Clevedon Coastal Community Team Economic Plan

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CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

CONTENTS

1. Name ...... 4

2. Point of Contact ...... 4

3. Membership ...... 4

4. Accountable Body ...... 4

5. Local Area ...... 4

6. Context – community ...... 5

7. Context – economy ...... 6

8. Related initiatives ...... 6

9. Ambition ...... 7

10. Needs of the community and intentions of the team to meet them...... 8

11. Analysis ...... 8

12. Data ...... 9

13. Key Projects and or Bodies – Summary Description ...... 10

14. Short Term Goals / Actions – First Year ...... 14

15. Performance Measures ...... 21

16. Medium term goals/actions (To 5 Years) ...... 22

17. Performance Measures – 6 Months to 5 years ...... 33

18. Long term goals and actions ...... 33

19. Barriers ...... 36

20. Resources ...... 37

21. Costs ...... 38

22. Value ...... 39

23. Funding ...... 41

24. Maximising Resources and costs ...... 44

25. Consultation ...... 45

26. Engagement ...... 46

27. Communication with community ...... 46

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

28. Management of Team ...... 46

29. Support structure ...... 46

30. Costs ...... 46

31. Sustainability ...... 47

32. Areas of specific interest ...... 47

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

1. NAME Clevedon 2020

2. POINT OF CONTACT Ms Paula Heath Clevedon Town Council

44 Old Street

Clevedon

BS21 6BU

01275877815

3. MEMBERSHIP Paul Anslow, Chamber of Trade Chairman Robert Hardcastle, Clevedon Civic Society Paul Tompkins, Clevedon Commissioning Network – network representing services to children, young people and the wider community Phil Curme, Pier & Heritage Trust Ltd – Susannah Shaw , Curzon Cinema – Chris Tucker, Hill & Sea –Traders Representative (Hill Road/Alexandra Road) Linda Knott , Marlens President Joe Norman, Marlens Chairman Cllr Graham Watkins, Cllr Jane Geldart, and Cllr Carl Francis-Pester, Clevedon Town Council Paula Heath, Clevedon Town Clerk. John Flannigan, Gareth Withers, North Somerset Council Matt Taylor, Clevedon Pride – Traders Representative (Town Centre) John Fox –Triangle Traders (Town Centre)

Other partners Clevedon Sailing Club Clevedon Pilot Gig Clevedon Canoe Club Clevedon Open Water Swimmers The Barn Youth Centre YMCA Youth Centre

4. ACCOUNTABLE BODY North Somerset Council Mr Gareth Withers - Principal Green Spaces Officer (Clevedon Parish Liaison Officer) Town Hall Weston-super-Mare BS23 1UJ

a)01934426398 (b) 0777 163 2748

Does the Accountable Body have a representative on the CCT membership? Y/N YES

5. LOCAL AREA Clevedon is situated on the Bristol Channel coast, offering coastal walks along its pebbled shoreline. Poet’s Walk, named after the poets Coleridge and Tennyson’s association with Clevedon, starts near the marine lake and

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

goes up into woodland before reaching the low cliffs with views across the channel.

It is a beautiful Victorian seaside town overlooking the Severn Estuary. The area is within the parish boundary of Clevedon.

Popular features include Clevedon Pier, a grade 1 listed building, Clevedon sea front marine lake, ornamental gardens and a Victorian bandstand all within a 10 minute walk of each other.

The Severn Estuary is a Site of Specific Scientific Interest, and European Special Area of Conservation (SAC) Special Protection Area for Birds (SPA) and a Ramsar Convention Site of International Importance.

Clevedon developed as a resort in the early 19th Century and it still reflects much of its early Victorian heritage.

The town, is situated on Junction 20 of the M5, just 13 miles south of Bristol and 10 miles from Weston-Super-Mare.

6. CONTEXT – Clevedon is a coastal town of around 21,000 inhabitants living in 9,700 COMMUNITY dwellings. It is not a deprived area in the national (or district) context. The population profile of Clevedon is broadly similar to the population of the district as a whole, which makes it older and ethnically whiter than the national population profile.

22% of Clevedon residents are aged 65 or older, which is slightly higher than North Somerset’s average (21%) and national (England and Wales, 17%). Correspondingly, Clevedon has a slightly lower percentage of under 16 year olds (17%) compared to North Somerset (18%) and nationally (19%), and a lower percentage of households with children (25% in Clevedon, 27% in North Somerset and 29% nationally). Clevedon has a slightly higher percentage of one person households (32%), than in North Somerset (31%), and nationally (30%). 73% of 16-74 year olds are economically active in Clevedon which is slightly higher than North Somerset (71%) and nationally (70%).

From the 2015 Index of Multiple Deprivation, out of the 14 areas in Clevedon, 8 are in the 25% least deprived areas in the country. No areas are in the 25% most deprived areas in the country. Local profiling shows that Affluent and Comfortable groups make up almost three quarters of all households in the Clevedon area compared to just over 60% of North Somerset residents. The other two classified groups of residents in North Somerset are Aspiring and Deprived.

98% of Clevedon's population are White (97% in North Somerset, 86% nationally) and 95% of residents were born in the UK (94% in North Somerset and 87% nationally). Health and limiting long-term illness levels are the same as North Somerset and nationally with 82% of Clevedon residents reporting good or very good health.

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

Clevedon has a higher Owner Occupied outright tenure (38%), than North Somerset (37%), and nationally (31%). (Data source: 2011 Census, Crown Copyright, courtesy of Office of National Statistics).

7. CONTEXT – Business/manufacturing ECONOMY Clevedon is also home to a range of high tech manufacturing businesses. Companies represented include Edwards Vacuum, a leading developer and

manufacturer of sophisticated vacuum products, Ipeco Composites and SKF Bearings, both suppliers to the aerospace industries, Brittania Windows and Paneltech with highly automated production facilities, plus Espiner Medical, a leading supplier of medical instruments and Palm Equipment International. There are many smaller manufacturers which, combined with the above, constitute a significant manufacturing cluster.

Tourism

Just 5 minutes off the M5, Clevedon is a lovely coastal town with the country’s only Grade I listed pier, a pebbled shoreline for rock pooling, and a marine lake for crabbing, canoeing and sailing. Coastal paths give great views over the channel to Wales and you can follow a trail to discover some of the main locations for ITV’s award-winning series Broadchurch. Great seafront cafes and super independent shops on Hill Road. The Waverley paddle steamer cruises from the Pier during the summer months to the Somerset, Devon coast and Welsh coasts. Nearby attractions include 2 National Trust Houses and Gardens, a Zoo Farm, with lions, tigers, elephants and 12 indoor and outdoor play areas.

The town is a popular location for filming. Most notably it has doubled as the fictional Dorset town of Broadchurch in the award winning ITV drama series, and as the setting for One Direction’s Brit Awards-winning music video “You and I” and hosts a successful and very well established flower show. It is also the venue for the soon to be launched “Mum’s List” See:

https://www.facebook.com/MumsListMovie

https://twitter.com/mumslistmovie

http://derekoneill.com/mums-list-legacy-workshop/

8. RELATED INITIATIVES Clevedon and the issue of town centres feature prominently in the North Somerset Corporate plan. The plan proposes three outcomes and specific ambitions for each outcome all of which support the ambitions of this economic plan for Clevedon.

Prosperity and Opportunity:

• Drive growth in the North Somerset economy and local jobs • Ensure that all our Town Centres are thriving

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

• Enable young people to fulfil their potential • Ensure that all our communities share in prosperity and employment growth

Health and Well Being

• Enable residents to make healthy choices and promote active lifestyles which reduce ill health and increase independence • Support families to give their children the best start in life • Commission or provide quality health and care services, which deliver dignity, safety and choice

Quality Places

• Enable sustainable housing growth which protects our natural and built environment and the special character of our villages; • Build and sustain great places to live and visit–vibrant, accessible, and safe • Empower people to contribute to their community and communities to provide their own solutions

9. AMBITION The aim of our plan is to enhance the quality of Clevedon’s seafront for residents and visitors and in so doing benefit the economy of the whole town.

