#MakeItInHastings Contents 32 30 15 13 12 19 18 17 6 4 3

Impact ofCOVID-19 on Our Town Evidence ofNeed&Rationale Strengths &Opportunities OurFour Key Trends– &Challenges Our12 Economic&Social Challenges – Deprivation – Trends &Challenges Overview Context The Investment PlanProgramme Introduction Executive Summary Foreword 67 66 64 63 59 51 48 47 46 45 42 39 35 34 33

Delivery Plan Delivery & Appraisal Business CaseDevelopment Funding Partnership Working Public, Third Sector &Private EngagementStakeholder &Support Engagement &Delivery Programme Themes &Interventions Development ofOurPlan Overview ofProgramme The Town Investment Programme COVID-19 Response Strategic Fit Theory ofChange Project Prioritisation Our SpatialStrategy &Key Strategic Objectives Principles 2030 Vision Strategy

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Engagement Plan Hastings Town6. DealStakeholder HastingsStrategic&Funding Context 5. Achievements 2001-2020 Hastings&Rother Taskforce4. & Co-workingOffice Space Employment, Commercial EvidenceofDemandfor 3. on Hastings2019 Report 2. The EconomicImpactof Tourism Hastingssocio-economic context 1. Supporting Annex Hastings Town Investment Plan Credits Partnership Support Endorsements

Foreword Page 3 Cllr Kim Forward, Leader Hastings BoroughCouncil who live, workandvisithereto benefitwho live, from.’ town, creatinga wealthofopportunities forpeople Itwilltransform our everyone can#MakeItInHastings. toachieveand pushinguscollectively ourvisionthat investment plan buildsonourstrengths,offering arestart overcoming challenges andmoving forward. This at itsheart, wherethereisarealcommitment to ‘Hastings isafantastictown,with peopleandcommunity

that around. that around. ityet. has beenableto make This planaimstoturn butweknowthatnot everyone plan is‘MakeItInHastings’ townsinEngland. Oursloganthe mostdeprived forthis it facessignificant challenges. Hastingsremainsoneof manyHastings isunique,butlike Englishseasidetowns and itsbeautifulsurroundings. love tovisitHastingsrelaxandenjoythesun,sea up hereandchoose nottoleave. people And, ofcourse, a businessandbuildnewopportunities. Many havegrown ortostart family; toleavetheurbansprawl;becreative; toraisetheir the southcoast,peoplecomeheretolive; Inspired byourlandscape,theseaandpositionon ‘For centuries,peoplehavemadeHastingstheir home.

Co-chairs ofHastings Town DealBoard Carole Dixon, GrahamPeters – Much more ispossiblehere!’ they can#MakeItInHastings. our youngpeopleandfuturegenerations toknowthat future forthewholetown. We want allourcommunities, further ourvisionsecuringasustainable indelivering The Towns Fund programmewillenableustoprogress of deprivation. surroundings tolift thespiritsanderasestigma opportunities, skilledpeopleandjobsinspiring the poorestareasoftown. We needtocreatemore Regeneration mustalsodirectlybenefit in thoseliving workandsetupbusinessinthetown. enthusiasm tolive, simultaneously attracting morepeoplewithvisionand We needtoinspireandenergiselocalpeople,whilst to engageandvisitors. newinvestors,entrepreneurs to focusonthefuture:weneeduseallourstrengths previous regenerationsuccesses.Ourtowncentreneeds Fund programmeandinvestment, wecanbuilduponour We arealreadyonajourneyofchange. With the Towns

has been documented for many years and recently has been documentedfor manyand recently years ‘reset’ ourplans over thenextdecade. Coastaldeprivation The Towns Fund offers usanopportunity initiative to Opportunity to ‘reset’ ourplans now heightenedbythecurrent pandemic. successes, thereremainsacross thetownmany challenges Guinness worldPiraterecord!Despite ourregeneration Response Team orforafunevent:Jack intheGreenor together inbothacrisis:Hastings Emergency Action maverick peopleandcommunitiestheway wecome Hastings isbestexpressedbyitsuniqueandsomewhat nowhereelse. our homewouldlive The heart andsoulof work andvisit. Those ofuswhohavechosen Hastingsas andforourreputationasagreatplacetolive, 20 years proud ofourefforts toregeneratethetownover thepast recognised inthenationalandinternationalpress. We are itsqualitiesarewidely Hastings isafabulousplacetolive, Introduction Executive Page 4 Summary

