Please ask for: Antony Spouse Telephone: 01482 613712 Fax: 01482 614804 Email: [email protected] Text phone: 01482 300349 Date: Wednesday, 05 April 2017
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 Thursday, 13 April 2017 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,70 Hull, HU1 2AA www.hullcc.gov.uk Tel: 01482 300300
Economy and Regeneration OSC
To: Membership: Councillors Abbott, Brabazon, Conner, Gardiner, Herrera-Richmond, Robinson, Thomas (C), Thompson D, Thompson M (DC),Williams and Wilson
Portfolio Holders: Councillor M Mancey, Portfolio Holder for Energy City Councillor Brady, leader of the Council
Officers: Mark Jones – Director of Regeneration Malcolm Relph – City Economy Manager Antony Spouse, Scrutiny Officer (x5)
For Information: Councillor Sumpton, Chair of Overview and Scrutiny Management Committee Councillor Korczak-Fields, Deputy Chair of Overview and Scrutiny Management Committee Reference Library (Public Set)
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Economy and Regeneration Overview and Scrutiny Commission
10:00 on Thursday, 13 April 2017
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)
NON-EXEMPT ITEMS
3 Minutes of the meeting held on Thursday, 23 March, 2017 5 - 24 To approve the minutes as a true record.
4 Theatre and Halls Marketing and Audience Development 25 - 34 Strategies To consider the Hull Culture and Leisure (HCAL) marketing and audience development strategies.
5 Director of Regeneration Presentation 35 - 40 To update the Commission on any policy, service or performance issues that fall within the remit of the Commission.
6 Hull Local Economic Assessment Update - 2017 41 - 56 To enable the Commission to scrutinise the findings of the 2017 Local Economic Assessment with a view to informing the 2017/18 Work Programme.
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7 Hull UK City of Culture - Legacy Update 57 - 70 To monitor the development of the City of Culture legacy.
EXEMPT ITEMS
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Economy and Regeneration Overview and Scrutiny Commission
10:00 a.m. Thursday, 23 March, 2017, Room 77, The Guildhall, Alfred Gelder Street, Hull, HU12AA
Present: Councillors: J. Abbott, J. Conner, J. Dad (substituting for Councillor Williams) A. Gardiner, H, Herrera-Richmond, R. Langley (substituting for Councillor Robinson) D. Thompson, C. Thomas (C), M. Thompson, J. Robinson, , D. Thompson
In attendance:
M. Jones (Director of Regeneration, Hull City Council) S. Mounce (Senior Development Management Officer, Hull City Council) Minute - 66 M. Relph (Assistant City Manager, City Economy, HCC) Minute - 69 J. Pywell (City Culture and Place Manager, Hull City Council) Minute - 69 K. Shillito (City Centre Manager, Hull BID) Minute - 69 G. Taylor ( City Manager, Major Projects and Infrastructure, HCC) Minutes – 69, 70, 72, 73, 74 A. Spouse (Scrutiny Officer, HCC) Minute – 71
Apologies: Councillors M. Brabazon, J. Robinson, A, Williams and S. Wilson.
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Minute Number Action to be Taken by
63 DECLARATIONS OF INTEREST
No declarations of interest were made in regard to the following agenda items.
NON EXEMPT ITEMS 64 MINUTES OF THE MEETING HELD ON THURSDAY, 16 (a) Scrutiny Officer - AS FEBRUARY, 2017
The Scrutiny Officer submitted the minutes of the February meeting for approval.
Recommendations: Reasons for Recommendations: Agreed:
a) That the minutes of the meeting held on Thursday, 16 a) N/A
February, 2017, are agreed, and having been printed and
circulated be taken as read and correctly recorded.
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65 COMMISSION ACTION LIST – MARCH 2017
The Scrutiny Officer submitted the March Action List for consideration.
Recommendations: Reasons for Recommendations:
Agreed:
b) N/A b) The Action List was noted.
66 LOCAL DEVELOPMENT ORDER (LDO) FOR THE HUMBER (a) Cabinet / DSO – NS (b) M. Jones / A. Codd ENTERPRISE ZONE
S. Mounce, Senior Development Management Officer at Hull City Council attended for this item and introduced the report which recommended revisions to the Local Development Order (LDO).
Members discussed:
i. How the LDO would work in relation to the current planning framework.
ii. The value of an LDO and the need for the Commission to monitor its effectiveness and ensure it was generating the expected levels of investment and business rates uplift.
iii. How the £50k loss referenced in paragraph 4.6 was calculated. S. Mounce explained that the figure referred to the loss of fee income from planning applications.
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iv. The level of engagement with the local Area Committee.
v. The flexibility and opportunities provided by an LDO.
Recommendations: Reasons for Recommendations:
Agreed:
a) That in order to realise the economic potential of the a) As per the minute Humber Enterprise Zone, the Commission supports the proposed revisions to the Port of Hull Local Development Order (LDO) as outlined in Section 2 of the report.
b) In order to ensure that the LDO is helping to deliver the b) As per the minute anticipated outcomes, including the business rates uplift, the Commission receive an annual Humber Enterprise Zone / LDO performance update.
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67 DIRECTOR OF REGENERATION PRESENTATION (a -e) M. Jones / M. Relph
M. Jones, the Director of Regeneration attended for this item and introduced the presentation which focused on the Government’s Industrial Strategy Green Paper. He explained that the last time the country had produced an economic strategy was under the Wilson government in the 1960’s, when Wilson had referred to the ‘white heat of technology’. The strategy had supported the development of motorways and polytechnics and had recognised the strategic importance of the Humber region, something that remained true today.
The Wilson government had set up a dedicated department with the focus on central planning. The current process was very different, with the focus on place and sectors, rather than a one size fits all approach. He felt the process provided the area with a huge opportunity. The Humber LEP and unitary leaders were focused on developing a Humber Industrial Strategy which would outline our case to government.
The Industrial Strategy would also be important in regard to future funding. The third round of the Local Growth Fund had now closed and the region had done well. The government could see what the region had delivered in recent years, plus the potential for further growth. Funding would come through the Industrial Strategy and the government would want to invest in success.
The proposed strategy was based around the 10 key pillars outlined in the presentation. He explained that there was still human potential to maximise within the Humber region and that would be highlighted in the Humber Strategy. The University was also key, with global excellence and knowledge essential in attracting new investment. Developments such as ‘Project Aura’ and support for the renewables sector would play an important role and the university had already developed key competencies in several areas.
M. Jones explained that a report had just been published by Localis (with a foreword by the Secretary of State for Business, Energy and Industrial Strategy) which highlighted those areas of the country that had the ability to grow their economies and the Hull and Humber was identified as a growth area.
Members discussed:
i. If the Industrial Strategy would be accompanied by an Action Plan. M. Jones advised the Commission that the Humber Strategy would serve that purpose. The strategy would also enable us to highlight our economic value to the government and country as a whole.
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ii. The Industrial Strategy and the Government’s likely position in regard clean energy and fracking. M. Jones advised the Commission that the Council had a clear policy on fracking.
iii. Whether support for new infrastructure projects would be developed through the Industrial Strategy. M. Jones explained that plans for the M11 and M62 had been included in the 1960’s plan. Nothing would happen quickly and the works to the A63 would only offer a time limited solution. There was also the question of how European money would be replaced.
iv. Funding for flood defences and the potential loss of European funding. M. Jones explained that the Council continued to lobby government and maintain relationships with key stakeholders such as the Environment Agency.
v. If the Council was preparing a bid for some of the £690million government had put aside to tackle urban congestion. M. Jones confirmed that the Council would be bidding for funding. Funding for the Garrison Road scheme had also been announced in the budget. He explained that £7.5 million of Local Growth Fund funding had originally been set aside by the LEP for rail electrification and that same money had then been set aside for the Garrison Road scheme. There was an expectation that the A63 construction process would create pressures elsewhere on the road system and they were now holding that money with a view to addressing potential pressure points. If that money was not required then they would look to prioritise Stoneferry Road and congestion to the north of the City.
vi. How the strategy would influence funding for skills and training. M. Jones explained that the Council and partners were always trying to align training and further education provision to the local economy. An example included the work through the Green Port Hub. He remained concerned about skills funding post Brexit as the issue had still to be addressed. vii. The deadline for consultation responses and whether the Council would be providing a standalone response. M. Jones explained that the response would be signed off by the unitary leaders before being submitted through the Humber LEP. The main effort would need to go into the Humber Strategy which would be led by the four unitary authorities. They hoped the first draft would be available towards the end of the summer. viii. The need to see the Humber LEPs response to the Industrial Strategy consultation, even if there was not time for the Commission to feed into or comment on the response.
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ix. Why our economy was not considered to be stuck given the challenges we faced in regard to development land and site access. M. Jones explained that land availability was a relevant concern which was why we needed the Humber Strategy. The strategy could act as lever to free up additional development land. The land was there but we needed to enable it. The Localis report showed that the City was travelling in the right direction.
x. How a Humber Industrial Strategy would fit alongside other strategies, as well as the development of the Norther Powerhouse, and the devolution agenda. M. Jones explained that the strategy would enable partners to concentrate on growth mechanisms. Government was losing patience with the devolution agenda. A Member asked if our strategy would fit with that of our neighbours. M. Jones outlined how the economic data showed cities drove economies, and while we needed to maintain relationships with our neighbours we also needed to push ourselves forward as a City. The importance of our relationship to our neighbours would be reflected in the spatial strategy.
xi. The Northern Powerhouse Investment Fund and who decided who got what. M. Jones referred to the bidding process and the associated risk analysis. Part of the process was about supporting the banks in making investment decisions. We would continue to promote, hand hold, and create development teams to support potential investors.