The tranquillity, natural beauty and charm of Clevedon’s historic seafront and promenade, framed at either end by the Grade 1 listed pier, and recently HLF funded renovated Marine Lake is our focus because it already attracts visitors and local residents to promenade and engage in recreational pursuits. The forthcoming England Coastal Path in 2017/18 will further increase footfall.

Our objectives are:

· to enhance the natural capital of the seafront by making the visitor experience more meaningful and enjoyable whilst enhancing health and well-being

· to attract more out of town visitors and to increase community and recreational engagement amongst local people.

· to encourage visitors to venture beyond the immediate seafront to the town’s eclectic and attractive mix of independent shops and businesses can benefit from the increased footfall.

The plan will therefore achieve several important objectives. The quality of our seafront will be enhanced by making it even more appealing through careful planning and design; barriers to access will be removed; and greater understanding of the landscape and history using engaging traditional and modern interpretation techniques.

Having enhanced the seafront and firmly establishing it as an iconic venue

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

we will signpost visitors to other parts of the town such as the Grade 2 listed Curzon cinema and a wide range of independent shopping and dining experiences.

We will therefore increase visitor numbers to our seafront and extend their stay by providing opportunities to explore the wider town. This will encourage longer stays and higher spend thus benefiting the local economy. In return visitors will have had an enjoyable, healthy experience in an idyllic setting.

Furthermore the development of the seafront will encourage greater community engagement and a greater level of participation in the large number of recreational activities available. Success will be:

· a fully restored seafront · increased visitor numbers · higher spend per visitor · increased local employment · growth of the tourism sector · growth in local independent traders sector · increased participation in community groups

10. NEEDS OF THE In economic terms the needs of the community are to address the COMMUNITY AND weaknesses and prepare for the threats listed in the analysis below. INTENTIONS OF THE Core needs are to protect the town centre against the growing threat of TEAM TO MEET the internet; improve the tourist offer and experience; and communicate THEM. more powerfully the existing Clevedon offer which is strong.

11. ANALYSIS Strengths

 Curzon Cinema (oldest working cinema in the country),  Marine Lake,  Pier (only grade 1 listed pier in use)  Victorian seafront  Assortment of Café & pubs  Green Spaces  Close to larger towns, Weston-Super-Mare and Bristol  M5 easy access  The area is safe, low crime rate, affluent, stable population  2 retail areas with individual identities  Free car parking  Easy to walk between key attractions  Forms part of the round England coastal path  Local events including Tides Festival & St Nicks Festival

Weakness

 2 shopping areas split the retail options  Supermarkets not linked to the retail units

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

 Lack of parking currently near to capacity on the seafront and Hill Road  Lack of accommodation on offer  Lack of cohesive signage both from the motorway and at the sea front  Lack of signage indicating walking routes  Lack of marketing and promotion of the town and its amenities  Lack of interlinked transport  Perception of the age of the population  Unattractive area by the arcade  Lack of tourist information and resident’s information

Opportunities  Improved walking signage and maps  Improve the visual impact along those routes (trees, flowers, information on points of interest)  Improved pavements, street furniture  Public Art  Interlinked public transport to and around the town (bus links to Bristol and train station; electric bus, tuk-tuks, land train)  Develop Coastal path infrastructure (toilets, accommodation, cycle routes)  Hire of cycles (Boris bikes)  Create a complementary and non-competitive offer relative to Portishead.  Utilise visitors to local attractions and major areas locally (Tyntesfield, Noah’s Ark, Cadbury Garden Centre, WSM, Bristol)  Improve facilities and promotion with Coach Companies  Make greater use of the Community Centre to attract visitors.  Develop amenities and facilities for all weathers

Threats  Financial cuts in Local Authority Budgets  Closing of Morrisons, replacement tenant not creating the same type of draw  Parking  Change in the demographics in the Town Centre  Bus and Transport Cuts  Improved sea front could draw away from the Town Centre  Image of the Amusement Arcade and concessions  Prioritisation of other local regeneration projects e.g. WSM  Portishead increased facilities with new houses being built and also the proposed rail link to Bristol

12. DATA Please see section 22 below and the Appendices.

An essential element of the plan, it could be included in a ‘daughter’ document.

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

13. KEY PROJECTS AND OR BODIES – SUMMARY DESCRIPTION

The Coastal Team focus will largely be two-fold:

Key Projects Timing

1. Marketing and promotion – to make All marketing projects should largely be in place Clevedon residents and prospective visitors in Year 1 subject to funding (largely anticipated more aware of what is already a very good through a new BID (Business Improvement offer District)

2. Built Environment (or ‘place making’) – All Built Environment projects are by their nature improving the connectivity between longer term to achieve. However a clear and Clevedon’s primary offers and redeveloping detailed vision, objectives, strategies and or retrofitting improvements in some funding should be in place by the end of Year 1 locations. for delivery in the medium term

1. MARKETING AND PROMOTION The focus will be to promote a coastal heritage, art and culture offer:

a. Digital media, website, apps etc i. Comprehensive directory of the offer (to residents and visitors) ii. Events calendar iii. PR - Bristol press and bloggers b. Leveraging proximate customers i. “Service Station” (M5) ii. Coastal Path iii. Tyntesfield and Clevedon Court iv. Bristol Boat stop off and drop off c. Tourist information point(s) d. Coach companies e. Creative Economy Hub i. Digital connectivity ii. Hub f. Events i. Generally 1. Heritage, architecture, culture, theatre 2. Food and drink 3. Music and culture 4. Vintage and fine dining 5. Craft 6. Golf, castle and wider walks 7. Especially water based 8. Film and TV

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

ii. Triangle and Town Centre Area 1. Queens Square a. Open air cinema b. Ice rink c. Markets 2. Clock Tower 3. Photo exhibition/competition 4. Retail offer a. A big retailer draw b. Ice-cream in summer?! iii. Hill 1. Signage – Pier to Hill (finger posts and electronic) 2. Christmas lights and events 3. Fashion, Christmas, literary, hidden window trails iv. Seafront 1. The Pier 2. Anything and everything water based – eg crabbing to power boats, triathalons 3. Family days out

2. BUILT ENVIRONMENT AND ‘PLACE MAKING’ (URBAN DESIGN)

GENERALLY (IE ACROSS CLEVEDON)  Signage – to from and between M5 and Clevedon’s individual areas (car and pedestrian)  Transport and Movement o Cars . 20mph speed-limit and general traffic calming and pedestrian priority . Car Access and Parking . Yellow lines review o Walking connectivity . A Trail - art, garden, poets and views trail . Signage . Princes Hall / Sunhill – develop stronger offer for the ‘halfway’ point o Public Transport . Circular bus, horse/cart or TukTuk o Cycling and cycle hire  Densification – ie redeveloping and/or retrofitting certain sites and roads that do not fit the Clevedon offer  Pavement Activation – widen pavements where possible to slow traffic and facilitate more active offer by local traders (especially Old Church Road and Clock Tower)  Greening (see for example Nailsea and Portishead), street trees

INDIVIDUAL AREAS

 Seafront o ‘Gateways’ and sense of arrival o Signage o General sense of ‘being cared for’ throughout the area o Redevelop concessions and boat club area o Seafront beach

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

o All weather family amenity  Hill and Sea o More seating (eg Alexandra Gardens wall) o Way-finding signs to the shops o Reduce double yellows to create parking spaces and slow traffic o Wider pavements where possible o More planters  Town Centre o Town Centre Heart by redeveloping/ retrofitting . Queens Square (multi functional, around water, art and/or kids) and plant the canopies with wisteria or similar; mural on Morrison’s . Clock Tower . Great Western Rd and Curzon Cinema Junction (make more appropriate to heritage town centre) . Pavements activation o Introduce parking in Six Ways Roundabout vicinity

CCT ROLE AND PARTNERS

Area Groups Triangle & Hill & Sea Waterfront Town Groups Centre Traders

Chamber, Arts, Marketing & Promotion Theatre, Curzon (Arts, Culture, Heritage etc) etc

NSC, Town Place Making Council, Civic (Urban design, Parks, Planning, Transport etc) Society, Pride, etc

Support and Synergy Town Council (Town-wide meetings and communications)

The CCT Role will be to ensure support and synergy for and between the various area based and town-wide business and community organisations as summarised in the above matrix diagram.

