Briefing to Economy & Regeneration Scrutiny Commission 14th December 2017 City Centre Performance 2017

Briefing of the Director of Regeneration

1. Purpose of the Report and Summary

1.1 To provide Economy & Regeneration Scrutiny Commission with a briefing updating Members on the performance of the city centre in 2017.

1.2 To enable the Economy & Regeneration Scrutiny Commission to provide input into the long term development of the city centre.

1.3 To provide the available information to help inform the Commission as requested at the previous commission meeting which covered the City Centre.

2. Recommendations

It is recommended that:

2.1 Economy & Regeneration Scrutiny Commission consider the contents of this briefing with a view to making recommendations regarding the briefing and providing an input into the long term development of the city centre.

2.2 Economy & Regeneration Scrutiny Commission consider the contents of this briefing particularly in relation to developing the early evening economy.

3. Background

3.1 The city centre and its overall vitality and ability to compete forms part of the wider economic and cultural regeneration of the City and its ambitions articulated within Hull’s 10 year City Plan strategic ‘Destination Hull’ priority to make Hull a World Class Visitor Destination.

3.2 Hull’s city centre has been transformed by over £100m investment by the Council and its partners in both the public realm and in major assets (in new facilities such as the 3500 capacity Hull Venue due to open in 2018 and in our more historic venues such as the and ).

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3.3 The city centre economy is changing as the trends which have shaped many city centres start to impact in the way our city centre behaves and operates. Retail often has often been seen as the key driver of a city centre, despite some volatility continues to show growth in the city centre however the sector faces specific long term challenges and barriers to growth and performance.

3.4 Hull has seen a significant shift in occupancy particularly around leisure, food and beverage which reflects national trends. In addition, the trend towards increased residential living creating an ‘urban village’ is beginning to have an impact on the long term sustainability of the city centre.

3.5 The success of hosting UK City of Culture has brought significant critical acclaim for the regeneration of the city centre and in particular the quality of the accelerated public realm programme and the works at the Ferens Art Gallery, Hull New Theatre, Trinity Market and the Fruit Market.

3.6 Changing consumer needs and behaviours reflect changes in national retail sector performance. The recession of 2008 exacerbated these changes, which began over the past 10 to 15 years, and have accelerated their impact on the way, particularly city centres, perform from a retail perspective.

3.7 Nationally, the six main trends that have been identified since 2008:

• reduced high street retail sales and reduced footfall • increased internet and mobile technology spend, • increase in residential living • the increases in the number of out of town shopping malls and retail parks, • the increase in leisure and cultural activity replacing retail, and • cities competing for visitors who want a multi experience increasing dwell time and spend

Finally, the establishment of ‘Click and Collect’, and other consumer focused changes such as the increase in direct deliveries to homes or other collection points has added a further dimension. The performance of Hull’s city centre reflects the impact of these national trends.

3.8 Future strategic interventions will therefore need to respond to the following priorities:

• The need for strategic positioning of the city centre and its offer from a local, regional and national perspective • The need to identify strategic aspirations exploiting Hull’s unique characteristics embracing particularly the growing city centre arts and cultural offer • The need to inform investment decisions by public and private sectors to attract new operators to the City

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• The need to satisfy and respond effectively to changing consumer demands and market conditions, • The need to effectively manage the transition from daytime to, evening and night time economies, and • The need to increase city centre living opportunities to ensure a more sustainable and stable 24/7 economic footprint

3.9 Strategically, it is important that the city develops its existing retail, food and beverage offer by attracting those regional and national chains who are not present in the city and how, this over time, will incrementally build the offer and make it a more attractive place for some of the major operators to consider the City as part of their long term expansion plans. This means targeting specific operators within the particular sectors that are not represented in the city. To this end the city, has attended two major retail national exhibitions in 2017 building on attendance at REVO in Manchester in 2016 with partners to showcase the opportunities available for potential investors

3.10 The Local Plan provides a key tool in the management of development in the city centre. The plan designates areas of the city centre to guide where and what type of development will be appropriate, for example a Primary Shopping Area and Primary Frontages guide where retail development should be located and provides policies to manage the range/mix of uses within specific streets. In the wider city centre the plan makes provision for other main town centre uses including leisure and offices, as well as the growing residential population.

