking projects
worldwide - managed by our Directors who are fully
involved in every project and who are supported by
highly qualified staff with extensive computer aided
design and IT capabilities.
With over 50 years of experience in the
masterplanning, design and implementation of
buildings and development projects across a range
of sectors the firm has the resources, range of skills
and the experience to lead the design process
from feasibility through to completion on site.
Combining a strong ethos for high quality design
with a understanding of commercial requirements
enables us to deliver schemes that exceed our
clients’ expectations and provide award winning,
sustainable environments that people enjoy.
We create, deliver and implement bespoke
solutions which provide distinctive, competitive
advantage. We measure success by the value we
add to the environment and to individual and
corporate performance.
CYRIL SWEETT
Cyril Sweett has for many years consistently been
recognised as one of the market leaders in the retail
and urban generation sector providing clients with
a wide range of development and construction
consultancy services.
Our clients have benefitted from the experience,
knowledge and input of our specialist professional
teams through the various stages of a project
cycle from inception to completion and often
encompassing ongoing enhancement.
Our experience of mixed use and urban
regeneration schemes means we are able to draw on
our retail, residential and commercial expertise
to assist in the integration of such schemes. The
experience and knowledge of our professional
teams gained from retail led mixed use schemes, is
unrivalled among our competitors.
Our recent high profile schemes have included
both retail and urban regeneration, geographically
covering most of the UK and also schemes
internationally.

CORUN CONSULTING
Corun Consulting has extensive experience in
working for both public and private sector clients
with projects covering retail, residential, office and
major mixed use developments.
Our specialist team has a wealth of experience in
providing clients with comprehensive transport
solutions for town centre schemes, including
Travel Plans and Strategies; Transport Statements
to support planning applications; detailed design
advice; junction and network capacity analysis; and
masterplan advice.
We pride ourselves on delivering real value to each
project, which is evident from our enthusiasm,
commitment and technical skill, applied in an
efficient and professional manner across our breadth
of projects throughout England and Wales.
CUDD BENTLEY CONSULTING
The practice is a Mechanical and Electrical Building
Services Engineering Consultancy founded in 1978.
The business is privately owned by the managing
team following a management buyout in 2005,
and has two offices in Sunninghill (Berkshire) and
Solihull (West Midlands) employing 35 staff.
The development of the practice has been founded on
well-engineered practical design solutions undertaken
within the programme and cost constraints set by our
clients. Over 85% of our work is on a repeat business
basis. The structure of the practice ensures both
small and large projects can be effectively handled by
specialist independent Design Teams, with a Director
allocated to each account to ensure that the Client’s
requirements are effectively met.
The practice has a broad range of experience in the
commercial office, industrial / warehousing mixed
use, hotel / leisure and retail sectors.
The business’s expertise in the retail sector covers
projects undertaken for both developers and
retailers covering the design of mechanical and
electrical installations for small to medium retail
outlets, through to major department stores,
supermarkets and to complete shopping centre
developments. The unique experience gained
from our involvement with some of the UK’s major
retailers, including Debenhams, Marks and Spencer,
Sainsbury’s, BHS etc enables the practice to deploy
this expertise on the design of new shopping centre
projects to deliver efficient design solutions focussed
on both the retail tenant’s and shoppers needs.
DTZ
DTZ is the leading global real estate advisor
operating across EMEA, Asia Pacific and the
Americas. Operating in 14 offices in the UK and
140 offices across 42 cities globally, DTZ has a well
recognised regional network, providing leading edge
property solutions and on-the-ground delivery to
developers, investors, corporate and public sector
institutions and financial intermediaries.
The DTZ Retail Development Team is the leading
team in its sector and is dedicated to providing a
service that enables the successful delivery of major
town centre retail led development projects.
The team’s track record and experience is without
parallel, having worked on some of the best known
schemes in the UK. They have been involved in retail
development projects during the last 12 months
worth over £7.5 billion.
Our fully qualified and highly experienced teams’
core expertise includes adding value through good
design and development practice; procurement;
structuring development agreements and Joint
Venture partnerships with Local Authorities and
major landowners; implementing site assembly
strategies; co-ordinating Compulsory Purchase
Orders with Local Authorities and engaging with
anchor store operators and major space users.
Our ability to identify key drivers of value in
development and regeneration projects has allowed
us to maintain our market leading position,
providing advice on almost one quarter of all retail
led schemes in the UK over 150,000 sq. ft.
7

DESIGN
“BE TRANSFORMATIONAL, AMBITIOUS, DELIVERABLE
AND RESULT IN A NOTICEABLE STEP-CHANGE IN
THE PERFORMANCE AND RETAIL RANKING OF
GLOUCESTER CITY CENTRE”