KEY FUNDING INITIATIVES/CHANGES

The primary recommendation to ensure delivery of many of the above projects is the early establishment of a Business Improvement District (BID) which would guarantee five years annual funding of approximately £75,000pa (ie £375,000 in total over five years).

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

Initial analysis and consultation with businesses has been carried out and indicates the following potential annual funding streams:

Hill and Sea Front £21,000 Triangle and Town Centre £55,000 Total £76,000

This analysis focuses on the inner town and HASIT areas and does not include the edge of town business parks or retailers.

Clearly the town will continue to seek funding and support from local, regional and national bodies such as Heritage, Arts etc however the establishment of a Clevedon BID will give the business community and other organizations sustainable funding to  achieve all their marketing and promotion ambitions  establish first steps (eg design) around built environment projects

In addition to the above clearly the CCT will continue to explore local, regional and national funding streams.

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

14. SHORT TERM GOALS / ACTIONS – FIRST YEAR

As stated above it is anticipated that all marketing and promotion initiatives could be in place by the end of Year 1.

1. CLEVEDON BRAND AND IMAGE

A small and low cost branding exercise will be instigated to review the current perception and branding of the three core areas of Clevedon – i.e. Seafront, Hill and Triangle. Given the town’s assets the core themes of the offer will be around:

1. Heritage – there is strong evidence supporting historic buildings to create a focal point that people can relate to and are automatically familiar with and giving a sense of place. From well-loved local landmarks which the community will rally around to support or save to more traditional street patterns, the fabric and design of a town can add a distinctive and powerful identity.

2. Art & Culture – go hand in hand with heritage locations delivering many benefits beyond tourism to civic pride and engagement, benefit to commerce, employment, general prosperity, academic performance and well-being. They are also a key tenet of establishing a 21st Century creative economy (ie attracting creative and knowledge workers) and contribute to vital and vibrant street scenes, alternative uses (to shopping), and beautification.

The town already has a great story to tell, however it is not currently telling or selling it. A strong coastal, heritage, art and culture image/offer needs to be developed and presented to target customer segments in particular those that are proximate to the town:

1. Bristol – is the region’s largest city with a population of 617,000 in the ‘urban area’. This is a largely captive audience for Clevedon however many Bristolians are barely aware of the town’s offer beyond The Pier/Seafront.

2. Family Outings – the town needs to create a compelling offer of at least 10-20 things that visitor’s particularly families can do beyond the obvious attractions of the seafront and strongly communicate this it in every medium. Smaller towns with less resource are doing this quite compellingly:

CHIPPING NORTON WEBSITE ’25 REASONS TO VISIT...’

The workshops leading to this economic plan generated the following reasons to visit:

1. Seafront – swimming, Picnic, Promenade, 4. Independent traders - vintage, cafes, fine Pier, Tennis, Skate park, Filming, MUGA dining, craft shops (multi use games area), Architecture 5. Community Centre and Theatre 2. Boats to Wales, Seafront, Boats for Hire 6. Golf 3. Curzon Cinema 7. Castle 14

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

8. Walks 10. Events - Triathlon, Tides Festival, Power 9. Film and TV - OneD, Broadchurch, Mum’s Boats, Film Festival, Food & drink Festival, List, Sherlock Art Trail, Music Festival

3. “Service Station” (M5) – Clevedon’s main town centre carpark is a mere 2 minute half mile drive from the M5 which enjoys daily flow of vehicles of 18,200, equal to over 6m per annum.

With motorway service stations improving and even redefining themselves (such as Gloucester Services Northbound – see below), given the very close proximity of town and M-way junction the potential for an alternative and more attractive town based ‘service station’ has potential especially when combined with a motorway brown sign promoting the town’s heritage offer in terms of The Pier1, seafront, Clevedon Court etc.

Further work is required to understand how to reach car and bus borne visitors typically heading to the SW coast in summer. Clearly there are DAILY TELEGRAPH MAY 2015 drawbacks to this strategy with no petrol station in the immediate town centre.

4. Tyntesfield and Clevedon Court – Tyntesfield is one of the most successful National Trust destinations in terms of visitor numbers (216,000 in 2014) however its location is quite isolated relative to Clevedon and

1 The Pier has already sought a brown tourist sign however our understanding is that a visitor count of 200,000 is required (current Pier count is approximately 90,000). Costs are in the region of £40,000.

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

indeed other urban areas2. To attract the Tyntesfield visitor will be challenging however is tempting given Tyntesfield offers only a half day excursion for most visitors who are attracted in increasingly significant numbers as the offer grows. Similarly Clevedon Court offers a combined day out and marketing strategy given its proximity though clearly in significantly smaller numbers. Creating film set tours from these locations is also an opportunity.

5. Coastal Path – the England coastal path timetable indicates that the stretch through North Somerset will be completed in 2017. The path will link the South West Coast Path, which ends at Minehead, with the town of Aust, near Chepstow, where the Wales Coast Path begins. It is anticipated the route will create major boosts in tourist revenue – the South West Coast Path alone is thought to generate around £300m a year, supporting more than 7,500 jobs, while it has been estimated that, for every £1 spent on the Pembrokeshire coastal path, £57 is generated in tourist spending. It is important the town responds to this opportunity by increasing the quantity of easily accessible overnight accommodation (please see built environment section below).

6. Public Transport – further work is required to integrate Clevedon’s visitor offer into the minds of the boat and coach operators and their customers.

MARKETING AND PROMOTION ‘MIX’

DIGITAL MEDIA, WEBSITE, APPS ETC

A digital media suite is required for the town’s visitor and shopper offer that encompasses:

 Website (working with local organisations and suppliers)  Facebook  Twitter  Possibly other media such as Instragram

These require not simply to be built but to be maintained with a constant stream of up to date information about the current business offer (ie comprehensive directory), events and news. This is usually too large a task for volunteers alone and as such a local PR and marketing agency should be commissioned to run the service and seek out press coverage locally, regionally, nationally and internationally (eg airline magazines operating out of Bristol airport).

Useful examples include:

2 NT’s own economic impact assessment for the site concluded that the ‘Impact on the Local Business Environment Expenditure by visitors to Tyntesfield is unlikely to have any significant effects on businesses in the immediate vicinity, as the site is quite isolated from the surrounding area.’ (The Impact of Historic Visitor Attractions October 2010, by GHK)

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

‘EXPERIENCE’ CHIPPING NORTON BEDMINSTER TOWN TEAM

In addition the Bristol catchment should – subject to funding – be more actively pursued through other channels such as:  Creating events around the core Bristol interest groups (probably families)  Placing stories in the local media especially around events and key attractions  Working with Destination Bristol to secure profiles in their extensive publications  Placing brochures in Bristol’s tourist outlets  Promoting the surprisingly short bus journey (37 minutes) and working with the bus companies to popularise it

EVENTS

Vibrant centres thrive on a regular series of events and activities that give residents and visitors extra reasons to visit and stay longer. Meetings with the various business groups and others stakeholders revealed a huge arrange of ideas that with modest funding (from eg a Business Improvement District) could make existing events better and ideas for new ones a reality.

It is not necessary to limit the nature of events however heritage and culture should probably be the key themes given the nature of the town’s key attractions and evidence of demand for more as witnessed by surveys such as the Curzon Cinema Survey3 adjacent.

