Please ask for: Antony Spouse Telephone: 01482 613712 Fax: 01482 613110 Email: [email protected] Text phone: 01482 300349 Date: Friday, 05 September 2014

Dear Councillor,

Economy and Regeneration Overview and Scrutiny Commission

The next meeting of the Economy and Regeneration Overview and Scrutiny Commission will be held at 10:00 on Monday, 15 September 2014 in Room 77.

The Agenda for the meeting is attached and reports are enclosed where relevant.

Please Note: It is likely that the public, (including the Press) will be excluded from the meeting during discussions of exempt items since they involve the possible disclosure of exempt information as describe in Schedule 12A of the Local Government Act 1972.

Yours faithfully,

Scrutiny Officer for the Chief Executive

Town Clerk Services, Hull City Council, The Guildhall, AlfredPage Gelder 1 of Street,78 Hull, HU1 2AA www.hullcc.gov.uk DX: 11934 HULL 1 Tel: 01482 300300

Economy and Regeneration OSC

To: Membership: Councillors S Armstrong, R Barrett S Chaytor, J. Fareham, E Mann, K E Mathieson, M H O’Mullane, J Shipley and C Thomas

Portfolio Holders: Councillor S Bayes, Portfolio Holder for Visitor Destination Councillor M Mancey, Portfolio Holder for Energy City

Officers: Mark Jones – Head of Economic Development and Regeneration Malcolm Relph – City Economy Manager Antony Spouse, Scrutiny Officer (x5)

For Information: Councillor T McVie, Chair of Overview and Scrutiny Management Committee Councillor Korczak-Fields, Deputy Chair of Overview and Scrutiny Management Committee Reference Library (Public Set)

Alerts: Brendan Arnold – Director of Resources Councillor Brady – Leader of the Council Councillor Bayes – City Plan Enabler Councillor Mancey – Energy City Milorad Vasic, Director Children and Family Services Matt Jukes, Chief Operating Officer Julia Weldon, Director for Public Health Job Pywell, Assistant Head Of Service Mark Jones, City Regeneration & Policy Man Malcolm Relph, Assistant Head Of Service Trish Dalby, Corporate Director, City Services Guildhall Reception Press Office Group Secretariats Viking Radio – [email protected] Yorkshire Post – [email protected] & [email protected] & [email protected] Radio Humberside – [email protected] Hull Daily Mail – [email protected] & [email protected] KCFM Radio – [email protected] All Other Elected Members

Page 2 of 78

Economy and Regeneration Overview and Scrutiny Commission

10:00 on Monday, 15 September 2014

Room 77

A G E N D A PROCEDURAL ITEMS

1 Apologies

To receive apologies for those Members who are unable to attend the meeting.

2 Declarations of Interest To remind Members of the need to record the existence and nature of any Personal and Discloseable Pecuniary interest in items on the agenda, in accordance with the Member Code of Conduct.

Members Code of Conduct - Part D1 of the Constitution)

3 Minutes of the meeting held on Monday, 21 July, 2014. 7 - 20

To approve the minutes as a true record.

NON-EXEMPT ITEMS

4 Outstanding Action List - September 2014 21 - 26

To review the Action List and ensure any outstanding actions are being progressed in an effective and timely manner.

5 City Manager Briefing: Economy and Regeneration Landscape 27 - 44 in the Humber Region

To provide an overview of the current economic and regeneration landscape, including key agencies and funding streams.

Page 3 of 78

6 City Manager Briefing: Whitefriargate Footfall Update 45 - 48

To provide Members with the latest footfall figures, and assess the potential impact of the Trinity House car park development.

7 HMS Illustrious and Related Projects - Progress Update 49 - 52

To provide the Commission with an update on plans to bring HMS illustrious to the City.

8 City Centre Public Realm Strategy - Bus Route Update 53 - 56

To update the Commission on bus route options associated with the City Centre Public Realm Strategy.

9 City Centre Management: Strategic Overview 57 - 68

To provide Members with an overview of the current City Centre management arrangements, including key projects and plans going forward.

10 City Centre Management: Developments Update 69 - 74

To provide the Commission with information requested on key development projects within the City Centre.

11 City Centre Management: Property and Planning Update 75 - 78

To update the Commission on City Centre planning policy, development of vacant sites, and management of Trinity Indoor Market.

12 Exclusion of the Press and Public To consider the exclusion of the press and public for the items listed as exempt.

EXEMPT ITEMS

Page 4 of 78

13 City Centre Management: Property and Planning Update (Exempt Appendix)

Information relating to the financial or business affairs of any particular person (including the authority holding that information);

Page 5 of 78

Page 6 of 78

Economy and Regeneration Overview and Scrutiny Commission

10:00 a.m. – 12.25 p.m. Monday, 21 July, 2014, Conference Room 1, The Guildhall, Alfred Gelder Street, Hull, HU12AA Present:

Councillors: R. Barrett, S. Chaytor, J. Fareham, E. Mann (Chair), K. E. Mathieson, M. H. O’Mullane (Deputy Chair), C. Thomas and M. Thompson (substituting for Councillor J. Shipley).

In attendance:

A. Spouse (Scrutiny Officer) Minutes 2, 3, 4 and 8 M. Upfold (HCC, City Sports, Leisure and Heritage Manager) Minute 5 B. Ferraby (HCC, Economic Inclusion Manager) Minute 6 M. Jones (HCC, City Regeneration and Policy Manager) Minutes 6 and 7 G. Taylor (HCC, Assistant City Manager, Housing Strategy and Renewal) Urgent Item 1 and Urgent Item 2

Apologies:

Councillor S. Armstrong and Councillor J. Shipley

Page 7 of 78

Minute Number Action to be Taken by

1 DECLARATIONS OF INTEREST

No declarations of interest were made in relation to the following agenda items.

Recommendations: Reasons for Recommendations:

N/A N/A

2 MINUTES OF THE MEETING HELD ON THURSDAY, 24 APRIL, (a) Scrutiny Officer (AS) 2014

The Scrutiny Officer submitted the draft minutes from April’s reconvened Commission meeting, held on Thursday, 24 April, 2014.

Members asked that their frustration at having to use Conference Room 1 rather than Committee Room 77 be included in the minutes, and requested that all future meetings be held in Committee Room 77.

Recommendations: Reasons for Recommendations:

a) That the minutes of the meeting of this Commission held a) N/A on Thursday, 24 April, 2014, having been printed and circulated, be taken as read and correctly recorded and be signed by the Chair.

Page 8 of 78 P a g e 2

NON EXEMPT ITEMS 3 MINUTES OF THE MEETING HELD ON THURSDAY, 1 MAY, 2014 (a) Scrutiny Officer (AS)

The Scrutiny Officer submitted the draft minutes of the Commission meeting held on Thursday, 1 May, 2014.

Recommendations: Reasons for Recommendations:

a) That the minutes of the meeting of this Commission held a) N/A on Thursday, 1 May, 2014, having been printed and circulated, be taken as read and correctly recorded and be signed by the Chair.

Minute Number Action to be Taken by 4 (a) Nick Howbridge (b) Mark Jones / Kevin COMMISSION ACTION PLAN Priestley (c) Mark Jones / Giles Davidson

The Commission queried why the HMS Illustrious Update was being considered as part of the Marketing Workshop and was not on the formal agenda. They agreed that a formal update should come to the September 2014 meeting.

The Commission also confirmed that they wished to see the NPS City Centre Property Update at September’s meeting, as well as an update on Trinity Square. They also asked to receive an update on the Whitefriargate footfall figures, including the potential impact of the Trinity House Car Park development.

Page 9 of 78 P a g e 3

Recommendations: Reasons for Recommendations:

a) That the Commission asks that officers ensure the NPS City a) In order that the item can be taken as part of the City Centre update. Centre Property Update, requested in July 2013, is submitted to the September 2014 meeting, as part of the City Centre Update.

b) That September’s City Centre themed meeting also includes b) As per minute, to assess potential impact of Trinity Car Park an update on the Whitefriargate footfall figures and the development on footfall.

potential impact of the Trinity House car park development.

c) To enable the Commission to monitor progress. c) That a formal update on the HMS Illustrious City Plan Project is submitted to the September meeting, in order that the Commission can formally scrutinise the progress made, and plans going forward.

5 (a) Mitch Upfold / Simon Green / Alison Walker (b) LEISURE FACILITIES PERFROMANCE UPDATE Brendan Arnold / Gary Ventress / Mitch Upfold

The City Sports, Leisure and Heritage Manager introduced the report. He explained that the Council needed to find the balance between customer experience, cost and affordability. As part of this process the service would need to develop a better understanding of income and costs, to help determine which parts of the service were reliant on subsidy, plus areas for future investment? He believed marketing was also essential to ensure the Council was able to provide users with the right offer, at the right time, and at the right price. Attendance figures for the year were good and up on last year.

Members raised issues on:

i. The possibility that a local school would utilise the Waudby centre, which would see them buy hours, potentially reducing the subsidy level. The City Sports, Leisure and Heritage Manager confirmed that any approach would be considered on a value for money basis.

Page 10 of 78 P a g e 4

ii. The subsidy for the Waudby Centre, the total cost of the service and how its costs compared when viewed alongside other subsidised services. The City Sports, Leisure and Heritage Manager explained that the systems did not allow the service to produce accurate cost information. In response to the review, they had undertaken an exercise last year which had enabled them to estimate that the average visit to a Council leisure facility was subsidised to the sum of £3.12 but it had been an extremely intensive exercise which had required officers to draw down information from a range of different systems. They were trying to find a new system which would provide the all support the service needed. Members expressed their shock that the service did not have access to accurate real time customer and financial information. The Commission agreed that this was an issue that needed to be explored in further detail with a view to ensuring the Council’s IT and Financial systems were able to support the Council business units and their efforts to develop a more commercial and cost effective approach.

Members also discussed:

i. The need for a subsidy coupled with the need to maximise income and reduce costs in real terms.

ii. The welcome rise in performances and visits to the New Theatre and City Hall.

iii. Improvements that had been made following the scrutiny task and finish panels, the need to invest in facilities and the continued need to pursue a more commercial approach. The Commission agreed to receive an update on the Theatre and Halls and Museums Task and Finish Panel in order to ensure the recommendations had been progressed as agreed, and the service were continuing to develop.

iv. Whether a new company would adopt a new commercial approach or carry on as before.

Recommendations: Reasons for Recommendations:

a) That the Commission receives an update on the progress a) To ensure recommendations have been implemented and commercial made since the completion of the ‘Theatre and Halls opportunities continue to be explored. Commerciality Task and Finish Panel’ and ‘Museums Commerciality Task and Finish Panel’, including confirmation that the recommendations were implemented, and how both service areas are developing commercial opportunities.

Page 11 of 78 P a g e 5

b) That further to the above, the Commission receives an b) As per the minute. overview of the Council’s IT and financial systems that underpin the Council’s Business Units (e.g. Leisure Services) with a view to ensuring all the Council’s Business Units have access to accurate real time financial information, including customer spend, in order that they can determine unit costs (better understand subsidy levels) and operate in the most efficient way possible.

NON EXEMPT ITEMS PROCUREMENT OF THE FRAMEWORK FOR THE PROVISION OF (a-b) Cabinet / Democratic Services Officer – LS 6 EMPLOYMENT RELATED SERVICES (c) Mark Jones / Malcolm Relph

M. Jones City Regeneration and Policy Manager and B Ferraby, Economic Inclusion Manager attended for this item

Members raised issues on:

i. The perceived lack of options within the report. The Economic Inclusion Manager explained that OJEU process was very slow and the proposed GROW Provider Framework would enable the Council to pursue a flexible approach and maintain a level of control.

ii. Why the Council was taking the lead role and why the issue had not come to scrutiny earlier so Members could have been asked their views on whether the Council should pursue this approach. The Economic Inclusion Manager drew Members attention to section 5 of the report which highlighted the rationale behind the approach. He explained that it placed the Council at the forefront of the commissioning process and helped to support local providers. The City Regeneration and Policy Manager offered to provide the Commission with a paper explaining the Council’s role in relation to active labour market intervention and the benefits to the City.

iii. If provision was in place to monitor quality and service delivery. The Economic Inclusion Manager confirmed that it was.

Page 12 of 78 P a g e 6

iv. The belief that the opportunity to undertake pre-decision scrutiny had passed, therefore the Commission would not comment on the officer recommendations but would recommend that a clear performance framework should accompany the agreed commissioning framework in order to safeguard service quality going forward.

Recommendations: Reasons for Recommendations:

a) The Commission felt the options contained in the report where a) As per the minute. at such an advanced stage, they did not present the Commission with a proper opportunity to carry out pre-decision scrutiny and assess the full range of options open to the Council.

b) That the Commission recommends that any procurement b) As per the minute. framework should be underpinned by a robust performance framework in order to ensure the Council receives a high quality service, that delivers measurable outcomes, and any providers who fail to meet targets, can be dealt with appropriately.

c) The Commission welcomed the proposal to bring a paper to a c) In order that the Commission can review the role of the Council in regard to the local labour market. future meeting, outlining the Council’s position in regard to

active labour market intervention and the benefits for the City.

.

Page 13 of 78 P a g e 7

Minute Number Action to be Taken by HEAD OF SERVICE BRIEFING – CITY REGENERATION AND 7 a) Mark Jones / Malcolm Relph POLICY MANAGER

M. Jones City Regeneration and Policy Manager introduced the Head of Service Briefing.

Members commented on the complexity of the economy and regeneration landscape, queried who was responsible for individual outcomes and funding streams, and what progress had been made to date. Members asked for the information to be provided in diagram form in an effort to provide Members with a broad overview.

Recommendations: Reasons for Recommendations:

a) That in order to help the Commission better understand the a) As per the minute. complex linkages between different economy and regeneration work streams, some of which were included in the Head of Service Presentation, officers are asked to produce a paper, which highlights the relationship between the key bodies and funding streams, including projected outcomes and timelines going forward.

Page 14 of 78 P a g e 8

8 COMMISSION WORK PROGRAMME 2014-15 (a) Alex Codd (b) Scrutiny Officer - AS

The Scrutiny Officer presented the first draft of the 2014/15 Work programme for consideration and agreement.

Recommendations: Reasons for Recommendations:

a) That an update on how the Council utilises Section 215 notices (a) To ensure the Councillor is utilising Section 215 notices in an effective is incorporated into the September’s city centre agenda. manner.

b) That with the addition of the above action and other items generated at the July meeting, the 2014/15 Work Programme (b) N/A is agreed.

(Councillor M. Thompson, substituting for Councillor J. Shipley, arrived at this point of the meeting.)