DESIGN
“BE TRANSFORMATIONAL, AMBITIOUS, DELIVERABLE
AND RESULT IN A NOTICEABLE STEP-CHANGE IN
THE PERFORMANCE AND RETAIL RANKING OF
GLOUCESTER CITY CENTRE”
CONTEXT
The development site area identified in the ITT lies in
the north east quadrant of the city centre both within
and outside the line of the Roman and Medieval city
walls which run roughly parallel to Clarence Street in
the south east and return along the north east side of St
Aldate Street.
The area around and including Kings Square and the
bus station originated as an urban block in the 18th
century bounded by St Aldate Street, Oxbode Lane
and Kings Street (now Kings Walk) and was further
developed throughout the 19th century creating a more
dense urban structure. The only areas of open space
identified in the 1888 OS map were the cattle market
and St Aldate’s Churchyard. It was in the early 20th
century as part of slum clearance that the area to the
north of Oxbode lane was cleared to form Kings Square
and space for a new department store to front Oxbode
and Northgate. Kings Square was further enlarged in
the 1960’s and space made for the Kings Walk Shopping
Centre to be developed.
It is pertinent to note that the scale of Kings Square
was determined not by an over-arching masterplan
and definition of appropriately proportioned public
space but by proposals for a 10-storey office block to
be sited on the south side of the site which was, in fact,
never constructed. It was at this time that the cattle
market was redeveloped as the bus station. Bruton
Way was developed into the ring road from which new
car parks were accessed, all in line with the (Jellicoe)
Comprehensive Development Plan (CDP) of 1961.
The broad aims of the CDP were laudable and could
be described as being of their time visually and
contemporary in terms of urban design methodology.
But they disguised imperfections which afflict many
towns and cities subject to post-war planning through
comprehensive redevelopment. These can perhaps
be summarised as development which was ‘too’
comprehensive; poor quality architecture; deficient
public realm and lack of definition and coordination
between pedestrian areas, service areas and traffic.
10
HISTORIC DEVELOPMENT OF THE CITY CENTRE
1886 1902
1936
2011
1945

MASTERPLAN
The area known as Kings Quarter, incorporating Kings
Square and the bus station has been identified as an
area of major change where there exists an opportunity
to deliver substantial expansion of the city centre retail
floorspace without detrimental effect on the historic
character of the City. Its core retail focus will not only
enhance the overall shopping experience in Gloucester
but will stimulate and support a transformation of the
retail offer around Oxbode, St Aldate Street, Northgate
and Kings Walk. More strategically, the prospect of
re- development affords the opportunity to redress,
through a masterplanning approach, some of the less
desirable outcomes of the comprehensive approach
to development of the 1960s through adopting the
following design principals:
• creating a new approach and gateway from the
railway station to the city centre;
• redefine an eroded city edge and entrance
to the city;
• reintroduce a more legible grain and improve
visual and physical permeability;
• providing a framework for new linkages which
reconnect the city centre from the station
to the docks;
• integrate public transport provision
• strengthen and extend the retail and pedestrian
circuit,
• recognise and reinforce the historic street pattern
• rationalise vehicular movements
• redefine public realm and spaces with appropriate
proportion and scale.
• provide a suitable mix of uses rather than zonal
design approach
It is important that the retail and leisure offer within
the city centre is considered to encompass Gloucester
Docks and Gloucester Quays. The wider masterplanning
approach to the regeneration of the commercial life of
the city should therefore, through extended routes and
linkages, strengthen the connectivity between the City
centre and historic core and these areas – essentially
bringing them closer together.
The opportunity to deliver a significant quantum of new
retail-led mixed use development supported by vibrant
new public spaces and enhanced transport connections
will reinforce the north east quarter of the city as
both a destination and an arrival point. This is largely
balanced by an equal but complimentary ‘offer’ in the
area of Gloucester Docks but which needs to be more
obviously physically integrated with the City Centre. This
can be achieved through embracing the influence of
the core retail offer through the development of Kings
Square and the bus station and also by encouraging and
directing pedestrian movement and linking destinations
whether retail, functional or historic.
The development site area beyond the immediate
Kings Square and bus station environs, to the south
east, provides medium to long term opportunities to
address future leisure and residential requirements for
the City to be brought forward as identified and to a
realistic and deliverable commercial timescale. There
would be some sense in considering this opportunity as
part of a detailed masterplan study which might identify
beneficial connectivity to the Railway Triangle Corridor
as well as to the City Centre.
FIGURE GROUND EXISTING FIGURE GROUND ZONE OF INFLUENCE
11

PROVIDE AN
INTEGRATED,
CONNECTED CITY
CENTRE WITH
EXTENSION TO
RETAIL CIRCUIT AND
LEGIBLE ROUTES
12
CONCEPT
BLACKFRIARS
DESTINATIONS
CATHEDRAL
GREYFRIARS
GLOUCESTER
DOCKS
BLACKFRIARS
CATHEDRAL
GREYFRIARS
THE CROSS
BUS
STATION
PUBLIC REALM NODE EXISTING ROUTES NEW LINKAGES FUTURE LINKAGES
KINGS
SQUARE
BUS
STATION
RAILWAY
STATION
RAILWAY
STATION

EXTENDED LINKS
RETAIL CIRCUIT
GLOUCESTER
DOCKS
BLACKFRIARS
EXTENDED LINKS
CATHEDRAL
GREYFRIARS
RETAIL
CORE
BUS
STATION
EXTENDED LINKS
TRANSPORTATION
HUB
RAILWAY
STATION
13

THE SCHEME PLANS
A MIXED USE RETAIL LED DEVELOPMENT PROVIDING
ADDITIONAL RETAIL FLOORSPACE CREATING
VIBRANCY & RICHNESS
14
GROUND LEVEL