Hull Local Plan was adopted by Full Council on the 23 rd November and the plan provides a clear platform for supporting development and investment in the City Centre. It identifies that all the main town centre uses over the plan period are capable of being accommodated within the City Centre on 2 key sites at Albion Square and Myton Street and other smaller sites as required. The plan identifies an objective for 2500 City centre dwellings over the next 15 years and provides new policies for assessing the make-up of the city centre to ensure it continues to provide a strong retail and leisure offer.

The Council is producing an annual monitoring report to gauge the influence of its local plan on shaping development and the first Authority Monitoring Report under the new plan will be brought to planning committee in December 2018 and if requested could also be considered by the E&R scrutiny commission during the same month.

3.11 In general, all city centres are facing a period of flux with tremendous pressures from local, national and global consumer trends, and an ever increasing demand for housing. The best continue to adapt, re-thinking proactively about the strategic positioning of their urban centres; as places that serve their communities, visitors, and businesses with a quality of experience that encourages them to keep coming back, and stay longer. This is often achieved through innovative partnerships with the private sector, to fund and deliver improvements to regenerate city centres, as

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well as direct interventions by the Council to lead on place making, place shaping and place management.

4 City Centre impacts in 2017

The city centre in 2017 has experienced a major period of transformation with a significant number of major initiatives contributing to a changing city centre offer. The following are considered major impacts on the city centre in the 10 months to the end of October 2017 (a full independent report on the impact of hosting UK City of Culture will be published following a Legacy Conference in March 2017).

4.1 The impact of hosting UK City of Culture on the city centre:

Major events in 2017 (to 2017 201 6 end of October 2017) visitors visitors

‘Made in Hull’ opening event 342k 0

The Ferens/ Hull Museums 1.2m 500k

The Blade installation 1.1m 0

The Poppies installation 800k 0

Freedom Festival visitors 140k 72k

The Sesh 30k 25k

Hull BID 5 street food nights 49k 0

Hull BID Yum! festival 25k 20k

Hall of Hull (Trinity Square) TBC 0

It is estimated that over 3.5m have so far attended events in 2017, many of those impacting on the city centre. Large scale installations have contributed significantly in animating the city centre and have capitalised on the investment in new spaces created by the public realm programme.

4.2 Significant increase in new independent operators particularly in the hospitality, food and beverage sectors:

• Old Town 6 food and beverage • Fruit Market 4 food and beverage adding to the existing 6 outlets on Street/ Humber Dock Street • Trinity Market Transformation of the offer and

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new food related offer developing in the food court.

• Further investment has been made by existing operators to bring their offer up to date (eg Cerruti’s). There are currently a number of new investors already preparing to add to the F&B offer in 2018.

To summarise, • Since 2013, the city centre has seen 93 new business or business which has changed hands with 74% of this change of use being in food and beverage. • Since 2013, the city centre has seen 37 businesses close completely or reduce their overall footprint in the city centre. • National closures which have had an impact on the city centre: The impact of national closures such as BHS and the consolidation of banks and building societies from multiple branches in the city centre to single branches has continued with 2 more closures in 2017. • In addition, existing outlets such as Lush, Sports Direct, and Dorothy Perkins have relocated within the city centre. This has been the case both in the high street and within shopping centres. In particular St Stephens has had 17 leases come up for renegotiation which has resulted in major brands relocating (Dorothy Perkins) and others leaving the city centre (Zara). St Stephens has also seen new brands arrive to complement the existing offer including JD Sports, Footasylum and Smiggle.

The increased significance of the increased food and beverage offer is an important indicator in the city centre’s ability to change to an economy which supports both residents and visitors. With regards the early evening economy the offer now exists particularly in the Old Town and Fruit Market which will support not only the opening of the Hull Venue in 2018 but also other investment in the leisure and cultural offer (Appendix 2).

In 2017, it is calculated that 42 new businesses have opened in the city centre with 9 leaving. Of the 42, 27 are new businesses predominantly food and beverage.

4.3 Increase in residential use particularly in Old Town:

• Trinity House have invested in apartments to let in Whitefriargate utilising the first and second floors • Old Town change of use to residential

In progress:

• Police station conversion into living accommodation

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The trend for increasing city centre accommodation shows no signs of slowing, with new housing developments planned for the Fruit Market and in other conversions. This is further demonstrated by the increase in planning applications and consents for city centre conversions to residential.