costs totheUKExchequer. grow theeconomy andreducefuture welfareandhealth ofallourresidents, is vitalifwearetoimprove thelives funding streamsarealreadyhere butclosingthisgap ‘people’ alongsidethesecapitalprogrammes. Existing our partners indevelopingproposalsforinvestment in catalyse andunleash. We havealreadystarted workwith the immediatepotential,thereis much morewhich itwill The Town Investment Planpresentedhereonlydetails beyond thelifetimeof Towns Fund. regenerationworkwell sustain ourlong-termcollective andourcurrent objectives and newpartnerships will We haveaverystrongtrack against recordofdelivering for change andaseedbedforneweconomicgrowth. businesses. This programoffers tremendousopportunities ofhopeandsuccessforourresidents of ourdelivery catalyst forthechange weneedtoembedintheDNA the progresswehavemade. The Towns Fund willbea coming changes totheeconomy tosetusback andundo cannot allowtheCOVID pandemic, therecessionand But itisbecauseweareataturningpoint,and although thesestructuralissuesmustbeaddressed. multi-generational worklessnessandingrainedpoverty, coastaltownwithhighdeprivation, we area‘poor’ Our needforthe Towns Fund isnotjustbecause make itinHastings’. in andsay, ‘Ican to visit,live and work town thatpeoplelove and quirky seaside A healthy, vibrant Our sharedvisionforthefundisclear: muchdriven morebythedirectneedsofourcommunity. approach learningfromourpastand willbedistinctive, acknowledged bycentral government foraction. Our

• • reasons forthisare: Ourkey and moreimpactfulthanpreviousactivities. We believethisregenerationprogrammewillbedifferent • • • • • ‘Hastings &Rother Task Force Review’): on research undertaken during2019 andearly2020inthe reasons cangenerallybesummarisedasfollows(based levels haveremainedalmoststatic. deprivation The Despite alltheinvestments over thepasttwentyyears, Why have deprivation levels remained almoststatic? • • larger objectives. Mostimportantlylarger objectives. howeverthereis Hastings arebothlargeinscaleandasteptowards The rangeofinvestment proposalsassembledin of the Town body Boardandthelocaladministrative much moreground-ledlevel;byalocalpartnership ofthisregenerationprogrammeisata Leadership conditions developtoenableorganic self-sufficiency. build toasustainablebusinessmodelwhilstthemarket Large capitalbuildsneedsupporting revenuefundingto not beenthecaseover thelasttwentyyears a steadycurveofeconomicgrowthtosucceed. This has relytoalargeextenton Effective regenerationactivities been lost With timelimitedprogrammes,accountabilityhasoften sometimes notbeingmonitoredonalonger-term basis. hasn’t always beenconsistent,withprogress andevaluationofregenerationactivities Leadership aspirations ofthepeople toaddresstheneedsand separated fromactivities communities. Programmes havegenerallybeen The ‘trickle’ hasfailedtoreach themostdeprived down’ effect intermsoftheireconomicimpact. Capital programmeshavealways reliedonthe‘trickle andtime lines delivery of compriseddifferent fundingstreams,objectives, asasingle not beendelivered “programme”, buthave have Regeneration over thepasttwentyyears activities on delivering economic changeon delivering in Hastings. partnerships, bothlocallyandregionally, tofocus The programme hasalsoenabledthestart ofnew public bodies and mediumsized socialenterprisesandother They rangefromalargerealestate company, tosmall is alsosomethingsignificantand different for Hastings. partners engagedThe rangeofdelivery indelivery growth neighbourhoods, throughinclusive of alltheseefforts inourmostdeprived tothoseliving a realattempt inthisprogrammetodirectthe benefits