• 200,000 SQFT
• 5 STORES, ranging in size from 14,000 sqft to 50,000 sqft
• 21 SHOPS, ranging in size from 1,000 sqft to 9,000 sqft
UPPER LEVEL
15

ATTRACTIVE & COMFORTABLE PUBLIC SPACES
The proposed public realm component of the
masterplan for the new development has been arrived
at through analysis of the historic street pattern around
Kings Square which reveals that historically it was a
dense, fine grain, urban environment with an orthogonal
street pattern. The current Kings Square is the result of
post war planning and its raison d’être is flawed. Its value
to the City and contribution to urban public realm has
perhaps been somewhat post-rationalised in the absence
of anything of a similar size and scale in the City Centre.
The retention of such a large space in the centre of
Gloucester, notwithstanding its lack of focus and visual
character, is inconsistent with good urban design and
the creation of enclosures, whether streets or squares,
with a comfortable proportion and ratio to the buildings
which form them. Kings Square is essentially out of scale
with its surroundings and whilst ‘open’, contradicts the
notion of permeability through the creation of streets
as routes.
The re-use of Kings Square to create a modestly sized,
new urban block which conforms to the historic grid and
allows for a variety of plot sizes is a way of responding
to the concept of characterisation design principles and
meeting the aspiration for a finer grain of mixed use
development. This approach is predicated on
16
re-establishing the historic street pattern of Oxbode and
St Aldate Street as defined east-west pedestrian routes
and Kings Street as a similarly defined north- south route
leading to a proposed, significant, new public space. In
over-laying an urban grain on the site of Kings Square
and creating a new public ‘square’ on the site of the bus
station, a network of routes emerges with nodes and
spaces positioned at intervals to act as pauses along a
route or street.
The masterplan for the new development envisages the
provision of 2 significant new ‘squares’; that is an area
framed by buildings providing a degree of enclosure.
But it distinguishes their character as being ‘people
spaces’ rather than spaces for grandeur or exhibiting
a particular building as was the original intention with
Kings Square. Their width to length ratio is designed
to evoke a more static environment and a good sense
of space. The streets which link these new spaces are
necessarily designed to be more ‘dynamic’ with a definite
sense of movement as one axis dominates the other and
the proportion of width to height sufficient to contain
the space. A ratio of 1:2 or 1:2.5 or less would be seen as
an appropriate range of height to width rations to create
comfortable urban streets.

1. FORMAL SPACE REINFORCED BY
FORMAL BUILDINGS
NEW PUBLIC SQUARE 01
980m²
NEW PUBLIC SQUARE 02
2400m²
ST CHRISTOPHERS PLACE
444m²
2. FORMAL SPACE CONTRASTED BY
INFORMAL BUILDINGS
PRINCESSHAY, EXETER
1036m²
SOUTHGATE, BATH
1300m²
3. INFORMAL SPACE & BUILDINGS
DUKE OF YORK BARRACKS
2495m²
CATHEDRAL CLOISTERS
1225m²
17

SPATIAL COMPARISONS
ST CHRISTOPHERS PLACE, LONDON
18
10.7m
41.5m
PRINCESSHAY, EXETER
34m
22.5m
SOUTHGATE, BATH
57.5m
DUKE OF YORK BARRACKS, LONDON
68.5m
36.4m

CATHEDRAL CLOISTERS, GLOUCESTER CATHEDRAL PRECINCT, GLOUCESTER
34.7m
35.4m
61.1m
26.5m
GLOUCESTER DOCKS
19.5m
50.5m
GLOUCESTER DOCKS
20.5m
20.1m
19

MASSING STUDIES
20

AREA OF INFLUENCE
THE DEVELOPMENT OF THE KINGS SQUARE IS
INTENDED TO ACT AS A CATALYST FOR FURTHER
DEVELOPMENT WITHIN THE KINGS QUARTER AREA OF
GLOUCESTER CITY CENTRE
22
THE OXEBODE
1A 3 5 7 9 11
ST ALDATE STREET
15
R 23 R 24 R 25
23
R 22
23A
BANK
R 21
27
PH
28
29
30
SERVICE
YARD
31
17
32/33
34
SPREAD EAGLE ROAD
2 5
1
35
05
R16
04
03
02
15
TAXIS
10
MSU 1
01
09
08
STATION ROAD
06
C0RE-01
CYCLE STORE /
STREET MOBILITY
BRUTON WAY
CAR PARK
SERVICE
YARD
IN
TICKET OFFICE
BUS STATION
12
OUT
BRUTON WAY
LINE OF CANOPY
OVER
BRUTON WAY
WELLINGTON
HOTEL
GEORGE
STREET
STATION
APPROACH
4
3