NON EXEMPT ITEM Urgent Item 1 CITY CENTRE PUBLIC REALM IMPROVEMENT STRATEGY (a) Garry Taylor

The Commission agreed to accept the report as an Urgent Item. G. Taylor, Assistant Head of Service, Housing Strategy and Renewal attended for the item.

Members raised issues on:

i. Why the report needed to be taken as an urgent item when it had already been considered by Planning Committee, and why the Planning Committee’s comments had not been included in the report. The Assistant Head of Service, Housing Strategy and Renewal explained that this was an updated version of the report that included financial information absent from the earlier version. He apologised for the omission of the Planning Committee comments but confirmed that all consultation feedback would be contained in the Cabinet report.

Page 15 of 78 P a g e 9

ii. How the proposals were likely to impact on bus services that went through the City Centre and Queen Victoria Square. The Assistant Head of Service, Housing Strategy and Renewal explained that there was a proposal to develop a single priority bus route within the City Centre.

iii. The timescales attached to the project. The Assistant Head of Service, Housing Strategy and Renewal explained that they hoped to have the designs agreed by the end of the year with a view to work starting in March 2015, so the works could be completed by 2017.

Members also discussed:

i. Whether re-routing buses would affect trade in some areas of the City?

ii. Whether we needed any buses in the city centre given its size, coupled with the need to consider how any proposals might impact on people with mobility problems.

iii. The need for the Commission to be able to consider and comment on the bus route proposals at its September meeting.

iv. The role of consultation and the need to get the balance right.

v. What could be learnt from other cities such as Bristol who seemed to have got the balance right?

Recommendations: Reasons for Recommendations:

a) In order to enable the Commission to feed into the development a) That the Commission notes the commitment to consult on the process. proposals contained in the Public Realm City Centre Improvement Strategy and asks that the options relating to City Centre bus routes, is brought back to the Commission in September 2014, for further consideration.

Page 16 of 78 P a g e 10

Exempt Item HULL CITY COUNCIL, EVENTS, CONFERENCE AND Urgent Item 2 (a) Chief Executive (b/c/d/e) Cabinet / EXHIBITION CENTRE, CITY OF CULTURE 2017 Democratic Services Officer – LS

The Commission agreed to accept the report as an Urgent Item.

The Commission also agreed to exclude members of the press and public under Paragraph 3, Part 1, Schedule 12A of the Local Government Act 1972, as the report contained commercially sensitive information relating to the financial or business affairs of a proposed business partner and the public interest in maintaining the exemption outweighed the public interest in disclosing the information.

G. Taylor, Assistant Head of Service, Housing Strategy and Renewal attended for the item.

The Commission discussed why the report had to be taken as an urgent item when information had already appeared in the local media, and whether this represented a breach of process and demonstrated a lack of respect for the scrutiny process. The Commission agreed that their concerns should be forwarded to the Chief Executive.

Member raised issues on:

i. The ongoing revenue strain outlined in the proposals and the associated risks. The Assistant Head of Service, Housing Strategy and Renewal explained that the report outlined the financial implications and it was for Members to decide whether the proposals made economic sense. In researching the process they had not found any facilities that did not operate at a loss or had not received financial support from the local authority.

ii. How much confidence could be placed on the financial projections contained in the report? The Assistant Head of Service, Housing Strategy and Renewal suggested that the financial benefits outlined in the report amounted to a conservative estimate and had been drawn up by experts in this area.

Page 17 of 78 P a g e 11

iii. What would happen if we built the centre and then the demand was not there, what was the worst case scenario? Assistant Head of Service, Housing Strategy and Renewal explained that the revenue projections contained in the report were based on a worst case scenario, and that the capital figures would not change. The revenue assumptions were based on data from other venues but there were risks.

iv. Given recent history were there any guarantees we could secure a 4 star hotel as part of the development? Assistant Head of Service, Housing Strategy and Renewal explained that the venture was not viable without the hotel.

v. The size of the venue and whether it would be big enough to attract the bigger acts. The Assistant Head of Service, Housing Strategy and Renewal explained that if anything the venue was likely to be a little too big, but because it was a bespoke venue it would be cheaper to run, and the space could be adapted to meet different conference and concert demands.

vi. Why we could not just replace the Ice Arena. The Assistant Head of Service, Housing Strategy and Renewal explained that option was explored but was not considered viable as the new venue required a bespoke frame. vii. Timescales for completing the project and whether they were realistic. The Assistant Head of Service, Housing Strategy and Renewal explained that late 2017 had not been ruled out but the facility was more likely to open in early 2018.

Members also discussed:

i. The fact that the proposals for the KC Stadium were also based on a number of assumptions.

ii. Whether the project was a potential white elephant?

iii. The need to see clear evidence and robust business case before Members could support a project of this size.

iv. The decision making process and the role of Cabinet and scrutiny going forward.

v. Why there was such an urgent need to progress the proposals given that the City officially held the title ‘City of Culture’ until 2020, and

Page 18 of 78 P a g e 12

whether more time should be spent preparing the business case and getting things right.

vi. Opportunities to pursue commercial partnerships in order to spread the financial risk. vii. If building works could impact on the City of Culture events. viii. If the A63 developments could impact on the proposed timescales.

ix. The success of Harrogate’s conference centre and what lessons could be learnt.

x. The comments of the Section 151 Officer particularly in relation to the ongoing revenue implications and the concerns this raised for Members of the Commission.

Recommendations: Reasons for Recommendations:

a) That the Commission puts on record its displeasure that the a) The Commission felt the proposals should have gone through the Conference Centre proposals were presented to the media scrutiny process before they appeared in the public domain. before they had been through the scrutiny process, and the Chief Executive is made aware of the Commission’s concerns.

b) That given the concerns raised by the Section 151 Officer, and b) As per the minute.

the lack of detail in relation to the long term revenue

implications, potential savings implications, and the possible

impact on other Council facilities and services income streams

(for example theatre and halls), the Commission recommends

that the decision is deferred until a full business case can be

presented to Cabinet.

Page 19 of 78 P a g e 13

c) In recommending the above, the Commission questioned the c) As per the minute. need for urgency, given that the project is unlikely to be completed until early 2018, and the City of Culture legacy extends until 2020. d) That given the importance of the project and cost implications, d) As per the minute. the Commission recommends that authority should not be delegated to Portfolio Holders and Chief Officers, and that Cabinet should sign off each stage of the project, and e) the Economy and Regeneration Overview and Scrutiny e) In order to enable the Commission to continue to feed into the development process. Commission also receives reports at each stages of the

decision making process, and that the next report include

business modelling, that contains data from other regional

venues, and venues of a similar size, in order to demonstrate

demand for, and the viability of the project.

Page 20 of 78 P a g e 14

ECONOMY AND REGENERATION OVERVIEW & SCRUTINY WORK PROGRAMME 2014/15

CHAIR: Councillor LEAD OFFICER: Mark Jones Mann

Commission Outcome/Update Info Agenda Items Type of Scrutiny DUE DATE RAG Date That the Commission receives to its March 2014 meeting a report to include a Leisure Facilities Costs and full exploration of the issues raised around commercial information and related 21/07/2014 Income Update overheads regarding the statistics included in section A2 of the Arts and Leisure Team Business Plan. a) That the Commission receives an update on the progress made since the Action list forwarded to officers 25/07/14. Item scheduled for completion of the ‘Theatre and Halls Commerciality Task and Finish Panel’ and October 2014. the ‘Museums Commerciality Task and Finish Panel’, including confirmation that 21/07/2014 Oct-14 A the recommendations were implemented, and how both service areas are continuing to develop commercial opportunities.

b) That further to the above, the Commission receives an overview of the Action list forwarded to officers 25/07/14. Item scheduled for Council’s IT and financial systems that underpin the Council’s Business Units October 2014. (e.g. Leisure Services) with a view to ensuring all the Council’s Business Units 21/07/2014 have access to accurate real time financial information, including customer Oct-14 A spend, in order that they can determine unit costs (better understand subsidy levels) and operate in the most efficient way possible.

To undertake pre-decision scrutiny prior to the report going to Cabinet. Procurement of the framework 21/07/2014 for the provision of employment related services.

c) The Commission welcomed the proposal to bring a paper to a future meeting, Action list forwarded to officers 25/07/14. A Briefing Note is outlining the Council’s position in regard to active labour market intervention being drafted for circulation to Members. 21/07/2014 and the benefits for the City. Oct-14 A

To undertake pre-decision scrutiny prior to the report going to Cabinet. The Commission made a number of recommendations to Cabinet regarding the conference centre proposals. No 21/07/2014 Conference Centre direct reference was made to the recommendations at Cabinet a) That the Commission puts on record its displeasure that the Conference Action list forwarded to Chief Executive's office 25/07/14. Centre proposals were presented to the media before they had been through 21/07/2014 the scrutiny process, and the Chief Executive is made aware of the Complete G Commission’s concerns. b) That given the concerns raised by the Section 151 Officer, and the lack of Comments were submitted to July Cabinet. There is no detail in relation to the long term revenue implications, potential savings direct reference to the scrutiny recommendation in the implications, and the possible impact on other Council facilities and services Cabinet minute. The officer recommendations were agreed 21/07/2014 income streams (for example theatre and halls), the Commission recommends and Cabinet delegated authority for progressing the project Complete G that the decision is deferred until a full business case can be presented to to Portfolio Holders and Officers. Cabinet agreed to sign off Cabinet. the final award of tender. Page 21 of 78 c) In recommending the above, the Commission questioned the need for Comments were submitted to July Cabinet. There is no urgency, given that the project is unlikely to be completed until early 2018, and direct reference to the scrutiny recommendation in the the City of Culture legacy extended until 2020. Cabinet minute. The officer recommendations were agreed 21/07/2014 and Cabinet delegated authority for progressing the project Complete G to Portfolio Holders and Officers. Cabinet agreed to sign off the final award of tender. d) That given the importance of the project and cost implications, the Comments were submitted to July Cabinet. There is no Commission recommends that authority should not be delegated to Portfolio direct reference to the scrutiny recommendation in the Holders and Chief Officers, and that Cabinet should sign off each stage of the Cabinet minute. The officer recommendations were agreed 21/07/2014 project and Cabinet delegated authority for progressing the project Complete G to Portfolio Holders and Officers. Cabinet agreed to sign off the final award of tender. e) The Economy and Regeneration Overview and Scrutiny Commission also Comments were submitted to July Cabinet. There is no receives reports at each stages of the decision making process, and that the direct reference to the scrutiny recommendation in the next report include business modelling, that contains data from other regional Cabinet minute. The officer recommendations were agreed 21/07/2014 venues, and venues of a similar size, in order to demonstrate demand for, and and Cabinet delegated authority for progressing the project Complete G the viability of the project. to Portfolio Holders and Officers. Cabinet agreed to sign off the final award of tender.

This Marketing Workshop is intended to build on the April workshop the Marketing Workshop (Mark associated action points, including the intention to build the marketing strategy Jones) around Hull’s role as a port city.

Members asked that the next update include: To include updates on July • Plans to develop a website and on-line content Workshop *Increasing Visitor Spend • The outcome of the Communications and Marketing review, including finalised (John Pywell / Anthony Yates) budget lines and lines of accountability. • Details of the street banner contract, whether it represented value for money, *HMS Illustrious (Giles and plans going forward Davidson) + Ways the Council can work with local media organisations in order to ensure they publish or transmit positive news stories about the City a) That confirmation is sought regarding Council website policy, and the ability The action was forwarded to officers and the item has been of the Council, or individual service areas, to establish separate portals or scheduled for October 2014. 21/07/2014 websites, with a view to ensuring the Council can maximise commercial Oct-14 A opportunities and reach the widest possible audience. c) That as part of the Theatre and Halls update, proposed for October 2014, the Action forwarded to officers Commission requests the following information.

• An update on the marketing strategies for Theatre and Halls and the Museums service • A specific update on customer spend within the Ferens Art Gallery, including historic data, and what we are doing to maximise income streams • What we do to identify and apply examples of good practice from other local 21/07/2014 authorities and commercial partners. Oct-14 A • If we are exploring opportunities to link in with commercial partners e.g. websites such as Trivago or Expedia to promote the City and secure customer bookings. • What we are doing as a Council to develop the intellectual/academic cluster alongside the museums offer, including opportunities to develop the Council’s relationship with the WISE Institute. Page 22 of 78 OVERVIEW & SCRUTINY Work Programme 2013-2014 Economy and Regeneration Overview and Scrutiny Commission

CHAIR: LEAD OFFICER: Mark Jones Councillor DEMOCRATIC SERVICES OFFICER: Nikki Stocks (Pauline Davis) Mann

Commission Reason for submission and actions (the reason for submission should Agenda Items Outcome/Update Info DUE DATE RAG Date be specified in the level 1 cell, action in level 2 cells) A discussion item to consider how the City can increase its digital industry in order to encourage businesses to invest in the City, resulting in increased job opportunities and an improved economy. To include external partners offering views on the needs, opportunities, potential (including potential Discussion Item - Hull's 05/12/2013 income) and barriers to increased digital industry in the City. Digital Economy

That the Commission is provided with assurance that the Authority is taking A Digital Economy Update has been scheduled for steps to ensure its investment and expenditure on digital industry prioritises January 2015 and officers have been asked to include Hull-based businesses, and seeks to procure services and resources locally all the information requested by the Commisison.

(M Relph email of 31.03.14 - Mark Jones and I have been meeting with John Connolly at C4DI re the procurement issues around the wider City Plan that EDR Jan-15 A Scrutiny looked at previously. We have also had some exchanges of information with Ian Anderson on his work around the Councils procurement process and Social Values issues. Both aspects are in early stages and we will report back in due course.)

