​The Future-Fit Retail Roadmap, published in December 2024, sets out:
- the mission for Government’s support of Jersey’s retail sector
- the three strategic goals
- 33 actions which will achieve the goals
Responsibility for delivering those actions lies with different stakeholders, including Government, arm's-length organisations and the private sector.
Future fit retail roadmap on States Assembly website​​​
Mission
To nurture a strong retail economy, fit for the future: fostering prosperity through vibrancy, productivity and a customer-led approach.
Strategic goals and actions
Success in transforming Jersey’s retail sector focuses on vibrancy, community wellbeing, and customer satisfaction, rather than just increasing shop numbers. Businesses are encouraged to align their strategies with the following three goals.
Annual and ad-hoc updates will track progress, with relevant parties responsible for delivering and reporting on actions. Continuous review of internal strategies will help businesses thrive and support the collective success of Jersey’s retail landscape.
Vibrant
Enhance the vibrancy of our streets by addressing vacancies and working with landlords and businesses. This includes integrating retail into the Plan for St Helier and public realm improvements. We will drive innovation and entrepreneurship through policy, support customerexperience training, and encourage participation in the nighttime economy. Collaborations with the arts, culture, and heritage sectors will maximize retail opportunities alongside hospitality.
Key actions aim​​​ed at delivering vibrancy
|
Enrich the Vacancy Data Count with pictural evidence of the shop frontages and building conditions |
Government | ​​Q3 2024 |
Data map to identify hot spots and map trends over time​ |
Establish establish key actions for the Town Team and explore potential funding structure that delivers on small interventions that bring vibrancy to the town
| Government / POSH / Town Team
| Established
​Q2 2025
| B​i-annual published reporting against town team actions, included as terms of reference
|
​Revise the Shop Opening Hours regulations to remove any outdated and unnecessary barriers to business
| ​Government
| ​Q1 2025
| ​Revision of regulation
|
​Encourage businesses to review customer demand and experiment with different patterns of trading to optimise the customer experience and innovate on product
| ​Industry with support from Jersey Business and the Town Team
| ​BAU
| ​Jersey Business reporting
​
|
Strategic
development of the
central markets to raise standards
in line with the
10-point criteria
for tenants
| Government
| Q1 2025
| Recruitment of Business Development Manager and new lease agreements signed with market tenants
|
​Develop a
programme of
activations and
animations for the
central markets
to drive footfall,
increase dwell
time and drive
community spirit
| ​Government
| ​Q1 2025
| ​Programme scoped and delivered
|
​Develop a careers promotion programme for the sector
| ​Government (Economy and CYPES)
| ​Q1 2026
| ​Plan which includes ​​active promotion
|
Customer first
Prioritise the needs of Jersey’s residents and visitors, focusing on hyper-convenience and seamless engagement. Our goal is to create a community-centric environment, making access to products and services easy and enjoyable. We will enhance public-realm attractiveness and will encourage businesses to elevate customer service standards and stay attuned to consumer trends to remain competitive.
Key actions aimed at putting the customer first
​Develop an events plan for the next decade | ​Government / Visit Jersey / Jersey Business / private sector / parishes | Q2 2025
| Events plan developed for the next 10 years, to include multi-sector opportunities |
| Develop a Digital GST refund scheme to include all ports and e​nhance compliance and traceability. Drive more spend by reducing the Minimum Purchase Value | Government | Q1 2025 | Transition to a digital solution completed and installed |
| ​Review how Government collects data on consumer habits and understand what industry needs to take responsibility for in the future | ​Government / Visit Jersey | ​Q4 2025 | ​Consumer habits data plan |
| ​Scope the publicly-owned intellectual property landscape and develop a licensing matrix | ​Government | ​Q1 2026 | ​Intellectual property inventory and licencing matrix established
|
Productive
Support business growth across a variety of channels, embracing automation and circular economy principles to enhance productivity and build a resilient, more self-sufficient supply chain. This approach will reduce reliance on imports and tackle the climate crisis, ensuring a sustainable future for Jersey’s retail sector.
Key a​​​ctions aim​​​ed at delivering productivity​
Develop a productivity framework for the sector to enhance both: knowledge of enablers and implementation roadmaps​
| Jersey Business / Digital Jersey
| Q2 2025
| Jersey Business reporting
|
Skills gaps assessment and provision of courses that respond to these through the appropriate mechanism
| Digital Jersey
| Q2 2025
| Digital Jersey reporting
|
​Review retail tax
| ​Government
| ​Q3 2025
| ​​Report impact and recommendations of tax on sector
|
​Local supply plan
| ​Government / Jersey Product Promotion Ltd
| ​Q3 2025
| ​Publication of report on local supply and distribution opportunities
|
gov.je