The development of the Kings Square is intended
to act as a catalyst for further development within
the Kings Quarter area of Gloucester City centre.
The plan opposite indicates those projects which are
considered the most deliverable. These being:
1. KINGS WALK LINK
IMPORTANCE
The current prime pitch within the town is dated
and requires attention so as to keep it aligned with a
regenerated townscape created by Kings Quarter.
OPPORTUNITIES
• Re-clad existing retail frontages
• Create double height retail facades
where possible
• Refurbish and ‘clean up’ mall finishes to
coordinate with Kings Quarter designs and
building materials.
2. DEBENHAMS, NORTHGATE STREET, OXBODE
& ST ALDATE STREET
IMPORTANCE
This section of the town sits on the periphery of the
Kings Quarter and will create an important link to
the rest of the City Centre.
OPPORTUNITIES
• Where possible, retain and upgrade some of the
existing historic facades.
• Refurbish upper floors of existing buildings
and create a mix of town centre residential
and employment uses accommodation on the
currently vacant sites.
• Improve the public realm
3. GREAT WESTERN ROAD CAR PARK
IMPORTANCE
A vital and heavily used car park, the site provides
the much needed car parking facilities, required by
users of the train station; particularly commuters
travelling from Gloucester by train. Much of
the existing building fabric on adjacent sites is
dilapidated and in need of redevelopment.
OPPORTUNITIES
• Additional Car Parking.
• Demolition or refurbishment of existing
buildings to create residential accommodation,
easily accessible from the train station and
town centre.
4. LAND BOUND BY BRUTON WAY AND
STATION ROAD (TWYVER HOUSE)
IMPORTANCE
The Twyver House site is strategically positioned in
an edge of town location, with strong pedestrian
links to the Kings Quarter site and direct access
from the proposed bus station site and train station.
Bruton Way also provides the site with significant
connectivity to an arterial route leading into the
City Centre.
The delivery of the Kings Quarter proposals will
increase footfall in this area of the town, particularly
through the provision of new public spaces and
transport infrastructure. This creates another
regeneration opportunity which should seek to
extract the most value from its proximity to an
improved retail pitch in the town.
OPPORTUNITIES
Given the site’s location, access and visibility
attributes, it provides the opportunity to deliver a
range of uses, some initial thoughts include:
• Employment uses
• Residential
• New Build & refurbishment
5. DEVELOPMENT OF FORMER COURTS STORE
Changes are already being seen in the opportunity
area with the development of the former Courts
Store into offices and self-storage.
DELIVERY
In respect of the broader delivery issues, Stanhope
works in partnership with Local Authorities and
multiple partners in the delivery of most of the
large developments. These often involve complex
arrangements which, at the outset require
agreement on common goals, equity participation,
priority returns, delivery vehicles and other detailed
matters. Stanhope always provides ‘hands on’ project
management expertise to ensure schemes happen.
Stanhope has experience of working with Urban
Regeneration Companies in order to understand the
needs of the area and its residents and employees.
The concept of using Local Asset-Backed Vehicles
(LABVs) or their equivalent in bringing forward City
Centre regeneration projects is new, and presently
proposals are only at inception or initial stages.
Asset-Backed Vehicles (ABVs) have been
implemented at regional level in the North East, East
Midlands and with British Waterways.
Stanhope will take an active part in the process
with Gloucester City Council in establishing what,
if any, type of structure would be most appropriate
to achieve the wider Kings Quarter objectives, and
which assets and components would be best for the
vehicle to hold.
Kings Square could contribute to the vehicle either
through the provision of development expertise,
certain sites and Section 106/ or other contributions
which could be channelled into the vehicle to
provide common infrastructure.
From extensive project experience and working
knowledge of complex legal structures, Stanhope
is well placed to work within or alongside a vehicle
in helping to assess the most critical issues. Some of
which could include:
• Establishment of common objectives and
timescales ensuring political support from all
stakeholders.
• Management and control including lines of
communication.
• Financial treatment of assets.
These issues are best formulated through the
early assessment of delivery options, followed by
detailed review of aspirations and common goals.
Going forward, communication within the
vehicle and to local stakeholders will become
increasingly important.
23

RETAIL
“BE TRANSFORMATIONAL, AMBITIOUS, DELIVERABLE
AND MOST ULTIMATELY RESULT IN A NOTICEABLE
STEP-CHANGE IN THE PERFORMANCE AND RETAIL
RANKING OF GLOUCESTER CITY CENTRE”

