Economic Growth Advisors Programme
Hartlepool Borough Council
Church street - Creative industries cluster strategy
I
Key themes covered by the case study An economic growth strategy
Summary
Objectives
The main objective of the Economic Growth Advisers project was to create a strategy for the development of a creative industries cluster of businesses within the Church Street area of Hartlepool based around the internationally renowned Cleveland College of Art and Design and Hartlepool Art Gallery in Hartlepool’s Innovation and Skills Quarter. The project is aimed at increasing the contribution of the creative sector as an economic driver for the regeneration of the area.
Intended approach
The intended approach was to test and develop the proposition that the economic prospects of Church Street can be enhanced through the creation of a cluster of businesses focussed around creative, digital and media industries, whilst offering graduates from Hartlepool College of Further Education and Cleveland College of Art and Design the opportunity to establish their own businesses.
The approach was based on a review of best practice, an assessment of a series of projects that can contribute to the development of a sustainable creative industries quarter, the identification of potential delivery models and funding streams, and the production of an action plan for the implementation of the strategy.
What were we looking to achieve
Hartlepool Borough Council were looking to develop an economic growth strategy that would develop the creative industries cluster concept, explore the feasibility and delivery mechanisms of the proposals and examine best practice from other localities.
The intention is that the strategy and action plan will also help to guide a Regeneration Master plan for the Hartlepool Waterfront and town centre, which aims to set out a site-specific vision for the delivery of a prosperous town centre and marina. The development of the Master plan is due to start imminently.
The focus on Church Street is aimed at establishing a new role, and changing the perception of the area, which in turn will help to drive investment and demand.
Intended outputs and outcomes
Through the production of the strategy the intended outcome was to create new businesses, jobs and generate GVA by increasing the contribution of the creative sector as an economic driver. In an area that continues to adjust to a post industrial economy, and seeks to reduce its reliance on public sector jobs, the development of the creative sector offers opportunities in a growth sector, both for businesses and job creation.
The project has provided a strategy to increase the contribution of the creative sector as an economic driver by completing actions to nurture and develop new business start-ups, strengthen creative enterprises and improve the provision of specialist support and advice as well as maximising the opportunities and creative assets within the Church Street area to
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Page 2 of 6 facilitate regeneration.
Rational for project
Issue to resolve
The regeneration of Church Street and the surrounding area in Hartlepool has been identified by Hartlepool Borough Council and other key stakeholders as a key priority. Church Street has struggled to find a role since the relocation of the main retail core to Middleton Grange Shopping Centre and is currently dominated by a large number of vacant premises and a failing night time economy. The street presents a poor image with low vitality and a lack of daytime uses.
The area does however offer a number of opportunities to facilitate the economic growth of the area. The learning base, student activity and area of expertise of Cleveland College of Art and Design in the creative sector provides a potential catalyst for the regeneration of the area. Cleveland College of Art and Design generates c.200 graduates in creative degrees each year and has planned growth from 600 to 1,300 by the end of the decade. Graduates currently move into film, media production, fashion, design, graphic communications and illustration, textiles and interiors. These graduates predominantly move into self-employment or micro business however many leave the area after their courses have finished. Capitalising on the education and skills resource within the area and the other creative assets creates the opportunity to develop a creative cluster.
Impacts if the project was not delivered
Without the strategy the opportunity to develop a targeted series of projects that would achieve the maximum impact and economic value for the area would be lost. It is important that the creative cluster is developed in a sustainable way so that it does not have to be sustained by public funds. A targeted and incremental approach to the development of the creative cluster is therefore required. Without the strategy the opportunity to help young entrepreneurs develop their own ideas and establish new businesses would be lost together with the opportunity to improve the provision of specialist support and advice for the creative sector and the physical projects outlined. The benefits of establishing a creative cluster in a defined geographic area capitalising on the heritage of the area would also be lost. There would be no framework of actions for public and private sector stakeholders to work towards,
Intended outputs / outcomes
The intended outcome is to start to deliver the recently launched Hartlepool Vision whereby “Church Street will be at the heart of a vibrant Innovation and Skills Quarter. Its café culture and thriving daytime economy centred around the creative industries will provide a dynamic link between the town centre and Waterfront”. The intended output is to create a strategy for the development of a creative industries cluster of businesses within the Church Street Area of Hartlepool building on the academic strengths and opportunities of Hartlepool College of Further Education and Cleveland College of Art and Design. The strategy is aimed to address the issues outlined above and the high unemployment rate in Hartlepool of 6.1 per cent (March 2014) and the low self-employment rate of 7.5 per cent compared to the Great Britain average of 14.4 per cent (December 2013).
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Page 3 of 6 Key actions / how your project was delivered
Key actions to deliver the project
The strategy and action plan involved an extensive period of consultation with representatives of both public and private sector stakeholders within the area, an analysis of best practice where the creative sector has been used to drive forward local regeneration activities, an analysis of the physical assets and constraints of the area, the development of a vision and strategy for the area, the creation of an action plan and the identification of delivery and funding mechanisms.
The strategy was developed working closely with a range of creative businesses in the area and representatives from Cleveland College of Art and Design, Hartlepool College of Further Education, Digital City and local property agents.
Barriers
The main barrier to the development of the strategy was the lack of information relating to the creative sector in the Tees Valley and Hartlepool which made it difficult to determine whether a sufficient critical mass of creative “agglomeration” existed within the local area to make it a driver for local economic growth.