Specific ideas for events raised in the stakeholder meetings include:  Food and drink  Music and culture  Vintage and fine dining  Craft  Golf, castle and wider walks

3 Testing the Water - investigating theatre and performance provision in Clevedon & North Somerset

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

 Water based events  Film and TV

Triangle and Town Centre Area

 Queens Square  Open air cinema  Ice rink  Markets  Clock Tower  Photo exhibition/competition

Hill

 Signage – Pier to Hill (finger posts and electronic)  Christmas lights and events  Fashion, Christmas, literary, hidden window trails

CREATIVE ECONOMY ‘HUB’

Catalysing creative centres (incubator hubs) is a key recommendation of the creative place making work stream emerging out of the wider Weston-super-Mare town centre placemaking project. Clevedon has similar potential to grow this important sector.

Across the UK, USA and other parts of the world there are numerous models of creative hubs. For simplicity and proximity we summarise Bristol exemplars in the creative industries sector as the city offers quite a full spectrum of ideas with differing capital and revenue resource requirements and thus timing implications for an early win.

The benefits of pursuing a creative economy are manifold and include general prosperity, academic performance, industry and commercial spillover benefits, tourism, exports, employment, well-being, civic engagement. In addition there are clear benefits for the vitality and vibrancy of town centres and high streets as resident arts population form a key tenet towards improving high streets by activating street scenes, finding

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN alternative uses (to traditional shopping) and promoting beautification through the arts by using the street as a ‘canvas’ and engaging locals in the process.

A useful example in this context is the Bristol company MeanwhileCreative, which supports Bristol’s young creatives and entrepreneurs by providing affordable and lively places to work in the heart of the city. They have secured several buildings and cultivated a thriving community of innovative, like-minded people, whilst also creating an arena of networking and collaboration. Whether it's a months' lease to complete a project or a longer term home for your company to grow and develop, we can offer space solutions for you and your business.

For example, Meanwhile Creative established Pithay Studios, Bristol in May 2014 in All Saints Street, Bristol. The Building is a modern, eight-storey office building of 16000sf in the heart of Bristol. Whilst the main entrances are corporate and formal, Pithay Studios boasts its own way in at the rear of the property which bursts with colour and creativity.

Spaces available include: Private offices/studios, desks, retail, storage, rehearsal, parking at prices of desks at £90pcm, private spaces £180pcm-£800pcm with round the clock access via security keys and cctv security. The building has a cafe and artshub, bicycle shop, Synergi gym, Motion dance studio, fibre-optic internet, creative environment. Businesses include photographers, designers, fashion brands, illustrators, band/dj agencies, dress makers, jewellers, personal trainers, fitness instructors, musicians, event planners, developers.

One year into its life, Pithay Studios buzzes with activity bringing much-needed life to a neglected corner of Broadmead. Phoenix Cafe began trading in the later stages of 2014, serving delicious coffee and food to tenants and walk-ins alike. The gym and fitness studio go from strength to strength often offering discounts to fellow residents. Social and networking events are growing more frequent including a weekly coffee afternoon on Thursdays.

Unlike many towns and cities Clevedon is in the fortunate position of being in a position to be able to pursue a creative economy strategy based on its intrinsic character and history. Although we have not been able to test this quantitatively with direct market research our experience in other similar town centre projects indicates that the arts, culture and ‘creative class’ will be interested in this location as they tend to seek places with a point of differentiation, unique character and architectural heritage. Many towns do not have this option.

Challenges: Benefits: Timing to Barriers to entry Senior council officer delivery costs, risks resource requirements Quick Low Very low Provision of low cost flexible space provision attractive to creative organisations

There are two potential options to realize a creative hub for the town:

WAVERLEY HOUSE, OLD CHURCH ROAD THE POST SORTING OFFICE, SIX WAYS ROUNDABOUT

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

WAVERLEY HOUSE has been on the market for 2-3 THE POST SORTING OFFICE is rumoured to be the years and is available to let as a whole for £10psf. It is subject of a possible rationalization exercise – a possible the freehold may be available. residential value would exceed use as a creative hub however if planning were restricted to non residential use then a creative hub may be feasible.

The creative hub in part would provide an ideal space to extend opportunities in the creative industries to Clevedon’s young people. This would require modest subsidy from NSC however there are a number of interesting models of various scales around the UK:

In Bristol Knowle West Media Centre a ‘Creative Hub is a space for young people aged 9-19 to experiment with art, media and technology, and work on their own creative projects. We run two free sessions every Wednesday evening: 4-6pm and 6.30-8.30pm. See more at kwmc.org.uk/events/creativehub.

More ambitiously in London is the Rose Lipman Creative Hub, part of The Mill Co Project a social enterprise scheme in the heart of East London’s thriving creative community. It is a co-operative environment providing affordable workspace where independent artists can work together and collaborate in workshops, shoot, gallery and event space, providing an inspirational alternative to working from home or a cafe.

 Affordable desk space  Studios  Events  Workshops  Meeting room hire  Working theatre  Rehearsal space  Venue hire

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

TOURIST INFORMATION POINT(S)

Dedicated tourist information offices are expensive to build and run. Given the challenging budget situation of local authorities effective compromises such as attractive well signposted and stocked leaflet racks and accompanying wall maps of the town should be sought in various locations throughout the town (in addition to the existing role in the library). The new visitor centre opening on the pier this year will clearly be an ideal opportunity for such a facility.

PIER VISITOR CENTRE

RETAIL OFFER

With the departure of Morrison’s from the town centre and the impending arrival of a well known discounter the issue of large box retail (or larger than the typical independents in Clevedon) importance for the town has been discussed at length. Feedback from Triangle and Centre independents suggests their Christmas was not adversely affected by the closure of the store.

What cannot be countenanced is the closure of the car park and as such it will be important for the town to work with the owners Lasalle to protect the opening hours for the benefit of the wider town and to look at mid-long term opportunities for new development. We elaborate on this in longer term section below.

Closer working between businesses to try to understand the collective needs of shoppers and visitors in the centre via direct market research which is beyond the scope of this report will enable the town to avoid pitfalls such as the lack of a single ice cream vendor in recent summers.

15. PERFORMANCE MEASURES

Creation of a Business Improvement District – the key to successful town marketing is to combine passionate volunteers and local community groups with a small professional support team that have a modest reliable line of funding. All trader group meetings have responded positively to the creation of a Business Improvement District and as such the creation of a Clevedon Business Improvement District in the first year is an essential performance measure.

A second priority will be to secure funding for the place making exercise for the seafront.

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

16. MEDIUM TERM GOALS/ACTIONS (TO 5 YEARS)

BUILT ENVIRONMENT AND ‘PLACE MAKING’ (URBAN DESIGN)

Agreeing the nature of built environment proposals and seeing them through to implementation via the various council departments (i.e. the planning process) and community consultations along with securing the necessary funding means that these matters are inevitably longer term. As such all of the actions set out below are anticipated in the 1-5 year time frame with the exception of signage which should potentially be achieved before the end of year 1.

GENERAL AIMS (IE ACROSS CLEVEDON)

Signage – from a brown tourist sign on the M5 junction through to simple way finding signs and maps for walkers this issue requires urgent attention to ensure more visitors reach the town and when here to stay longer because of the easy ‘legibility’ of the town’s attractions. Priorities include:

 M5 Brown tourist sign  Way finding finger signs and maps  Walking trail maps and signage

Car Access - accessibility for cars is reasonable (except in the Hill shopping area – see below) and clearly should be retained however to improve the shopper/visitor experience speed limits of 20mph in the centre, seafront and Hill areas and possibly the whole town should be considered. A review of double yellow lines should be conducted for the whole town with particular focus near the shopper/visitor areas to release more car parking. Similarly the council’s Castlewood carpark (and others if available) should be freed up for use by shoppers and visitors on the weekend.

Connectivity - Clevedon is a town very much of two parts in terms of shopping and any measures to connect the two offers for visitors should be encouraged. Other towns have created art trails, viewing trails (the Bath Skyline or invested in wonderful planting to create added interest.

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

BATH SKYLINE WALK AND PROMOTION CAPRI, ITALY – FLOWER AND TREE LINED WALKS

Given tourism statistics suggest 6 out of the top 7 most popular domestic tourism activities will be strongly served by a clear and attractive trail(s). This should be a high priority for Clevedon, with the less attractive/interesting areas of the trail between the centre and seafront improved with art installations, street beautification through greening (e.g. street trees) and incorporating the town’s architectural and other heritage (such as poets).