STANHOPE BELIEVES THAT GLOUCESTER’S ATTRACTIVENESS
AS A CITY CENTRE DEPENDS UPON BLENDING A RICH
VARIETY OF CAREFULLY BALANCED AND ORCHESTRATED
ELEMENTS. FROM COMMUNITY-SERVING INSTITUTIONS,
TOURIST DESTINATIONS LIKE THE CATHEDRAL, RESIDENCES,
OFFICES, RESTAURANTS, HOSPITALITY VENUES, MARKETS
AND, OF COURSE, A CRITICAL MASS OF ATTRACTIVE,
COMPETITIVE AND DISTINCT RETAIL CHOICES.
DEMOGRAPHIC PROFILE, AFFLUENCE
& MOBILITY
The Demographic profile supports an evident
continued retail demand from within the catchment.
The estimated shopping population of Gloucester is
185,000, ranking the city 69 of the PROMIS centres,
which is above the average for the Major Towns. The
CBRE shopping population is an estimate of the
number of people who regard the city as their main
shopping destination.
The City has a large number of working age adults
within the catchment; within this the age profile
of the Gloucester primary catchment population
includes a relatively high proportion of older
working aged adults aged 45-64. In contrast, young
adults aged 15-24 are particularly under-represented
within the Gloucester area.
The City’s catchment population is ‘moderately
affluent’, ranking 73 of the PROMIS Centres on the
PMA Affluence Indicator.
Reflecting the spending habits of the catchment
population, per capita retail spending levels are
comparable with the PROMIS average (Source:
CACI 2008).
The largest source of employment in Gloucester
is the Public Sector, which in 2007 accounted for
around 37% of the city’s employment. Large Public
Sector employers include Gloucestershire Hospitals
NHS Foundation Trust, which employs over
6,000 people in hospitals across both Gloucester
and Cheltenham.
26
Over the past decade total employment in
Gloucester increased in-line with the Retail PROMIS
average; growth in total employment to 2015 is
forecast to be around average.
In 2007 the service sector accounted for 75% of total
employment in Gloucester, slightly above the Retail
PROMIS average.
Within this sector, ‘financial & business services’
accounts for 21% of total employment, around the
Retail PROMIS average.
Less than the average number of the population is
on unemployment benefit. In December 2010 the
local claimant count was 3.3% of the population
aged 16-64, compared to the national claimant count
at December 2010 of 3.5%.
The level of car ownership in Gloucester is
significantly above average with a particularly high
proportion of 2 car households.
Overall, the level of owner occupation increased
modestly from 68% to 70% across the PROMIS
centres between 1991 and 2001. The level of owner
occupation in Gloucester is above average.
House prices in the area were below the PROMIS
average in Q2 2010; prices increased at a faster rate
than the RetailPROMIS average in the period Q2
2009 - Q2 2010.
RETAILING IN GLOUCESTER
PMA estimate that the city centre retail floor-space in
Gloucester is around 1.48 million sq ft, above their
measure of the Major Town average and ranking
the City 34 of the top 200 Centres on this measure,
however it falls behind in the rankings when
consideration is made of the other PMA measures:
80 on the basis of its PMA Retail Score (an overall
index) 76 on the PMA Fashion Score and 74 on the
PMA Anchor Score suggesting the mix and quality of
accommodation is below competing centres.
“Gloucester has a ... below average volume and
quality of retail provision relative to the size and
affluence of the shopping population” (PMA May 2011)
There has been no development of any significant
new city centre retail accommodation since the
Eastgate Centre in the 1970’s and there is a current
requirement to rebalance and fully integrate
the Gloucester Quays outlet retail. Much of the
accommodation within the city centre does not meet
modern retailer requirements for large, flexible
and regularly configured space; leading ultimately
to retailers choosing alternate nearby trading
locations where there is a greater supply of suitable
accommodation and thereby further weakening the
City’s offer.

TOWN CENTRE PERFORMANCE
EXPENDITURE AND MARKET SHARE
“Expenditure on comparison goods arising from
the City Centre is forecast to double to the period
to 2026” (Gloucester retail review 2008) this level
of expenditure growth would easily satisfy the levels
of additional retail floor-space proposed for the
development, and without any new floor-space it is
likely that the City would continue to lose market
share to competing centres.
The market share of the City centre catchment was
estimated at 43% in 2008; a reduction from 45% in
2001 and indicative of the lack of any meaningful
development within the City Centre during this
period (Gloucester Retail Review 2008).
FIG 1 - PMA RETAIL CATCHMENT PLAN
The catchment boundary is constrained to the
North East by Cheltenham (Fig 1), and the City is
losing many of its shoppers to its near neighbour
“More people living in Gloucester prefer to shop
in Cheltenham than vice versa. The net outflow
to Cheltenham from Gloucester is considerably in
excess of any inflow” (Gloucester Retail Review 2008).
Equally, little of the retail spend comes from
households in the surrounding towns of Cirencester,
Tewkesbury or Ross-on-Wye which lie on the
catchment boundary but are those which are likely
to be attracted by a new and improved retail offer
in Gloucester.
GLOUCESTER IN CONTEXT WITH OTHER
UK CENTRES
The CACI retail rankings position UK retail locations
against a number of competing centres. Currently
Gloucester sits at number 90 by comparison to the
neighbouring centre of Cheltenham which sits
at 45th. The chart below illustrates Gloucester’s
position in the context of the five retailing centres
on either side of it.
400
350
300
250
200
150
100
50
0
Swindon
Basildon
Romford
Lancaster
Leamington Spa
Gloucester sits towards the bottom of its peer group
in the context of current Zone A rents and therefore
below the average of £123 per sq ft Zone A; this
would indicate that retailer rents are low in the
background of level of comparison expenditure that
would be available to retailers.
GLOUCESTER
Bedford
Burton on Trent
Chichester
EXPENDITURE (£m) ZONE A RATES (£psf)
Average £123 Zone A
85 86 87 88 89 90 91 92 93 94 95
Southend-on-Sea
Swansea
CREATING A STEP CHANGE
MAKING THE CITY RETAIL WORK HARDER
“The Stanhope proposals seek to address this decline
and help re-balance the performance of the City
Centre against its peers.”
Based upon City centre retail floor space in
Gloucester (1.48 million sq ft) a simple analysis of
the estimated comparison catchment expenditure
(£328m)against this size gives a conversion rate of
over £221 per sq. Ft of retail accommodation; our
additional 200,000 sq. Ft by this measure could
increase the catchment expenditure by over £44m
per annum raising the town to around 72nd place in
line with centres such as Luton, Harrogate, Lincoln
and Blackpool. Representing a rise of up to 20 places
over the current CACI ranking a significant step
change for the City.
THE FUTURE SHAPE OF THE CITY CENTRE
Stanhope believe that the future vitality of the
City Centre will not just be based around growth
in the quantum of floor-space; but quality of that
accommodation and its effective integration.
“Unattractive Environment”, “Poor Range of nonfood
shops” - the principle dislikes for Gloucester
residents in respect of their City Centre from the
2008 Household Survey.
The first priority of our strategy will be to achieve
strong, long-term growth of the overall retail and
leisure expenditure in Gloucester. Extensive analysis
indicates that there are good opportunities to
meet this objective by focusing on additions and
innovations that complement the City’s existing
retail strength as well as improve the dynamics of the
City’s retail circuit.
27