4.4 Increasing hotel capacity:

• £25m Hilton Double Tree, Ferensway (165 room hotel including Marco Pierre White roof top restaurant and 900 seat conference centre) • £2.56m Weatherspoons Hotel, Anlaby Road due to open in 2018 • Hideaway Apartment Hotel, North Churchside: 15 serviced apartments • Trinity Hostel, Lowgate: 8 rooms with 23 beds

To open in 2018: • £6m K2, Bond Street (including proposed 100 bed hotel, serviced accommodation, leisure, roof top restaurant and business suites)

The overall capacity of hotel accommodation in the city centre is currently:

Hotel Rating No. of No. of bed bedrooms spaces Express by Holiday Inn Budget 128 256 Gilson Hotel Budget 59 118 Holiday Inn 3 star 100 200 Hotel Campanile Budget 48 96 Ibis Hotel Budget 106 212 Kingston Theatre Hotel 3 star 28 56 Mercure Royal Hotel 3 star 155 283 Premier Inn Budget 135 270 Travelodge Budget 80 200 Total 839 1,691

For reference, an additional 1103 bedrooms (2304 bed spaces) exist outside the city centre in the VHEY region.

In addition, capacity across the region has been created by Airbnb with 306 properties up from 63 in 2016 following a highly successful campaign by VHEY prior to UK City of Culture.

Hotel occupancy in Q3 2017 averages at 88%. Average hotel occupancy for the year to date is up 9% on the same period in 2016

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4.5 Investment in city centre cultural assets:

• The Ferens re opened on 9th January 2017 after a £5.4m refurbishment • £15.9m Hull New Theatre opened on 16 th September 2017 • Humber Street Gallery, a contemporary arts gallery with café and rooftop bar opened in February 2017 • Holy Trinity Church renamed Hull and is undergoing a £4.5m refurbishment including a transformation of its café offer and ability to host major events including hosting the Turner Prize announcement in December • Solar Gate was completed in Queens Gardens in July 2017 • Beverley Gate was completed in May 2017.

In process of completion but with access: • Part of Trinity Market reopened in September 2017 • Part of £80m regeneration of Humber Street completed with work on 100 new housing units starting in 2018.

4.6 Completion of initial city centre public realm programme:

Three significant features of the new public ream became fully operational in 2017, attracting significant critical acclaim

• fountains operational from April 2017 • Artist commissioned Trinity Square 8 unique mirror pools operational from June 2017 • 3 new street drinking fountains and contemporary ‘animal sculptures’ sponsored by Water.

In addition temporary installations have contributed to the vibrancy of the city centre

• Lego daffodil sculptures in King Edward Street Square (Easter 2017)

4.7 Investment by major retail partners in city centre:

• £20m Prince Quay investment by Realm in UK’s first hybrid outlet/ full price offer with 9 new stores including Hamleys, Ben Sherman, Warren James Jewellers, Bench and Eurochange, alongside the anchor store Next. • £500k rebranding by New River who manage Prospect Centre

To come in 2018:

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• In October 2017, Paragon Arcade new owners have announced investment in fabric of arcade including shop fronts. • In October, British Land at St Stephens announced investment in a refresh after 10 years in operation.

4.8 Increased access to city centre: • Land train (Two land trains operating from Queen Victoria Square from March to November) • Bus tours, 1 ½ hours long operated by EYMS (June – September) • Stagecoach have announced a ‘Simpli After Dark’ service which will operate to 1am on Saturdays in support of the night time economy due to sufficient demand due to new restaurants opening and vitality of city centre.

4.9 Customer welcome: • Volunteer programme: Over 2750 volunteers have delivered 300 000 hours of volunteering. Representatives from all Wards in city • Visitor welcome programme: The VHEY led bespoke welcome programme attracted 3000 delegates mainly from city centre businesses • TIC pod at Transport Interchange: The pod was opened in September 2016 and has been staffed by a HCAL member of staff and volunteers • Transport Interchange improvements: Frist Group Transpennine Express have invested £1.4M in improvements to travel offer including food and beverage and retail which will complete in early 2018 • Planned relocation of Travel Extra from Interchange to Hull Council for Disabled on Ferensway.