threat toitseconomy. consequent recession,Hastingsnowfacesamajor manyLike places,after COVID-19’s impactandthe momentinterms ofregeneration. significant pivotal In severalaspectspriortoCOVID-19 thetownwas ata East Sussex–itsratehasdoubledsinceSeptember 2019. claimant rateintheSouth Eastregion,andthetopfor In September 2020,Hastingshadthesecondhighest to seethisprogrammesucceed. want withgovernment tocontinueworkcollaboratively in economicfortune desperatelyneededinHastings. We increase investor confidenceandenablethesea-change the particular natureandissuesaffecting coastalareaswill organisations andacommitmenttofocusresourceson Better strategicandnon-siloedpartnerships withthese England, NationalLottery HeritageFund andothers. Authorities, NHSEngland, Arts CouncilEngland,Homes also acrossthewidergovernment estateincluding:Unitary relationship withthecoast.Notjustacross Whitehall, but To levelupweneedgovernment todevelopa‘long-term’ Opportunity to Level up

Executive Page 5 Summary into our town centre. breathe, thinkand dwell–pushingmuch needed footfall atownwhichscene, willdeliver allowspeopleroomto movement andaccessplanscuration ofourstreet seafront andurbanparks. This, coupledwiththewider nationallyrecognisedcountryside parks, to Hastings’ will connectouroldNormanharbour ofatowncentre Garden Town. Greenarteries buzzingwith biodiversity Visitors willalsowant toseetheSouth East’s Green first The SouthEast’s firstGreen Garden Town story itsymbolises,anditssignificanceonourhistory. its ownright,befitting oftheworld-renownedBattle and each year, andtheCastlewillbeanationaldestinationin foreignstudentswhocurrently visitourtown the 35,000 psycheresidents’ onceagain. The storywillreach beyond andbreathinginour interpretation andfootfall,living The storyoftheNormaninvasionthrough comealive, Through thisinvestment we willsee: national impact. resulting inaprogrammeofsignificantregionaland and publicmatch forevery £1of Towns Fund investment, At thisstagerepresentsanadditional£3ofprivate £85,583,610. whichof £28,216,500 willleverageinanadditional We areaskingforatotal Towns Fund investment regional andlocal. programme willbenational, The impactofourinvestment

revolution includes skillsneeded forretrofitting and developing specialised skillsforsupporting thegreen Ourfocuson existing andgrowing industrysectors. work spacesand moreindustrialunitstosupport our and otheremploymentsitesvia development offlexible density up;provide roomtogrowwithinthetowncentre low-level and self-enterprise.Ourprojects willdrive job the greeneconomy andland-basedskills,employment three newregionalskillsbases. These willbefocusedon Supporting andinterweavingwiththisisthe creationof new regional skillsbases New jobsandthecreation ofthree residential areas. of a’15min city’forHastingstowncentreandimmediate areas andourheritageparkswillkick start thecreation fromtheseafront,residential town centreislessdivorced enterprise development. These projectswillensurethe andcultural seafront establishingawidearcofcreative High StreetHeritage Action Zone,runningthroughtothe into ourcurrent agedinfrastructure.Itwillbuildonour commercial, leisureandElectric Vehicle charging facilities revitalised bybringingmixedusefacilities,newhomes, REIT,with NewRiver renewedand willbediversified, A towncentreregionaloffer developedinpartnership and leisure facilities New mixed-use homes, commercial

its communities andthe widerregion. range ofprojects canbringtothefutureofourtown, We are excitedandhopefulaboutwhat thisdiverse for ourresidents. proof ourtownwithnewtraining andworkopportunities regional andinternationalsignificance andwillfuture- region. The skillssector wewilldevelophavelocal, these skillsbothalongthecoastal conurbationsandinthe help usmeetournetzero carbontargetandwecanoffer excellence forthesefuturejobsso ourlocalworkforcecan Our ambitionisforHastingstobecomeacentreofskills and maintainingelectricvehicles. installing greentechnologies inhomes;andrepairing reducing carbonemissionsfromageinghousingstocks; Chris Brodie,Chair, South EastLocal EnterprisePartnership our communities. realise widerregional benefits andoutcomesfor but more thanthattheprojects for investment could investment and inclusive growth across thetown, excellent framework and‘re-set’ programme for Town DealInvestment Plan,whichwillprovide an residents. SELEPisfully supportive oftheHastings opportunities tohelpbusinessesgrow andtosupport is opentosustainable investment andmaximising prosperity across thePartnership area, ensuringit is tasked withdriving forward economicgrowth and The SouthEastLocalEnterprise Partnership (SELEP)