Recommendations: Reasons for Recommendations:
Agreed:
a) As per the minute a) That the Humber LEPs response to the Government’s
Industrial Strategy Green Paper is circulated to
Commission Members at the earliest opportunity, if
not to comment, then to ensure Members are fully
aware of the current position.
b) The Commission supports the commitment to develop an Industrial Strategy for the Humber Region in order b) As per the minute to outline Hull’s economic value to the Government and country as a whole.
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c) That the Draft Humber Industrial Strategy is submitted c) As per the minute to the Commission so Members can support the process and feed into its development.
d) That the ‘Making of an Industrial Strategy Report’, d) As per the minute referenced at today’s meeting, is circulated to Members off agenda, so they can consider the key points in more detail.
e) The Commission continues to be kept updated on the Government’s plans to devolve business rates in order e) As per the minute to assess the potential impact on the Council and City as a whole.
68 CITY CENTRE – SERVICE SECTOR ANALYSIS
The Commission discussed taking this item alongside the next agenda item given the clear linkages between papers.
Recommendations: Reasons for Recommendations: Agreed:
a) That given the linkages between the two items, the a) N/A Commission agrees to take agenda Item 7 alongside
agenda item 8.
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69 DEVELOPING THE CITY CENTRE OFFER (a -c) M. Jones / J. Pywell / G. Taylor / A. Codd
M. Jones, Director of Regeneration, J. Pywell, City Culture and Place Manager, G. Taylor, City Manager, Major Projects and Infrastructure, M. Relph, Assistant City Manager, City Economy and K. Shillito, City Centre Manager at Hull BID, attended for this item.
J. Pywell advised the Commission that visitor numbers for the Ferens Gallery and Maritime Museum had already exceeded their targets for the year, while the Humber Street gallery had seen 60,000 visitors over its opening seven weeks. He felt it was a pivotal moment for the City and we needed to agree how we wanted to move forward. He referred to the five tactics outlined in the report. M. Jones outlined the need to avoid complacency.
K. Shillito, City Centre Manager at Hull BID introduced herself to the Commission. She explained that Hull BID represented approximately 730 businesses in the City. The number of empty shop units in the city centre remained fairly static. Hull BID worked with lots of different stakeholders and a range of key partners. Hull BID sat on the ‘Healthy High Street Partnership’, which linked into ‘Business in the Community’ and looked to support businesses in the City. They also liaised with key property agents to monitor potential developments. City of Culture’s impact had been huge and a sign of success was when businesses did not contact them. The public realm looked good and there had been a clear uplift in activity. On a more strategic level they had worked closely with Bond Holders, the Council and VHEY to present the City Centre Prospectus. They continued to work with local bus companies. Hull BIDs main aims were to help keep the city centre clean and safe and put on events that attracted visitors. Projects included; support for Saville Street; a new fashion and beauty brochure to support retailers; work on a city centre app. She felt city centre businesses were encouraged by what they saw and were becoming more aspirational. A good example was the Humber Street area which was taking a lead attracting new visitors to the city centre. They were also working more closely with the Police to get out the message that Hull had a safe city centre.
Members discussed:
i. Visitor numbers and if it was possible to break the figures down to see how many visitors were Hull residents and how many visitors came from outside the City. J. Pywell confirmed that figures were currently being collated and would be available following the first quarter. The initial data was encouraging but we needed to wait until appropriate analysis had taken place.
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ii. The future of ‘Grade A’ office space in the city centre and whether we could attract businesses back into the city centre. M. Relph advised the Commission that the report had been developed with input from the ‘Developers Forum’. The main issue had been the size of the city centre offer and the Council was working with developers on a possible project for the city centre. Members queried whether there was a clear strategy in regard to city centre office space, whether we had given up on attracting new businesses, and whether the current approach might hinder economic development. M. Jones felt we should not be over critical of ourselves. Siemens and Reckitt’s had both built ‘Grade A’ office accommodation on their sites as they did not want to be in the city centre. He would be concerned if we were a city like Leeds that relied on the service sector. He explained that the major companies had retreated to the regional centres in the 1990’s but we did support our local service industries which were focused around the law and maritime sectors. Most of our ‘Grade A’ office space was next to factories that were producing things. We did need to see more ‘Grade A’ office space but we would remain an economy of things for some time. iii. The city centre mix, if we knew what we wanted to see, and how we were going to deliver it. M. Jones confirmed that all that information could be found in the Local Plan. The Local Plan contained the framework for and amplified the role of the city centre. The Commission discussed the need to monitor the delivery of the Local Plan. M. Jones reminded Members that the City Centre Master Plan had not delivered. G. Taylor outlined the role of the Council as a facilitator rather than a prescriber. The Local Plan simply said we wanted a thriving city centre and did not over define what that meant. We needed to ensure we could attract investment across all areas. C4DI was an example of new ‘Grade A’ office space in the city centre. iv. Whether there were plans to make the city centre more family friendly. G. Taylor explained that the Council had tried to make the new public realm more playful. An example was the inclusion of water features in Queen Victoria Square and they would also look to incorporate family friendly design into the Queens Gardens works. He also welcomed the fact that the new residential development on the Fruit Market would include family sized homes. K. Shillito confirmed that the number of family friendly events in the city centre had increased. v. The observation that HMO’s were starting to appear in the city centre and how that could change the demographics of the city centre. J. Pywell acknowledged the change and also the fact first floor flats were becoming more attractive as a result of the public realm works. He reminded Members of the urban village concept but the main priority at the moment was how to make the city centre day last longer. It was evident that other European city centres operated later into the evening but he was encouraged by the changes that were taking place on the back of City of Culture. He reiterated that we had a safe city centre and we needed to get that message across.
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vi. The size of the city centre, if it was too big or too small and how it compared to other city centres. J. Pywell explained that comparator data was available but the dynamics of the city centre were changing very quickly. G. Taylor explained that the work his service had undertaken suggested the city centre was the right size. vii. If we were surveying visitors to get their views on the work that had been undertaken in the city centre. G. Taylor confirmed that the Customer Feedback Team was carrying out a piece of work. The initial feedback appeared to be positive which was very welcome given the physical upheaval over the last year. viii. The relationship between the public realm works and City of Culture; the fact public realm works were not yet finished; the need to evidence the impact of the work. M. Jones confirmed that people were coming into the city centre even when there was not an event on because the City was becoming a city again. K. Shillito also highlighted the need to recognise and encourage the older generation to visit the city centre. She explained that changes to signage would also make a difference. J. Pywell highlighted the need to sustain the current focus going forward. There also needed to be more joint working.
ix. The new seating in the city centre and whether they were fixed in too low a position. G. Taylor confirmed that the seats had still to be raised by an inch and backs still needed to be fitted to some of the seats.
x. The Beverley Gate development, the proposed seating area near the water’s edge, and whether it would still be progressed. G. Taylor confirmed that the scheme had been included in the original plan but it had proved too complex and costly.
xi. The Princes Quay investment and when the new shopping area was likely to open. G. Taylor explained that it was his understanding that the development would open in the summer. xii. City of Culture as an economic driver and what else we needed to do to encourage growth. M. Jones confirmed that while the City of Culture events were an attraction in themselves we needed to continually expand the offer. Examples of what the Council was doing included the Old Town Grants Scheme; working with VHEY (Visit Hull and Easy Yorkshire) and Visit Britain; maintaining our current media profile. We needed to continue concentrating on the small details. K. Shillito suggested that we were starting to see more ideas from business owners who were no longer relying on the Council and had started to put theirs hand in their own pockets. She also outlined the opportunities that would be provided by the new and improved public spaces across the city centre.
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xiii. If there was anything else we could to support city centre activities. K. Shillito suggested that in terms of events the red tape could be costly and time consuming but the public realm had really enhanced the city centre and one of Hull BIDs key roles was to make sure the city centre was clean and safe. G. Taylor reminded the Commission that the public realm works were not yet completed. He also explained that city centre development should never stop; a mistake we had made in the past. The Hull Venue would also reshape how people moved round the City and developers were now showing a keen interest in land around the Venue site. xiv. If there was anything the Council could do to reduce the amount of red tape associated with organising a city centre event. M. Jones explained that the Events Team had ESAG (Hull Events Safety Advisory Group) which brought together key partners in an effort to ensure events ran as smoothly as possible. There would also be a new policy in regard to the use of the city centre spaces following the public realm works. There would always be some baseline permission and safety requirements that could not be ignored. xv. The potential to introduce a city centre transport loop. K. Shillito explained that Hull BID continued to closely work with the local bus operators.
Recommendations: Reasons for Recommendations:
Agreed:
b) N/A a) That in order to establish a more holistic approach, the
Commission replaces the quarterly City Centre Performance Updates with an annual City Centre themed meeting, plus a six month review.
b) That the following areas should be covered as part of the new annual review process:
• Place Management - Tactics and work streams • Empty Property Strategy and performance
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• City Centre Marketing • Footfall figures and comparator data • Events Calendar • Growing the evening economy • Accessibility • Transport • Infrastructure development and aspirations
c) In order to support the new approach the City Centre Updates are accompanied by Local Plan Updates to enable the Commission to monitor the impact of the Local Plan and the ongoing physical development and regeneration of the City centre.
70 OLD TOWN GRANTS SCHEME
G. Taylor, City Manager, Major Projects and Infrastructure attended for this item. The paper updated the Commission on the introduction of the Old Town Grants Scheme.