4.10 Raising awareness: • REVO Exhibition, Liverpool (October 2017) targeting national retail operators • MIPIM Exhibition, London (November 2017) targeting national retail operators • Seatrade, Hamburg (September 2017) targeting cruise market operators • The city centre has been referenced in 126 regional, national and international tourism publications in 2016 -17. The circulation or average monthly users are calculated at 55.9m. The opportunities to see are calculated as 101m.

4.11 The total number of city centre jobs created across all completed projects is estimated at 1455.

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4.12 Retail vacancies

In terms of vacancies across the core area of the city centre, there has been a slight drop in % vacancies, however there are more available units across the city centre with the addition of the Fruit Market which is included in the matrix below.

Comparing the survey conducted last year with this year and using the same parameters (and excluding the shopping centres/ Humber Street), the city centre surveyed shows a fall by 2.41% in vacant units.

2016 (End October): 11.61% vacant 2017 (End October): 9.2% vacant

However, including Humber Street, the figure rises to 11.3%.

City Centre Core Total Units Occupied Vacant %Vacant King Edward Street 42 39 3 7% Savile Street 26 23 3 11.5% Jameson Street 49 46 3 6.1% Paragon Street 56 48 8 14.2% Prospect Street 30 26 4 13.3% Whitefriargate 62 48 14 22% Ferensway 19 19 0 0% Trinity Square 16 16 0 0% Carr Lane 35 32 3 8.5% Fruit Market (excluding 19 16 3 15.7% C4DI) Average 354 313 40 11.3%

4.13 Car parking provision and city centre bus provision details

There are currently 12 car parks in the city centre that are provided by both private sector parking companies and the Council which caters for long stay parking, they provide 2,837 parking places, in addition there are 733 parking spaces on street in the city centre that covers for short stay (max 2 hour) parking.

In addition there are 78 on street spaces specifically for Blue Badge users which area spread across the heart of the city. With regards to coach parking we have lost the of street coach park on Waterhouse Lane as a result of the Venue development, however coach parking as a result is being accommodated on a case by case basis at various locations throughout the city centre, this is managed through a booking process managed by the Parking Team.

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5. Conclusions

5.1 Our city centre is constantly evolving. In many respects it mirrors changes to city centres nationally, however due to recent investment it has not seen the ‘hollowing out’ or ‘doughnut effect’ that some towns and city centres have experienced. A given is that everyone shops and will always need to shop. However the retail sector in the city centre (and elsewhere across the City) will continue to adapt and evolve to the needs of the consumer. New consumer experiences will, over time, replace some of the retail activity as will increasing the use of existing and new buildings to attract people to live in the City.

5.2 Whilst the City has a number of challenges which are unique it also has to respond proactively to develop and strengthen its overall offer and to ensure that as new national and local trends emerge it can respond effectively. It has the opportunity through recent high profile successes such as hosting UK City of Culture to significantly change the way the city and particularly its city centre is perceived and operates.

5.3 The long term development of the city centre will depend on a mix of public and private sector interventions. It will need to adapt to changing economic and social conditions and behaviours whilst also allowing for innovation and enterprise.

Mark Jones Report of the Director of Regeneration

Contact Officer : Jon Pywell Telephone No. : 614820

Background documents:

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Appendix 1

E&R Scrutiny Commission requested that the following were reported on in order to monitor the development and performance of the City Centre:

1. Place Management - Tactics and work streams (extract from briefing to OMSC on 6 th November 2017)

Place shaping, place making and place management:

In order to progress with place making and build on the ‘Readiness’ programmes created to prepare for the City hosting 2017, the Council is leading on a ‘Destination Hull’ place management programme, developed to manage effective delivery at an operational level with all key partners. This is a tangible outcome of preparing to host 2017, and provides an effective way of coordinating all aspects of place shaping, place making and place management.

Representatives from the Council, its key partners (including UK City of Culture 2017Ltd, Hull Culture and Leisure Ltd, Hull BID and other key organisations) meet to deliver the programme.