This issue was partially addressed through the support of the Local Enterprise Partnership, Tees Valley Unlimited and Digital City who are a major partnership initiative based around the University of Teesside which provides a vibrant cluster based on digital technologies. There still remains a lack of detail relating to the creative sector within Hartlepool so one of the actions outlined within the strategy will be to complete a mapping exercise to further understand the scale and nature of the sector. This will help to prioritise and target resources effectively.
Scope of the project
The scope of the project was amended slightly as it was found that despite the assets within the area the creative sector is a much smaller component of the local economy compared to other areas in the Tees Valley. It is much more challenging to create a creative cluster from scratch as it is much better to identify any latent clusters that would benefit from support, network and awareness raising.
The emphasis therefore switched to a stronger focus on the education and skills resource located within the area and realising the creative talent from the two institutions which will provide the focus for a creative cluster programme with an emphasis on entrepreneurship.
Continuity strategy
As a result of the Economic Growth Adviser work a Creative Cluster Partnership group has has been established to take ownership of the strategy, develop new ideas and oversee the implementation of the action plan. The group has been formed from a range of creative industries businesses in addition to a number of stakeholders including the Colleges, UK Trade and Investment and Digital City. The group has terms of reference to pull together and co- ordinate priorities for the creative sector, agree priorities for action, determine the focus of resources, monitor progress and influence policy and strategy. The creative strategy will also complement the Regeneration Master plan for the Hartlepool Waterfront and Town Centre.
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Page 4 of 6 Further work will be required to test and develop the creative cluster proposals further with the private sector.
Key findings and outputs
Key outputs from the project
An important element of the strategy and action plan is to provide and promote a vision for the future, which can be used to attract private sector investment. The strategy met the key requirements of the commission.
Key findings from the project
The key findings of the project are that despite the current low economic value of the creative sector in Hartlepool, a review of the towns assets and opportunities reveal a potential reservoir of creative talent and opportunities to transform the area. The strategy provides a vision that the “creative and cultural strengths of the town will be a catalyst for change and provide the over- arching framework for the Church Street Action Plan...” Three overarching themes of “Creative Competitiveness”, “Creative Design” and “Creative Destination” are identified. A series of actions have been developed around each theme based upon current activities and best practice from elsewhere.
The “Creative Competitiveness” theme is based around increasing the contribution of the creative sector as an economic driver to grow the economic base of the town and provide higher value jobs for local people. Actions within this theme include the establishment of a creative network to support and develop the creative and cultural sector within the area, the creation of a centre for entrepreneurs to support and showcase new enterprises, establishing a creative mentor’s scheme and the provision of business management and marketing skills for the creative sector. This theme also recommends establishing a creative fund to offer grants and loans to creative businesses within the Church Street area to encourage clustering and to facilitate the conversion of vacant premises. The development of affordable workspace and incubation units for the creative sector is also recommended.
The “Creative Destination” theme is based around broadening the towns appeal throughout the year by developing new festivals and events and extending the reach of facilities like the Art Gallery and Studio. Actions include developing a programme of events around the Church Street area and launching a pop-up shop programme to support the temporary conversion of vacant space.
The “Creative Design” theme is based around improvements to the streetscape and the quality of design to bring economic, social and environmental benefits including public realm improvements to Church Street, a branding programme and the encouragement and support for additional public art.
Has this led to improvements in services/support to the local economy?
The output from the commission met the intended requirements. The strategy has created an important framework for the development of a creative cluster within the area and has focused support and resources towards the project.
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Page 5 of 6 Key lessons learnt / shared learning
The strategy, action plan and examples of best practice can be shared with other locations and could be used as a template for the formation of creative clusters. The key lesson is that clustering is beneficial for the growth of the sector and provides complementary opportunities for new and existing businesses. It is important to develop the cluster in an incremental and sustainable way which utilises existing creative assets and reduces the requirement for public sector funds...
Has this led to improvements in services/ support to the local economy?
Key lessons learnt.
Shared learning/ knowledge which can be transferred to other local authorities.
Economic benefits
Benefits the project will have on the local economy
This project will help to facilitate the regeneration of the Church Street area of Hartlepool both physically and economically. The project will help to create businesses, jobs and generate GVA for the town as well as diversifying the economy. The focus on the historic Church Street area will help to create demand and investment which will address a number of the issues within the area.
Cashable benefits
The Creative Industries Cluster Strategy has enabled a bid to be submitted to the Coastal Communities Fund in order to start to deliver the action plan. Hartlepool’s Coastal Communities bid is based on activities to increase the contribution of the creative sector as an economic driver by completing actions to nurture and develop new business start-ups, strengthen creative enterprises and improve the provision of specialist support and advice for the sector. The strategy was key to informing the bid and providing a strong evidence base for the application. The strategy will also help with bids to the new European Programme and Local Growth Fund and will help to attract private sector investment.
Number of jobs created etc.
It is anticipated that the number of jobs created could be significant over the short, medium and long term. A number of actions within the strategy will be undertaken to nurture and develop new business start-ups, strengthen creative enterprises and improve the provision of specialist support and advice.
Service improvements to help aid economic growth
Hartlepool Borough Council will investigate how it can use its assets and resources to deliver some of the recommendations. This is not just about funding interventions but maximising its assets within the area. The council owns the Hartlepool Art Gallery which can be enhanced as a creative attraction to increase visitor numbers and could be used as a hub for the creative industries within the area.
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