That the Commission receives information on the impact on local businesses A Digital Economy Update has been scheduled for of locally based digital industry and support, from the point of view of January 2015 and officers have been asked to include companies such as the Spencer Group and Ideal Standard all the information requested by the Commisison. Jan-15 A

That, if the information becomes available, the Commission receives details A Digital Economy Update has been incorporated into of how much its digital economy is currently worth to the City, the potential the 2014/15 Work Programme and officers have been monetary value in the future, and the effect being 2017 City of Culture could asked to include all the information requested by the have on that value Commisison. Jan-15 A

That Kingston Communications be invited to a future meeting in order to Intention to invite Kingston Communications to the update the Commission on the use of fibre optics, engineering and Digital Economy meeting in January 2015. marketing and the part that they play within Hull’s Digital Economy Jan-15 A

Page 23 of 78 That the issues that have been raised at this meeting, namely (i) The As above: A Digital Economy Update has been assessment of the current size and potential size of the City’s Digital scheduled for January 2015 and officers will be asked to Economy (ii) How Hull City Council can support the growth of the digital include all the information requested. market (iii) The educational route that needs to be in place in order to meet demand by the digital industry within the City (iv) How the local digital service Jan-15 A providers can be promoted and linked with the City’s businesses that require their services to increase investment within the City and improve the local jobs market, be further considered at a future meeting of the Commission

Employment and Training To provide the Commission with information about the impact the City's Outputs Resulting from Housing Renewal Programme is having on increasing economic and training 06/02/2014 Investment in the Housing outputs, thus supporting the City Plan objectives Renewals Programme That an update be brought back to a future meeting The item has been included in the 2014/15 Work Programme. Date to be confirmed. 2014/15 A

To provide the Commission with an overview of the current skills gaps and The City's Skills Gap / Skills skills shortages in Hull's labour market, and update on themes discussed at 06/02/2014 Shortage - The business the 5 September 2013 meeting view

That consideration be given to methods of monitoring businesses and their Detail will be included in the draft Hull Skills Plan, which long-term aims to enable possible skills shortages to be addressed in is due to be considered at the October meeting advance, and that mechanisms be put in place to monitor the level of skills alongside the Green Port Update. Oct-14 A shortages

That the draft Hull Skills Plan be brought to the Commission for See above. consideration at the earliest opportunity and that it considers issues specific to Hull, including skill and employment levels, the City of Culture and Oct-14 A Greenport Hull

To provide the Commission with an overview of the latest activities underway within the 14-19 team to support the growth of our local digital economy - a Update on Digital 14-19 06/02/2014 follow on to the meeting of 5 December 2013 activities

That when monitoring of the delivery of the new computer science curriculum Forwarded to ST 28.02.14. Item included on January's is in place an overview of that monitoring be brought to this commission for digital economy agenda. consideration Jan-15 A

To provide the Commission with an overview of the latest Apprenticeship trend data for Hull residents, with an overview of how the Council, in partnership with the National Apprenticeship Service, are identifying barriers Apprenticeship Data and 06/02/2014 to Apprenticeship take up locally Barriers to Engagement

That the Commission receives a final report of the National Apprenticeship Forwarded to ST 28.02.14 Item included in 2014/15 Page 24 of 78 Commission to a future meeting Work Programme. Date TBC, Scrutiny Officer to liaise 2014/15 A with officers. To enable the Commission to monitor progress against the agreed actions.

03/04/2014 Outstanding Action List

d) That a C4DI jobs update is built into the work programme in order that the Action list forwarded to officers 10.04.14. Item Commission can continue to monitor the progress made and determine if scheduled for January 2015, and will incorporate all 03/04/2014 new jobs are being created as promised. information requested by the Commisison in relation to Jan-15 A the digital economy.

Presentation to update the Commission on the Siemens initiative and next City Manager Presentation - steps 01/05/2014 Green Port Hull

b)That following advice from officers, the Commission receive a further Deferred with agreement of the Chair, and on the advice update in September 2014, in order that Members can scrutinise the next of the Head of Economy and Regen in order to enable 01/05/2014 Oct-14 A stage of the ‘Green Port Hull’ development process. officers to provide a comprehensive update to the October meeting.

Page 25 of 78

Page 26 of 78

Briefing Paper to the Economic Development & Regeneration Overview & Scrutiny Committee Wards:

15 September 2014

Economy & Regeneration Landscape in the Humber

Briefing Paper of the City Regeneration and Policy Manager.

1. Introduction

1.1 The coalition government from May 2010 made it clear that it would abolish Regional Development Agencies (e.g. Yorkshire Forward) and replace them with „bottom-up‟ local enterprise partnerships (LEPs). As LEPs were being set up the Government also began to create a range of new initiatives and funding streams for economic regeneration.

1.2 The Humber LEP, comprising the four local authorities in the Humber was formally recognised by Government in July 2011. Since that time the LEP has grown – both in terms of its organisation and structure and in terms of the amount of economic development funding which is now channelled through it by central Government.

1.3 Key points to note about LEPs are that they do not have statutory status and they are private-sector led. LEPs have a great deal of discretion in how their membership is composed, though they must be chaired by a business person and at least half of their members must be from the private sector.1 (Appendix 1 Provides information on the membership of the Humber LEP and its sub boards. The attached Appendix 4 - Organogram indicates the range of partners involved)

1.4 Thus LEPs are voluntary, business-led partnerships “between local businesses and local government and other key players …to take a strategic view on how best to deliver growth and jobs in their areas. They are not accountable formally constituted bodies”.2 Consequently, the LEP requires an accountable body to enter into contractual relationships and receive funding from Government. Hull City Council is the accountable body for the majority of the Humber LEPs activities.

1.5 The role and scope of all LEPs, including the Humber LEP is set to increase. This was signalled by the development of the “Local Growth Fund”, under which the Government has committed to „devolving‟ more central Government department

1 The Rt Hon the Lord Heseltine, No Stone Left Unturned, October 2012p. 34 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/34648/12-1213-no-stone-unturned-in-pursuit-of- growth.pdf 2 European Regional Development Fund: Technical Annex 2014 to 2020, May 2014. https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/309662/ERDF_OP_Consultation_Technical_An nex_2014-20__1_.pdf Page 27 of 78 1 funding to LEPs. It is worth noting both major political parties have publicly committed themselves to increasing the amount of central government funding channelled through LEPs.

1.6 It should also be noted that a number of local authorities are members of more than one LEP. Of the four local authorities in the Humber LEP three are members of other local authorities;

- East Riding of Yorkshire is a member of the York, North Yorkshire and East Riding LEP - North Lincolnshire Council and North East Lincolnshire Council are members of the Greater Lincolnshire LEP.

1.7 There is widespread agreement that the development of LEPs has been incremental, often piecemeal and lacking a fully thought through and coherent approach across government departments.3 The National Audit Office (NAO) in its 2013 report concluded that the Government‟s aim of achieving an orderly transition from Regional Development Agencies to the new delivery landscape had not been achieved.”4

2 The growing role of LEPs

2.1 A major milestone in the development of LEPs was reached with the publication of the „Heseltine Report‟. In March 2012, the Government commissioned Lord Heseltine to produce a report to the Chancellor and Secretary of State for Business with ideas to stimulate economic growth at a local level. His report No Stone Unturned was published in October 2012 and made 89 recommendations for economic growth and wealth creation.5

2.2 One of Lord Heseltine‟s recommendations was that there should be greater devolution of funding from central government to LEPs, so that government investment in economic development “is tailored directly to the individual challenges and opportunities of local communities” and “can be augmented by private sector investment”.6

2.3 In response to the Heseltine report, the Government‟s Autumn Statement 20127 included the following LEP related policies and recommendations:

LEPs were to be asked to develop new strategic plans for local growth and the government would create a single funding pot for local areas from April 20158

2.4 The Heseltine Report also recommended that most funding for business support “should be devolved to LEPs to spend in accordance with their individual economic strategies“. Some reservations were expressed by the Business Secretary, Vince

3 Local Authorities, Local Enterprise Partnerships and the Growth Agenda, CEDOS/ADEPT, February 2014. http://www.cedos.org/publications/1403%20LAsLEPsGrowthAgenda.pdf 4 Funding and Structures for Local Economic Growth, National Audit Office, December 2013, par.3.5 http://www.nao.org.uk/wp-content/uploads/2013/12/10285-001-Local-economic-growth.pdf 5 No Stone Unturned: in pursuit of economic growth, Lord Heseltine, October 2012 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/34648/12-1213-no-stone-unturned-in-pursuit-of- growth.pdf 6 No Stone Left Unturned, p. 5. 7 Autumn Statement, HM Treasury, December 2012 pp.40-41 https://www.gov.uk/government/news/autumn-statement-2012- documents 8 In addition, the Government said it would make available a new concessionary public works loan rate to an infrastructure project nominated by each LEP. Page 28 of 78 2 Cable, who has argued that big decisions on funding must be administered from Whitehall on the basis that some LEPs had very small numbers of business people on their boards, were not publicly accountable and unsuited to manage large amounts of money.9

2.5 Strategic Economic Plans: The 2013 Spending Review clarified aspects of the 2012 Autumn Statement and asked LEPs to prepare multi-year strategic economic plans, which would be used for negotiations on „Growth Deals‟ with the Government. These Strategic Economic Plans would also be used as the basis for allocations from the £2 billion a year Single Local Growth Fund that was created in the Spending Review.10 Lord Heseltine‟s report was clearly a major catalyst for the enhancement of the role of LEPs and one of the first manifestations of this enhanced role was the announcement in late 2012 that LEPs would be given responsibility for delivering a large part of the new round of European Structural and Investment Funds for 2014-2020

3 Funding and initiatives for economic development and regeneration:

3.1 There are (currently) six major economic initiatives and funding streams which are (or will be) channelled through LEPs:

i. Regional Growth Fund ii. Enterprise Zones iii. The Growing Places Fund iv. City Deals v. EU Structural and Investment Funds vi. Growth Deals (Local Growth Fund)

3.2 Regional Growth Fund - The purpose of RGF was originally described as being “to help areas and communities at risk of being particularly affected by public spending cuts”11 Guidance from BIS provided more detail and specified that the objective of RGF is “to stimulate private sector investment by providing support for projects that offer significant potential for long term economic growth and the creation of additional sustainable private sector jobs”.12 The first round of the Regional Growth Fund was announced in June 2010, subsequently the Government has launched a further five rounds of RGF. Rounds 1-4 were open to both public and private sector organisations. LEPs were eligible to apply for funding from the first four rounds but did not receive preferential treatment in the bidding process. LEPs were not allowed to bid into Round 5 and 6 of the RGF (these were specifically for private-sector companies).

3.3 A Round 1 RGF bid by the City Council and partner Keepmoat secured £8m of grant funding to unlock £118m of private sector investment in the City‟s housing market.

3.4 Hull and East Riding Councils had previously successfully bid into Round 2 of RGF and created a £27m “Green Port Growth Programme” to assist businesses to develop a local supply chain for the renewables industry in Hull and East

9 Labour Attacks Cable‟s comments on LEPs, The Northern Echo, 01 May 2013. http://www.thenorthernecho.co.uk/news/10389955.Labour_attacks_Cable_s_comments_on_Local_Enterprise_Partnerships/ 10 Investing in Britain‟s Future, HM Treasury, June 2013. p. 9 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/209279/PU1524_IUK_new_template.pdf 11 BIS press release, “£1 billion fund to help regional business, 29 June 2010 https://www.gov.uk/government/news/1-billion- fund-to-help-regional-business 12 Consultation on the Regional Growth Fund, HMG, July 2010 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/31508/10-1078-consultation-regional-growth- fund.pdf Page 29 of 78 3 Yorkshire.13 To date, across Hull and East Riding, the Green Port Growth Programme has invested £2.167m RGF which has levered in an additional private sector contribution of almost £1.5m and a further £1m+ from the public sector. At June 2014, the Programme had been responsible for creating 245 additional new jobs in Hull and East Riding; funded over 240 new higher level apprenticeships through its innovative employer-led skills strand and has supported more than 50 businesses to undertake business audits, as well as providing small amounts of capital funding for expansion projects.

3.5 The Humber LEP successfully bid into Round 3 of the RGF and this has produced a “Growing the Humber” programme worth £30m which is designed to help grow businesses in the Humber area. (£7m of this funding is ring-fenced to support the renewables industry in North and North East Lincolnshire).14 This programme started in February 2013 and Hull companies have successfully accessed £8m (including pipeline projects).

3.6 Enterprise Zones - The Government announced at the 2011 Budget that a new wave of Enterprise Zones (EZs) were to be created. This is a long term programme intended to enable LEPs to attract investment and jobs through a range of incentives including;

business rate relief a simplified planning process superfast broadband enhanced capital allowances access to local Regional Growth fund allocations access to skills and experience in related sectors including maritime and engineering sites big enough for the assembly of large structures

3.7 There are currently 24 Enterprise Zones in England.15The Humber LEP has two Enterprise Zones which cover 484 hectares;

i. The Humber Renewable Energy Super Cluster (The 1st Enterprise Zone) and ii. The Humber Green Port Corridor (The 2nd Enterprise Zone)

3.8 The first Humber Enterprise Zone was gained in competitive circumstances in August 2011 and the second arose from the Chancellor‟s invitation in October 2011 to the Humber LEP to submit proposals for an additional EZ following the announcement of the ending of manufacturing at BAE Systems in Brough. Appendix 2 contains information on the Humber‟s EZ sites.

3.9 Growing Places Fund 16 - The Government announced a £500m Growing Places Fund in November 2011. The Fund, operating as a loan fund, is designed to tackle immediate infrastructure investment constraints, with a focus on housing and transport. Each LEP was given an indicative allocation and the Humber LEP was awarded £5,816,714.17

13 Green Port Growth Programme http://www.greenportgrowth.co.uk/ 14 Growing the Humber Programme http://www.humberlep.org/business-support/regional-growth-fund/growing-the-humber 15 Enterprise Zone Map https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/229400/121115_Enterprise_Zones_map.pdf

16 The Growing Places Fund is branded the „Business Loan Fund‟ by the Humber LEP. Full details are available at http://www.humberlep.org/business-support/business-loan-fund 17 Growing Places Fund: Prospectus, DCLG, November 2011 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/7521/2024617.pdf Page 30 of 78 4

3.10 Other local LEP allocations were:

LEP £ York and North Yorkshire 6,217,647 Leeds City Region 23,991,391 Humber 5,816,714 Sheffield City Region 12,307,688 Lincolnshire 6,493,608

3.11 The Government‟s Growing Places Fund Prospectus made it clear that decisions on the use of the money (and returns on investment that are then recycled into further investment) will be made locally.

3.12 The Humber LEP has an Investment Panel which considers applications to this Fund (This panel has now been subsumed into the Humber LEPs Business Development Board). Hull City Council acts as accountable body for the fund and secures independent due diligence on each project.

3.13 City Deals - As part of its devolutionary approach, the Government announced the introduction of „City Deals‟ - agreements between central government and individual cities (or LEP areas) that aim to give new powers, freedoms and funding mechanisms to local decision-makers. The first wave of City Deals was launched in summer 2012 among the eight largest cities outside London. In October 2012, a further 20 cities were invited to submit bids for City Deals. The Hull and Humber City Deal was signed in December 2013.18

3.14 The Hull and Humber City Deal addresses skills issues, business and innovation support and the development of a Humber Spatial Plan to accelerate major economic development.19

i. Skills

Humber Centre of Excellence for Energy Skills: 5 Humber colleges will work together to improve their facilities using £1.245m skills capital funding matched by £1.9m from local colleges.