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The Investment Plan Programme Our ask is for £28.2m of investment Executive

Summary to deliver a bold transformational programme over the next decade framed around seven project themes.

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Enterprise & Employment Infrastructure Hastings Castle World Heritage Destination Town Centre Public Realm & Green Connections Development of 5657m2 of new employment space A major heritage landmark will be transformed to include increasing the amount of shared workspace to a new visitor hub, creating 24 new jobs and an increase to A transformed gateway hub and new and improved 1957m2. The creation of 78 new business start ups, 250,000 visitors per year to the town. Plus, an increase in walking and cycling paths, public art and new upgraded three new learning and training facilities and 253 jobs. the use of the funicular lift to 30,000 per year. public spaces. The public realm will be revitalised throughout the town centre within a one mile radius, Green Low Carbon Skills & Economy Town to Sea Creative Quarter with improved connectivity, signage and increased biodiversity and wellbeing. Development of three new regional skills hubs delivering The creation of three inter-connected cultural and 2 2 27 new courses within 1070m of new state of the art community assets and 700m of new commercial Town Living educational training facilities and 200m2 of commercial space, 16 Homes, 200m2 of improved public spaces, floorspace. A cohort of 565 students will be taught per and access to new wellbeing services and facilities. The development of 20 new refurbished homes and year with 215 students gaining qualifications. The creation The creation of 58 new jobs. two improved commercial assets (100m2). The provision of of 17 new jobs. skills training in retrofitting for five people and supporting Town Centre Core 20 people who will be homed into employment. A new commercial leisure centre (7,325m2); and the transformation and repurposing of a shopping centre and underutilised retail spaces; a mixed-use development of 167 dwellings and other leisure and cultural facilities. Hastings Town Deal Map

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01. Churchfields Industrial Est. Map of Our 02. Enterprise Space, Ponswood Hastings Co-working, Flexible 03. Investment Plan Office & Community Space Green Construction, Energy 04. & Vehicle Training Centre 1 5 05. Broadening Futures Together

Executive Programme

Summary Plumpton College The Towns Fund and our programme of interventions The Firs offers an exciting chance to kick-start a recovery process; 06. Hastings Castle an opportunity that we welcome with open arms and will 0 7. 12 Claremont Cambridge Road give our collective passion and focus to achieve. 08. 2 Development 4 The Town Board recognises that our focus needs to be on Observer Building 09. the broader horizon. There is need across all areas of our Creative Digital Hub town, and the spatial areas included in the deal are key Town Centre Core 10. to spark that wider programme of work to achieve our (Phase 1) Projects objectives for all our residents and communities. Priory Street Car Park Priory Meadow We are already working on a wider pipeline of Wellington Place programmes which in partnership with these projects, Town Centre Public Realm 11. will ensure a much wider impact for the town. Some of & Green Connections these projects will have regional and national impact in One-mile radius 3 terms of innovation, profile and reach. 12. Town Living 12 Queens Road 10 12 Devonshire Road 5 Havelock Road 10 1111 1210 9 8 6 7 10 Employment & Green Low Carbon Town to Sea Enterprise Infrastructure Skills & Economy Creative Quarter Development of The creation of Transforming three large three employment three new low carbon and significant empty sites; two 3km to the regional skills buildings into new north-west of Hastings training facilities community assets town centre