Members discussed:
i. The funding attached to the Old Town Programme outlined in paragraph 2.2 of the briefing note. G. Taylor explained that the £7.7 million Old Town funding was made up of £3 million in Local Growth Fund funding, £4.1 million in Council funding, and the remainder from other contributions.
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ii. The aims and objectives of the Old Town Programme. G. Taylor advised the Commission that the programme had been used to invest in the public realm works and indoor market. He explained that the funding had enabled the Council to provide high quality infrastructure and carry out the indoor market works in one phase. This paper covered the grants scheme, which included a funding pot of £800k and had already generated significant match funding. M. Jones praised the willingness of the Humber LEP to support the scheme and City as a whole. G. Taylor concurred and suggested it represented a forward thinking approach on behalf of the Humber LEP.
Recommendations: Reasons for Recommendations:
Agreed:
a) N/A a) The Commission welcomed the update and the support of
the Humber LEP in delivering the Old Town Grants Scheme.
71 2016/17 WORK PROGRAMME REVIEW AND CONSIDERATION (a) Scrutiny Officer - AS OF THE 2017/18 WORK PROGRAMME
The Scrutiny Officer introduced the item and explained that each of the Commissions work programmes would be submitted to Overview and Scrutiny Management Committee in April 2017.
The Commission discussed the 2017/18 Work Programme and potential new topic areas including; City of Culture Legacy; City of Culture Strategy delivery; digital economy; Hull Culture and Leisure (HCAL) performance updates.
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Recommendations: Reasons for Recommendations:
Agreed:
a) As per the minute. a) The update is noted and the Commission ensures the following items are included in the 2017/18 Work Programme, in order to ensure effective scrutiny can take place:
• City of Culture Legacy • Cultural Strategy Performance • Development of the Digital Economy • Hull Culture and Leisure Performance
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72 SWIMMING POOL AND ICE ARENA INVESTMENT STRATEGY (a -c) Cabinet
M. Jones, Director of Regeneration and G. Taylor, City Manager, Major Projects and Infrastructure, attended for this item and introduced the report, which recommended the development of two investment strategies for swimming and ice provision.
In regard to swimming the main question was whether we closed pools and concentrated provision in the city centre or focused on repositioning existing facilities. He explained that approximately 50% of customers did not use a car to travel to the City’s pools and while you could use public transport to travel into the city centre it would limit people’s ability to walk or cycle to a pool. The recommendation therefore was to retain and invest in the existing pools while looking to dry side one of the pools at Albert Avenue Baths.
Ice was a slightly different scenario in that ice was not considered something a city had to deliver but it did provide an essential function in regard to residents’ health, particularly in relation to young people. Ice was a growth sector. The current ice arena had outlived it practical life and the costs of refurbishment were likely to mirror the cost of a new build. The ice arenas which were doing well nationally were centrally located. A central location attracted additional footfall and helped to generate leisure and retail interest. The proposal was to undertake a study of both sites identified in the report before bringing a further report back to scrutiny and Cabinet.
Members discussed:
i. Potential dry side options for Albert Avenue baths and whether a new facility could house some of those organisations that lost out following the issues with the Airco Arena. G. Taylor explained that it was too early to comment as they had not begun to work on the detail.
ii. If we would be looking for an external anchor for the Ice Arena. G. Taylor confirmed that they would explore all development opportunities. He explained that the main building costs were associated with piling and getting out of the ground, after you got out of the ground you could be more ambitious.
iii. How much we had paid for the two reports that were included in the exempt appendices and whether the new consultants would duplicate that work. G. Taylor explained that the initial reports had cost £62k and none of the work would be repeated. The next phase would cost £200k and focus on land and transport considerations.
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iv. Whether the development of an ice arena investment strategy would be considerably cheaper if it concentrated on a single site. G. Taylor advised the Commission that there was unlikely to be a significant cost saving if the Council concentrated on a single site. There were some small differentials but the information would also prove useful in regard to informing future projects.
v. Drawing in investment to support an ice arena; how we might approach that; whether potential developers might be willing to fund the preparatory work. M. Jones explained that future investment would depend on the agreed delivery model. A Member asked if that could be done via the procurement process. M. Jones advised the Commission that we needed to decide what we wanted to achieve. G. Taylor explained it was about driving value out of a scheme. M. Jones explained that we were asking the consultants to manage a trade-off between time, cost and quality; driven by the fact the current ice arena was reaching the end of its practical life. G. Taylor explained that the work was essential in developing the parameters to support any future decision.
vi. Transport concerns. G. Taylor confirmed that issues such as transport were one of the reasons we needed to commission the next phase of work. vii. The quality of any new build in the city centre and the need to abide by planning guidelines while remaining aspirational. viii. Health benefits associated with ice and swimming provision and whether we could secure investment from healthcare partners.
ix. The Section 151 Officer comments that suggested there did not appear to be any capital funds to support an ice arena development. The Head of HR comments which suggested HCAL would operate a new facility. M. Jones explained that if another provider was chosen to manage the facility then staff would transfer across. In regard to capital funding no money had been allocated at this stage but the capital programme could always be amended subject to Member approval. G. Taylor explained that the costings would be set out in the investment strategies should Cabinet agree to proceed to the next phase.
x. If we were approaching private investors at this stage? M. Jones explained that the Council’s Planning Committee had agreed a planning brief for the Bond Street / Albion Street site which involved other commercial interests and as such he could not provide detailed information in open committee.
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Recommendations: Reasons for Recommendations:
Agreed:
a) That if Cabinet agrees to proceed to the next stage and
develop detailed investment strategies for water and ice provision, the Commission asks that the investment strategies explore:
• The full range of building options • Opportunities to secure private investment • Opportunities to access financial support from healthcare partners • Potential delivery models • The risks associated with each option
b) The Commission also recommends that Cabinet review the capital position at each stage of the process, in order to confirm the proposals remain viable, and ensure officer and Member time is not wasted.
c) The Commission also asks that should the existing Ice Arena close, then site options are brought forward at the earliest opportunity.
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73 EXCLUSION OF PRESS AND PUBLIC
The Commission discussed the grounds for excluding the press and public for agenda items 13 and 14. G. Taylor, City Manager, Major Projects and Infrastructure, outlined the grounds for the exemption at the request of the Commission.
Recommendations: Reasons for Recommendations:
Agreed:
a) As per the minute. a) The Commission agreed to exclude the press and public
for agenda items 13 and 14 as the documents contained
information relating to the financial or business affairs of a
particular person (including the authority holding that information).
74 SWIMMING POOL AND ICE ARENDA INVESTMENT STRATEGY APPENDIX 1
The Commission discussed site and business options associated with an Ice Arena development.
Recommendations: Reasons for Recommendations:
Agreed:
a) N/A a) The item is noted.
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75 SWIMMING POOL AND ICE ARENDA INVESTMENT STRATEGY APPENDIX 1
The Commission discussed site and business options associated with an Ice Arena development.
Recommendations: Reasons for Recommendations:
Agreed:
a) N/A a) The item is noted.
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Meeting Economy and Regeneration O&SC, 15 December, 2016
Subject Briefing Note: Theatre and Halls Marketing/Audience Development Strategies
Report Author(s) Mitch Upfold (Managing Director, HCL) Janice Wincott (Theatres and Halls Manager, HCL)
Background and Context
1. Ticket sales are available through the City Hall Bookings and TIC unit, Hull New Theatre on performance days, on-line and by telephone via the Call Centre as well as the City of Culture 2017 portal.
2. 167,546 customers are held on the computerised box office database.
3. Hull New Theatre and City Hall operates a Membership Scheme (Gold Card) with three levels – Standard, Plus and Corporate with a current total of 488 members (to be revised and relaunched ahead of Hull New Theatre re-opening).
4. A new computerised box office system has been procured and implementation commenced in September 2016 which offers a number of improved functionalities in terms of audience development and marketing activity as well as customer experience.
5. Monthly Marketing Team Meetings are held by Theatres and Halls Audience Development Team with representatives from the Theatre’s and Halls Box Office/TIC team, Call Centre and any other relevant officer from other services or external organisations. Part of the purpose of these meetings is to monitor sales, consider current marketing activity and review marketing plans as appropriate.
6. The following are the marketing objectives for Hull New Theatre and City Hall:-
• To retain and develop existing audiences.
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• To attract new audiences and specifically develop attendances from younger attendees.
• To raise the venue, product and brand profiles of Hull New Theatre and City Hall locally, regionally, nationally and internationally to audiences, promoters and agents.
• To develop, implement and monitor a rolling marketing plan based on marketing and audience development intelligence.
• To develop new product and audience incentives and offers.
• To develop access schemes to allow more attendances by schools, students and other disadvantaged groups.
• To promote and maximise secondary sales activity.
• To develop and exploit cross-over audiences.
• To develop hire potential of the venues and overall commerciality.
• To attract lapsed attendees back to the venues.
Staffing Resources
7. The existing staffing resource for Hull New Theatre and City Hall is 3.5 FTE, including the PR provision which has recently been brought into the Theatre’s and Halls team structure for individual productions which previously had been procured through an external contractor.
Marketing Budget
8. In 2012/13, the marketing budget (at £266,976) was transferred from the Theatres and Halls service and placed under the control of the corporate Communications and Marketing Service but subsequently control was returned to the Theatres and Halls Service in 2014/15 at a reduced level (at £120,000). This cut has limited the level of marketing and audience development activity that can take place in generating ticket sales, increasing attendances and raising the profile of the venues.