The Government will support an additional 1,500 adults to take up relevant courses over 3 years, with additional people qualified to NVQ Level 3.

The Humber will be the national pilot of a payment by results programme that will incentivise training providers for helping people into work.

In order to target youth unemployment, a „Springboard Programme‟ will be introduced to encourage increased investment in skills by local employers through a „Humber Skills Fund‟. Careers advice will be improved through a Humber Careers Hub. This has seen a £5.5m commitment from the Government.

18 Hull and Humber City Deal, December 2013 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/265969/Hull___Humber_City_Deal_document.p df

19 For example, the City Deal will deliver funding for the LEPs „Growth Hub‟ programme, engaging with up to 3,000 businesses and providing intensive support to 500. This involves a £2.5m commitment by the Government. Page 31 of 78 5 ii. Business Innovation and Support

The City Deal will deliver funding for the Humber LEPs Growth Hub programme, engaging up to 3,000 businesses and providing intensive support to 500 creating 400 jobs. This has seen £2.5m committed by the Government (via the Lancaster University-administered Regional Growth Fund Round 4).

iii. Accelerated Development

The City Deal contains a commitment from Government Agencies (including the Environment Agency) to support the development of a „Humber Spatial Plan, with an accompanying mitigation / compensation plan, together with the creation of a Humber Environmental Data Observatory. The purpose of this is to reduce the time and costs for investors seeking to come to the Humber sub region by streamlining processes, whilst at the same time, ensuring the sustainable development of the Estuary.

3.15 The 2014-2020 EU Structural and Investment Funds - In April 2013, LEPs were asked to begin preparing EU Structural and Investment Fund Strategies, with final drafts for March 2014. In June 2013, the Government published indicative EU funding allocations for each LEP. The Humber LEP received an indicative allocation of €102.4m (approx. £87.67m).

3.16 The Humber LEPs European Structural and Investment Funds Strategy was submitted to Government in March 2014.20 In summary, the Programme has the following elements and allocations:

Strategic Summary ERDF or Programme ESF allocation The SME Growth A comprehensive package of support to build the £27.76m & Innovation growth capabilities of SMEs, to foster a more ERDF Programme entrepreneurial culture, stimulate innovation and build the market in low carbon goods and services The Skills A programme to support the skills development of £28.34m Programme Humber residents at all levels, form access to ESF employment and the sustainable integration of young people, to technical and higher level skills and leadership and management The Sustainable A programme to support active inclusion through the £7.11m Communities and use of local initiatives to address persistent pockets ESF Innovation of poverty and to tackle barriers to work, allowing all Programme adults to play an active role in the labour market The Climate A programme to stimulate economic development £20.13m Change and through further investment in flood and coastal risk ERDF Environmental management, alongside energy efficiency Protection improvements to social homes in the areas of Programme greatest need The Infrastructure A programme to support improvements to the £4.42m Programme transport infrastructure to facilitate economic growth, ERDF to protect the environment while continuing to support the economy and to support businesses to achieve resource efficiency improvements

20 The Humber LEP European Union Structural and Investment Funds Strategy 2014-2020 http://www.humberlep.org/assets/uploads/user/strategies/Humber%20ESIF%20Strategy%20January%20submission%20final %20draft.doc

Page 32 of 78 6

3.17 Governance and accountability arrangements for the 2014-2020 EU programme are still being discussed (at national and local level). The next step (September 2014) is for the Humber LEP to create a “Humber Area European Structural and Investment Fund Committee”, according to rules and guidance laid down by the Commission and the UK Government. The Humber LEP expects that priorities for EU funding will be driven through the LEPs sub boards (see Appendix 1 for membership of these sub boards).

3.18 In addition to the Structural Funds awarded to the Humber, Hull City Council successfully lobbied the UK Government to secure a share of the EU Youth Employment Initiative. In April 2014, the Government announced that Hull will be one of the areas in England to benefit from this initiative, with an award of £3.7m. 21 This funding will be matched with a mixture of European Social Funding and other funds to provide a total pot of c£9.5m which will need to be spent by March 2018. Discussions are in progress with partners regarding the activities that can be funded.

3.19 Growth Deals (Local Growth Fund) - The Local Growth Fund is part of the Government‟s response to the Heseltine Review and is a £2bn a year fund to support local economic growth. The Local Growth Fund (LGF) is allocated to LEPs through competitive „Growth Deals‟, which (in the style of City Deals) can also include the devolution of some „freedoms and flexibilities. The initial £2bn single „pot‟ is made up from a variety of central government funding departments, notably the Department for Transport and the Department for Communities and Local Government.

3.20 As part of the process for gaining access to the Local Growth Fund, the Humber LEP completed a ‟Strategic Economic Plan, accompanied by an Investment Plan. These were submitted to Government in March 2014.22 The total investment in the Humber through the Local Growth Fund is £104m, with £88m of that being new money. £29m of this falls in 2015/16, with the remainder coming in 2016/17 onwards. It is expected that a „2nd round‟ of bidding into the Local Growth Fund will take place in September-November 2014, with announcements of successful bids being made early in 2015.

3.21 On 7 July 2014, the Government announced the first Growth Deals for all of England‟s 39 LEPs. ”Subject to a satisfactory conclusion of the funding agreement”, the Humber Growth Deal23 will focus on four key priority areas identified in the Humber LEPs Strategic Economic Plan:

Creating the infrastructure that supports growth, including transport and housing; Supporting businesses to succeed; Creating a skilled and productive workforce; Stimulating economic development through further investment in flood and coastal risk management.

21 HM Government News Release, 16 April 2014, https://www.gov.uk/government/news/170-million-to-help-young-people- find-jobs

22 Humber LEP Strategic Economic Plan, 20-14- 2020, March 2014 http://www.humberlep.org/strategies/strategic-economic- plan 23 The Humber Growth Deal. July 7 2014, https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/327598/18_Humber_Gowth_Deal.pdf

Page 33 of 78 7 3.22 Over 100 Expressions of Interest were submitted from partners across the Humber. The Humber Growth Deal‟s successful projects which will be funded (subject to caveats) are:

2015-16 2016-20 Total Albert Dock Flood Defences 3 0 3 CATCH (Centre for the Assessment of Technical competence) 0.5 1.25 1.75 Connecting the City - Bridge (A63) 0.7 3.3 4 Delivering Housing Growth - Hull 0.6 9.4 10 Environmental Logistics Learning Hub 0.2 1.85 2.05 Goole College Skills Modernisation 0.43 0.32 0.75 Grimsby Town Centre Infrastructure/Enabling 0.74 0.74 1.48 Hull & Holderness Flood Defences (formerly Paull) 1.5 1.5 3 Hull East Coast Mainline Rail Electrification24 1.5 6 7.5 Humber North Bank Flood Project Package25 0.7 27.57 28.27 Lincolnshire Lakes Flood Defences 0.7 12.62 13.32 RGF Growing the Humber Capital Grant Extension 2 2 4 12.57 66.55 79.12

3.23 Two „freedoms and flexibilities‟ are being negotiated, under the Humber Growth Deal, these relate to:

Flooding – longer term certainty over funding and devolution of decision-making; Job Seekers Allowance - pilots to enable JSA claimants to undertake more than 16 hours of training per week without losing benefits.

3.24 As part of the Growth Deal, the Government requires the Humber LEP to;

Strengthen governance; Ensure implementation and demonstrate success; Communicate the ongoing outputs and outcomes of the deals to the local communities and stakeholders; and Ensure good value for money where local flexibility exists.

24 Under the Growth Deal, the Government has committed to investing £7.5m in the Hull to East Coast Main Line Rail Electrification, with a commitment to £1.5m in 2015/16. A provisional allocation to the project has been awarded to support the project starting in 2016/17. Both the 2015/16 commitment and the provisional allocation in 2016/17 are subject to the outcome of the DfT feasibility study, agreement on a funding package and funding mechanism, and DfT / network rail agreement to the final business case. The LEP has committed, with the accountable body Hull City Council, to seek to agree a repayable loan as the discounted Public Works Loan Board project rate of c £20m for the Hull to East Coast Main Line Rail Electrification, subject to the outcome of the DfT funded feasibility study, agreement of other third party funding and DfT/ network rail agreement to the final business case. 25 River Hull Anlaby and East Ella, River Hull Cottingham and Orchard Park, River Hull Delivery. Page 34 of 78 8 4 Summary / Key Points

4.1 From being fairly narrowly conceived vehicles for the support of business-led / oriented development LEPs are taking on the broader remit which the Regional Development Agencies had (including, for example, housing matters and community-led economic development). The role of LEPs appears set to carry on expanding, especially in terms of the amount of central Government funding they will control. The current Government and the Labour Party have both indicated that more central Government funding will be channelled through LEPs in future.

4.2 On representation, the membership of the Humber LEP (main) Board is growing (an additional 5 Board members were announced in July 2014). Original recommendations from Government / Heseltine were that LEP Boards should have 50-50 private/ public representation, with a private sector chair. The Humber LEP now has one of the largest Board memberships amongst England 39 LEPs.26 In addition the private sector membership of the Humber LEP is amongst the highest of any of the 39 LEP Boards. See Appendix 3: LEP Boards Membership: Public/Private/ No. of LAs / Populations

4.3 Each of England‟s LEP areas is likely to develop at a different pace, and given the likelihood that further devolution of funding and responsibilities will continue, it is clear that ensuring that there is an efficient and productive partnership in a given LEP area will be a key factor in those areas ability to access funding and the freedoms and flexibilities to decide how such funding should be spent locally.

Mark Jones – Regeneration and Policy Manager

Contact Officer : Patsy Kays Telephone No. : 613489

Officer Interests: None

Background Documents: -

26 Information from Local Enterprise Partnerships, House of Commons Library, Standard Note, 27 June 2014 http://www.parliament.uk/business/publications/research/briefing-papers/SN05651/local-enterprise-partnerships Page 35 of 78 9 APPENDIX 1: LEP Board, Sub Boards, Project Teams, Executive

Humber LEP Board Name Company/ Organisation Public / Private Sector Lord Haskins of Skidby Former Chair Northern Foods & Private (Chair) Express Dairies Mike Parker (Vice Chair) Former Deputy CEO Findus Group Private Tim Rix (Vice Chair) MD JR Rix & Sons Private Peter Aarosin MD Danbrit Shipping Private David Kilburn Founder & Executive Chairman MKM Private Building Supplies Paul Sewell MD Sewell Group Private Nina Stobart Communications and External Affairs Private Manager, Phillips 66 Lindsay West Joint MD Garthwest Private Lance Gardner MBE * CX Care Plus Group Private Gary Young* MD, KC Private Anne Laudage* Partner, C&A Laudage Private Steven Savage* Partner, Wilkins Chapman LLP Private Malcolm Scott* Scott‟s Property (Retired) Private Gary Warke CX, Hull College Group Public Cllr Stephen Brady Leader Hull City Council Public Cllr Stephen Parnaby OBE Leader East Riding Council Public Cllr Liz Redfern Leader North Lincs Council Public Cllr Chris Shaw Leader NE Lincs Council Public Prof Calie Pistorius VC University of Hull Public * = Joined the Board of the LEP on 29 July 2014

Humber LEP Investment and Regulation Board Person Organisation Sector Cllr Parnaby* (Chair) Leader ERYC Public Cllr Redfern* Leader North Lincolnshire Council Public Cllr Shaw* Leader, North East Lincolnshire Public Council Cllr Mancey27 Portfolio Holder Economy, Hull City Public Council Lord Haskins* Humber LEP (Chair) Private Andrew Horncastle (Owner) Horncastle Group Private Property Development Jo Barnes City Care (Chief Executive) Private Paul Litten Humberside Airport (Commercial Private Director) Mark Scott Environment Agency „Statutory Agency‟ (EA Manager for Yorkshire) David Shaw Natural England „Statutory Agency‟ (Area Manager for Yorkshire & Humber ) Rob Pearson Homes & Communities Agency „Statutory Agency‟ (Head of Area) Vanessa Gilbert Highways Agency „Statutory Agency‟ (Regional Director, Yorkshire and Humber & North East) * = Member of the LEP (main) Board

27 Note: Cllr Mancey will represent Hull on this Board (instead of Cllr Brady and subject to the terms of reference for this Board being agreed by the Humber Unitary Leaders Group). Page 36 of 78 10 Humber LEP Business Development Board Person BDB area of work / lead on Company Paul Sewell (Chair)* Overall strategy for business Sewell Group development Malcolm Scott* Co-ordination of business support Business owner and Director of providers Hull Kingston Rovers David Kilburn* Development of future business MKM Building Supplies support packages Paul Sewell & Procurement / Supply Chain Sewell Group Tim Rix* JR Rix & Sons Peter Aarosin* / Marketing, international trade and Danbrit Shipping Mike Pennington exports Mail News Media / GSMG Chair - Bondholders Richard Tuplin / Business engagement Insurance Partnership Richard Stansfield Singleton Birch Mike Pennington / Communications Mail News Media/GSMG Helen Bisset H&H Agency David Kilburn / Investment in businesses MKM Building Supplies Tim Rix JR Rix & Sons James Sweeting / Food Sector Lincoln & York Anne Laudage - Lindsay West* / Digital / technology sector Garthwest David Keel / Sonoco Trident Sean Royce Kcom * = denotes a member of the Humber LEP (main) Board

Humber LEP Business Development Board – Project Teams 28

Procurement/supply chain o Projects lead(s):Paul Sewell, Tim Rix o Project team: - to be developed o Executive Support: Richard Kendall

Business Engagement o Projects lead(s):Richard Tuplin, Richard Stansfield o Project team: - to be developed o Executive Support: Richard Kendall, Keely Lead

Communications o Projects lead(s): Helen Bissett, Mike Pennington o Project team: - to be developed o Executive Support: Keely Lead, Richard Kendall

Marketing Group o Projects lead(s): Peter Aarosin o Project team: David Shepherd, Gareth Russell, Jim Dick, Malcolm Joslin, Mark O‟Reilly, Mark Robson, Mike Pennington, Pauline Wade, Sean Potter, Sue Wright o Executive Support: Sarah Clinch, Emma Toulson, Nicola Baker, Keely Lead

Growth Hub/Co-ordination of Business Support o Projects lead(s):Sarah Clinch, (Interim Growth Hub Programme Manager) o Project team: - to be developed o Executive Support: Sarah Clinch, Richard Kendall

28 Information taken from Report to LEP Board 27 June 2014 (Business Development Board, report from Paul Sewell) Page 37 of 78 11

Investment Panel 29 - to be developed Innovation30 - to be developed

Humber LEP Business Development Board – Sector Groups31 - to be developed

Energy/Renewables Ports & logistics Digital Chemicals Food Visitor Economy Engineering and manufacturing