CHURCH OF SAN PEDRO BITTON RAILWAY PORTISHEAD ANGELS

A number of initiatives and ideas are in place concerning walks and trails in the town that may be built on in terms of finding the ideal trail and improving sections of it that are not sufficiently attractive or interesting:

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

CURRENT HERITAGE WALKING MAP – MISSES THE EARLY ITERATION OF POSSIBLE TRAILS BY NSC TOWN CENTRE

Princes Hall Sunhill – a fulcrum connecting Hill/Seafront with The Triangle and town centre is the Princes Hall and Sunhill facility. However currently the facility does not offer an appealing destination and appears largely closed in winter months. However it does offer tremendous potential to expand without compromising the existing uses given the gardens, views and original buildings.

Public Transport – although expensive a dedicated circular bus joining the corners of the town more easily for those not wishing to walk or possibly a horse/cart or extension of the tuk-tuk scheme currently proposed.

Hotel and B&B Accommodation – is Clevedon punching its weight in this sector in terms of provision and thus creating a captive audience for its services and amenities. NSC tourism (‘STEAM’ report – see section 22 below) does not separate data for Clevedon within the greater NSC area and as such a meaningful exercise is difficult.

A simple google search of hotels and B&Bs indicates the town is not an obvious choice despite proximity to the M5 and obvious attractions. Several strategies are recommended largely around NSC’s planning controls:

 Identify a site and process a planning brief (in effect a summary business plan) in order to facilitate investment by a hotel chain by de-risking the planning element of the project  Identify a site or sites and process planning in favour of a boutique hotel and youth hostels (and similar walker oriented accommodation)  Sponsor a planning policy in favour of allowing residential to convert to B&B and engage NSC economic development team in a start-up support exercise

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

HOTELS BED & BREAKFAST YOUTH HOSTELS

Cycling and cycle hire – the Sustrans 410 ‘Avon Cycleway’ is a much improved route joining the town with Bristol and increasingly used by Bristolians for summer outings. However the route only skirts the edge of Clevedon rather than bringing cyclists in the town and coast. Approaches should be made to Sustrans to work a route to the centre and coast ideally.

AVON CYCLEWAY – FROM BRISTOL TO … NOT QUITE CLEVEDON

Opportunities also exist to link with the existing Strawberry Line (www.thestrawberryline.org.uk) as well as investigating extending the Strawberry Line into the heart of Clevedon.

The Castle - approaches to the owners of the local castle (currently limiting its use to an exclusive wedding venue) to open part of the grounds and a small concession in the summer should be made in order the Clevedon offer can perhaps be extended to:

COAST, CULTURE, CASTLE AND COURT

Street ‘Activation’

Below are two examples of narrow street or ‘lanes’ rejuvenation in different parts of the world that provide a menu of ideas and initiatives to inform parts of Clevedon.

Much of Clevedon’s Victorian heritage remains intact and presents an exciting opportunity to create a more thriving, buzzing and unique shopping and leisure experience than can be found in modern malls or on the

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN internet. The examples below are drawn from around the world and conclusions drawn purely as summary of the possibilities for Clevedon rather than firm recommendations.

Melbourne Laneways are known worldwide for a rich art culture, one-off boutiques, unique galleries, tiny cafés and hidden bars. No trip to Melbourne is complete without a visit to Melbourne's laneways.

A City of Melbourne’s capital works programs included the physical upgrade of laneways; Creative Industries took advantage of the cheap rents on offer due to the high vacancy rates associated with the recession; and liquor licensing reform was adopted in 1988. A few years later the change was further energised by the introduction of a new type of liquor license under the Kennett Government. The license was cheaper and restrictive but more conducive to small bars.

In 1996 shopping hours were deregulated. Finally, the incentives offered by the City of Melbourne - firstly, to developers to recycle old buildings for residential (‘Postcard 3000’4 campaign run with State Government) and then small business grants geared towards attracting innovative young talent – has resulted in phenomenal change. Latterly projects such as the Laneways Art Commissions, capital works, small business grants and planning guidelines that protect existing laneways (and encourage new ones), ensure the success continues.

The laneways contribute immeasurably to the character of the city centre as a dense and lively area for multiple activities. Physical improvement of the city’s lanes provides for the comfort, engagement and entertainment of pedestrians, inviting a range of popular uses. With the increase in inner city living many of the laneways have the additional function of providing user friendly and safe entries to many residences. The laneways support sustainable inner city development by allowing retention of heritage streetscapes to coincide with increased residential density and better use of space.

Brighton Lanes probably provide the most appropriate UK case study to inform future development or ‘curating’ in Clevedon. The area is characterized by distinctive and varied cultural lifestyles, independent businesses and a large collection of cooperative and collective organisations and often described as an ‘urban village’ and/or cultural quarter. As the visual portraits above and below indicate, the lanes have a highly distinctive and colourful style courtesy of the large-scale street art. The combination of the idiosyncratic shop fronts, the alternative consumerism and the street art make for a busy, unique, vibrant and thus successful destination.

4 Postcode 3000’ was a project aimed at encouraging more people to live and work in the central city, seeing residents in this area rise from only 736 in 1992 to 96,500 in 2010 (www.openideo.com). This was a push for the development of the laneways. The City of Melbourne also worked hard at encouraging small businesses into the laneways, and at encouraging operation of these day and night.

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FROM THE NORTH LAINE: A VISUAL ESSAY, BY CHRIS GILL, ROBERT GORDON UNIVERSITY

The designation of Brighton as a place of escape and emotional excitement adds a historical sense of permission and license to be different that still arguably pervades The North Laine today. The people attracted to The North Laine in its decline also differed from the artists that are commonly attracted to similar areas offering cheap housing and an interesting place to live. Their motivations were political and this alternative political tradition adds a different dimension to the area.

A distinct fusion of the local and the global is present, notably in the street art, which adds to the sense of the unique local, though the effect of the increasing presence of multi-national chain stores in the area may exert changes that could potentially reorder the area.

Residential Densification – ie redeveloping and/or retrofitting certain sites and roads that do not fit the Clevedon offer of a heritage town. As an example in Clifton in-fill buildings in keeping with the areas heritage are carefully developed to add to the setting – see below. Opportunities such as this and more exist in Clevedon and bring benefits of increasing the local catchment for shops, eyes on the street to deter crime and a sense of pride and care for the town centre that residents on the outskirts may not have to the same degree.

CLIFTON – NEW DEVELOPMENT OLD CHURCH ROAD, CLEVEDON – POTENTIAL DEVELOPOMENT?

Greening - Nailsea and in particular Portishead have stolen a march on Clevedon with street greening projects to make the shopping areas more appealing to shoppers.

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

PORTISHEAD

INDIVIDUAL AREAS

Seafront

Meetings with The Pier, Marlens and the Civic Society generated the following ideas for improving the seafront:

 ‘Gateways’ ie creating a sense of arrival  Signage and maps to enable navigation through the area and onto Hill  General sense of ‘being cared for’ throughout the area which in parts is quite tatty  Redevelop concessions and boat club area  More and improved seating around the bandstand  A seafront beach

SANDY BEACH IN CLEVEDON IN THE PAST

 Reduce double yellows or introduce chevron parking where possible:

 Toilets – significant improvement of provision either end  Densification – ie redeveloping and/or retrofitting certain sites and roads that do not fit the Clevedon offer

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

SAILING CLUB – TIME FOR COACH PARK? BARELY USED – IS THIS A GOOD ENOUGH 21ST REDEVELOPMENT? WHAT ARE THE ALTERNATIVES? CENTRURY OFFER?

Redevelopment of the above up to three stories of high quality architecture with a mix of uses from an all weather family facility to improved concessions, more restaurants, a small hotel and/or residential should all be considered.