28
RETAILER PLAN

RETAIL MIX & STRATEGY
The overall strategy is to strengthen Gloucester’s
position as an historic Cathedral City and major
shopping centre thus helping to prevent leakage to
competing centres.
The Stanhope master plan will create a sustainable
retail environment with good prospects for rental
growth and introduce new quality large format
stores, with a complementary retail mix.
The development will increase the quality of the
retail offer with improved store sizes, not currently
available and therefore attract new retailers. There
are strong anchors already within the city centre;
Debenhams, BHS, Marks and Spencers and the
associated car parks. Our masterplan will seek to
integrate with and enhance these existing anchors.
The town centre retail picture however is
incomplete, suffering from a lack of any cohesive
retail circuit and ‘anchor’ beyond Kings Walk, failing
to fully utilise the Oxbode and work effectively with
the public transport interchanges.
The aim of the masterplan is to rebalance the
retailing offer within the town thus improving the
retail circuit and compliment the existing retail.
OPEN SINGLE LEVEL STREET
The retail circuit will be completed with the addition
of an exciting new open streetscape in the spirit
of recent developments at SouthGate in Bath,
Princesshay in Exeter, Liverpool One in Liverpool
and the best of new high street developments such
as the regeneration the area in and around Carnaby
Street in London.
TRADING FORMATS
LARGER STORE TENANTS
• John Lewis - John Lewis have introduced to the
retail environment a new concept known as home
and leisure during 2010 and 2011. A store has
recently opened in Cheltenham, and this may
overlap in catchment. However, the growth of the
format if successful could lead them to consider
opening in Gloucester.
• House of Fraser - Similar to John Lewis, House
of Fraser have introduced smaller format stores,
one of which could be suitable for Gloucester. It
is early days for the concept however the store
size would be around 25,000 – 50,000 sq. ft.
Alternatively it could provide a “click and collect”
service which it is currently exploring.
• Next - Another choice of quality larger store
format that will usually require a store of between
20,000 sq ft and 40,000 sq ft and has confirmed
interest in Gloucester.
• Primark - Known to be undersized within their
current accommodation and with aspirations to
provide an even stronger retail offer; they typically
seek stores of between 40,000sq – 50,000 sq.
• T K Maxx - Discounted brand focussed operator
with a known requirement for Gloucester. Whilst
they would not act as an anchor they do help
drive footfall and would supplement the anchor
store strategy.
• Marks and Spencers - A requirement for up to
50,000 sq ft, considered satisfied as a result of the
recent proposals for conversion of the former
Woolworths store within the Eastgate Centre.
MAJOR BRAND RETAILERS
Target retailers for the scheme will include large
flagship stores from the UK and international
fashion brands, to complement the existing tenant
mix.
Relocations will be facilitated only where an
operator’s space is compromised by being unable to
sell the broadest range of product, leading them to
consider leaving town.
In Gloucester these potential relocations include
TopShop, Next and River Island where the operators
are known to be significantly undersized. The shops
they move from will be re-let to new retailers for
Gloucester and provide a strong ‘ripple effect’.
Non fashion retailers such as Whole Foods market
from the US and Waitrose and are also now looking
at locations such as Gloucester in which to expand.
A small food offer would be an attractive addition to
the scheme as well as providing a useful grocery and
‘food to go’ offer serving bus and train passengers
arriving in or departing from the City.
The scheme will fill the longstanding need for bigger
sized shop formats, especially for fashion retailers
that seek to create a very particular brand ambiance.
These retailers do not like to occupy space in malls
or enclosed shopping centres such as the Kings Walk
or the Eastgate Centre. Fat Face, French Connection,
All Saints, North Face, Jones, Goldsmiths, Jack n
Jones are good examples of brands that have the
ability to trade well in Gloucester.
AFFORDABLE PREMIUM BRANDS
Gloucester’s existing retail mix highlights a
considerable gap in the ‘Affordable Premium
Brand’ category, which are brands that have a
particularly strong desire to locate their shops in
very atmospheric surroundings.
A collection of ‘brand’ stores which will appeal to
contemporary retailers such as Scotts, Footlocker, G
Star, La Senza, White Stuff and Lakeland.
These brands require regular space with higher
floor to ceiling heights than is currently available in
Gloucester. This will enable them to have a stronger
feel of retail ‘theatre’ within the stores. The dated
stock of retail units within Gloucester is a major
physical detraction for a number of these brands.
MARKETS AND INDEPENDENTS
No lively retail environment would be complete
without strong local components such as markets
and independent retailers.
Stanhope will utilise its experience to develop
customised opportunities for local and start up
retailers to take units on short leases, turnover rents
or other flexible terms.
29