By ensuring effective joined up forward planning, the investment in both programme and product can be effectively managed over time with priorities identified for future Council decision making. This also will enable a more mature and considered approach to

The programme is designed to focus on 4 key inter related ‘Destination Hull’ projects:

Programme Positioning, place marketing and audience Programme design & delivery Destination marketing/ Development and finance: Investment & communications funding Visitor economy sector Commissioning Interface Strategic relationship management Cultural tourism offer Technical & event management Positioning and city Sector interface marketing Communities/ Health/ Education Audience development/ Employment and skills engagement Skills pathway/ mentor programmes Brand management Digital / ticketing Volunteer programmes Visitor welcome Evaluation & monitoring Film location Inward investment

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Place activation Product Spatial programme management Major projects Management of open spaces Capital investment and Public Protection infrastructure Access and Navigation City Planning City Centre Management & inward investment Transport Strategy

2. Legacy: Programme:

The development of a programme beyond 2017 rests on the ability of the city to provide a transition between a period of significant investment into programming into an immediate period in 2018 which will not be resourced at the same level. Given that a more realistic scale is inevitable following 2017, it is essential that future programming is undertaken to ensure that the ‘city offer’ is both progressive and aspirational. It should breathe life into our known and unknown narratives.

The basic principles which will be adopted in designing a future programme are therefore as follows:

• Programming should have scale, ambition and pursue quality and excellence. It should be world class and be challenging and unexpected; • Programming should be seasonal with a reduction from four seasons/themes to two in order to simplify communications and planning as well as provide structure; • Programming should build on the investment made to date in order to maximise the return on investment for the city and its partners. This is particularly important given the significant investment in facilities and open spaces; • Programming should reflect audience development and engagement data • The ‘shoulder’ season from late autumn onwards should be targeted with a new approach which maximises the impact of the winter months; • Investment in programming from legacy funding should be on the basis of levering matched funds. The target for the future Culture Company generating £10m by 2020; • The programme should continue to support the aspirations of Hull as a destination of choice; • That a full cost recovery model should be adopted when programming, and neither the future Culture Company or key cultural agencies in the city should not be handed a fait accompli in terms of the 2018 programme, but may benefit from a seasonal or themed approach.

In shaping the future of the ‘city offer’, a number of important considerations around content should be taken into account in ensuring that there is transition which builds on both 2017 and the Cultural Strategy objectives:

• The concept of delivering a highlight event or events such as Place des Anges or ‘Sea of Hull’, the ‘Blade’ , ‘Poppies’ and Hall of Hull installations that can ensure momentum , visibility and profile for the city;

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• The programming approach to Hull’s newly created public spaces within the public realm (Queen Victoria Square, Beverley Gate and King Edward Square) and how other enhanced spaces such as Queens Gardens should be developed;

• Develop Hull’s Scandinavian/ Northern European arts and cultural connections;

• Develop a significant transitional winter event (2017/18);

• Develop the ongoing international partnerships with Reykjavik, and development of possible ongoing relationships with Rotterdam (and potentially) Aarhus;

• Build a relationship with the next UK City of Culture 2017 Ltd;

• Ensure the future sustainability the Humber Street Gallery: and

• Develop role of the new £2.3M Creative People and Place programme in community engagement

In progressing with developing programme, there needs to be a clear process for curating the cultural offer enabling all partners to plan accordingly. The commissioning or co commissioning of major initiatives which require a longer lead in time is a priority for strategic decision making as this will provide legacy with its immediate fundraising priorities. Finally, there is a short term imperative to communicate future programming and legacy funding to the cultural sector especially around the availability of legacy funding.

Actions:

1.1 2018 - 20: Developing a transitional programme in 2018 through a cultural season initiative supported by an artistic policy/ programming approach through commissioning and co commissioning.

The immediate priority is focusing on momentum and maintaining confidence and credibility with a reduced funding package.

• Commitment to build investment by Culture Company with a plan to raise £10m for its first three years • Transition in first 18 months • Summer season 2018 • Winter season 2018 • Creative People and Places £2.4m programme • Develop new music festivals unique to Hull’s voice

Developing programmes to end of City of Culture (December 2020) • Progress towards a significant celebration with handover to next UK City of Culture on 31 st December 2020

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1.2 2021 -26: To the end of the Cultural Strategy 2016 -26

Securing the ambitions for the city including: • Yorkshire’s Maritime City project completion • Yorkshire’s Cruise terminal

1.3 Secure external funding initially for 2018/19 based on clearly articulated proposals for investment • Council commitment to NPO’s and consistent approach to investment and engagement • Maximise funding from national partners • Maximise funding from private sector partners

1.4 Planning and sustaining relationship management • Target partners • Internal partners • External partners

1.5 Identify, coordinate and develop city bids for future major events of national significance providing future opportunities which present similar economic, reputational and social benefits to the area • National • International