9. This budget is therefore in the main allocated to tactical marketing activity for productions and events via an agreed marketing deal which is negotiated between Hull Culture and Leisure on behalf of Hull City Council and the commercial touring promoters as part of the overall production contract deal.
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Marketing of Individual Productions/Events
10. Each production/event that takes place at Hull New Theatre and City Hall has an individual marketing budget that is negotiated as part of the overall financial contract arrangements for that production/event between Hull City Council and the promoter.
11. For a production lasting a week (predominately Hull New Theatre), the marketing budget averages between £4,000 to £10,000 and £30,000 for the annual pantomime but is negotiated on a show by show basis.
12. For one night events, the marketing budget averages between £400 and £1,000.
13. As part of the overall contract deal, a percentage of the overall marketing expenditure for each production is recharged back to the touring company.
14. Once the marketing budget is agreed for the production/event, an individual marketing plan is discussed and agreed with the promoter. An example is shown at Appendix 1.
15. On a general basis, the marketing activity will include direct mail, tele-sales, leaflet and poster distribution, brochure entry, E-Newsletters, advertising including newspaper, radio, TV (for large scale productions), exit leafleting similar shows, PR activity including press nights, competitions, cast interviews, free editorial in media publications, offers to schools, groups, etc.
Media, Advertising, Print and Design
16. The Theatres and Halls Service operates within its own Media, Advertising, Print and Design Specification which underwent a procurement process earlier this year. An external contractor is utilised to provide advertising and design elements.
17. PR activity is now managed via a specific PR Officer post built into the Theatres and Halls structure and is in the main utilised for individual productions/events as part of the contract arrangements with promoters. PR activity includes the following:-
• Creation of relationships with targeted regional and local media including TV and radio to raise the profile of the event/venues and secure coverage.
• Creation and management of distribution lists to target local and regional media in liaison with the Theatres and Halls Audience Development Team.
• Devising and sending regular press releases and undertake the role of first point of contact for any PR queries.
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• Pitching and arranging competitions to local radio stations and newspapers to promote each production.
• Drafting of copy to achieve editorial coverage and for use as a base for pitching and attending TV and radio interviews.
• Liaison with each touring promoter’s marketing and PR team to create an effective PR plan suitable for the individual production.
18. Additionally, the Theatres and Halls Service proactively seeks every opportunity to create positive exposure for the events and venues through the media including radio interviews with Theatres and Halls Management and free editorial coverage in specific industry publications.
19. Two seasonal brochures are produced each year covering the Spring/Summer period and Autumn/Winter period. 50,000 of these are printed with 26,000 being mailed out direct to existing customers held on the computerised box office data base; 19,000 distributed to regional display racks; 5,000 displayed within the venues (Hull New Theatre, City Hall and Arena) and for other local display.
20. One Classical Concert Series brochure is produced per annum (5,000) which has attracted private sponsorship which help offset the production costs.
21. For individual shows and events 25,000 flyers are produced for weekly shows and 5,000-10,000 flyers for one night events. These are distributed via a number of targeted methods including door to door drops, regional display racks, foot soldiers at events etc.
22. Other promotional print includes offer vouchers, banners, bus stop posters, six sheet posters, bus posters, billboard posters and are generally utilised as part of the overall individual marketing plan for each production.
Professional Body Membership/Benchmarking
23. Hull New Theatre has maintained its membership of UK Theatres (formally TMA – Theatrical Management Association) to ensure networking and benchmarking opportunities with other comparable venues.
24. Theatres and Halls through its subscription package with &Co (previously Audiences Yorkshire) has access to networking opportunities and in-depth audience insight/theatre benchmarking reports (House Lights) in order to provide intelligence and inform strategic planning. Information provided within these reports incorporates the following:-
• Acorn Arts Audience Insight Profiles.
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• Art form cross-over.
• Audience Drive Time Maps (15 and 30 minutes drive time).
• Audience Hot Spot Maps.
• Catchment Area Analysis.
• Commission of additional bespoke work tailored to individual venue needs.
• Cross-over by production type.
• Lead time by art form.
• Penetration Map.
• Ticket Price by booking frequency.
• Ticket Yield and occupancy by production.
• Venue cross-over by art form.
• Visit Histories.
Market Research
25. Customer surveys are undertaken on a monthly basis and analysed to provide an improvement and marketing mechanism for the venues; these surveys have been modified to link in with the Customer Service Standards in respect of the Customer Service Excellence Award.
26. Additional ad hoc surveys are devised and issued for specific events/bespoke projects (for example the City Hall Orchestral Service) to provide specific information relevant to developing and increasing audience attendances at the venues.
Partnerships
27. The development of partnerships remains a key factor within the overall marketing and audience development strategy for Theatres and Halls; the following are current examples:-
• Partnership working with other council services including Museums and Heritage, Leisure, Events Team, etc.
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• Direct links with Press Association since 2014 which provide listings and reviews at no cost to the council for events to national and regional press publications on behalf of Hull New Theatre and City Hall.
• Hull Truck – various ad hoc idea sharing meetings take place as appropriate between both organisations’ marketing teams.
• Links have been established with teams at the Fruit and Welly to work together on developing live music in the area.
• Live UK (live music) – the service has actively developed its link with industry publications to promote the venues rather than solely individual events. This has resulted in City Hall in particular receiving exposure to commercial live music promoters through free editorial in these publications on a number of occasions.
• Partnerships have been developed with local businesses to assist in promoting events to their employees via competitions to staff, VIP visits etc. For example, NHS, Smith and Nephew, sports teams.
• The Theatres and Halls Marketing Team regularly work with Travelzoo on promotions for the venues.
E Marketing
28. City Hall and New Theatre currently has 19,865 email customer subscribers separated into various interest groups e.g. ballet, comedy, children’s shows etc. This facility permits immediate contact with customers for marketing and audience development purposes at no cost to the service as it is a free provision.
29. Social Media mechanisms continue to be developed. Hull New Theatre currently has 5,970 ‘likes’ and Hull City Hall 7,378 ‘likes’. On average between 10 and 20 comments and interactions take place on a daily basis.
30. Twitter was set up in August 2012. Hull New Theatre currently has 5,883 followers and Hull City Hall 4,742 followers. This provides an immediate dialogue with customers, promoters and cast members and as viral marketing is an excellent promotional tool for events.
Customer Insight/Profiling and Segmentation
31. The following analysis is undertaken by the Theatres and Halls Audience Development Team by interrogating data captured within the customer database on the computerised box office system:-
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• Postcode analysis of each show which is used to target future audiences for similar shows. An example (for the RPO concert held in October) is shown at Appendix 2.
• Cross-over reports generated per show which indicate the types of shows individuals typically attend and audience patterns.
• Marketing activity analysis reports per show indicating the number of tickets the mailing generated and number of attendances that any offer vouchers generated.
Summary
32. Significant amounts of work are undertaken to underpin the promotion of shows and the development of audiences.
33. The objectives shown at paragraph 6 above are continually reviewed.
34. The Theatres and Halls service continues to make progress in increasing attendances and in raising the profile of the venues and events within the existing resources.
35. Since the closure of Hull New Theatre the focus has been on programming opportunities at City Hall.
36. With the approach of 2017 and the expansion of events, in the City and not just City Hall and New Theatre, there will be more to learn, data to analyse and judgements to be made for future programming activities. This will also be informed via the work and feedback of the Cultural Partnership.
END
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APPENDIX 1
Marketing Plan: Jack and the Beanstalk - 5th December 2013 - 5th January 2014 Budget & Deal: £30,000 Split 70/30 Costs £ Outgoing Date Notes / comments DIRECT MAIL Postcard mailing to regional schools not previously booked 275.00 w/c 20 Mar 247Groups 159.56 w/c 16 April Individuals 11,876 past panto and family show attendees 4,019.03 11/11/2013 TELE-SALES Contact past schools bookers not booked from mailing 720.00 w/c 22 April Call groups not booked from mailing 540.00 w/c 10 June Follow up calls by Volunteer on-going 2nd telesales campaign 720.00 LEAFLET DISTRIBUTION & Communication Areas: East Riding Yorkshire display racks (14 sites) 184.00 w/c 2 Sept flyers with top ups Quantity: 8000 TNT Solus distribution 2,361.78 November Exact date TBC
OUTDOOR Hull City Centre Bus shelter posters 404.00 11 Nov - 6 Jan Lamp post banners 1,250.00 Nov/Dec 10 in pedestrian shopping areas as per map Bus advertising 4,000.00 w/c 18 Nov streetliners /rears 10 six sheets in city centre sites Free 19 Nov - 1 Jan 35 six sheets in outer networks Free 2 Dec - 21 Dec 9 x 48 sheets 2 week campaign 1,720.00 9 Dec - 23 Dec BROCHURE Full page entry in Spring Summer 75.00 w/c 10.12.12 Mail 25,500 & 20,000 distribution Full page in Autumn Winter 125.00 1.7.13 Mail 25,500 & 20,000 distribution POSTER DISTRIBUTION A3's via Foot soldiers 150.00 w/c 18 Nov Around Hull, Hessle, Beverley A3 posters Hull Area: 277 (to shops, staff rooms, offices) A2 posters Hull Area; 50.00 w/c 18 Nov 60 (to shops, staff rooms, offices) Additional poster distribution for Beverley, Leven, Hornsea, Driffield Market Weighton, Pocklington, Shiptonthorpe 200.00 w/c 2 Dec Additional poster distribution for Brough, North Cave, South Cave, Goole, Selby 200.00 w/c 2 Dec E-NEWSLETTERS Groups as follow up to calls Monthly what's on - 7000 approx Free Solus - Date TBA can include competition/offer Free w/c 3 September Email to 1866 non responders of direct mail - extend offer Free 21-Nov Follow up emails to non group bookers Free 21-Nov Council employees e-shot £50 family ticket (Sat 7 Dec 7pm w/c 25 Nov St Stephen email £50 family ticket (selected perfs) w/c 18 Nov NEWSPAPER ADVERTISING 4,290.00 on-going schedule agreed between LD and IW
RADIO ADVERTISING Viking FM & Magic 1161 3,900.00 partnership campaign Additional advertising & production 1,300.00 Artwork 1,000.00
EXIT / SEAT LEAFLETING Total Spend 27,643.37 TOTAL CONTRA 70% 19,350.36
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APPENDIX 2
Page 33 of 70
Page 34 of 70 MARK JONES DIRECTOR OF REGENERATION
Economy and Regeneration Overview and Scrutiny Commission
13th April 2017
Page 35 of 70 Brexit Timeline – As we know it!