Humber LEP Employment & Skills Board Member Organisation/ Sector Andrew Wren East Riding College Andy Crossland Humber Learning Consortium Anne Tyrell North Lindsey College Calie Pistorius* Hull University Cathy Taylor Sirius Academy Clive Howarth Skills Funding Agency Cllr Ray Oxby North East Lincolnshire Council Gary Warke* Hull College Group Glenn Sibbick Jacobs Jamie Scott Cristal John Clugston Clugston Group Jonathan Dale Andrew Jackson Solicitors Margaret Hicks-Clarke Press Association Michelle Watson University of Hull Mike Parker (Chair)* Chairman of Governors Grimsby Institute Cllr Rosie Nicola Portfolio Holder Hull City Council Nina Stobart* Phillips 66 Rachel Mendham Hull and Humber Chamber of Commerce Sam Whitaker Esteem Stuart Griffiths DWP Tony Flinn HCF CATCH Tony Ogden BOC Trevor Wray Franklin College

LEP SECRETARIAT for ESB Teresa Chalmers LEP Executive Kishor Tailor LEP Chief Executive Harriet Merchant-Turpin Minutes Oliver Blackburn Skills Intern Note: (1) * = denotes membership of the Humber LEP (main) Board Note: (2) this list has been drawn up on the basis of the minutes of the ESB meeting of 1st May and from the email list for the papers for the 5th June meeting

29 Information taken from „Business Development Board Structure‟ diagram, supplied by Humber LEP Executive, August 13 2014 30 Information taken from „Business Development Board Structure‟ diagram, supplied by Humber LEP Executive, August 13 2014 31 Information taken from „Business Development Board Structure‟ diagram, supplied by Humber LEP Executive, August 13 2014 Page 38 of 78 12

Humber LEP Employment and Skills Board - Sub Groups

Humber Skills Network o Gary Warke – Hull College (Chair) o Noel Johnson – Cityworks (Vice Chair) Enterprise Zone Skills Delivery Group o Andrew Wren – East Riding College o Sue Middlehurst – Grimsby Institute o Gill Dillon / Jo Corney – Jobcentre Plus o Clive Howarth – Skills Funding Agency o Michelle Watson – University of Hull o Rob Moore– NSA Academy o Ronnie Stephenson – EU Skills o Sallyann Garrard-Hughes– ECITB o Danuta Tomasz – Goole High School o Steve Tomlinson – Hull City Council Humber Energy Campus Group – to be developed Springboard – to be developed

Humber LEP - Investment Panel (Business Development Board)32 Purpose: Manage the allocation of the Humber Business Loan Fund, including the development of a Humber Investment Fund, and other funding as needed Meeting frequency: as and when required David Kilburn (Chair) MKM Building Supplies Nick Pearce PPH Ian Millington Royal Bank of Scotland Richard Field Rollits Ian Dixon North Lincolnshire Homes

Stephen Savage Wilkin Chapman Grange Solicitors

Secretariat / Support Richard Kendall Humber LEP James Trowsdale Humber LEP Graeme Smith Hull City Council (Accountable Body)

LEP Secretariat / Executive Team Kishor Tailor LEP Chief Executive Tracy Pallett PA to the Chief Executive Teresa Chalmers Executive Director Employment & Skills Richard Kendall Executive Director Strategic Policy & Business Development Sam Rex Project Officer (Skills) James Trowsdale Investment Manager Karen Oliver-Spry RGF Programme Officer Sarah Clinch Business Development Manager Emma Toulson Renewables Manager Caroline Sansam Information & Research Officer Keely Lead Communications Officer Harriet Merchant-Turpin Service Support Assistant Oliver Blackburn Skills Intern

32 Note, the Investment Panel has been subsumed under the Business Development Board structure to become a “project team”. Information taken from „Business Development Board Structure‟ diagram, supplied by Humber LEP Executive, August 13 2014 Page 39 of 78 13

To be developed – before end of 2014 Humber LEP Area European Union Structural and Investment Funds (ESIF) Committee

Page 40 of 78 14 APPENDIX 2: Humber Enterprise Zones Sites

Humber Renewable Energy Super Cluster Enterprise Zone DCLG Business Business SIZE OEM/Supply Planning Map Ref SITE ECA Rate Rate (ha) Chain 33 Regime No. Discount Retention Green Port Alexandra 5834 OEM (1) ECA - 27.5 LDO35 Dock, Hull 225.9 National Able Marine (ECA) Infrastructure EZ/19A Energy Park OEM (2) ECA BRD 124 25.0 Planning (North Lincs) (BRD) (TBC) Queen Elizabeth 36 20 OEM (1) ECA - 20 LDO Dock (South), Hull EZ/19B Keystore, Hull 1 Supply chain - BRD - PPA/DB37 Former Maternity EZ/19C Hospital, 4 Supply chain - BRD 4.9 PPA/DB Hedon Rd, Hull Burma Drive Supply EZ/19D 4 - BRD 3.9 PPA/DB Hull Chain Marfleet Environmental EZ/19E 3 Supply chain - BRD 2.9 PPA/DB Technologies Park, Hull EZ/19F Elba Street 2 Supply chain - BRD - PPA/DB EZ/19G Valletta Street 3 Supply chain - BRD - PPA/DB Rix & 8.3 Kingston (2.9 Hull, EZ/19H 8 Supply chain - BRD PPA/DB International 5.4 East Business Park Riding) TOTALS 353.9

33 Business Rate Retention – this refers to the amount of uplift the Humber LEP will be able to retain 34 Note: At request of HM Treasury for a reduction in the area of land covered by the Enhanced Capital Allowance (ECA) incentive, the size of Green Port Hull ECA coverage has been reduced by 22 hectares from 80 hectares to 58 hectares 35 Local Development Order 36 At 09 February 2012, the size of ECA coverage of the Queen Elizabeth Dock (South), Hull site remains at 20 hectares. 37 Planning Performance Agreement (PPA) or Development Brief (DB) Page 41 of 78 15

The Humber Green Port Corridor Enterprise Zone DCLG Business Business OEM/Supply Planning Map Ref SITE SIZE ECA Rate Rate Chain 38 Regime No. Discount Retention BAE Brough Supply EZ 20A 35 - BRD - (East chain/incubation Riding) Paull (East 81 OEM (2) ECA - 80.8 LDO Riding) Wyke EZ/20C Works 2 Supply Chain - BRD 1.4 PPA/DB39 (Hull) Staithes Road EZ/20D 2 Supply Chain - BRD - PPA/DB (East Riding) Operations & Port of EZ/20B 11 maintenance/ - BRD 3.6 LDO Grimsby Supply chain TOTALS 131

38 Business Rate Retention – this refers to the amount of uplift the Humber LEP will be able to retain 39 Planning Performance Agreement (PPA) or Development Brief (DB) Page 42 of 78 16 APPENDIX 3:

LEPs: Boards Membership: Public/Private/ No. of LAs/ Populations

Board Private Public Number 40 LEP Actual Pop Numbers* Sector* Sector* of LAs North Eastern 18 10 8 7 1,938,676 Cumbria 11 6 5 6 499,104 Tees Valley Unlimited 6 663,634 York, N. Yorkshire & E.Riding 13 8 5 9 1,138,533 Lancashire 16 10 6 14 1,465,668 Leeds City Region 17 9 8 10 2,972,611 Liverpool City Region 15 9 6 6 1,511,358 Greater Manchester 14 10 4 10 2,702,209 Humber 19 13 6 4 921,190 Sheffield City Region 19 10 9 9 1,816,212 Cheshire & Warrington 12 8 4 3 905,998 Derby, Derbyshire, Nottingham 15 5 9 17 2,122,998 & Nottinghamshire Greater Lincolnshire 15 9 6 9 1,046937 Stoke on Trent & Staffordshire 21 11 9 9 1,102,026 Leicester & Leicestershire 15 8 7 8 988,304 The Marches 9 5 4 3 660,821 Black Country 9 5 4 4 1,146,787 Greater Birmingham & Solihull 19 10 9 9 1,960,207 Northamptonshire 21 15 6 7 700,576 Greater Cambridgeshire & 11 6 5 12 1,382,377 Greater Peterborough New Anglia 14 7 7 14 1,597,634 Coventry & Warwickshire 15 8 7 6 871,106 Worcestershire 15 9 6 6 569,032 South East Midlands 13 7 6 11 1,735,103 Gloucestershire 11 7 4 6 602,159 Hertfordshire 12 6 6 10 1,129,096 Buckinghamshire Thames 9 4 5 4 511,488 Valley Oxfordshire 13 6 7 5 660,772 London 8,308,369 Thames Valley Berkshire 22 11 10 6 870,979 West of England 11 7 4 4 1,080,626 Swindon & Wiltshire 16 10 6 2 688,750 Enterprise M3 16 11 22 14 1,644,070 South East 44 26 22 32 4,020,473 Coast to Capital 13 8 5 14 1,943,936 Solent 14 8 6 11 1,557,641 Dorset 18 9 8 8 750,299 Heart of the South West 17 10 7 15 1,677,625 Cornwall & Isles of Scilly 14 9 5 2 540,178

* Information taken from LEP Briefing, House of Commons Library, Standard Note, 27 June 2014 http://www.parliament.uk/business/publications/research/briefing-papers/SN05651/local-enterprise- partnerships

40 The „actual‟ population 2012, taken from Equalities Impact Assessment; Growth Deals, BIS, 14 July 2014. Page 43 of 78 17

APPENDIX 4 - Organagram

UK GOVERNMENT GROWTH FUNDING AND EUROPEAN STRUCTURAL FUNDING (eg Local Growth Fund, Growing Places fund, Regional Growth Fund, Enterprise Zones, City Deals & ESIF)

LOCAL GROWTH TEAM

(Multiple Government Departments & Agencies)

CITY LEADERSHIP HUMBER LEP HUMBER HULL CITY BOARD UNITARY

LEADER- COUNCIL Strategic Economic CITY PLAN SHIP Plan 2014-2020 BOARD EAST RIDING OF (Joint European Structural Committee) YORKSHIRE & Investment Funds COUNCIL

Strategy 2014-2020

NORTH EAST LINCOLNSHIRE LOCAL PLANS AND PRIORITIES HUMBER LEP COUNCIL SUB BOARDS:

NORTH Business LINCOLNSHIRE Development COUNCIL Employment & Skills

Investment & Regulation

ES IF Sub committee

Page 44 of 78 18

Briefing Note to the Economy and Regeneration Overview and Scrutiny Commission 15th September 2014

Subject: City Centre Footfall Data

Briefing Note of the City Economic Development and Regeneration Manager

1. Purpose of the Briefing Note and Summary

The purpose of this report is to provide Members with an update on the footfall figures for Whitefriargate and to outline the potential benefits of the Trinity School car park scheme.

2. Issues for Consideration

The updated footfall data.

The potential impact on Whitefriargate of the Trinity School site car park.

3. Background

The committee has previously received a report containing information on the footfall figures for Whitefriargate, and this report aims to update that information.

4. Footfall Data.

The appendix on page 3 shows the current up to date figures 2014, this information is show in graph form against 2013 and in addition the raw data is included in table form.

5. Trinity School Site – Planned car Park Development

The intention is that Trinity House will demolish the now vacant school sited to the rear of the retail properties on the south side of Whitefriargate. Once the demolition is complete they intend to build a car park with approximately 85 spaces which would then service the Old Town but more specifically Whitefriargate.

This has the potential to impact the area in the following ways.

Provide a convenient parking solution for people who wish to visit the area. To an extent its usefulness would depend on the charging structure, a short stay high

Page 1 of 4 Page 45 of 78

turnaround car park would provide more visitor spaces than a structure which allowed all day parking. Our understanding is that the intention is to run the car park on a short stay basis with a maximum stay period of 2 to 3 hours.

The demolition of the school will allow numbers 17 to 23 Whitefriargate on the south side to potentially have the addition of rear access and or courtyards. This will allow the units to be marketed to a greater range of users and allow better pedestrian permeability between Whitefriargate and Posterngate.

This permeability will also be improved by opening up the alleyways which run between Whitefriargate and the school site, and are currently locked.

It is anticipated the car park provision will also act as an incentive to potential commercial tenants for the vacant units on Whitefriargate.

Trinity House intend to use the car park for hosting events and other outdoor activities including:-

Outdoor cinema Christmas markets Specialist markets Concerts Festival venues (Freedom etc)

6. Conclusions and Next Steps

6.1 At some future point provide the committee with an update on the footfall figures for Whitefriargate.

6.2 Maintain contact with Trinity House in the development of the car park and monitor the impact once complete.

Mark Jones City Economic Development and Regeneration Manager

Contact Officer: Jon Pywell Telephone No. (61)2168

Background Documents: None

Reference:

Date:

Page 2 of 4 Page 46 of 78

Appendix A

Performance information for Whitefriargate

Footfall for Whitefriargate:

2014 2013

250000

200000

150000

100000

50000

0 1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53

Whitefriargate Footfall Counter (raw data)

Week Number 2014 2013 2012 2011 2010 2009 2008 2007 1 61158 97697 2621 11861 32562 63334 112143 2 90414 114247 119953 92584 89681 119119 127972 3 91039 81852 109424 103265 106831 114827 131579 4 87014 96330 104944 86502 110747 110884 135962 5 94871 98150 108417 88910 112299 114729 120001 6 89700 89364 102238 88153 110183 108310 127589 7 86905 111342 98755 100351 109768 116706 139003 8 107297 104329 115748 89976 127084 138754 121470 9 89920 99946 118541 112443 119000 128205 135975 10 92880 98546 108202 102482 112352 111469 121900 11 81013 81275 106774 92914 112992 113112 114273 12 85142 81896 119671 100315 111500 105310 98756 13 82120 101890 83353 105591 93236 89275 118003 14 90576 95160 90132 129405 96663 94644 113265 15 87099 104086 103454 100637 103004 112686 106601

Page 3 of 4 Page 47 of 78

16 94588 88725 90189 117324 92954 106047 119668 17 89519 93565 91310 98332 91553 89145 122940 18 86362 94029 94596 99623 109243 104257 122284 19 81590 82266 110843 111076 93965 95894 105188 20 79145 88631 104233 125902 98080 93520 123392 21 81474 77483 105703 122606 90379 115488 127956 126256 22 101727 98243 117492 123608 105934 109312 141210 161352 23 88273 97943 114688 114031 94536 119607 131983 162762 24 96296 111362 107963 116532 109473 109937 136659 154809 25 91443 101020 102515 128298 106945 122200 124020 158169 26 98118 111291 105930 114952 93443 117374 140513 146434 27 91930 102671 110414 131417 95529 109865 122922 167569 28 83660 98191 97199 117734 97141 113904 127406 165777 29 86141 84315 115640 116647 119316 109220 132585 163189 30 72855 93093 94709 117733 97959 111806 121192 170602 31 92976 92696 90306 130209 144002 122365 124044 157845 32 79093 100069 114037 115556 111675 112131 127443 153833 33 80412 84229 101009 117965 83285 108543 116972 156210 34 77134 80735 111331 103812 88122 90037 137409 152518 35 55310 104690 116563 102222 98625 112972 134690 159396 36 92276 106275 125139 81899 119771 119560 147281 37 101847 89042 105040 93381 97464 116583 139984 38 95934 108692 93446 92284 111735 123276 145307 39 95713 109029 106849 83482 117258 120489 148055 40 104024 109367 105568 103125 125777 126776 150840 41 92394 109704 119992 111395 123477 128408 140998 42 103394 110042 116803 104034 122548 127305 138155 43 100138 110380 110012 101139 121856 126485 181508 44 114576 110717 141842 128863 158082 143706 165600 45 106334 111055 126790 113917 120535 145773 158960 46 122664 111393 140482 99743 140051 152043 164629 47 116466 111730 134770 117119 153673 156451 178447 48 132527 112068 156340 95374 157876 168540 204931 49 127252 112406 168276 105696 174296 177665 223619 50 154330 112743 157864 134632 179961 185913 254320 51 194777 113081 190740 160713 189517 253838 318928 52 131930 113419 234244 144411 165433 229842 193588 53 35235 113756 175079 106452 111526 95715 31376

Page 4 of 4 Page 48 of 78

ECONOMY AND REGENERATION OVERVIEW & SCRUTINY

15 September 2014

Progress update on HMS Illustrious and related projects

1.0 Background 1.1 City Plan: Concept of „World Class Visitor Destination‟ City of Culture 2017, focus on waterfront regeneration 1.2 Government announcement: HMS Illustrious to be decommissioned, 2014 Desire for her to be preserved intact as “lasting tribute”, “part or all of the ship to be developed for heritage purposes” 1.3 These two situations align in audacious plan to bring HMS Illustrious to Hull as a world class visitor attraction and new waterfront icon.