1.6 Maximise impact through programming of new infrastructure and public spaces • Developing a city Events Strategy • Commission a major visual arts installation in a public space

1.7 Children and young people: • Cultural programming and commissioning • Capacity to develop integrated learning/ engagement

1.8 Developing the offer: • Yorkshires Maritime City: Major HLF Heritage project • Film location marketing and management

1.9 Developing the offer ln term offer: • Targeting National cultural institutions to locate in city

3. Legacy: Product:

The city has since 2013 transformed its approach to investing in the overall cultural offer leading up to 2017.This capital investment by the Council as well as public and private sector partners has created a city which can celebrate both its significant past, but also prepare itself as a competitive future world class destination.

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The Council has both renovated existing spaces building on its invested heritage as well as invested in new build projects. Similarly, the University has made significant investment in its facilities and the redevelopment of the Fruit Market has signalled public and private sector partnerships which illustrate the importance of culture led regeneration in place making and place shaping.

The city has the advantage as part of legacy to bring into play spare capacity and building stock which enhances the ability to develop programme creating an evolving and exciting cultural offer. This will enable the city to react to new opportunities as well as those which are planned. The development of a Capital Development Strategy for culture will ensure that the developments reach all neighbourhoods in the city.

Given the need to attract resources, the best way forward on capital development will be in partnership where the Council acts as an initiator, collaborator, facilitator and enabler.

This will improve the quality of the experience of residents and visitors through the ongoing investment in the product, which will contribute in turn to the city growing and updating its offer and being able to compete with other visitor destinations.

It is proposed that legacy should focus on a long term strategy which provides a clear vision for the development of the offer across all aspects of cultural provision to ensure that this compliments the development of programme and audience engagement.

Opportunities exist to exploit:

• Develop maritime heritage as a key method of positioning the city; • Development of the waterfront offer on the and Humber Estuary; • Sustain new visual arts initiatives (Humber Street Gallery); • Maximising city centre living to create a sustainable city centre economy; • Maximising impact of space investment in city centre; • Maximising impact of green spaces (Queens Gardens and the parks) as venues; • Development of new spaces for artists (Dance and performance); • Developing further ‘meanwhile use’ provision for the emerging cultural economy; including arts and the creative and digital economy; • Develop new library provision; and • University population and integration into wider city offer.

Actions:

1.1 Develop Capital Development Strategy (new repurposed and reimagined cultural regeneration assets) • City Centre development (Whitefriargate/ Albion Street) • Waterfront: Humber Estuary/ River Hull corridor • City wide development

1.2 Adoption of City Centre Public Space Strategy • Implement outcomes of licensing review • Spaces and event management (including site hire) • Clustering the offer Author: JPywell Status: Final version Date: 05/12/2017 Page 15 of 22

• Review of charging policy

1.3 Delivery of current legacy capital programmes (2018 -2020) • Fruit Market redevelopment • Trinity Market scheme completion (2018) • Opening of 3600 seat music and conference Hull Venue (2018) • Woodford Leisure Centre (2018) + • Beverley Road Townscape Heritage • Castle Street/ A63 footbridge • Potential new Ice Arena • Queens Gardens • Pearson Park • Pickering Park

1.4 Deliver major capital programmes by 2023: Significant milestones: • Yorkshires Maritime City: HLF Heritage project (Stage 1: 2017) - £27.5m investment in maritime offer • Secure a Cruise Terminal (2022) to operate on behalf of Yorkshire • University city

1.5 Developing a strategic approach to City Centre management and development

1.6 ‘Heart of city’ • Albion Square project

1.7 City centre accommodation growth • Hotel growth • City centre living

1.8 City Centre public realm development • Approaches to Hull Venue (2018) • Phase 2 projects: Queens Gardens

1.9 Future of a sustainable contemporary gallery • Humber Street Gallery

1.10 Future location of arts and cultural ‘meanwhile use’ and incubation sites

4. Legacy: Positioning, place marketing and audience :

The city has a unique opportunity to communicate both to potential investors and to those who may wish to visit the city, as well as to engage more effectively with its

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The opportunity exists to embed the importance of engagement, community cohesion and skills development, in both building new audiences for the future and in strengthening civic pride. There is also an imperative that audiences cultivated in 2017 are retained and developed through proactive and targeted marketing based on using the customer intelligence coordinated by partners throughout 2017.