• 29 th March – Article 50 now triggered
• 30 th March – Great Repeal Bill introduced
• 31 st March - EU guidelines published – by President Tusk
• 29 th April – EU Summit – Guidelines adopted
• May - Dec –formal talks take place
• mid 2018 – Great Repeal bill passed
• Late 2018 to early 2019 – both Parliament and EU Vote on deals
• March 2019 UK Leaves with or without a deal being made
Page 36 of 70 The Great Repeal Bill
• All existing EU Legislation will be copied across to minimise disruption and avoid a black hole
• trade negotiations can continue with EU because UK will still be meeting the same terms and conditions
• UK Parliament will then amend/repeal and improve the laws as necessary
Page 37 of 70 Some Emerging Thoughts on Impact • Economy expected to grow but slowly – Some suggest initial short growth impact
• Process will be complex and costly (Public Finance 17 March) ……….but some benefits could simplify recycling and avoid EU costs (DEFRA)
• Seen as an opportunity to devolve power within the UK (Financial Times 29 th March)
• Government need to consider Geographical impact (Public Finance) and the ‘balance of assets’ some suggest the UK is entitled to £9bn worth of funds currently held by the European Investment Bank and a further £14bn worth of EU assets including property, cash and other investments (Daily Telegraph 2 nd April 2017). EU needs to fill UK contributions hole.
Page 38 of 70 National / Local Impact
• Yorkshire Council Leaders want a say in negotiations (Yorkshire Post) • Hull one of the largest ‘goods’ exporters in UK • Hull has one of the smallest shares of export to EU – 46% exports to USA (Cities outlook 2017) • The Producer economy, investment Risk to FDI • Trade - tariffs (expected to be single digit levels if imposed ) and regulation – Ernst Young in 2015 cited access to the European single market as important to the UK's attractiveness to FDI. • EU suggest ‘Divorce Bill’ Needs to be settled first before progress on WTO style agreements. • Employment and Skills – potential limitation to Free Movement – potential cap on migration • Enterprise – potential limited access to Markets, • Knowledge – Impact on Universities and Research • Service / Financial Institutions – Differing responses – dual sites? • Visitor Economy – Some suggest unaffected
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Page 40 of 70
HULL CITY LOCAL ECONOMIC ASSESSMENT – UPDATE 2017 COUNCIL
Page 41 of 70 1 Contents
Foreword 2
Population .... 3
Education . 4
Economic Activity 5
Worklessness .. 6
Unemployment Benefit Claimants 7
Employee Jobs 8
Businesses .. 9
Local Economy 10
Housing 11
Health ... 12
Local Infrastructure . 13
Transport Connectivity ... 14
Page 42 of 70 2
Foreword Hull Key Facts
In order to deliver sustainable economic Hull City Plan • Hull has a young, larger than average, working growth, a strong and well informed age population – enlarged by net international evidence base is needed. Local Launched in the summer of 2013, the inward migration. • Economic Assessments provide a City Plan aims to create 7,500 jobs for Whilst economic performance in Hull still tends to mechanism for bringing together local people through projects and be below average; in recent years the city has seen significant progress and improvement. existing evidence from a range of investments that will drive the delivery • Employment in Hull is now the highest on record, partners within a common economic of a clear set of ambitions. whilst unemployment and unemployment benefit evidence base. Achieving these ambitions will help Hull claimants are at an all time low. • The Hull Economic Assessment provides seize the once-in-a-generation This improvement has occurred at a quicker rate than nationally – meaning there has been a an evidence base for decision making and opportunity it now has to reassert its significant closing of the gap between local and a management tool to influence and shape role as a gateway to Europe and part of national performance. policy developed by the council and key the Northern Powerhouse of cities that • There are now more jobs in the city than ever will help to rebalance the economic, partners. before and local wages, whilst below the national social and cultural fabric of the UK average, have grown faster than nationally. The first Hull Economic Assessment was • The city is still heavily reliant on production and published in 2011. Since then the local The ambitions cover the themes of: manufacturing, but there has been continued economy of Hull has seen many changes • UK Energy City growth in this sector since 2011. and various data sets have been updated. • Destination Hull • Traditionally, most of Hull’s residents were This information provides an update on the • Community and Opportunity employed in elementary occupations; consisting recent changes in Hull’s economy. of simple or routine tasks and requiring little or no Compared to 2011, there are now skills. However, for the third consecutive quarter, In order to provide a summary of how 5,000 more jobs and 6,800 more the majority of people in Hull are now employed things are changing, a number of headline people in employment in Hull. Much of as professionals; requiring a high level of datasets have been identified. This update the improvement in jobs and knowledge and often requiring a degree or shows how the results for these datasets equivalent qualification. employment that has occurred in Hull have changed over time. • Hull still has issues to tackle; qualifications and has occurred since 2013 and the skills are low and showing slow improvement launch of the City Plan. More detailed ‘live’ information and whilst the health of our residents is significantly analysis of the local economy is available Page 43 of 70 below average – particularly for females. on the Hull Data Observatory. 3 Population
Population by Age, Mid 2015 International Migration Key Facts 20% There are approximately 26,000 people • Hull has a young population and a large 15% living in Hull who were born outside the UK. working age population. This equates to 10.2% of the total • Recent population figures suggest that Hull 10% population; below the national average of is increasingly appealing to people who 14.6%. would have normally moved out of the city; 5%
particularly to the East Riding. Without international migration into Hull, 0% • Population sustainability in Hull is reliant on 0–4 5–14 15–24 25–34 35–44 45–54 54–64 65–74 75+ the city’s population would be in decline. international inward migration; particularly This is because of the large number of Hull Hull England from E8 European countries (Eastern born residents who move from Hull to the Europe). rest of the UK (mainly the East Riding) Population Change each year. Population Estimates Since 2011, population growth in Hull has International migrants in Hull are more According to ONS Mid Year Population been slow. However, between 2014 and likely to be of working age and in Estimates, the current population of Hull is 2015 Hull experienced its highest level of employment. They therefore have a 259,000, of which 170,900 (66%) are of population growth in recent years. positive effect on Hull’s dependency ratio (the ratio of working age people to non working age. This is a similar proportion as working age people). in previous years, and remains greater than This was in large part due to a significant reduction in internal outward migration – the national figure of 63%. Country of Birth, Mid 2015 largely to the East Riding. This is possibly 0 5000 10000 15000 Hull’s population is consistently skewed the first evidence that the effort going into towards younger people. The largest five Hull (through the City Plan) building new Born in EU 14 year age group in Hull continues to be 20 – houses, creating new jobs, improving the Born in EU 8 24 years (compared to 45 – 49 nationally) public realm, and improving educational and the average age in Hull (35.8) is attainment is creating a city and Born in EU 2 almost four years lower than nationally. neighbourhoods where people want to live and work. Born in Other EU Born Outside EU Page 44 of 70
4 Education
Key Facts 36.8% and increases in Level 4+ The average Attainment 8 score in Hull is qualifications in Hull has been at a slower 47.7, compared to 48.9 regionally and 48.5
• 46.3% of Hulls pupils achieved 5+ A*- C rate than nationally. nationally. However, this is an improvement GCSEs inc English & Maths in 2015/16; from 43.1 in the previous year. lower than the national average (53.5%). The percentage of the working aged • However, this is a significant increase in population with no qualifications has The average Progress 8 score in Hull is GCSE attainment compared to just 25.9% reduced from 15.0% to 12.0%. However, 0.03, meaning that pupils performed higher ten years ago; demonstrating the positive again, the figure in Hull remains above the than expected at GCSE given their impact of the £400m Building Schools for national rate of 8.4%. performance at Key Stage 2. the Future programme in Hull. • The number of apprenticeship starts has GCSE Attainment Apprenticeships increased to a high of 3580 in 2015/16. • Changes made to statistical reporting of Apprenticeship Starts and Achievements Hull’s NEETs has increased from 5.7% in GCSE results means that comparisons to 4000 2014 to 6.2% in 2015. • Despite a small improvement in working earlier year’s results are unreliable. 3000 age qualifications since 2011, qualifications 5 + GCSE’s A* - C including English and Maths
in Hull remain lower than nationally and 65% 2000
have not improved at the same rate. 60% 1000 55% Qualifications 50% 0 45% 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
NVQ 4 + No Qual’s 40% Starts Achievements 2011 2015 2011 2015 35% Hull 21.6 22.2 15.0 12.5 30% 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 In 2015/16, there were 3,580 Y & Humber 27.2 30.6 12.1 9.8 England 32.5 36.8 10.5 8.4 Hull Y&H England apprenticeship framework starts; an
increase from 3,520 the previous year and the highest number on record. In the Between 2011 and 2015 the percentage of However, latest figures suggest that 46.3% previous year, 1,680 apprentices achieved the working age population in Hull with of pupils in Hull attained 5 + GCSEs at their qualification. NVQ Level 4+ qualifications increased from grades A* to C including English and 21.6% to 22.2%. However, the figure in Maths, comparedPage to 45 55.7% of 70 regionally and Hull remains well below the national rate of 53.5% nationally. 5 Economic Activity
% Employment Rate Unemployment Rate Key Facts 76 There are currently 11,100 working age • Employment in Hull, whilst below the 74 people who are unemployed in Hull. This is national average, has increased 72 significantly since 2011 and at a faster rate equivalent to 8.9% of the working age 70 than nationally. population and, in 2016, is the lowest level • Similarly, unemployment in Hull, whilst 68 of unemployment in Hull on record. above the national average, has decreased 66 significantly since 2011 and at a faster rate The current unemployment rate in Hull is 64 than nationally. above the regional (5.7%) and national 62 • Employment is currently at the highest level (5.1%) averages. However, unemployment 60 on record whilst unemployment is at its in Hull has fallen significantly over the last lowest level on record. five years. Jan-12 Jan-13 Jan-14 Jan-15 Jan-16