2.0 Initial progress (establishing project) 2.1 Project established under City Leadership Board 2.2 Small project team established 2.3 Started to engage with planning and consenting process Complex, time-consuming, expensive. Not to be under-estimated. 2.4 Commissioned economic impact assessment (EIA, Jura Consultants)  exciting project  high capital costs  strong heritage value  operating costs may exceed income  strategic context  high investment for level of economic benefits  synergy with city plan

2.5 Entered MOD bidding process 2.6 Submitted outline proposal December 2013 2.7 Attended „Industry Days‟ February, March (tour of ship) challenges: condition of ship, availability of information, length of process, date of hand over 2.8 Support and partnerships strong and supportive partnerships developed with a number of commercial and public organisations at locally, regionally, nationally University of Hull („full‟ partner with HCC)

3.0 Development of options 3.1 Feasibility, site assessment - two options considered: 3.2 Dry berth option Construct a new dry berth within the bull-nose of Albert dock. HMS Illustrious housed there permanently, incorporating a 2000+ delegate conference facility and a range of commercial and civic amenities within the development.

advantages disadvantages  inspirational and elegant solution  cannot be delivered for 2017  offers most flexible heritage Page 49 ofcapital 78 costs likely to be very high

Page 1 of 3  optimal long term heritage  unknown cost of adapting ship solution  conference venue  risk of recurrent deficit over time  commercial/civic opportunities  return on investment (jobs etc) not optimal  complex land assembly  conflict with existing use  adverse engineering advice  long term cost and reputation risk

3.3 Floating berth solution Construct a new riverside berth off The Deep. Offer HMS Illustrious in near-naval trim for a limited period (2017 and 2018) before onward sale or recycling. Re-purpose the new berth for other vessels afterwards (cruise ships, naval ships, tall ships etc) and establish a permanent land-based exhibition to HMS Illustrious in collaboration with the University and NMRN utilising records and artefacts from the ship as well as latest interpretive and presentation technologies.

advantages disadvantages  can be delivered for 2017  no permanent iconic ship  much lower likely capital cost  no precedent for „loan arrangement‟  simpler land assembly  staged decommissioning challenges  tried and tested technology MOD procedures  adaptation of HMSI minimal  care required handling „departure‟ of ship  cluster (minimise displacement)  mitigates long term risks of ship  city centre riverside berth legacy  future revenue/visitor prospects  offers solutions to challenges raised in EIA

3.4 Preferred solution: floating berth 3.4.1 collection of coherent developments complementary but not interdependent

HMS Illustrious city centre riverside berth National Museum of the Royal Navy, Hull

conference centre – now decoupled from HMS Illustrious and being developed separately

3.4.2 deliverable, sustainable, meets government objectives, supports City Plan

4.0 Co-operation between heritage bids 4.1 Common view amongst bidders that MOD processes do not favour a heritage outcome 4.2 Some degree of communication and collective effort 4.3 Co-operative relationship developed between Hull and Tyne bids 4.4 Potential for mutually beneficial collaborative arrangement

5.0 Current position 5.1 HMS Illustrious 5.1.1 Presented more detailed proposals as part of Invitation to Negotiate, June 2014 5.1.2 Awaiting decision from MoD as to whether Hull has been shortlisted to work up a full proposal 5.1.3 Local MPs engaged and supportive (esp Alan Johnson) and other political contacts through University and other sources 5.1.4 Decommissioning ofPage HMS 50Illustrious of 78 was brought forward to August 2014 Page 2 of 3

5.2 City Centre Riverside Berth 5.2.1 An opportunity is recognised to create a new piece of publically accessible city centre waterfront, constituting a major part of the legacy of HMS Illustrious. This berth could be available for opportunities such as a programme of visiting naval vessels, cruise ships, educational and heritage vessels etc. 5.2.2 Travelyields consortium appointed to undertake market appraisal and feasibility studies. 5.2.3 Engaging with statutory environmental consultees and local residents 5.2.4 Initial legal report received 5.2.5 Staged process identified to collate the information required for HCC make a decision on whether to proceed with construction of the riverside berth. 5.2.6 Consideration of options for commercial operation initiated

6.0 Next steps 6.1 develop client capability 6.2 procure substantial lead technical advice 6.3 undertake specialist feasibility studies (eg berthing study, mooring study etc) 6.4 continue to explore collaborative opportunities with other bids for HMS Illustrious 6.5 prepare for increased work in next stage of HMS Illustrious bidding process in case shortlisted

7.0 National Museum of the Royal Navy 7.1 Concept of a branch in Hull arose from conversations around HMS Illustrious 7.2 Visit from of NMRN personnel in June, mutual interest confirmed 7.3 Concept to be explored further with NMRN 7.4 Range of options under consideration 7.5 Opportunity to develop the City‟s maritime art collections identified

8.0 Summary 8.1 Interest in HMS Illustrious generated a number of wider opportunities including: 8.1.1 Multifunctional City Centre Riverside Berth 8.1.2 National Museum of the Royal Navy in Hull 8.1.3 Maritime art collection

Each of these is being progressed and options for funding are being explored.

Page 51 of 78

Page 3 of 3

Page 52 of 78

Briefing Paper to the Economy and Regeneration Overview Wards: and Scrutiny Commission

15 September 2014

The Impact of the Public Realm Strategy on City Centre Bus Services

Briefing Paper of the City Streetscene Manager

1. Purpose of the Paper and Summary

The purpose of this paper is to consider how the public realm improvements strategy might impact on city centre bus routes and bus users, and what measures are being to assess and mitigate any risks.

2. Background

A holistic approach to public realm in Hull City Centre has not been evident over the last thirty years resulting in a disjoint in connections to public spaces and a lack of clarity in the way in which people should move through and around the city centre.

URS Infrastructure and Environment Ltd assisted the Council to produce a City Centre Public Realm Strategy that was formally adopted by the Council’s cabinet on 28 July 2014.

The City Centre Public Realm Strategy will refurbish key pedestrian routes and public spaces whilst also improving pedestrian flow and overall pedestrian accessibility in Hull’s core. Hull city centre is well served by local bus services with approximately 2500 departures from the Paragon Interchange each day Monday to Saturday. On departing the Interchange local bus services operate in the main, one of five routes Northbound on Ferensway to either Beverley Road or Spring Bank Northbound on Ferensway, Spencer Street, Prospect Street, King Edward Street, Jameson Street, Queens Dock Avenue, to Alfred Gelder Street Northbound on Ferensway, Spencer Street, Prospect Street, King Edward Street, Jameson Street, Queens Dock Avenue, Monument Bridge, Carr Lane to either Anlaby Road or Hessle Road, and to a lesser extent; Northbound on Ferensway, Spencer Street, Prospect Street, King Edward Street, Jameson Street, George Street

Author: Page 53 of 78 Status: Date: 04/09/2014 Page 1 of 4 Northbound on Ferensway, Spencer Street, Prospect Street, Albion Street, Bond Queens Dock Avenue, to Alfred Gelder Street

Buses cannot turn right out of the Paragon Interchange

Bus services returning to the Interchange, in most instances operate via Jameson Street, King Edward Street, Prospect Street and Brook Street, or Anlaby Road and Ferensway. A smaller number from the west operate Carr Lane, Monument Bridge, Jameson Street, King Edward Street and Brook Street.

For bus services serving the west of the city there are limited alternatives other than using the existing route pattern due to the road layout on Ferensway which prevents buses from turning right out of the Paragon Interchange. For buses to avoid the city centre they would have to turn right onto Ferensway and use Spencer Street, Prospect Street and Brook Street before turning left back onto Ferensway missing a number of busy boarding stops. Currently, buses cannot depart through Margaret Moxon Way to access the west because of the weight restriction on Park Street Bridge.

3. Issues for Consideration

Single Bus Loop- Albion Street and Bond Street One element of the public realm strategy is to improve the pedestrian experience by closing King Edward Street to motor vehicles and creating a new public square at the junction of King Edward Street and Jameson Street. This would require the diversion of a number of bus services that currently use that route.

The most appropriate alternative route for local bus services that currently use King Edward Street for either departing or entering the city centre would be via Albion Street and Bond Street, effectively create a single bus loop through the City. The route has been used previously during major road construction works during autumn 2013 and worked effectively. Albion Street and Bond Street were also used as a temporary period during the construction of St Stephens and the Paragon Interchange between 2004 and 2007.

A number of local bus services to east Hull already operate out of the city centre via Albion Street and Bond Street using two stops on both Albion Street and Bond Street.

Currently there are four outbound and one inbound bus stop situated on the sections of King Edward Street and Jameson Street which would have to be re-sited should the element of the public realm strategy to create a new public square at the junction of King Edward Street and Jameson Street go ahead.

Initial discussions have been undertaken with local bus service operators about the re-routing of bus services but whilst they are not against the proposal they would like to see detailed plans of where bus stops would be situated and they have requested that all bus stops have a shelter installed and Real Time Passenger Information displayed. During the period of the temporary bus station, there was a bus shelter at all bus stops with the exception of stops outside of Kingston House North where the building has a canopy. However apart from the section of Albion Street between the Central Library and Percy Street there were no other bus stops on Albion Street.

Author: Page 54 of 78 Status: Date: 04/09/2014 Page 2 of 4

To accommodate the re-sited bus stops there would be a requirement to reduce the number of outbound bus stops from four to three boarding bus stops and one alighting bus stop should bus services be required to operate via Albion Street and Bond Street. Adequate space is available to have an alighting stop in Albion Street and possibly Bond Street. There is the possibility of amalgamating two boarding stops on King Edward Street but this would have to be examined in depth after taking into consideration scheduled timetables to prevent over use.

Monument Bridge and Carr Land bus stops From the initial discussions with the local bus service operators it emerged that they have concerns if the bus stops on Monument Bridge was to be removed. From their experience the stops attracts a large number of passengers, particularly shoppers from Whitefriargate and workers from the Old Town, and to remove them would mean a longer walk to the next bus stop in Carr Lane.

It is also proposed to review the site of bus stops on Carr Lane between Monument Bridge and Anne Street. Currently there is a duplication of bus stops within a short area and the layout at each stop particularly those in front of the Primark store is inadequate with little space for passengers to wait. Redesign of that area would improve the bus passengers experience and possibly mitigate the effect of removing the large bus stops on Monument Bridge.

Decluttering and improving the pedestrian experience A key element of the public realm strategy is to improve pedestrian connectivity over the busway through the Queen Victoria Square / Monument Bridge area. A number of bus company partners have raised some concern over the use of pure shared services to achieve this. Work is underway with disability user groups and the bus companies to ensure that we can develop a design solution that will work for all both improving the quality of the pedestrian environment whilst not creating new conflicts.

Servicing other part of the city Other areas of the city centre that have been identified as being poorly served by local bus services are Trinity Square and the Fruit Market. Several attempts have been made and are continuing to be made to link them both through a transport link to the more predominantly retail area to the west of the city centre.

4. Next steps

In order to influence the further development of the detailed plans for the implementation of an improved public realm for the city centre, a transport working group is being formed that will report to the Public Realm Board. The transport group will include representatives of local bus service operators, cycling groups, representation from the Hull Access Forum and Humberside Police. This group will work with the consultants preparing the transport assessment and officers to ensure the improvements made through the City Centre Public Realm Strategy are fit for all.

Author: Page 55 of 78 Status: Date: 04/09/2014 Page 3 of 4 Andy Burton City Streetscene Manager

Contact Officer : Graham Hall Telephone No. : 616540

Officer Interests: None

Background Documents:

Author: Page 56 of 78 Status: Date: 04/09/2014 Page 4 of 4

Briefing Paper to the Economy and Regeneration Overview and Scrutiny Commission

15th September 2014

Subject: City Centre Management

Briefing Note of the City Regeneration & Policy Manager

1 Purpose of the Briefing Note and Summary:

1.1 The purpose of this briefing note is to provide members of the Economy and Regeneration Overview and Scrutiny Commission with an update on City Centre Management.

1.2 This paper covers: Strategic overview of City Centre Management arrangements Updates on specific projects Plans going forward

2 Background:

2.1 Hull‟s city centre acts as an engine to support the wider economic regeneration of the city and supports the delivery of Hull‟s City Plan and one of its key ambitions for the city to become a world class visitor destination. The diversity, ambience, value and overall quality of the city entre should encourage an increase in scale of activity, productivity, catchment and ultimately expenditure, which is central to Hull‟s wider aspirations as outlined in the City Plan and result in job creation and sustainable economic impact.