Other parts of the seafront lend themselves to simple improvements or provide space for further attractions:

ARE THESE FENCES NECESSARY? BARRY ISLAND EXALIBUR’! THE NETHERLANDS

The Seafront needs to be considered as a whole and proper place making urban design exercise carried out to enable the individual constituent parts come together as a more cohesive whole that also relates more easily

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN to the rest of Clevedon. A recent (failed) application to the Coastal Revival Fund set out the design priorities as follows:

The seafront has suffered from random repairs and maintenance for several decades. In order to augment and link aspects of its location which is bounded by the natural beauty of the local geology and the Severn estuary on one side and Victorian architecture on the other. It is intended to refurbish the seafront to reflect its importance in the landscape; its role linking two iconic features of the Pier and Marine Lake; and to ensure it meets modern accessibility standards. This bid money would fund the design of the seafront, and provide detailed drawings to enable a full tendering exercise for the refurbishment, as further funds are obtained.

These priorities have not changed and further funding applications to carry out this essential piece of strategic work will be made.

Hill and Alexandra Road

This area is inarguably one of the most beautiful neighbourhoods in the SW and UK and as such minimal development or changes are recommended. Meetings with the local traders group HASIT generated the following:

 More seating (eg Alexandra Park wall and in the gardens)  Way-finding signs to the shops  Reduce double yellows to create parking spaces and slow traffic

UNNECCESSARY DOUBLE REVIEW USE OF SPACE IN AND AROUND SIX WAYS AREA? YELLOWS ON HILL ROAD?

 Wider pavements where possible  More planters and greening

Triangle and Town Centre

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

A meeting with Triangle Traders generated the following ideas:

 Turn Queens Square in to a true heart for the town. Longer term ideas are discussed below however in the short term by working with the owners Lasalle the following are suggested:

BEAUTIFY THE CANOPIES THROUGH GREENING BIRDCAGE WALK, FROM HTTP://WWW.GARDEN- CLIFTON BRISTOL REQUISITES.CO.UK/

 Consider high profile and highly attractive kiosk or kiosks in the dead space at the rear of the square

SPACE FOR EXHIBITIONS AIR STREAM CARAVAN KIOSKS

Pavement Activation - Old Church Road etc – ie widen pavements where possible to slow traffic and facilitate more active offer by local traders (especially Old Church Road and Clock Tower). In Old Church Road there is in effect an obsolete traffic lane that offers an excellent opportunity to improve the pedestrian experience either through temporary tables and chairs on the carriageway in summer months or a more permanent alteration to create a much wider pavement that will ‘activate’ the space – ie create opportunity for businesses such as ‘Pickles’ and others to bring the street to life with tables, chairs, merchandise and other activities that are more engaging.

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

OLD CHURCH ROAD BOLOGNA BRIGHTON

Similarly the traffic configuration around the Clock Tower could be greatly improved for similar reasons:

SPACE FOR PEOPLE INSTEAD OF TWO LANES? CLOCK TOWER ‘SQUARE’?

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

17. PERFORMANCE MEASURES – 6 MONTHS TO 5 YEARS  Sales Growth - to protect confidentiality, sales figures from 6 or more stores can be recorded monthly as percentages and then aggregated to provide a town centre position which can be compared over time  Productivity (Turnover per sq. ft) - can only be obtained from the private sector confidentially as with real sales  Footfall - to be measured at the same time from the same location regularly – say every three months  Average visitor and shopper spend  Car Parking Usage  Public Transport Usage  Retail Yields  Rental Growth  Vacant Space  Employment Statistics Estimated  Crime Statistics  Press coverage (including social media)

In addition to these generic measures for the town specific measures to suit specific destinations such as the Pier will also be monitored.

18. LONG TERM GOALS AND ACTIONS

The Coastal Community Team will seek to work closely with the principle landlords and landowners in Clevedon. In particular Lasalle, the owners of the Triangle Centre are an important stakeholder given the size and location of their holdings that include the largest car park in the town centre.

Land Registry extract: Queens Square is in joint control of LaSalle and the council:

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

LASALLE HOLDINGS

Meetings have been held with Lasalle who take a progressive view with regard to balancing their financial requirements with the needs of the community around social and economic development. Discussions centred around the future of the Morrison’s store which is now highly likely to be taken for the next five years by a well known discount chain.

An opportunity will arise however in five years to take a comprehensive approach to this entire area and early discussions have centrered around the following possibilities:

 Queens Square remodelled around a multi functional space possibly to include fountains with space for kids, art, better toilet facilities and improved planting to create a proper ‘heart’ for the town. An exemplar project illustrating the potential is:

CATHEDRAL SQUARE, PETERBOROUGH - BEFORE ...AND AFTER

 Further possibilities discussed include: o Opening of the river o Enabling the relocation of Lidl who are under capacity in their current location to a larger site on the SE corner of the car park o Rationalizing the car park and remodelling the Morrison’s around two smaller stores o Freeing up the Lidl site to create a mixed use cultural waterside quarter anchored by the Curzon and integrated into the empty Waverley House (ideally converted into a creative hub) o Reconnecting the Curzon properly to the town centre core by narrowing Great Western crossing (ideally dispensing with the traffic lights) and making more appropriate to a heritage ‘old’ town

CURZON AND TOWN CENTRE DISCONNECT

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

In summary by working with the town’s primary landowner there is the prospect of creating a larger and more cohesive ‘old town’ whilst allowing 1-2 big box retailers form part of a ‘new’ town development on the outskirts of the heart of the town on Great Western Road:

In addition Lasalle as an investor in the town see the benefits of a Business Improvement District and have intimated financial support in the creation and ongoing contributions towards the running of one.

NORTH SOMERSET COUNCIL HOLDINGS

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

Similarly to most local authorities in Clevedon the public sector own some important sites in addition to the road system. The benefits of developing in existing centres and arteries (connecting centres and destinations) are manifold:  Create walking demand for the local shops and leisure businesses  Generate Community Infrastructure Levy and New Homes Bonus for improving streetscape  Create healthy (walkable) living environments  Improve transport (by creating more demand along existing routes)  Create a 21st Century economy (knowledge and creative workers congregate in vital vibrant central locations)  Deliver more low cost housing in low cost-of-living and low-carbon locations  Save countryside and greenbelt

Accordingly for many reasons beyond simply economic ones the Coastal Team will seek to work with public and private land owners to deliver more housing within the existing boundaries of the town. Examples include

 The Quarry site on Old Church Road  Junction of Old Church Road and Great Western Road  Surface level car parks (consolidating existing spaces)  The coach site on the seafront, etc

This strategy assumes high quality architectural solutions that complement the existing Victorian heritage either by copying/complementing it or outstanding modern buildings.

Finally Bristol airport is a growing opportunity and as discussed in the marketing section above it will become increasingly important for the town to promote its offer to international arrivals via in-flight magazines or advertising at airport arrivals.

19. BARRIERS

We are using the ‘PESTLE’ analytical framework enable a comprehensive review of the barriers to this economic plan: - Political, Economic, Sociological, Technological, Legal, and Environmental.

Barriers to delivery Overcoming barriers Political – politics clearly plays a key role in the Close and transparent working between all of the delivery of this plan and in particular the built partnership groups will be essential to overcome environment elements. Similarly the marketing and political barriers. Joint development of a set of promotion elements rely heavily on a successful BID values/principles as a way of working collectively ballot. towards shared benefits along with reliable communications – both written and face to face – will be key.

Economic – a strong national economy is Developing an international as well as national tourist fundamental to maintaining and improving the profile will to some degree mitigate against national economic performance of the town. economic performance.

Societal – the Clevedon resident community may Clear communications around the benefits to all of a take exception to some of the physical development strong and vibrant town centre and sea front to ideas. attract visitors and commerce should overcome any concerns the community have especially if a high level of consultation is delivered as a precursor to any changes.

Technological – the relentless march of the internet Whilst the pace of technological change is a challenge

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

impact on retail and other sectors. for retailers a more mixed shopping, leisure and community based experience will enable physical places to create experiences that Amazon et al are unable to compete with. Environmental – global warming, flooding, more Creating an all weather family facility and other rain and less domestic visitors (who increasingly options in the town and continuing to cultivate the holiday abroad). day-tripper experience. Legal – overly onerous legalistic approaches can A more permissive approach by public agencies and frustrate the development and change process. ‘can do’ ethic can be most beneficial.