Sep-11 Sep-12 Sep-13 Sep-14 Sep-15 Sep-16 May-12 May-13 May-14 May-15 May-16
Employment Rate Hull Y&H England There are now over a third less unemployed people (6,800) than there There are currently 114,100 working age were in 2011; when the unemployment rate people in employment in Hull. This is % Unemployment Rate was 14.3%. equivalent to 67.5% of the working age 18 population and is the highest level of The fall in unemployment has occurred at a 16 employment in Hull on record. quicker rate than nationally recently such 14 that the gap between the national and local Whilst the current rate is below the regional 12 unemployment rate has almost halved from (72.4%) and national (74.1%) averages, 10 6.3 percentage points in 2011 to 3.8 employment in Hull has increased by 6,800 8 percentage points in 2016. people over the last five years – rising from 6 62.4% in 2011. 4 Self Employment 2 The increase in employment in Hull has Currently, 9,100 working age people in Hull 0 occurred at a faster rate than nationally are self employed (7.9%). This is Jan-12 Jan-13 Jan-14 Jan-15 Jan-16
Sep-11 Sep-12 Sep-13 Sep-14 Sep-15 Sep-16 significantly below the national average recently. As a result the gap between the May-12 May-13 May-14 May-15 May-16
(14.4%) and a reduction compared to 2011 local and national rates is currently the Hull Page 46Y&H of 70 England lowest on record. (9.4%). 6 Worklessness
reduction compared to 2011 (27.2%). The In 2015 there were 16,860 entrenched Key Fac ts reduction in economic inactivity in Hull (1.2 worklessness claimants, representing 69.9% of • Worklessness in Hull remains consistently percentage points) has been slower than the 24,120 out-of-work benefit claimants in higher than the national average, despite a nationally (2.0 percentage points). Hull. This is higher than the national figure reduction since 2011. (68.7%) and the regional figure (67.7%) and is • 20 11 2015 Economic inactivity is high; specifically an increase on the previous year’s figure of amongst those looking after home or family, No % No % 67.7%. Student 11,400 24.4% 11,900 27.0% but an increasing number of economically inactive residents want to work. Looking After 13,700 29.2% 13,900 31.8% Out of Work Benefits Home / Family • The rate of out of work benefit claimants in Sick 11,300 26.1% 11,700 26.6% Out of Work Benefit Claimant Rate Hull is significantly higher than nationally; Retired 6,500 13.9% 2,800 6.4% 25
with an increasing number of ESA and Other 2,900 6.1% 2,800 6.4% Incapacity benefit claimants. 20 Want A Job 11,800 25.2% 15,000 34.2% Don’t Want A 35,000 74.8% 28,900 65.8% 15 Total Worklessness Job 10 Worklessness is defined as people of working Compared to nationally Hull has a high number 5 age not in employment who are either looking of people looking after home / family. Since for a job (unemployed) or are not looking for a Feb 12 Feb 13 Feb 14 Feb 15 Feb 16 Feb Aug 11 Aug 12 Aug 13 Aug 14 Aug 15 Aug 16 Aug Nov 11 Nov 12 Nov 13 Nov 14 Nov 15 Nov 2011 the most significant change in economic 12 May 13 May 14 May 15 May 16 May job (economically inactive). inactivity has been a decrease in the number of Hull Y&H England In Hull in the 12 months to Sep 2016, 55,000 retired working age people; now significantly Since 2011 the out of work benefit claimant people were classed as workless, representing below the national average (13.2%). rate in Hull has fallen from 19.9% to 14.4%. 32.5% of the working age population. Whilst There has been a notable increase in the The figure remains significantly higher than the this is a higher rate than both regionally number of economic inactive residents in Hull national average (8.3%). (27.6%) and nationally (25.5%) it represents a who want a job. decrease from 37.6% in 2011. Worklessness in Despite reductions across a number of key Hull is consistently around 8 percentage points Entrenched Worklessness groups, most notably unemployment benefit higher than nationally. According to DWP, entrenched worklessness is claimants, there have been increases in other benefit claimants. Since 2011 there has been a Economic Inactivity defined as ‘The number of claimants aged 22- 59 on one of the main DWP working-age 46% increase in the number of ‘carer’ Currently, 43,900 working age people in Hull benefits for at least three out of the previous claimants (in line with national increases) and a are economically inactive (26.0%). This is four years.’ Page 47 of 70 growing number of ‘ESA and Incapacity’ above the national average (21.9%) but a claimants (9%), despite decreases nationally. 7 Unemployment Benefit Claimants
Whilst the current unemployment claimant However, since 2013 youth unemployment Key Facts rate in Hull (3.6%) is above the regional claimants have fallen 68% from 4.380 to • There have been significant decreases in the (2.2%) and national (1.8%) averages, Hull 1,415 – reducing the gap between the local unemployment claimant rate in Hull since has seen a significant improvement in the and national rate from 7.2pp to 2.2pp. 2013 – with figures at their lowest on record. number of unemployment claimants, • Decreases in Hull have occurred at a faster Unemployment by Qualifications specifically since 2013. rate than nationally – resulting in a significant % Unemployment by Qualification, 2015 narrowing of the gap. Since 2013, the number of unemployment • 16 Unemployment is highest amongst residents claimants has fallen by 60%, from 15,405 14 with NVQ Level 1 qualifications only. 12 claimants to 6,205 – the lowest number on 10 • 52% of job seekers are looking for 8 record. This reduction has occurred at a 6 employment as sales assistants and retail 4 cashiers. faster rate than nationally meaning the gap 2 Employment Rate 0 between the local and national rate has Qualifications Qualifications Only NVQ1 Only NVQ2 Apprenticeships Only NVQ3 4+ NVQ
fallen from 5.2pp to just 1.8pp – again the Other Trade The unemployment claimant count is a No lowest on record. measure of the number of people aged 16 + claiming JSA plus those who claim Youth Unemployment Universal Credit who are out of work. Youth unemployment is an issue in Hull – Unemployment is highest in those with % Unemployment Claimant Rate with the 18 – 24 claimant rate (4.7%) NVQ Level 1 qualifications only (14.7%). 10 consistently higher than both regional
9 (3.1%) and national (2.5%) averages. Vacancies Sought 8
7 % 18 – 24 Unemployment Claimant Rate Latest key jobs sought by JSA claimants: 6 15 Sales and Retail (2,430; 52%) 5 4 10 Corporate Managers (560; 12%) 3 2 5 1 Elementary Process Plant (520; 11%)
0
January January January January January January January 0 2011 2012 2013 2014 2015 2016 2017 January 2013Page 48 of 70 January 2017 Elementary Construction (130; 3%) Hull Y&H England Hull Y&H England 8 Employee Jobs
Employment by Occupation Employment in elementary occupations Key Facts (12.4%), Hull’s historically largest • In Hull there are a lower than average The number of employee jobs in Hull has occupational sector has now fallen to third risen consistently since 2011. proportion of people employed in higher position; behind both professional • Compared to nationally, more people in Hull occupation roles. Conversely there are a are employed in lower occupational roles and higher than average proportion of people occupations and skilled trades’ occupations
less people are employed in higher employed in lower occupational roles. (13.2%). Employment in elementary occupational roles. occupations has decreased 7% since 2011 % Employment by Occupation, 2015 • However, there has been a significant compared to a 5% increase nationally. 25 increase in people employed as professionals Industry of Employment in Hull. 20 • Professionals now form Hull’s largest 15 occupation group – overtaking elementary 10 Employmentoccupations, Rate which are on the decline. 5 0 Managers and Managers Professionals Professionals Ass andAdmin Trades Skilled and Leisure Carinf, Services Customer andPlant Process Elementary Employee Jobs Secretarial Directors and Techand Machine Sales and Sales Since 2011, the number of employee jobs Service in Hull has consistently increased. There are currently an estimated 118,000 employee jobs within the local authority
area. This is an increase of 5,000 jobs Hull England compared to 2011; growth of 4.4% compared to 7.8% nationally. However, for the third consecutive quarter, Employee Jobs the majority of people in Hull (17.5%) are 120000 employed as professionals. Employment in 118000 professional occupations has increased 116000 24% since 2011, compared to just 12% 114000 nationally. This growth has been driven by
112000 an increase in employment in science, 110000 research, engineering and technology 2009 2010 2011 2012 2013 2014 2015 professionals andPage health 49 of professionals. 70
9 Businesses
The annual change in the number of active However, businesses in Hull are Key Facts enterprises has broadly followed, although significantly more likely to have higher • The number of active enterprises in Hull has usually been lower than, the regional and numbers of employees and larger turnover increased each year since 2013, and is the national trends. than the national average – evidence that highest on recent record. • in Hull there are a number of large, well Businesses in Hull are significantly more Employee Numbers and Turnover likely to have higher numbers of employees known, successful businesses. and larger turnover than the national average % Businesses by Employee Numbers, 2016 • Businesses by Industry Most businesses are in construction, 80 professional, scientific and technical 60 % Businesses by Industry, 2016
industries, retail or manufacturing. 40 • Businesses in Hull are over represented in 20 manufacturing, accommodation and food 0 services and retail. - 40 - 95 19 - 10 49 - 20 99 - 50 + 100
Active Enterprises The number of active enterprises provides an Hull England indication of the level of entrepreneurship in the area. In 2016 there were 5,815 active % Businesses by Turnover, 2016 enterprises in Hull, an increase from 4,980 in 35 30 2011. This is growth of 16.8% compared to 25 In Hull most businesses are in construction 21.4% regionally and 24.3% nationally. 20 15 (12.5%), professional, scientific and % Change in Active Enterprises 10 5 technical industries (11.4%), retail (10.7%) 12.0% 0 0 - 49 Thousand - 49 0 Thousand Thousand Thousand Thousand -4999 1000 Thousand
100 -249 100 -499 250 -999 500 or manufacturing (10.6%). Thousand 50 - 99 - 50 + 5000 10.0% Compared to nationally, there are fewer 8.0% 6.0% businesses in information and
4.0% communication and professional, scientific 2.0% Hull England and technical industries. Conversely there 0.0% are more businesses in manufacturing, -2.0% 2010 - 11 2011 - 12 2012 - 13 2013 - 14 2014 - 15 2015 - 16 The majority of businesses in Hull employ accommodation and food services and -4.0% between 0 and 4 employees and turn over Page 50 of 70 retail. -6.0% between £100K and £249K.