There is effectively a narrow window of opportunity to press home the advantage of the increased positive profile the city has gained through its year in the spotlight. There is an immediate need to maximise the impact of cultural tourism and the inward investment potential which has been a direct result of the increased ability of the city to present a positive image. This is particularly important in sustaining economic impact and in maintaining the voice of the city in its regional and national negotiations.

Developing the positioning power and the increased visibility of the city as well as developing existing and new audiences will be a measure of our ability as a city to communicate and prioritise its message effectively.

Similarly, sustaining and building on the significant success of the volunteer and visitor welcome programme and the infrastructure required to facilitate greater engagement through digital platforms will be a mark of a sustainable legacy.

Actions:

1.1 Grow audiences through audience development initiatives • Local communities • Visitor economy • Marketing initiatives and budgets • Engagement through learning including a new city wide Programme

1.2 Activate inward city centre investment offer • Improved retail, residential, eating and drinking offer • Positioning city externally at major property related exhibitions • Proactive targeting of investment opportunities

1.3 Develop digital platform and box office

1.4 Sustain tourist information provision at the Interchange and consider long term implications of how best to provide visitor information in the future

1.5 Develop volunteer programme 2018 onwards • Consolidate and refresh

1.6 Develop existing VHEY led visitor welcome programme

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1.7 Destination marketing through an enhanced role for VHEY/ Council : • New Tourism Strategy (2018-23) • Develop cultural tourism • Develop Conference offer • Developing overall consumer brand • Develop city brand identity

1.8 Develop strategic communications and positioning: • Building national and international confidence • Building national and international credibility

1.9 Agree extended opening hours post 2017 to develop the evening economy • Cultural providers • Retail providers • Food and beverage providers 1.10 Management and coordination of city dressing campaigns

Essential to the development of a cohesive city and sub regional offer is Visit Hull and East Yorkshire (VHEY) which has demonstrated the importance of a credible destination management organisation (DMO) which can engage effectively with national partners and also lead on regional partnership initiatives and marketing campaigns.

5. Legacy: Place activation:

Ensuring a quality experience for both residents and visitors is about more than just the welcome they receive from the city. The quality of the places and spaces and how they are accessed is equally important in making a destination work hard as is the offer.

Managing the quality and appearance of the overall offer should complement the level of investment in it. This ongoing commitment to place management should provide a canvas for the imaginative and creative animation of spaces and the relationship they have with the built environment.

Recent investment in new and upgraded facilities and the improvements in public realm in the city centre have created a high quality urban environment. In order to maximise the impact of these investments, improved navigation and access are essential to ensuring an experience which will encourage further investment and visits.

• Maximise the visitor or residents experience when travelling to and in city; • Maximise access, traffic flow and future parking options; • Maximise use of green transport options including walking and cycling; • Minimise risk of grid lock and congestion; • Mitigate against future major capital projects impacts; and • Engagement to ensure existing and new infrastructure is maintained to a high standard.

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Place activation aspects of how residents and visitors access the cultural offer and programmes during and beyond 2017 and how they will arrive at the city, move around the City either using their own transport or by using public transport and where they will leave transport. It focuses on operational and maintenance delivery.

• Gateways: major routes into city (road/ rail/ port/ air/ cycling/ walking); • Parking: public and commercial capacity and temporary options; • Transport hubs: major hubs (Interchange/ Port/ Airport/ Park and Ride + London); and • Signage: gateway and navigational signage.

Actions:

1.1 Develop a programme for removal of redundant city centre public realm post 2017

1.2 Travel and parking facilities

1.3 Develop spatial programme management • Zonal cleaning post 2017

1.4 Develop city centre signage and navigation

1.5 Highways and transport improvements • A63 scheme (and associated footbridge)

1.6 Licensing policies including Street Trading and Pavement Café, Taxi and Liquor and Gambling

Hosting 2017 has demonstrated that culture is in our DNA. Culture is the glue that binds us all together. Through hosting City of Culture the city has rediscovered its confidence and pride. It has found its voice.

6. Investment and fundraising:

A sum of £32.8m was secured to deliver the UK City of Culture project. This is in addition to a significant investment in a capital programme by and the existing annual budgets of Hull City Council and the cultural sector.