2.2 In order to achieve these outcomes there are a number of key strategic considerations:

Plan priorities, investment and major interventions Develop points of entry or arrival points Improve the quality, management, regulation and location of the overall offer Strengthen the quality, offer and utilisation of public spaces Develop a coherent and consistent approach to maintenance, branding and marketing

Page 1 of 11 Page 57 of 78

Plan and undertake feasibility studies on major interventions to shape the next phase of the city centre offer Improve quality office accommodation offer with associated physical and digital connectivity 2.3 The City Plan has identified a number of priority interventions, further investment opportunities and recommendations. Considerable investment has already been achieved in the city centre, with a strategic approach to intervention required to maximise future investment opportunities.

2.4 The need to develop the City centre using a place based approach is underpinned by a holistic consideration of the key strategic drivers:-

The experience The offer Maximise impact of hosting UK City of Support the retail function whilst Culture 2017 and its legacy developing a strong leisure and cultural Capitalise on Hull‟s unique cultural and offer heritage infrastructure Protect existing retail areas but consider a Deliver transformational infrastructure different retail offer investment Provide quality office accommodation and Capture the benefits as a visitor connectivity destination Provide a diversity to compliment retail Improve linkages, accessibility and offer wayfinding Improve the quality of the indoor and Improve overall visitor experience and outdoor market offer perception Strengthen the identity of different areas Improve, promote, facilitate and maximise focusing on Whitefriargate, The Old Town use of public spaces for targeted activity and Fruit Market areas led by private sector and public sector Improve public realm, linkages, legibility between key areas, anchors and gateways The environment The marketing Shape the environment, drive footfall and Deliver a coherent and holistic approach maximise impact on Hull‟s Old Town to City Centre Management Enhance and better define gateways and Ensure the operational management of arrival points the city centre is prioritised and Maximise the use, quality and potential of coordinated city centre public spaces by the private Support and develop a coordinated and public sector approach to promotion and branding Strengthen linkages between city centre across the city centre including signage, and rest of city and sub region wayfinding and legibility Focus on distinctive areas by promoting

Page 2 of 11 Page 58 of 78

Support low carbon economy specific area branding, including at public interventions transport nodes Balance car parking provision matched by Build strategic links with Hull BID alternative transport offers

2.5 The current focus of activity is based on business management and engagement, development of connectivity, access and navigation, initiating streetscape improvements, encouraging footfall and in marketing activity to attract people into the city centre.

3 Objectives for the management of city centre (by area):

3.1 Hull Old Town:

Increase footfall and activity into Whitefriargate Support and develop area as distinctive leisure or cultural destination Promote and market „Hull Old Town‟ as a distinctive offer Improve access and signage including Highways Agency „brown signs‟ Capitalise on gateways and especially new River Hull footbridge „east- west‟ corridor Maximise potential of public spaces (Trinity Square/ Beverley Gate) Improve quality and appearance of the public realm Maximise the potential of existing parking spaces and identify new east bank opportunities Improve the quality of the Trinity Market, Hepworth‟s Arcade and specialist outdoor markets trading offer Improve the quality of the Old Town as a day and night- time destination 3.2 Fruit Market/ Hull Marina:

Promote and market the Fruit Market as a distinctive creative and arts quarter Secure Humber Street as a creative and arts quarter Improve the quality and appearance of the public realm particularly around the Pier/ Waterfront Maximise the potential of open spaces and the „waterscape‟ (The Pier / Waterfront environments) Improve the offer of Humber Street and Marina as a day and night- time destination Prioritise the development of underutilised land assets (including major new infrastructure)

Page 3 of 11 Page 59 of 78

Improve linkages between Fruit Market and Old Town 3.3 St Stephens/ „new town‟ and northern quarter:

Strengthen linkages between transport interchange and Old Town/ waterfront locations Develop Queens Gardens and northern quarter (including Albion Street and Georgian Quarter) and maximise links with Old Town and St. Stephens. Ensure joined up approach to branding, promotion, signage and overall management across city centre Improve quality and appearance of public realm including review of relevance to area Support and protect area as a distinctive retail destination Provide quality office accommodation with appropriate connectivity 4 Management arrangements:

4.1 City Centre Management (which includes the Council‟s relationship with Hull BID) is the strategic responsibility of Cabinet Portfolio holder - Visitor Economy.

4.2 Delivering the outcomes which impact directly on the City Centre involve a complex set of interdependencies which are managed by various City Managers, Assistant City Managers reporting to a number of different Cabinet Portfolio holders and the relevant.

4.3 Hull BID represents over 900 businesses in the city centre. HullBID exists to help businesses in the city sustainably grow and progress. Working in partnership with BID district organisations, we listen and respond to the needs of our members and create sustainable initiatives that make the HullBID area a measurably better place to do business:-

Delivery of targeted events within the city centre Cleanliness of the area and removal of Graffiti. Safety and security Support for the Evening Economy Promotion of the city centre 5 Summary of specific city centre projects currently undertaken by City Centre Management teams:

5.1 Investment and major interventions:

In order to strengthen the visitor experience and increase „dwell time‟ within the city centre and to maximise the opportunities such as Hull‟s Old Town and Fruit Market offer, the following projects are currently being undertaken:

Page 4 of 11 Page 60 of 78

Trinity Market Cllr Glew along with Cllr Kirk established Tinity Panel to examine a number of issues relating to Trinity Market and the monthly Trinity Outdoor Market Hull University Business School students have undertaken a project to examine the critical issues and feedback to the working group with recommendations and observations. Further work is being undertaken on the following items:- Phased improvements to the interior configuration of the Trinity Market hall. Improvements to the external signage of Trinity Market. The potential for improved entranceways to the market hall. An expansion of the Trinity Open Market currently held on the first Friday in the month and organised independently. Areas for inclusion in the expansion plan include the expanded Trinity Square, Whitefriargate, Parliament Street, and potentially the Trinity House car park. Trinity House Car The Trinity House Brethren have planning consent to develop Park a car park on the site of the old Trinity House School. The development schedule is still being worked on, and no date for completion has been set. In addition to this site being used as a car park there will also be the opportunity to use the space for events, festivals, and markets in addition of community lead events. In addition the alleyways running between Whitefriargate and the old school site will be opened up creating a higher level of pedestrian permeability. The creation of the car park also will also open up the rear of the retail units on the south side of Whitefriargate. This has the potential to expand the range of tenants attracted to the units with additional entranceways to the rear of the units and outside seating areas for café restaurant users. Holy Trinity Church Holy Trinity Church is in the process of working trough through a development plan for the church. These changes also include a redevelopment of the space to the front of the church with the aim of creating a single multi use space capable of hosting markets, events, concerts, festivals etc.

Page 5 of 11 Page 61 of 78

The council is actively working with the church and has included the redevelopment of Trinity Square in the city centre wide public realm improvement programme East Bank Car Park Limitations on car parking within the Hull Old Town and the availability of a degree of free parking to the West of the city centre has been viewed as one of the major limiting factors within the area. The council has worked with the Homes and Communities Agency to establish a car park on the east bank of the River Hull on the site of the aborted Boom development. This car park operated on the basis of the first two hours being free with the option of purchasing a further two hours to make a maximum stay of 4 hours.

5.2 Develop points of entry (arrival points):

In order to strengthen the experience of visitors from city centre and port arrival points to the city centre locations.

Port Marketing VHEY continue to work with P&O Ferries to market Hull as a destination. This includes working directly with coach operators, providing walking tours, signposting to coach parks, information of visitor attractions and points of contact. It also includes packages developed with operators in Belgium and the Netherlands. Hull Old Town The Hull Old Town has proved very popular with tourists and Guide visitors to the area and marketing has focused on the whole area as an experience. The guide, developed by VHEY is now on its 3rd reprint and has recently been updated to include other areas of the city centre and it is anticipated that the last reprint of 60,000 copies will provide stock up to spring of 2015. Tour de France Welcome to Yorkshire facilitated the Grand Départ and although the event did not reach as far as our area, VHEY supported the general marketing of the event with specific material for Hull at the port , and the coordination of a Civic welcome.

5.3 Improve the quality, management, regulation and location of the overall offer:

In order to develop the indoor market and potential to reinstate specialist outdoor markets in the Old Town and contribute to the animation of the streetscape. This

Page 6 of 11 Page 62 of 78

will also develop a comprehensive strategy for the management and operation of the Hull Old Town and Trinity Market area.

Old Town Manager / The report submitted to the Trinity Panel heighted the need for Markets Manager dedicated management of the Old Town area in general and the markets directly. Funding has now been obtained on the basis of a one year contract and it is anticipated that recruitment will begin shortly. An Old Town Manager (1FTE) will work with the business community and provide a direct line of contact for the area. They will champion solutions to the various issues identified and develop strategies for effectively managing the Hull Old Town. A Markets Manager (1FTE) will work with the Old Town Manager on the identified issues but will also work directly with the current market traders and seek out new ones to add vibrancy and character to the market. They will also develop the outdoor markets currently held on the first Friday in the month with a view to expanding this market and adding additional market days in the overall programme.

Purple Flag The city centre continues to benefit from the Purple Flag status as part of its evening economy offer. This award demonstrates that the city centre meets a wide ranging set of criteria and provides a safe and secure environment for visitors and residents. The Purple Flag steering group comprises representatives from the Council, Police, CCG, Voluntary Groups, City Centre Business Improvement District and other interested parties.

Face to Face The council is in the process of negotiating an agreement with fundraising the trade body which will limit the activities of the „chuggers‟ “Chuggers” both in terms of which days of the week they can operate, which streets they can use and the number of collectors on the street at any one time.

5.4 Use events and public activities to strengthen the offer for Hull Old Town.

Public events are a proven way of generating interest and footfall into an area, active initiatives being undertaken.

Page 7 of 11 Page 63 of 78

Outdoor Markets These markets are currently being held on the first Friday in the month but there is an aspiration for these to become weekly and to include Saturdays. The current specialist markets held in conjunction with public events, such as the Victorian and Easter markets will be supported and where possible additional markets will be added to the overall schedule. Council Events STAND Lost Trawlermans Day which have an Queens Baton Relay impact on the Hull Old Town Armed Forces Day Lord Mayors Centenary Celebrations National Circuit Race Cycling Championships Race for Life National Play Day Skyride Freedom Festival Creative Voice Youth Arts Festival Christmas Lights Switch On City Centre Trinity Festival Business Christmas Activities Improvement District (BID) Events Victorian Christmas (Partner) Fashion Week Yum Festival Edwardian Easter (Partner) Old Town Through The Ages (Partner)

5.5 Marketing and branding of the Hull Old Town and surrounding area.

There are a number of marketing and promotional activities and initiatives being undertaken within the Hull Old Town.

Hull Old Town The Hull Old Town has proved very popular with tourists and Guide visitors to the area. The guide, developed by VHEY is now on its 3rd reprint and has recently been updated to include other areas of the city centre and it is anticipated that the last reprint of 60,000 copies will provide stock up to spring of 2015.

Page 8 of 11 Page 64 of 78

VHEY Marketing VHEY continue to market the Hull Old Town. This includes supporting the promotion of events via its website and assisting in the development of marketing material. Fish Trail The Fish Trail has become a fixture of the Hull Old Town / Marina area and is in the process of being refreshed with missing and damaged elements being replaced and or repaired. Once this has been completed a re-launch of the Trail will be undertaken. Old Town Branding The first phase of the Hull Old Town branding has now been completed, this includes the following:-

Replacement of street signs Repainting of signs which are attached to a listed building Refurbishing of the pedestrian navigation signs, this has included the addition of walking times and updating of the way finding points. Addition of Hull Old Town street café barriers which have allowed the business users to trade in the public realm.

Planned or proposed major interventions to shape the next phase of the city centre offer:

5.6 The City Plan has identified a number of major capital projects which will transform the City Centre both as a place to visit and to work. Some of these interventions have seen accelerated development by the announcement in November 2013 of Hull hosting the UK City of Culture in 2017. The following projects are being either considered or are having detailed feasibility studies undertaken by the Council and its partners:

6 Eating and Drinking Plus New Retail

6.1 Attracting new cafes and restaurants to the area will assist in raising footfall and support the establishment of a leisure orientated environment

Business which have been attracted to the city centre or who have relocated to the city centre are shown in appendix A (Page 11).

7 Conclusion and next steps

7.1 This briefing note is intended as a discussion paper to inform members of Economy and Regeneration Overview and Scrutiny Commission with the opportunity to contribute and make recommendations to the development of a marketing strategy for the city.

Page 9 of 11 Page 65 of 78

7.2 A further report for the committee will be produced to inform them of the outcome of the work being done to develop a marketing strategy for the city.

Mark Jones City Regeneration & Policy Manager

Contact Officer: Jon Pywell Telephone No. (61)4820

Background Documents: None

Page 10 of 11 Page 66 of 78

Appendix A

New business which have been attracted to the city centre or who have relocated to the city centre (Aug 2013 – Aug 2014).

Name Type New use / Exiting use

Kardoma 94 Restaurant / Cafe New

The Brief Cafe New

Old House Pub New

House of Pancakes Restaurant / Cafe New

Costa Cafe New

Cooks Cafe New

Vanilla Cafe Relocation

Thieving Harrys Cafe New

Heron (Paragon Square) Retail Food New

Heron (Whitefriargate) Retail Food New

Boyes General Store New

Tesco (King Edward Street) New

Page 11 of 11 Page 67 of 78

Page 68 of 78

Briefing to the Economy and Regeneration Scrutiny Wards: Committee

15 September 2014 Myton

City Centre Management - Development Update

Briefing on behalf of the Corporate Director

1. Purpose of the Paper and Summary

To update the Economy and Regeneration Overview and Scrutiny Commission on the following city centre development programmes:

City Centre Public Realm Strategy (including Queens Gardens & Market Square) Fruit Market Myton Street/ Quay West

2. Recommendations

Members are invited to consider:

the progress of the three city centre development programmes

3. Area Committee Impact

The three ongoing city centre development programmes within the Riverside Area will ensure that Hull stays on track to meet the key objectives specified within the City Plan. The Fruit Market and Myton Street/Quay West developments will help Hull to achieve its goal of becoming a world class visitor destination, whilst the whole city centre will benefit from improved public realm culminating in economic benefits associated with higher footfall.

Author: Carl Lewis Page 69 of 78 Status: Final Version Date: 04/09/2014 Page 1 of 5 4. City Centre Public Realm Strategy (Including Queens Gardens & Market Square)

Background

4.1 City centres need to adapt to their changing role as central leisure and tourist destinations, requiring a greater focus on customer experience and a strategic approach to managing the flow of pedestrians.