Accelerator Projects: Redevelopment of former White Rock Baths Town Centre Hastings Commons and Lower Alley Hastings World Town Centre Core Public Realm & Green Town Living Heritage Destination Connections Employment, Events and Tourist Hub (ESCG) Town centre regeneration Development of high A major new visitor and development of new A transformative and quality, affordable and Electric vehicle charging points: attraction based around leisure and cultural facilities innovative greening of energy efficient homes in Castle Hill Car Park the Ancient Monument and public spaces Hastings town centre Hastings town centre of the Castle public realm Carlisle Parade Car Park Pelham Place Car Park Investment Plan. in Sections 2and3ofthe interventions aredetailed rationale forprogramme theory ofchange and Intervention themes,our Fund Prospectus aligned withthe Town Our fourKey Challenges, and challenges. programme themes to our projectslinked The tablesummarises Executive Page 8 Summary

Challenge Themes 4 Forgotten History & Assets Jobs &Enterprise Growth (Enterprise Infrastructure; (Arts, Culture &Heritage) Lack ofQualityHousing Planning &Land Use) (Urban Regeneration, (Urban Regeneration, Unloved Town Centre Planning &Landuse; Skills Infrastructure) Local Transport) Disconnected,

Towns Fund ask:£1,500,000 Total value:£4,000,000 Town Living Towns Fund ask:£10,000,000 Total value:£72,845,835 Town CentreCore Towns Fund ask: £3,50,000 Total value:£5,650,000 Destination Hastings Castle World Heritage Towns Fund ask: £3,082,500 Total value:£12,786,500 Infrastructure Enterprise &Employment Towns Fund ask:£3,000,000 Total value:£4,498,000 & GreenConnections Town CentrePublic Realm Towns Fund ask:£4,055,000 Total value:£10,019,000 Town toSea Quarter Creative Towns Fund ask: £3,079,000 Total value:£4,018,775 Green Low Carbon Skills&Economy Programme Themes 7

Town Living (Phase 1Projects) Town CentreCore Hastings Castle office andcommunityspace Hastings co-working,flexible Enterprise Space,Ponswood Churchfields IndustrialEstate & GreenConnections Town CentrePublic Realm DigitalHub OB Creative Cambridge Road Development 12 Claremont Futures Together Broadening and vehicletrainingcentre Green Construction,energy 12 Projects

providing newandrenovating existinghomes Hastings BoroughCouncil– Town CentreHousingInvestment Proposal – Plan 2 Venture Agreement withfurther informationcontainedin Town Investment repurpose andrevitalisethecentre.Phase1projectsaresubject toaJoint in thetowncentrethroughacquisitionanddevelopment to modernise, REIT–Regenerationsites Hastings BoroughCouncilandNewRiver ofkey and itsimpact Hastings BoroughCouncil–tellingthestoryofNormaninvasion in thetowncentre Freedom Works –repurposingexistingopenplanemploymentspaces on Ponswood IndustrialEstate Unveiled Ltd–repurposingexistingopenplanoffice spaces Incubation Units,smallandmedium-sized factoryunits Hastings BoroughCouncil–Churchfields IndustrialEstateBusiness the projectwilltransform publicrealm philosophy ecology, ofcreative horticultural innovation andbiodiversity town centre. The HastingsGarden Town –inspired byGreatDixter’s (walking andcycling)theenhancementofpublicrealminHastings travelconnectivity East SussexCountyCouncil–focusonimproving active of thetowncentre Learning –developmentofacommunity-led quarter creative intheheart White Rock Neighbourhood Ventures, Heart ofHastingsandLeisure and offer toland-basedoccupationsandbusinessopportunities linked Plumpton CollegeandEducationFutures Trust –neweducationandskills Low CarbonSkills &businessstart up/developmentopportunities East SussexCollegeGroup–Infrastructureforprovision forGreen Project Lead&brief description

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Overall, the Towns Fund investment of £28.2m will

