The High Street

Debate between Meg Hillier and Simon Danczuk

Tuesday 21st May 2013 Westminster Hall

[Simon Danczuk]

My hon. Friend makes a very good point. I will come to the point about Amazon, and not just in relation to business rates; corporation tax is also an issue.

Let me examine the flagship Government policy to tackle the problems facing our high streets—the much talked about Portas pilots. I was an initial supporter of the Portas review and I thought that the pilots were a good idea, but that was before the previous Minister responsible for high streets, who is now the Minister without Portfolio, turned what should have been a serious policy exercise into a farcical circus. Further help was on hand from Optomen Television, which managed to hijack a Government policy and turn it into a reality TV series.

I should like at this point to praise the current Minister responsible for high streets for distancing himself from the antics of his predecessor. He has had the good sense to change the ridiculously titled Future High Street X-Fund to something that is more appropriate to public policy, instead of trying to ape Peter Kay’s last spoof reality TV show. The High Street Renewal Fund sounds much more dignified, but the damage has been done.

It is a year this Sunday since the first wave of Portas pilots was announced. The retail grade magazine, The Grocer, reports that an “emerging findings” report was supposed to be published this April, but has now been shelved. People close to the situation are quoted as saying that there have been

“teething problems including concerns over corporate governance.”

They go on to say that

“having a formal audit-style report may not have been worth the paper it was written on.”

When will the Government’s “emerging findings” report be published, and when will the Government respond to Mary Portas’s recommendations?

Ministers called the Portas pilots the

“vanguard of a high street revolution”.

However, they have been not so much a revolution as a revelation—the revelation that we need substance, not just public relations, to deliver real change.

[Meg Hillier (Hackney South and Shoreditch) (Lab/Co-op)]

I thank my hon. Friend for securing this very important debate. Does he agree that there is a very important role for local authorities and local business groups in helping to encourage businesses? For example, in Hackney, we are trying to develop outlet retail, to boost the local high street, on Mare street. That one-to-one engagement with businesses is very important at local level, in addition to whatever might happen nationally.

[Simon Danczuk]

I could not agree more. However, the engagement of businesses has been successful in some areas, but very unsuccessful in others, not least in terms of some of the pilots.

--- Later in debate ---

[Simon Danczuk]

That is an interesting intervention: if money is not being spent in some pilot areas, surely it could be moved to areas with more innovative approaches that are ready to hit the ground running. It would not be fair to tar all pilots with the same brush. I am aware of excellent work that is making a real difference in Market Rasen and Nelson, both of which have shown strong leadership and rich community engagement.

Given the problems, it is no wonder that the Co-operative Group recently—just this week—demanded a review of the Portas pilots. If ever a programme illustrated the disconnect between Whitehall and local communities, this is it. The e-mail exchange that has come to light between Mary Portas’s team and officials from the Department for Communities and Local Government serves to highlight the problems. An example of how Government officials let TV companies set public policy can be seen in an e-mail about local councillors and residents arguing over their high street. A member of Mary Portas’s team e-mailed the DCLG stating:

“In TV terms the fight between the bureaucrats and the passionate citizens could be great”.

That Government officials were having such a conversation beggars belief. The Portas pilots were supposed to be about improving local high streets, not creating arguments for argument’s sake to make good TV. Robin Vaughan-Lyons, chairman of the Margate town team said that people had been left in tears by the antics of Mary Portas’s film crew. He told The Grocer, not a publication given to sensationalist reporting, that they

“are a group of people who are more interested in publicity and being on TV than they are in helping Margate and they have been deliberately encouraged by the film crew to make personal attacks on us.”

We should all celebrate bringing together volunteers to form town teams, for which people give up their time freely to help make their community a better place to live. Surely that is what the Prime Minister envisaged as the big society in action. How disgraceful that Government officials colluded with a TV company to sow seeds of division in communities and stoke up resentment simply to create a dramatic storyline for an hour of tawdry TV. That is not the government by citizens for society that the Prime Minister promised us, but government for television. As one soap opera inspires another, the Minister who was responsible for high streets made sure that the Portas pilots spawned other funds and initiatives. The Government’s high street innovation fund is one such example.

In her review of December 2011, Mary Portas underlined what she wanted councils to do:

“This should be game-changing stuff and thoughtful engagement, not just the usual suspects round a table planning the Christmas decorations.”

How do Ministers square that, I wonder, with the fact that many thousands of pounds from the high street innovation fund has been spent by councils on Christmas lights and hiring Santa Claus and reindeer? Last month was the launch of high street champions, an initiative to support high streets by partnering them with large businesses, but only in the pilot towns. Obviously, it is good to see businesses working together, but I am not convinced that matching big national chains with independent businesses is the best approach.

[Meg Hillier]

There can be exceptions. Tesco was born in Hackney on a market stall in Well street, which has great challenges. The local manager had the freedom, after, it has to be said, some negotiations with headquarters, to refuse to have a fresh meat counter because there was a butcher outside the door and to refuse to have a fried chicken counter because of the number of fried chicken shops in the street. Where partnership works, it works well, but, as my hon. Friend highlights, it is challenging for the individual managers of big stores.