4.2 URS Infrastructure and Environment Ltd assisted the Council to produce a City Centre Public Realm Strategy to deliver a range of refurbishment options to the key public spaces and pedestrian routes within the city centre. The strategy was formally adopted by the Council’s cabinet on 28 July 2014. Phases 1 and 2 of the strategy will both be delivered in time for Hull’s year as UK City of Culture in 2017.

Issues for consideration

4.3 Following the completion of the City Centre Public Realm Strategy document, a tender exercise to procure consultants for the next stage of the project is currently underway. This will involve design development, implementation and project coordination of the schemes identified within the City Centre Public Realm Strategy. The tender for this contract will be launched imminently using the YORConsult framework with an appointment expected in late October 2014.

4.4 The collaboration to date between Hull City Council and Trinity Church on the designs for Market Square has been very constructive. Due to the Council’s need to procure consultants for the design development and implementation stage of the City Centre Public Realm Strategy, these collaborative design sessions have been temporarily paused. Design work will resume upon the appointment of the newly procured design consultants in late October 2014.

4.5 Topographical survey works will be carried out during September via a separate mini-tender. This will ensure that the necessary data will be available to allow the newly procured consultants to start work immediately on the development of detailed designs in order to meet the delivery timetable for Phases 1 and 2 of the strategy.

4.6 External funding bids will support the capital funds that the Council has allocated to the public realm improvements. URS Infrastructure and Environment Ltd have been retained to develop funding bids which need submitting urgently to ensure that the delivery timetable is met.

4.7 A series of public pop-up exhibitions showcasing the City Centre Public Realm Strategy have been scheduled throughout September as follows:

Freedom Festival, Hull Marina, opposite Green Bricks Friday 5 September: 4pm to 8pm (weather permitting) Saturday 6 September: 11am to 8pm Sunday 7 September: 11am to 4pm Prospect Centre Saturday 13 September: 10am to 5pm Author: Carl Lewis Page 70 of 78 Status: Final Version Date: 04/09/2014 Page 2 of 5

St Stephen’s shopping centre Saturday 20 September: 10am to 5pm

Princes Quay shopping centre Saturday 27 September: 10am to 5pm

The pop-up exhibitions will allow for the collection of feedback on the designs for the public realm improvements whilst a poll will gauge support for the relocation of the William Wilberforce Monument.

Next steps

4.8 The data collected from the public engagement event will be used to inform both the detailed design process and applications for external funding. Member engagement will be ongoing and the data gathered from the pop-up public exhibitions will be presented in a report to the cabinet.

5. Fruit Market

Background

5.1 The vision for the regeneration of the Fruit Market is to create a vibrant cultural and residential quarter that will reconnect the city centre with the waterfront.

5.2 Following a competitive dialogue procurement process, Wykeland Beal Ltd were designated the Council’s preferred Lead Developer Partner for the regeneration of the Fruit Market in April 2014.

Issues for consideration

5.3 Negotiations are continuing with Wykeland Beal to finalise the overarching Fruit Market Development Agreement. The current timetable for contract close is mid October 2014.

5.4 Good progress is being made on the LLP that will manage the leases for the properties in the Humber Street area. Both the 5 year and year 1 business plans are being drafted by Wykeland Beal. The year 1 business plan will determine the year 1 Wykeland Beal capital contributions which will form part of the legally binding Transfer and Collaboration Agreement.

5.5 Three early works projects to a total value of approx £3.2m for the Humber Street area are being taken forward in partnership with Wykeland Beal to kick start development in preparations for 2017: Lot 1 – 14 new residential above commercial units using Empty Homes II funding awarded to the Council in 2013 Lot 2 – 6 new commercial under residential units Lot 3 – 8 new commercial units using Coastal Communities Funding awarded to the Council in August 2014 Author: Carl Lewis Page 71 of 78 Status: Final Version Date: 04/09/2014 Page 3 of 5

5.6 Funding arrangements, planning and building control applications for the three early works projects have been secured. Hull-based Geo. Houlton & Sons Ltd have been appointed as the contractor for these works and are expected to start on site on 8 September 2014 following the Freedom Festival.

5.7 The phased demolition programme for Wellington House is on schedule. All stakeholders (the Events Team and Freedom Festival organisers) are being keep up to date with progress. The demolition is on schedule for completion before the start of the Freedom Festival.

5.8 The Council are in the final stage of agreeing terms with Watergate Developments for the transfer of Council land to support the development of the Centre for Digital Innovation (C4DI). A section of land will be developed under a building lease prior to freehold transfer and a section of land will be subject to buy back provision. Demolition is being undertaken under licence. Repairs to the Dry Dock, (part of the C4DI development) and work to improve flood defence walls have started which has required the temporary closure of the adjacent footbridge. A diversion for pedestrians is currently in place.

5.9 £2m is allocated for public realm works within the Fruit Market. The works are provisionally programmed to commence mid 2015 and will include the creation of accessible pedestrian areas along Humber Street and part of Pier Street. As with the whole regeneration programme in the Fruit Market, conservation material will be re-used where possible always ensure surfaces re accessible.

Next steps

5.10 A pre-start meeting for the three early works projects has been scheduled for 5 September 2014 to ensure that the necessary arrangements are in place for Geo. Houlton & Sons Ltd to make an immediate start on site following the Freedom Festival.

6. Myton Street/ Quay West

Background

6.1 A new conference venue will allow Hull to attract large corporate and association conferences (for example from the medical or travel industries), exhibitions and trade shows, major touring stand-up comedy, family shows and larger pop/rock concerts that cannot currently be catered for by the City’s venues

6.2 The Council’s cabinet approved the ringfencing of £30m from the Council’s Capital Programme to support the capital costs of developing an Events Conference & Exhibition Centre in July 2014, along with £200,000 from the City Plan reserve to cover initial revenue start up costs.

Issues for Consideration

Author: Carl Lewis Page 72 of 78 Status: Final Version Date: 04/09/2014 Page 4 of 5 6.3 The project will be overseen by the new appointment to the post of City Manager for Infrastructure and Major Projects. A project team to progress the conference centre has yet to be established.

6.4 The City Property and Assets Manager and Chief Operating Officer in consultation with the Portfolio Holder for Energy City and the Deputy Leader will enter into negotiations to agree detailed terms and conditions of the proposed land transfer and associated legal agreements to acquire the Princess Quay site as the preferred site for the development of the Events Conference & Exhibition Centre and 4 star hotel.

6.5 Once constructed, the Events and Conference Exhibition Centre will be managed by an operator that will be procured through a competitive dialogue procurement process.

Next steps

6.6 A detailed timetable will be established for the delivery of the conference centre upon the formation of a project team.

Trish Dalby, Corporate Director

Contact Officer: Garry Taylor Telephone No. : 61 2034

Officer Interests: None

Appendices: None

Author: Carl Lewis Page 73 of 78 Status: Final Version Date: 04/09/2014 Page 5 of 5

Page 74 of 78

Briefing Note to the Economy & Regeneration Wards All Overview & Scrutiny Commission 15 September 2014

Property Update

Briefing from City Manager Property & Assets and City Regeneration & Policy Manager.

The Appendix attached to this Briefing Note is not for publication by virtue of paragraph 3 of Part 1 Schedule 12A of the Local Government Act 1972 as the Appendix contains information relating to the financial or business affairs of proposed purchasers and the public interest in maintaining the exemption outweighs the public interest in disclosing the information because the proposed business is of financial and economic benefit to the Council and public of Hull.

1. Purpose of the briefing note and summary

1.1 The Economy & Regeneration Overview & Scrutiny Commission requested an update on the preparation of planning briefs for key sites Hull City Council owns in the city centre, arrangements for their management, the strategy proposed for securing their development and disposal, and estate management policies being applied in respect of the Trinity Indoor Market. This Briefing Note responds to that request.

2. Background

2.1 The Briefing Note comprises three parts. The first is an update by the City Regeneration & Policy Manager, summarising progress on preparation of the Local Plan and the current position in the preparation of planning briefs. The second is an update by the City Manager Property & Assets providing details of the vacant sites Hull City Council owns in the city centre and the marketing and disposals strategy adopted to secure their regeneration. It also explains the steps being taken to maintain the sites pending their re-development. The final part of the Note is an update by the City Manager Property & Assets outlining the current arrangements for the management and letting of stalls within the Trinity Indoor Market and the impact of changes NPS Humber has introduced. That part of the Note will also reference the work being undertaken by the Trinity Panel in considering the future role of the Trinity Indoor Market.

Page 75 of 78

2.2 City Local Plan and Planning Briefs update

2.2.1 Hull Local Plan

2.2.2 The City Council consulted on the issues and options stage of the Local Plan in May and June 2014. The plan identified key development sites and sought views from the public, developers and statutory agencies on the objectives and plans for the city. The Local Plan when adopted (likely in 2016) will identify housing, employment and leisure sites and set a policy framework for the determination of planning applications. Alongside this it will support the delivery of the physical projects within the City Plan. The Local Plan will replace the existing Local plan which was adopted in 2000.

2.2.3 The Local plan is critical to shaping the future shape of the city and will influence the design of new development whilst protecting and preserving important green spaces and heritage assets. The plan is focussed on supporting the delivery of major new development and in particular the energy opportunities to the East of the City.

2.3 City Centre Action

2.3.1 Over the last 12 months there has been an increased focus on the city centre which is supported through the increase in the level of planning enforcement activity. The city centre in particular is being focussed on given the high level of footfall receiving many business and leisure visitors from beyond the city. In addition this focus of activity supports the work for the City of Culture.

2.3.2 A number of derelict/vacant sites exist across the city centre and planning briefs are being produced by the City Regeneration and Policy team to support the delivery of development schemes on these sites. The planning briefs are designed to give certainty to inward investors and developers over the types of uses that would be acceptable on the individual sites.

2.3.3 In some situations it may also be appropriate to support the planning brief by securing outline permission on some sites to give a very clear indication to developers of the type of development that would be acceptable. This may be necessary with complex sites but it must be remembered there is a cost associated with securing outline planning permission, which may not necessarily be met through any increase in the value of the site attached to the granting of planning permission.

2.4 Management of vacant sites and marketing strategy to secure their disposal and regeneration.

2.5 Hull City Council owns a number of vacant properties throughout the city. Some such as Bond Street comprise sites cleared during the second war and which have subsequently been partly redeveloped (the walk in surgery developed by Citycare) with other parts used as a surface car park pending its longer term development. Others such as Coronation Road and the Catherine Ellis centre have been more recently demolished following flood damage. Properties such as the former Lexington Avenue night club and shops fronting onto Ferensway Page 76 of 78 comprised premises that have come to the end of their economic lives and provide development opportunities. The Councils property portfolio also includes assets that have been recently acquired.

2.6 Attached as Appendix 1 are details of property assets held by Hull City Council. These have been separated into two categories :-

. Surplus Properties such as Kingston House, David Lister School site and James Reckitt Library which have or are being vacated as they are no longer required for operational use by the Council to support service delivery.

. Development Assets such as the former Lexington Avenue, Municipal Offices on Trippet Street, and the site purchased from ING where vacant possession has been secured to facilitate their re-development.

2.6.1 Appendix 1 details a programme of disposals which have been progressed over the last 18 months. The assets have either been sold, development works started where the disposal will be completed once those works have been certified as practically complete, or terms have been agreed and the Town Clerk instructed to prepare and complete legal documentation.

2.6.2 For some of the development assets the Property & Assets team supported by NPS Humber have prepared a Development Prospectus. This provides a greater level of supporting detail compared to a planning brief, that is pro actively marketed to potential investors. That approach was successful in securing a private investor for the Hedon Road maternity hospital site. A Development Prospectus is being prepared for the development assets at Trippet Street and the Ferensway shops with others to follow within the context of not saturating the Hull property market where property values are not as high as regional competitors such as Leeds and Sheffield.

2.6.3 The programme will necessarily be revised as the year progresses to reflect the availability of new assets requiring disposal. These will be added to the programme by Portfolio Holder Decision Record, subject to such disposals being consistent with the objects of the Corporate Land & Property Strategy..

2.6.4 The cleared sites the Council owns across the city need basic maintenance pending their re-development. A capital budget of £10k has been approved within the Corporate Operational Buildings Maintenance programme for 2014 / 15 which is partly used to fund the removal of fly tipping, litter picking and strimming back weed growth.

2.7 Management and marketing of vacant stalls within the Trinity Indoor Market.

2.7.1 The Trinity Indoor Market offer has declined in recent years as a result of increased voids as businesses ceased to trade or have re-located. The Property and Assets Team working with NPS Humber has introduced a number of estate management changes that has helped to arrest that decline. These have included :-

Page 77 of 78 2.7.2 In some instances reducing the rentals charged as historic asking rents did not reflect current market rates.

2.7.3 Offering more flexible terms to potential stallholders such as occupation on a weekly or in some instances daily basis.

2.7.4 Carrying out basic repairs to stalls that have become vacant to improve their kerbside appeal and chances to attract interest from business occupiers. .

2.7.5 Carry out works that improved the security of the stalls.

2.8 The changes have resulted in new lettings including a clothing/fashion designer, and beauty products and a food retailers. These have helped to arrest the decline and stabilise occupancy. The Trinity Panel has been formed to review the wider role of the market which it is hoped will attract new stall holders seen as the key to securing rental growth. Property and Assets in consultation with NPS Humber are addressing backlog repairs and improvements that could be made to the toilets and common areas to raise the profile of the market. The Trinity Panel is considering those proposals as part of their review which is still ongoing.

3. Consultation

3.1 Elected Members and other Stakeholders have been consulted as part of a process to approve and adopt the Local Plan as a key document to guide the regeneration of the city. Elected Members will continue to be consulted through the Decision Record process to approve the inclusion of any new properties for re-development and disposal. They will also be consulted on the recommendations of the Trinity Panel. .

4 Conclusions

4.1 The Councils surplus properties and development assets are a valuable corporate resource both in terms of their capital value and potential to support regeneration of the city through their re-development. Providing guidance through the emerging Local Plan, Planning Briefs and Development Prospect as part of a marketing and disposals strategy, will support that aim. The Trinity Indoor Market similarly provides an opportunity for small businesses to grow, provide employment and generate an income stream for Hull City Council. Changes in the management of the market introduced by the Property & Assets Team working with NPS Humber has helped to arrest a slide into decline pending the outcome of the recommendations brought forward by the Trinity Panel to increase occupancy and improve the Indoor Trinity Market offer. The initiatives being progressed align with the Corporate Property Strategy and Cityplan.

Briefing of the City Regeneration & Policy Manager and City Manager Property & Assets

Contact Officers: Alex Codd / Dave Bennett Telephone Nos. : 612387 / 331035

Page 78 of 78