Executive deliver the following impacts: Summary

IMPACT 614 203 875,000 Projected number Number of new New Visitors of new local or refurbished to Hastings Town jobs that will homes Centre (per annum) be created 1,670m2 £448m New / upgraded The Gross Value green skills and Added (cumulative learning facilities Net Present Value by 2035) 23 56 Buildings A thriving Enterprises Either new well-connected Utilising high or repurposed town, a vibrant quality, affordable buildings and sustainable commercial spaces developed town centre (per annum) 15,054m2 17,707m2 Total m2 new / New and upgraded leisure, refurbished arts, cultural, affordable heritage buildings commercial and landmarks floor space Page 10

Executive Summary

‘Shovel Ready’

The Board is acutely aware that to continue to bring local people with us on this journey we need to demonstrate that we are making early progress. The ability to progress the ‘shovel-ready’ accelerator fund projects has been immensely helpful, but we need this momentum to continue, and we are pleased to include further projects that will be ready for early sign off (subject to preparation 3. Plumpton College (ground floor unit) of business cases as appropriate). These are:

1. Churchfields Business Centre Development of 28 business incubation units on Churchfields Industrial Estate. Towns Fund Ask: £750,000 1. Churchfields Business Centre (2021 / 22) – all permissions are in place for build.

2. Enterprise & Employment Infrastructure Creation of flexible office spaces in the town centre by Freedom Works and on Ponswood Industrial Estate by Unveiled Ltd. Total Towns Fund Ask: £332,500 – all permissions are in place (no planning permission required).

3. Broadening Futures Programme Establishment of Plumpton College facilities in the town centre and commence build of EFT training facilities at the Firs. Towns Fund Ask: £402,000 (2021 / 22) – all permissions are in place for build. 2. Ponswood Industrial Estate Page 11

We recognise that not everyone can or has been

Executive able to #MakeItInHastings Summary and the aim of this plan is to help turn this situation around.

Stakeholder Engagement The strategic objectives are: Stakeholder engagement is at the heart of our Investment Plan. Hastings is a lively, passionate and active town, • To equip people with the skills and confidence to where community and business are keen to engage, lend achieve their potential, strengthen their progression and their voice and get involved. Our engagement approach pathways into education, employment, self-enterprise detailed further in the document shows how our Plan has and raise their income levels been developed. COVID-19 refocused our approach to predominantly online engagement, and when possible, • To achieve a vibrant town centre, creating new leisure, a variety of offline methods through partners, networks housing and service offer, positioning Hastings as a and face-to-face workshops. The ideas generated from regional and national attraction while enhancing our a broad and diverse range of town voices informed our rich built and cultural heritage SWOT analysis, helped to distill our key challenges and Through our #MakeItInHastings campaign, ambitions, and define the impact we want and need the • To create an attractive vibrant and connected place fund to achieve for our town. to live, relax, work and visit and take full advantage we are harnessing our strong community of stronger staycation and home working trends as Our investment proposals reflect a ‘bottom’ up approach a result of COVID-19 of intelligence gathering and engagement; both in spirit and desire to create lasting, inclusive clarifying our collective understanding of the town’s • To create a resilient local economy by building on challenges, ambitions, and possible solutions; as well as the town’s economic strengths, through greater an open call for project ideas and investment proposals diversification and innovation, job creation and change by providing a platform to continue (we received over 150 project ideas), reflective of our improved productivity. community’s desire to have a voice and share opinions. to shape our Town Investment Plan. Page 12 – Context

92,700 56,700* population working age 3.9m of Hastings population *Stats: ONS Oct 2020