It is unlikely that this level of annual funding will be sustained in 2018 and beyond. The current fundraising target proposed is for the Culture Company is £10m over three years.

Over the last three years there has also been significant additional funding invested into a wider programme of activity to establish Hull & East Yorkshire as a cultural destination.

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The Council have delivered a significant capital programme as outlined in the Hull Public Realm Investment Strategy in 2014. The Council have also recently been awarded £15m from the Heritage Lottery Fund for the development of the City’s maritime offer as part of a wider £27m project.

On 27 June 2017, Arts Council announced a 21% increase in its funding to the City through a £9m of awards to Hull-based National Portfolio Organisations, including the addition of Middle Child Theatre Company to the portfolio and uplift to the Freedom Festival Arts Trust.

Fundamentally, whilst these figures seem significant (and do not include the Council’s annual funding for culture to its own Council operated culture and visitor economy services and Hull Culture and Leisure Ltd), however, in order to build a sustainable and resilient legacy that we need to attract both a greater propensity to spend into culture as well as maintaining and developing those relationships with key funders, both in the public and private sectors.

7. Key messages for 2018:

• We are City of Culture until the end of 2020

• We have a plan for a 3,10, 20 year trajectory for ensuring generational change • 2018 to 2020 will be a period of transition built around a broader place management programme

• We will build on community programmes delivered in 2017 particularly through our Creative People and Places £2.4m programme

• We are building a legacy based on long term place management, place shaping and place making

• We will capitalise on our recent capital investment in the public realm and cultural infrastructure through the programming of new spaces

• Our short term ambitions include a new Nordic inspired winter event

• We will deliver one major profile building annual installation commission

• We will maximise the impact of opening of the 3500 seat Hull Venue

• We will start to deliver Yorkshire’s Maritime City HLF project

• We will develop the Old Town Heritage Action Zone (HAZ) and improved visitor offer

• We will celebrate the ‘university city’ rather than a ‘city with a university’ by integrating its cultural offer into the city

• Our major visitor destination target is a Cruise Terminal

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8. Conclusions :

Hosting UK City of Culture in 2017 has helped transform the prospects of the city, alongside other significant economic investment. The future rests on maintaining the profile and visibility of the city whilst developing it as a place to live, study, work and invest. It also rests on exploiting the potential of its new found confidence and pride to position itself not only within its immediate hinterland but within the wider global hinterland inhabited by successful port cities.

Delivering a sustainable and resilient legacy includes not only delivering a world class cultural programme, but also ensuring that place management, place shaping and place making is at the heart of delivering a legacy.

This builds on the wider cultural offer that the Council and its partners have so far delivered, and the connectivity with projects that may not have a direct relationship with arts and cultural programming, but are enhanced due to Hull’s reputation as a ‘City of Culture’.

The focus now is on a 3.- 10 and 20 year trajectory providing legacy with a clear focus on what is required both in the short, medium and long terms which will ensure that the benefits of the investment in hosting this transformative year have an impact well beyond 2017.

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Appendix 2. Growing the evening economy (Council Referral):

2.1 The city centre in 2017 has seen changes in the early evening economy which have started to bridge the gap between people leaving the city and coming back later or not coming back. Not that all city centres in other large cities have 7 day early evening economies, however whilst global cities such as London appear to have a buoyant early evening economy due to the critical mass of services and visitors it should be noted that in the centre of London, very often the leisure offer closes earlier at the beginning of the working week.

2.2 Hull has seen clusters of activity around the Old Town, Paragon Square and Fruit Market particularly linked to the improved food and beverage offer and an increase in city centre residents alongside visitors, however retail still predominantly operates from 9am to 5pm. Where there have been special events, such as the successful Hull BID street food nights, city centre businesses have not always chosen to exploit the commercial opportunity of opening later.

2.3 The opening of the Venue in 2018 should contribute to stimulating a more sustainable transition into the late evening economy, and this alongside increased residential occupancy will create a more vibrant city centre. This coupled with events that exploit the investment in the city centre infrastructure (e.g. Hull New Theatre, The Ferens, The Fruit Market), new hotels and other cultural opportunities will contribute to a city centre that is not closed for business after 5pm.

2.4 In summary, there are a number of conditions which will contribute to growing the early evening economy:

Extended transport

Increased Increased cultural/ residenatial national living F&B offer

Extended opening hours across city centre

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