CATERING & LEISURE
THE PROPOSED MASTERPLAN EARMARKS A
DISTINCT ENVIRONMENT FOR RESTAURANTS AND
RELATED ENTERTAINMENT VENUES AROUND THE
REVISED KINGS SQUARE
THE EXISTING CATERING PROVISION
To the edge of the City Centre, the docks provides a
focal point for much of Gloucester’s catering offer
together with a number of eateries within the City
Centre. However the offer is extremely limited when
compared with similar sized towns and Cities. This is
a significant gap in the market and Gloucester would
benefit from a casual dining and al fresco experience
during the day and in the evening. The lack of quality
catering is even more acute when viewed in the context
of the numbers of tourists visiting the City (estimated
by Gloucestershire County Council at some 1.7m visits
in 2006).
The range of existing leisure and entertainment facilities
also includes several nightclubs, pubs and bars which
are focussed on younger groups and can result in some
disturbance in the evenings.
30
THE CREATION OF A NEW FOOD &
LEISURE OFFER
The objective is to turn Gloucester into a destination
for quality dining. For families with children; for
foodies and gourmets; for theatre visitors, tourists and
residents. Operators such as Cafe Rouge, Pizza Express,
Wagamama, Bella Italia together with local operators
would all help to provide a cosmopolitan mix of
catering offer.
To realise this ambition, the proposed masterplan
earmarks a distinct location for restaurants and related
entertainment venues around the redeveloped Kings
Square providing operators with two essential success
factors - footfall and ambience. This could potentially be
further supported by a new small format cinema of the
type operated by Apollo or Reel.
Given the many families with younger children who
enjoy shopping in Gloucester, it will be particularly
important that family-oriented restaurant formats, their
location and amenities are conceived holistically.
The new ‘squares’ will be significant additions to
Gloucester’s public realm and could reference, in an
exciting and contemporary manner, to local historical
figures or an event, helping to promote the City’s
heritage, but also add to its attraction as an entertaining
destination for relaxing and meeting with friends.

RETAIL CIRCUIT
To the
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TRANSPORT
“DELIVER A NEW, MODERN & FIT FOR PURPOSE BUS
STATION. MAKE SUFFICIENT, HIGH QUALITY CAR
PARKING PROVISION & SERVICING SOLUTIONS TO
SUPPORT THE SUCCESSFUL OPERATION OF THE
REGENERATION SCHEME”

TRANSPORT
DELIVER A NEW, MODERN & FIT FOR PURPOSE BUS
STATION. MAKE SUFFICIENT, HIGH QUALITY CAR
PARKING PROVISION & SERVICING SOLUTIONS TO
SUPPORT THE SUCCESSFUL OPERATION OF THE
REGENERATION SCHEME
BUS STATION
The quality of the existing bus interchange is deficient
in terms of visual appeal, clarity of pedestrian routes
and linkage to and from the City Centre. Its facilities are
not able to support a modern, coordinated, integrated
transport strategy for the City.
Its location however, in close proximity to the railway
station, is broadly sustainable and whilst the masterplan
for the proposed new mixed use development
is predicated on relocating it, the intention is to
strengthen rather detract from the opportunity to
contribute to a more integrated travel solution. Part of
this travel solution will consider whether certain services
would be better relocated away from the new bus station
and will evolve the role that the railway station and its
assets may play in this.
This is achieved by providing a new, modern, fit for
purpose bus station located on Bruton Way and designed
to promote a functional, workable transport hub which
includes the railway station. The new bus station will
34
accommodate improved waiting facilities and real-time
integration with a City-wide public transport strategy.
In a wider context the provision of a new bus station
will seek to consolidate bus movements and traffic
circulation within the City Centre while mitigating
the conflict of pedestrian movements in close proximity
to vehicles.
The bus station will be designed to address a series of
primary functional criteria and will accommodate a
range of services including high frequency and coach
services. It will be planned with the future public
transport needs of Gloucester in mind and will avoid
being a reinvention of what is already there:
• Supporting the delivery of the regeneration of the
City Centre
• Helping to reduce the impact of transport on the
environment
• Increasing the quality of journey experience by all
modes of transport
• Promoting a sustainable transport system
CITY ARRIVAL
POINT