Hull Y&H England 10 Local Economy
Key Facts GVA per Head % GVA by Industry • GVA per head in Hull (£19,803) is below 27000 Hull Y&H England the national average and growth in GVA in 25000 30 Hull has been lower than nationally. 23000 25 • The production sector in Hull generates the 21000 20 largest amount of GVA (28.2%); much 19000 15 higher than regionally (16.5%) and 17000 10 nationally (12.2%). Since 2011, the highest 15000 5 growth has occurred in the production 2011 2012 2013 2014 2015 0
sector. Agriculture,… Production Construction Distribution,… and…Information and… Financial Estate Real Services Business Admin,… Public Services Other Hull Y&H England • Median full time weekly wages in Hull are
£83 a week less than the national average, In Hull, the Production sector (which but since 2011 wages in Hull have includes Manufacturing) is the largest increased more than nationally.
sector in terms of GVA. In 2015, £1,447
million, representing 28.2% of the local Gross Value Added (GVA) economy was generated in this sector; Median Full Time Weekly Wages Gross Value Added (GVA) is a measure of significantly higher than the regional Resident Workforce the contribution to the economy by an area, (16.5%) and national (12.2%) figures. This 2011 2016 2011 2016 industry or sector in the UK. The more was closely followed by public admin, Hull 316.60 359.10 354.50 405.20 commonly used income approach Y & Humber 370.50 402.50 369.70 402.50 education and health (24.4%). measures the incomes earned by England 405.60 442.30 405.10 441.90
individuals (e.g. wages) and businesses Since 2011, the largest growth in GVA has Residents of Hull earn around £83 a week (e.g. profits) in the production of goods and occurred in the production sector which less than the national average. However, grew by £123 million. The public admin, services. compared to 2011, wages in Hull have education and health sector shrank by £20 In 2015, Hull contributed £5,129 million to increased £42.50 (13.4%) compared to million despite an increase nationally. the local and national economy; equivalent £36.70 (9.0%) nationally. Employees to £19,803 per head of population. This is Wages based in Hull earn £46 a week more than below the national average (£26,159) and Since two thirds of GVA is calculated residents suggesting that those employed although an increase since 2011 (+7.5%), based on the income earned by individuals in Hull on a higher wage are more likely to this increase is below the national increase there is a strongPage correlation 51 of 70 between GVA live outside the city. (+16.4%). and wages. 11 Housing
Private Rental Market Average House Price (£) Key Facts Average Private Monthly Rent (£) 250000 • Since December 2011, the average house 200000 price in Hull has increased by £20,800 (24%), 1000 with the average house price now £107,878. 150000 800 • However, house prices in Hull remain low – 600 100000 with the average house in Hull costing less 400 50000 than half the national average. 200 0 • Average private monthly rent in Hull (£424) is 0 Dec 11 Dec 12 Dec 13 Dec 14 Dec 15 Dec 16 also almost half the national average. Sep-14 Mar-15 Sep-15 Mar-16 Sep-16 • The proportion of households living in fuel Hull Y&H England Hull Y&H England poverty has increased from 10.6% to 13.2% and, unlike in 2011, is now higher than both Since December 2011, the average house regional and national averages. Latest figures suggest that the average price in Hull has increased by £20,800 from £87,079. This is an increase of 24%; higher Homelessness private rent in Hull is £424 a month; almost half the national average of £839. than regionally (20%) but lower than Homelessness per 1,000 Households nationally (35%). House Prices Hull England Fuel Poverty 10/11 15/16 10/11 15/16 Average House Price (£), December 2016 % of Households in Fuel Poverty Homeless in 4.37 3.48 2.03 2.52 15 Priority Need Hull England Prevention and 50.10 46.9 8.69 9.27 Detached 204,908 358,812 10 Relief Cases Semi Detached 122,455 218,802 During 2015/16, there were 3.48 homeless Terraced 93,115 189,514 5 households in priority need per 1,000 Maisonette / Flat 79,150 223,008 All Types 107,878 236,424 0 households in Hull. This is higher than the Hull Y&H England national average of 2.52. However it is a House prices in Hull are low. The average 2011 2014 reduction on the rate of 4.37 during house price in Hull in December 2016 was In Hull, 13.2% of households (15,026 2010/11; despite an increase nationally. £107,878; less than half of the national households) live in fuel poverty - an In Hull the rate of homelessness prevention average of £236,424. This is true across all increase from 10.6% in 2011. Unlike in (46.9 per 1,000 households) is significantly housing types. Page 52 of 70 2011, fuel poverty in Hull is now above higher than nationally (9.27). both the regional and national averages. 12 Health
Currently, female life expectancy in Hull is Unlike nationally, females in Hull have a lower Key Facts lower than it was in 2009 – 11, having fallen healthy life expectancy than males. • Life expectancy for both males (76.5) and over each of the last two consecutive years. females (80.2) in Hull is typically 3 years less Whilst male life expectancy in Hull is higher Typically, males in Hull can expect to than the national average. than in 2009 – 11; it too has fallen over the last experience 20.2 years of poor health whilst • Female life expectancy is currently lower than year. females can expect to experience 24.8 years. 2009-11 and has fallen for two consecutive periods. Male life expectancy, whilst higher Healthy Life Expectancy Health Inequality
than 2009-11, also fell over the last year. Healthy Life Expectancy, 2013 - 15 The Slope Index of Inequality is a single score • Healthy life expectancy in Hull is significantly 65 which represents the gap in years of life below regional and national averages. In both expectancy between the 10% most and 10% males and females, healthy life expectancy is 60 least deprived areas within the local authority. below state pension age. Slope Index of Inequality • There are significant differences in life
expectancy a cross Hull. 55 15
Life Expectancy 50 10 Male Female In 2013 – 15, males born in Hull could expect 5 to live, on average, to 76.5 years and females Hull Y&H England to 80.2 years. For both males and females this As life expectancy increases it is important to 0 2009 - 11 2010 - 12 2011 - 13 2012 - 14 is lower than regional and national averages. measure what proportion of these additional Men and women in Hull typically live 3 years years of life are being spent in good or poor Males Females less than nationally. states of health. Currently the gap in life expectancy between Life Expectancy the most deprived and least deprived males in Healthy life expectancy for males, at 56.3, is 85 Hull is 11.55 years; a reduction from 12.24 significantly below the regional (61.4) and years in 2009 – 11. The gap for females in Hull national (63.4) averages. Likewise, healthy life 80 is 8.09 years; a reduction from 9.74 years in expectancy for females, at (55.4) is also 2009 – 11. 75 significantly below regional (62.0) and national (64.1) averages. At a ward level, male life expectancy varies by 70 13.4 years in males; from 69.0 in St Andrews to 2009-11 2010-12 2011-13 2012-14 2013-15 Healthy life expectancy in Hull is below state 82.4 in Boothferry. In females; the variance is Females Hull Males Hull pension age forPage both 53 males of 70 and females. 9.9 years; between 74.3 in St Andrews and Females England Males England 84.2 in Derringham. 13 Local Infrastructure