20. RESOURCES

ORGANISATIONAL STRUCTURE AND PARTNERSHIPS

The organizations required to work together and deliver each element of the plan are summarized in the diagram below:

Area Groups Triangle & Hill & Sea Waterfront Town Groups Centre Traders

Chamber, Arts, Marketing & Promotion Theatre, Curzon (Arts, Culture, Heritage etc) etc

NSC, Town Place Making Council, Civic (Urban design, Parks, Planning, Transport etc) Society, Pride, etc

Support and Synergy Town Council (Town-wide meetings and communications)

The diagram seeks to represent the potential involvement of representatives from all local partner groups in all aspects of the town’s development however with an indicative leadership of the two core themes. Thus:

Meeting Frequency Lead Attendees Other Attendees

Marketing & Promotion Monthly Business groups All other Coastal Team Arts & Culture organisations groups Place Making Monthly Councils All other Coastal Team Business groups organisations Civic Society, Clevedon Pride etc

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

Coastal Community Quarterly or bi- All Members of the public Team annually

‘IN KIND’ SERVICES AND VOLUNTEERS AND USE OF LOCAL EXPERTISE

All of the partners listed are committed to the Coastal Community Team and will collectively be offering many hundreds of hours of volunteer time to bring the aims and priorities to reality. This plan has been based almost entirely on the inputs and ideas of local business people and leaders of community groups who have successfully delivered £million pound projects – such as renewal of the Pier, Marine Lake etc.

21. COSTS

These costs are only indicative and are subject to further prioritisation:

Capital Revenue

Marketing and Promotion

 BID Feasibility £3,000  BID Development and Campaign £27,000 £4,000  Digital media, website, apps £10,000 £,4000  Leveraging proximate customers – analysis and communications £,2000  Tourist information point(s) £500  Coach companies research and communications £3000  Creative Economy Hub Business Plan £15,000  Events £29,000 £40,000

Capital Revenue

Place making and Urban Design Exercises

 Seafront £50,000  Triangle and Queens Square £50,000

£100,000 The actual costs of built environment physical changes are not possible to estimate at this early stage in the process.

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

22. VALUE

TOURISM

The value of the plan to the local economy is difficult to estimate in the absence of comprehensive data for Clevedon.

The information available includes:

Clevedon Promenade Pedestrian Counters indicate just over 1m visitors annually, latest key extract:

‘STEAM’ Tourism Reports for North Somerset5

STEAM provides a number of indicators including

 Estimates of number of tourists and number of tourist days (by category of accommodation by month)  Estimates of employment supported by tourism  Estimates of traffic implications of tourism (by month)  Trend information annually for all output categories by zone

Unfortunately these reports are for North Somerset as a whole in which Clevedon is not extractable and as such a number of educated guesses are necessary to project the potential value created by the economic plan if delivered.

5 STEAM approaches the measurement of tourism at the local level from the supply side, which has the benefit of immediacy and relative inexpensiveness. The traditional measurement of tourism activity is from the demand side, but, as is well known, surveying visitors is both time-consuming and costly. This is further complicated when economic impact assessment is made, which requires surveys of businesses and the consumption patterns of local people. STEAM is not designed to provide a precise and accurate measurement of tourism in a local area, but rather to provide an indicative base for monitoring trends. The confidence level of the model is calculated to be within the ranges of plus or minus 10% in respect of the yearly outputs and plus or minus 5% in respect of trend. 39

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

Thus the whole of North Somerset generates around £490m in 2014, say £500m in 2015. Comparing Weston’s seafront attracting 7m annual count versus Clevedon’s 1m but allowing for a higher end Clevedon offer and thus average spend possibly Clevedon enjoys 15% of this spend, say £75m per annum.

This economic plan is designed to improve Clevedon’s tourism economic expenditure by a minimum of 10% or £7.5m per annum.

CREATIVE ECONOMY

Beyond tourism this plan sets out an ambition to catalyse a creative economy in Clevedon centre. The importance of the creative and knowledge economies cannot be over estimated. Just one project earmarked by the economic plan is the conversion of the vacant Waverley House into a creative hub. At 963 sqm in size this indicates when full around 70-80 FTE (full time employees). According to Department for BIS Industry Sector Analysis 2012 the Digital, Creative and Information Services are worth £52,600 GVA6 per person.

This translates into a potential additional GVA of nearly £4m.

6 GVA measures the contribution to the economy of each individual producer, industry or sector in the United

Kingdom.

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

OTHER ECONOMIC BENEFITS In addition there are other incidental benefits of the strategies outlined in this document:

 Residential development (densification) – 200 additional homes are targeted to be delivered as part of this plan. Evidence suggests each homes will spend up to £5,000 locally thus creating a further £1m of local demand for shops and other businesses.

 Creating more walkable and attractive town and neighbourhood centres has less tangible but important benefits such as more walking/cycling leading to better health translating into economic benefits through health sector savings. Similarly attractive centres attract more people out of the comfort and seclusion of their own homes and reduce social isolation which has shown to be as damaging to the individual as 15 cigarettes a day7.

 Transport will improve with more people living in the centre using the same services and reducing necessary subsidy by the public sector on unviable routes.

 Carbon emissions will be reduced by more people living working and socialising in the same locale and thus negating travel.

23. FUNDING

A key tenet in this economic plan is the creation of a Business Improvement District.

BUSINESS IMPROVEMENT DISTRICTS

INTRODUCTION

A BID is a business-led partnership that improves trading conditions in a high street or town centre - in a similar way that a shopping centre manager does in modern malls. BIDs vary in size but typically comprise a few hundred businesses clubbing together and backing a business plan that sets out a range of activities that are funded by a BID levy that is usually equivalent to 1-2% of rates (around £3-4 per week for typical independent businesses. Typical activities include more cleaning, policing and/or marketing. Increasingly BIDs are aimed at cash saving strategies for businesses also - through collective purchasing - thereby striving to make the BID overall cost-neutral or even positive for businesses.

BID projects and services are selected by business for businesses. Typically they are additional cleansing and security to marketing and collective purchasing and working closely with local partners to achieve the improvements that businesses desire for an area. The benefits of BIDs cited by businesses are wide-ranging and include:

 Increased footfall  Improved staff retention

7 Social Isolation in Bristol 2013 – Initial Findings Report by Bristol City Council

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

 Business cost reduction (shrinkage, crime, joint procurement)  Area marketing and promotion  Networking opportunities  A collective business voice and representation on issues affecting their area  Assistance in dealings with the Council, Police and other public bodies

DEVELOPING A BID

BID legislation was passed in 2003 in England and Wales, (and amended in 2004/5) and sets out: Ballot – a BID is created following consultation and a ballot in which businesses vote on a BID Proposal (business plan for the area) and sets out businesses’ priorities for improvements for the area and area services and how the BID will be managed and operated. All businesses eligible to pay the levy are balloted and the ballot is run by the local authority. The ballot must be won on two counts: majority by number and by rateable value (this is designed to ensure that the interests of large and small businesses are protected) however there is no minimum turnout threshold.

An operating agreement is entered into between a BID and their local authority governing how the BID levy monies are collected and administered and passed over to the BID. Central to this are 'baseline agreements' – with the local authority and other service providers which guarantee the level of service provision in the area. These ensure that any services the BID provides are truly additional. These are legally binding once a ballot has been won and becomes the framework within which the BID will operate.

BIDS IN OPERATION

BID levy and funding - a BID is funded through the BID levy, typically 1-2% of a businesses’ rateable value with higher levies in locations with lower rateable values. The levy is mandatory for all eligible business occupiers however BIDs can choose to exclude certain businesses from paying the levy (and therefore from voting in the BID ballot). Usually BIDs exclude the smallest businesses and charities as the levy is too small to merit the collection costs. BIDs are often successful at attracting funding in addition to the BID levy such as property owners, the local authority and other public sector grant making bodies (as the BID levy can act as ‘match- funding’).