CAR PARK
There is, within the development site, an existing
multi-storey car park adjacent to Bruton Way providing
approximately 400 car parking spaces. Whilst the initial
thought would perhaps be to demolish it and build
a new car park the reality is that its location is not
inconsistent with providing good access and egress from
Bruton Way.
It is currently under-used not least because it is somewhat
dislocate from the City Centre in that its connection to
the retail core is remote and indirect. Parking for the
station is provided within that facility and it is common
for people to use the station car park when visiting the
City. As a split level car park it is technically efficient but
it has suffered from a minimum level of maintenance and
upgrading. Consequently it lags behind current car park
standards in finish and accessibility.
The new masterplan for the development retains the car
park in its current position, promoting it as a functional
destination; visible and accessible from the retail core and
integrated within the wider transport strategy.
It is intended therefore, as part of the proposed
development, to make use of what is an existing,
sound structure and upgrade it in terms of finish and
accessibility. It makes commercial sense to reuse an
existing asset; improving its internal and external
appearance and providing of new pedestrian vertical
circulation and access and egress points from Bruton Way.
By reconfiguring and adapting some of the internal
layout of the car park and providing additional
space as part of the re-cladding, it will be possible to
accommodate electric car charging points and a car club
as well as a new shop mobility facility.
Taxi and disabled parking provision will be located
throughout the revised highway configuration to provide
greater accessibility for all.
SERVICING
Servicing to the new development will be designed to
integrate with a remodeled transport and highways
solution and provide efficient use of space whilst
ensuring it meets the requirements of the retailers and
avoids pedestrian areas.
PUBLIC LAVATORY FACILITIES
The new bus station facility will incorporate within its
design a range of new and upgraded amenities including
public lavatories which will be accessible to the public
whether or not they are travelling by bus. The intention
is to provide an integrated transport hub which meets
the wider requirements and expectations of the
travelling public.
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BREEAM
Since BREEAM was started, Stanhope has
completed 5.1m sq ft of development. Of
this, 44% (2.3m sq ft) has been judged
‘Excellent’ and 52% (2.6m sq ft) ‘Very
good’. 4% (0.2m sq ft) was judged ‘Good’.
As the BREEAM specification evolves, so
to will the performance of our buildings.
36

OUR PRIORITIES WE WILL ENGAGE
WITH OUR STAKEHOLDERS AND SET
MEASURABLE TARGETS TO PROGRESS
OUR SUSTAINABILITY PRIORITIES:
ENVIRONMENT AND NATURAL RESOURCES:
We are committed to preventing pollution
and complying with environmental
legislation. Our developments will use
resources efficiently and reduce waste.
Each development will be designed
to meet targets for energy efficiency,
carbon reduction, water reduction,
recycling and sustainable materials.
REGENERATION AND ACCESS: We will focus
our developments on realising the
potential of urban brownfield sites that
can introduce new uses and long lasting
regeneration. Access to sustainable forms
of transport will also be key consideration.
COMMUNITY DEVELOPMENT: We will
create opportunities to improve skills
and employment within the local
areas of our developments, working
with existing local initiatives.
OCCUPIER SATISFACTION: We will conduct
post-occupancy research on completed
developments with the aims of ensuring
that the intended sustainability benefits are
delivered, and learning for future projects.
INDEPENDENT ASSESSMENT: The performance
of our developments will be verified
through the application of appropriate
credits from schemes such as BREEAM
and the Code for Sustainable Homes
where they drive meaningful outcomes.
A SUSTAINABLE APPROACH
WE FUNDAMENTALLY BELIEVE THAT SUSTAINABILITY
MAKES GOOD BUSINESS SENSE. WE WILL WORK CLOSELY
WITH LOCAL COMMUNITIES TO FULLY INVOLVE THEM
IN THE PROCESS AND CREATE LOCAL EMPLOYMENT
OPPORTUNITIES.
For a retail led development this is a partnership
between developer and retailer. It is for the developer
to design and build schemes which are flexible and
efficient to maximise economic life. We are also able
to introduce energy reducing design features, water
recycling and waste disposal facilities to maximise
recycling: we have provided for this cost.
A development with open streets and spaces uses little
energy directly: it is the retailer tenant who requires
lighting and heating/cooling for the comfort of
customers and display of goods for sale. We work closely
with tenants for shopfit design to reduce energy use. We
develop management policies to minimise waste and
maximize recycling.
OUR APPROACH TO SUSTAINABILITY
Sustainability is an intrinsic part of our business. We
create, shape and deliver high value developments that
contribute to the community, support our business
objectives, meet the needs of the occupants, protect the
natural environment and produce economic returns for
our partners and investors.
We fundamentally believe that sustainability makes
good business sense. Flexible, adaptable and efficient
developments will attract occupiers and investors and
engage with the local context.
From planning and design through to occupation, we
will work with our partners and project teams to find
a way to enhance the long term value of our projects
through sustainable development. We focus our efforts
on the practical measures that deliver tangible positive
impacts both within our developments and beyond. We
look for the unique opportunities offered by each site or
building, and will explore new ideas that may lead to real
sustainability beliefs.
37

“We chose Stanhope because they offered unrivalled passion and commitment
to excellence, and we were struck by their effort to get under the skin of
Hereford… Stanhope recognises Hereford, like every city, is unique and
is bringing forward a scheme that reflects this and one that we believe will
complement and integrate with the city’s existing retail facilities.”
COUNCILLOR J. PHILLIPS
LEADER, HEREFORDSHIRE COUNCIL
“Our partnership with Stanhope in redeveloping one of the most important
sites on Regent Street has been both enjoyable and extremely successful. A
challenging and complex series of buildings has been transformed into superb
modern retail, office and residential accommodation behind an immaculately
preserved and restored façade.”
ROGER BRIGHT
CHIEF EXECUTIVE, THE CROWN ESTATE
“Stanhope is the partner that makes things happen”
SIR NICOLAS SEROTA
DIRECTOR, TATE GALLERY
“Stanhope add value at every stage of the development process.”
SIR WIN BISCHOFF
THEN CHAIRMAN, SCHRODERS
“Stanhope is not a normal developer. They are broader. That’s a strength”
KEN SHUTTLEWORTH
ARCHITECT, MAKE ARCHITECTS
38