Key Facts Car ownership in Hull is low. 40.6% of Out of 326 local authorities, Hull is ranked th • Car ownership in Hull is low. 40.6% of households in Hull have no car or van 110 for walking / public transport th households in Hull have no car or van compared to just 25.8% nationally. connectivity, 118 for cycle connectivity compared to just 25.8% nationally. and 164 th for car connectivity; placing it in Hull is well served by two local bus • As a result, residents of Hull are significantly the top 50% of local authorities under each companies whose routes cover the majority more likely than average to travel by bus, foot category. or bicycle – which is made easier by the city’s of the city; therefore bus travel in the city is small geographical size and existing significantly higher than the national Internet Connectivity infrastructure. average. KCOM, also known as KC or Kingston • Despite this, residents in Hull are still well Travel by foot and bicycles are also both connected to key local services. Communications, is the only fixed line above the national average – a result of • In recent years, a large amount of capital network that covers the Hull area. investment has resulted in the significant both Hull’s relatively small geographical expansion of the city’s ultrafast Lightstream size and it’s cycling infrastructure. Their ultrafast Lightstream fibre optic broadband network in Hull is costing about fibre optic broadband network. As a result, Access to Services the majority of homes and businesses in Hull £60 million in capital investment to roll out now have access to 1Gbps capable Fibre-to- Travel Time to Key Services in Hull (Mins), 2014 (£400 per premise) and has just connected the-Premises technology. Walk / Pub Cycle Car its 40,000 th customer. Transport Car Ownership and Travel to Work Employment Centre 8.0 8.3 7.5 In November 2016 KCOM estimated that Primary School 8.1 8.3 7.8 Car Ownership and Travel to Work, 2011 Census the new network had been expanded to Secondary School 15.5 11.8 9.8 cover 104,000 local homes and businesses Hull England Further Education 20.2 14.5 11.3 No Car or Vans 40.6% 25.8% GP 8.8 8.1 7.7 and was aiming to reach 150,000 premises 1 Car or Van 42.3% 42.2% Hospital 32.7 23.2 17.7 by December 2017; approximately 75% of Food Store 7.3 7.8 7.2 2 + Car or Van 17.1% 32.0 KCOM’s overall network in Hull and East Average Cars Per HH 0.80 1.16 Town Centre 18.9 15.1 11.8 Work From Home 5.1% 10.3% Average of 8 (Hull) 15.5 12.4 10.3 Yorkshire. Train or Underground etc 0.6% 9.1% Average of 8 (Eng) 17.0 13.7 10.3 Bus, Minibus or Coach 12.9% 7.3% The vast majority of this deployment is Taxi 1.0% 0.5% Residents of Hull have good access to key being done via 1Gbps capable Fibre-to-the Motorcycle or Moped 1.2% 0.8% Premises technology, with roughly 8% also Car 58.9% 58.9% local services. Average travel times in Hull, Bicycle 8.1% 2.9% by all transport methods, are either lower being covered by their slower (up to On Foot 11.5% 9.8% than or in line withPage national 54 of 70figures. 75Mbps) Fibre-to-the-Cabinet service. Other 0.7% 0.5% 14 Transport Connectivity
to London and other major town and cities Humber ports contribute £2.2 billion to the UK Key Facts including Leeds, Manchester, York and economy every year and support 33,000 jobs. • Hull’s position close to the M62 motorway, Sheffield. The Port of Hull specialises in handling forest plus regular train services from Paragon Station, mean Hull has excellent links to Whilst the nearest major airport is Leeds products and a range of bulk commodities, major towns and cities across the UK. Bradford, the nearby Humberside Airport in while BP has a strong presence in the chemical • Over 8 million vehicles cross the Humber Lincolnshire, provides high frequency flights to market. The Port of Hull is now home to one of Bridge annually; linking Hull to destinations Amsterdam and Aberdeen. Robin Hood Airport, the UK’s largest port developments; the £310
south of the Humber. Manchester Airport and East Midland Airport million Green Port Hull project including the • are all also easily accessible from Hull. Siemens wind turbine blade manufacturing, The Port of Hull is one of the four major assembling and servicing facility. Humber based ports and is now home to one Humber Bridge of the UK’s largest port developments; the All Freight Traffic, Thousand Tonnes Total Humber Bridge Traffic £310 million Green Port Hull. 2011 2015 9000000 • The Port of Hull serves as a gateway to Grimsby and Immingham 57,227 59,103 Europe by Sea – with regular freight, car and 8000000 Hull 9,286 10,029 passenger crossings between Hull and the 7000000 Goole 1,848 1,327
Ne therlands and Baltic States. Total 68,361 70,459 6000000 Transport Connectivity 5000000 Since 2011, freight traffic at the Port of Hull has
Transport Connectivity by Car (Mins), 2013 increased by 742 thousand tonnes or 1.1%;
Hull Eng 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 Travel Time to Major Airport 93 47 compared to a 4.2% decrease in freight traffic Travel Time to Railway Hub 13 28 The Humber Bridge provides road links to across all major ports nationwide over the Travel Time to Major Road Jct 38 24 destinations south of the Humber. In 2014/15, same period.
8,109,790 vehicles crossed the Humber The Port of Hull also provides a gateway to Hull has excellent links to the transport Bridge; an increase of nearly 1.7 million (26%) Europe by sea. Hull Container Terminal network. The main road into and out of Hull is compared to 2011/12. Much of this increase the M62 motorway / A63 road, one of the main handles over 100,000 teu each year with daily was in cars and light vans (<3.5 tonnes). east-west routes in Northern England. It week day sailings to Rotterdam and two sailing provides a link to the cities of Leeds, The Port of Hull a week to the Baltic States. Manchester and Liverpool, as well as the rest The Port of Hull is one of four major Humber P&O Ferries operate Terminals 1 and 2 for of the country via the UK motorway network. based ports – Hull, Goole, Grimsby and their daily Hull - Rotterdam and Hull - Hull Paragon Interchange is the city’s major Immingham – which offer an unrivalled mix of Zeebrugge freight, car and passenger transport hub. Regular train services to the rest facilities and togetherPage 55 handle of 70 more than 70 crossings. P&O services handle more than one of the country include several daily expresses million tonnes of cargo annually. These million a passengers a year.
More detailed information about Hull and its residents can be found on the Hull Data Observatory: www.hullcc.gov.uk/data
If you would like any further information regarding this Hull Local Economic Assessment Update, please contact:
Richard Morfitt Business Intelligence Team
Room 11 Guildhall Hull HU1 2AA
T: 01482 613 465 E: [email protected]
Page 56 of 70 Hull UK City of Culture: Impact and legacy E&R Scrutiny 13th April 2017
Page 57 of 70 Need Want
Deliver Readiness Impact Legacy Page 58 of 70 CLB’s Cultural Regeneration Strategy (2013 -18):
• create distinctive and competitive destination • focus on city centre as key economic driver (product and place) • jobs: maximise employment opportunities which match Hull’s skills profile • distinctive, authentic and planned offer: ‘experience’ our heritage • maximise strategic positioning of city: our ‘maritime connectivity’ • ‘culture and place making’ Page 59 of 70 • Scale of next challenge: 10 -15 years • Realisation of the opportunity to 2020 • Recognition of economic importance of cultural regeneration and place making • Continued strategic direction of travel – ‘keeping to the script’ • Building sector capacity • Confidence and pride
Page 60 of 70 Page 61 of 70 • Opened doors • Accelerated cultural capital investment • Increased private sector investment • Increased ‘pulling power’ of city centre • Increased visitor numbers • Increased value of media activity • Increased ‘confidence and price’ • £1.5 bn investment from 2013
Page 62 of 70 ‘Unique strengths and weaknesses’ • Hull’s maritime connectivity: Scandinavia/ Northern European strategic positioning • Big ambitions for culture, but undersized audience • Marketing essential but gap in capacity/resources • Long term change in audience profile through cultural education • Requirement for new era of cultural leadership
Page 63 of 70 ‘Readiness to Delivery to Place Management’
We will deliver a strong cultural ecosystem driven by an ambitious cultural programme, supported by destination marketing built on exploiting Hull’s unique location and the development and management of the natural physical assets of the city
Page 64 of 70 Programme and partnerships Programme design Investment and funding Strategic commissioning Technical & event management Communications/Health/ Education Skills pathways/mentor programmes
Product Sustain existing and capitalise on existing investment Major projects: Hull Venue/Cruise Terminal Infrastructure City Planning Transport strategy Page 65 of 70 People and Positioning
Positioning and city marketing Brand management Destination marketing/ communications Evaluation & monitoring Inward investment Audience development and engagement Volunteer programme Visitor welcome
Place Activation Spatial programme management De – cluttering public realm Access and Navigation Transport Signage Licensing/ Public Protection
Page 66 of 70 Focus for 2018 -20:
Building on the unique scale of opportunity, momentum and profile: • Positioning & reputation • Programming and the overall offer • Place shaping • Quality, scale and ambition • Opportunity: jobs and audience
Page 67 of 70 • Build on community programmes • Maximise impact of recent public/ private capital investments • Scale and surprise • New Nordic inspired ‘winter campaign’ • Major annual installation commission • Yorkshire’s Maritime City • Culture and ‘Living with Water’ • Old Town and bid for UNESCO status • ‘Internationalism’ Page 68 of 70 Page 69 of 70 Hull’s absurdly well-kept secret: it is a beautiful – and thanks to the confluence of the Hull and Humber rivers – intensely dramatic city ….
Bryan Appleyard Sunday Times 2017
Page 70 of 70