Governance and management – most BIDs are not-for-profit companies limited by guarantee and set out how they will be governed in their BID Proposal and Company Articles of Association and are governed by a board drawn from businesses in the BID area. BID management teams vary with the size and focus of each BID are generally kept small and focus on project delivery and administration. Performance measurement is important to demonstrate tangibly the improvements to an area and most BIDs commit to specific Key Performance Indicators (KPIs).

BIDs run for a maximum of five years and are renewed through a further ballot process. Evidence suggests that once a BID has been set up the vast majority will continuously renew.

A CLEVEDON BID

To ensure delivery of many of the above projects is the early establishment of a Business Improvement District (BID) which initial analysis indicates five years annual funding of approximately £75,000pa (ie £375,000 in total over five years).

Initial analysis and consultation with businesses has been carried out and indicates the following potential annual funding streams:

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

Hill and Sea Front £21,000 Triangle and Town Centre £55,000 Total £76,000

This analysis focuses on the inner town and HASIT areas and does not include the edge of town business parks or retailers.

LANDLORDS

Landlords of larger holdings – such as the owners of the Triangle – Lasalle – are sometimes quite progressive of town improvement initiatives if they can see it translating into better footfall and thus rents and property yields. Lasalle have already intimated support of a BID.

 achieve all their marketing and promotion ambitions  establish first steps (eg design) around built environment projects

OTHER FUNDING STREAMS

North Somerset Council invests in the IDOX ‘OPEN4Business’ online research facility to enable businesses and voluntary groups to identify funding streams relevant to their projects:

This is a powerful tool. See http www.open4business.info/north_somerset. This enables all grants by sector, for example – media and arts – for businesses within the North Somerset area to be searched very easily, clearly setting out scope, eligibility and how to apply.

For example within the arts and culture sector circa 100 funding opportunities for businesses and organizations – split into categories according to regional, national and international. As context we have reproduced the first few results below:

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

Funding Body: The Art Fund Description: Financial assistance is available to support the acquisition of significant decorative art by artists from around the world at the annual Collect fair. Status Closed - pending new application round Application Deadline None specified Maximum Value: Unknown Minimum Value: There is no minimum value

Funding Body: Arts Council England Description: Grants available to support collaboration between individual artists in England and other artists, organisations and/or creative producers in another country. Status Closed - pending new application round Application Deadline 14/10/2015 Maximum Value: £ 5,000 Minimum Value: £ 1,000

Funding Body: Artists’ Benevolent Fund Description: Financial support is available for UK artists in need with the aim of enabling them to launch, sustain or develop their careers. Status Open for Applications Application Deadline None specified Maximum Value: £ 5,000 Minimum Value: £ 2,000

Funding Body: Arts Council England Description: Capital funding to benefit large arts initiatives taking place in England, helping to make projects more sustainable and resilient. The scheme forms part of a range of measures to help create a more sustainable, resilient and innovative arts sector. Status Closed - pending new application round Application Deadline None specified Maximum Value: £ 5,000,000 Minimum Value: £ 500,000

Funding Body: Arts Council England Description: Capital funding designed to benefit arts initiatives taking place in England, helping to make projects more sustainable and resilient. The scheme forms part of a range of measures to help create a more sustainable, resilient and innovative arts sector. Status Closed - pending new application round Application Deadline None specified Maximum Value: £ 499,999 Minimum Value: £ 100,000

It is envisaged a grant writing team is formed to secure funding through these many sources.

24. MAXIMISING RESOURCES AND COSTS

We have set out above a matrix organisational structure that brings together interests from different areas to work across ‘cross departmental’ (ie marketing, built environment etc) functions. The matrix structure is a combination of the functional and ‘divisional’ (ie in this instance geographical areas of Clevedon) structures. The former divides according to functions performed, while the latter divides them by geographical location.

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

There are a number of benefits to this approach in large organisations that can be applied to the multiple organisations and agencies involved in town regeneration strategies:

 Efficient Information Exchange - One of the advantages of implementing the matrix organizational structure in is that it can lead to an efficient exchange of information. ‘Departments’ work closely together and communicate with each other frequently to solve issues. Efficient lines of communication enhance productivity and allow for quick decision-making. For example, in a matrix structure, individuals from the marketing, finance and product departments may confer with one another to formulate strategies. The specialized information exchange allows managers to respond quickly to the needs of customers and the organization.

 Increased Motivation - The matrix structure encourages a democratic leadership style which is essential given the independent nature of traders in particular and indeed most contributors to the initiative. This style incorporates the input of team members before anyone makes a decision. The ability to contribute valuable information before decisions are made leads to satisfaction and increased motivation. In a matrix structure, each everyone brings his expertise to the table.

There are drawbacks which will have to be carefully managed:

 Complexity - A disadvantage of the matrix structure is that it can result in complexity. Some people may become confused as to who is making a final decision. The dual authority and communication problems may cause division. Miscommunication and ineffective managing can result in dissatisfaction and low morale.

Clevedon2020 do not envisage taking any office space or recruiting staff but will instead rely on the facilities of the various public and private sector partners that make up the team and volunteer time with specialist advice (eg BID development, marketing, urban design) used on a needs basis.

25. CONSULTATION

EXISTING RESULTS OF CONSULTATIONS

A series of workshops have been held with key businesses across Clevedon to inform this economic plan. These are reproduced in full in the appendices.

PLANNED CONSULTATION EXERCISES

A series of workshops is being planned to further interrogate the strategies that the Business Improvement District will undertake. These will be with the same groups plus further businesses and organisations affected by the BID.

Similarly any urban design projects (in relation to the seafront or Queens Square) will of course similarly be the subject of extensive consultation with business, voluntary sector and residents.

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

26. ENGAGEMENT

Plans to involve and inform partners and other bodies include a comprehensive social media suite including website, twitter and facebook and close working with the local newspaper.

27. COMMUNICATION WITH COMMUNITY

Websites, Facebook and Twitter accounts administered by the various members will highlight the work being done for residents and visitors alike and these are publicised in local media.

There is a free local newspaper, and a monthly magazine ‘Clevedon Living’ distributed free to residents. The editors of both papers are fully supportive of the sea front developments and regularly feature the Marine Lake and Pier projects. Town noticeboards located in the town centre and on the sea front will also publicise and communicate the Partnership’s work.

Press releases will be regularly submitted via North Somerset Council to media outlets locally. North Somerset Council press office plus volunteers experienced in press and media communications will work to keep interest in the projects high and to keep the information flow to all media outlets relevant and encouraging. Included in the distribution will be other coastal community teams in order to share the Clevedon experience.

Using the above mechanisms plus any opportunity that arises within other projects to publicises the work of the partnership, its aims and outcomes. Future years will expand the media coverage and promote Clevedon the project to other areas and regions.

28. MANAGEMENT OF TEAM

Please see ‘Resources’ above.

The Team will meet on a quarterly to bi-annual basis to hear from dedicated theme groups and open up the discussions to the wider town community. These face to face meetings will be supported by communication across all members by email and recorded ‘action-minutes’ of the meetings to made available to all.

The Meetings will be facilitated by the Town Clerk and Clevedon Town Council with a venue FOC.

29. SUPPORT STRUCTURE

See ‘Resources’ above.

30. COSTS

Secretariat by Clevedon Town Council – funded as “in kind”. Meeting room by Clevedon Town Council funded as “in kind” and by other partners.

CLEVEDON COASTAL COMMUNITY TEAM ECONOMIC PLAN

31. SUSTAINABILITY

In the longer term the permanence of the two council bodies complemented by the (in effect) permanence of the prospective BID8 will enable a strong platform for sustainability.

32. AREAS OF SPECIFIC INTEREST

Areas on which Clevedon would wish to join a national working group or network (virtual or otherwise) include arts, tourism, piers, heritage.

8 95% of BIDs once elected are renewed again and again at five yearly ballots.