35k Overview

Hastings is located on the south coast of England. It has

almost eight miles of coastline and is surrounded by the visits student Foreign year visits per Tourism mainly rural district of Rother. The natural and open space of the High Weald is located to the north and Hastings Country Park to the east. Combe Valley Countryside Park lies to the western side of the town. buildings; new cultural assets – Pier, Source Park, Hastings The population of Hastings Contemporary, Stade open space, Classroom on the has traditionally been boosted Hastings developed from a small fishing port to a Coast; neighbourhood investments in housing, heritage LONDON during the tourism season on very busy days by up to 50%. substantial town and is known worldwide for its rich and public realm. Visitor numbers are further history including the Norman Conquest in 1066, almost increased by the arrival of 1,000 years ago. Hastings’ history is shaped partly by There have been setbacks and not all the investments over 35,000 foreign students its relationship to the sea and the physical constraints of have delivered the outcomes originally expected. The staying in the town each year. its environment, wrapped as it is by the rural landscape University of Brighton left Hastings in 2019 leaving three M25 of Rother to the north, east and west, and the sea to the large buildings standing empty, and the Pier went into CANTERBURY south. It is also influenced by its distance of just 65 miles liquidation in 2018 following a major refurbishment Hastings sits within proximity from central London. and is now under new ownership. to Brighton, Ashford, Channel M23 Tunnel, London, Gatwick TUNBRIDGE WELLS A21 FOLKESTONE Airport etc. All journey times Following a period of significant economic decline We however believe we are at a turning point and the ASHFORD take far longer than they would over the latter half of the 20th century, Hastings is now opportunities created by this funding opportunity will kick GATWICK PORT OF elsewhere and although we AIRPORT DOVER at a turning point in terms of its regeneration journey. start the next stage of our renewal of inclusive growth, A259 are only 65 miles from London

with greater and better direct benefits to our residents RYE CHANNEL it feels like 200 miles. Over the last 20 years it has recently benefited from living in the most deprived areas. TUNNEL A23 Hastings has four railway considerable capital investment, including: Hastings NEWHAVEN HASTINGS PORT A27 stations providing direct Station rebuilding; a new link road freeing land for Hastings was a major town long before the coming of BEXHILL BRIGHTON connections to London and employment and housing. University Centre Hastings the railway in Victorian times, which is when most seaside Gatwick International Airport. ORE (part of University of Brighton); a new Further Education resorts developed. Coastal towns which had 180-degree Journey times by train are college; new office blocks at Priory Quarter; Robertson catchment areas were real positives for investment then EASTBOURNE ST. LEONARDS WEST ST. WARRIOR SQ around an hour and a half Street and Innovation Centre; investment in new school and not the negative as sometimes perceived now. LEONARDS to both. Ill health...concentrating inareas – Chris Whitty, ChiefMedical Officer, Annual Report 2020 Page 13 –Context have actionable planstoimprove it. needs tobetackled. Describing and deploring itisnotenough; we needto of deprivation islong-standingand Trends & Challenges Page 14 – Context

Hastings is growing, changing and developing. Our Housing There is a limited supply of affordable housing in Hastings Annex 1 provides further pioneering and energetic town has lots of assets to build as a whole, which has failed to keep pace with rising detail of our full socio- on with a determined business and local community to Along with many other Victorian seaside destinations the demand for housing services. There were only 134 new economic context. help #MaketItInHastings; but we have many challenges borough witnessed a significant decline in the traditional affordable homes created over the past three years, to face and overcome in order to achieve our ambitions holiday market during the latter half of the 20th century. meanwhile, 262 households are living in emergency for the town. As a result, the large Victorian buildings that dominate accommodation, 1,596 households on the waiting list and waiting times can often be up to four years. Trends & Trends parts of the borough were subject to poorly conceived Hastings is the 13th most deprived town in England with conversions that created concentrations of Houses of

Challenges a quarter of children living in poverty. We are committed Multiple Occupancies. The private rented sector in Hastings is very large with to changing this and other intrinsic struggles through 28.8% of its population living in the sector compared recognising and acting upon them; so that Hastings Improving the ‘fabric’ of the housing stock is key to SE average of 16.3%. These homes are increasingly is a place where together, we can all prosper. to improving the town centre’s vibrancy, attracting unaffordable, often of poor quality, let on a revolving investment and holding on to existing populations door basis with little or no social support for the many to ensure social stability. vulnerable residents living in them.

Unemployment Hastings GVA normally hovers Public Health compared to SE around 4.8%, but Challenges 49% of the town’s £16,391 v £30,356 November 2020 Co2 emissions arise (2018, ESIF) NOMIS data Hastings has the worst life expectancy Linked to the lack of from the domestic shows 9.1% at birth and at age 75 out of all the employment opportunity housing stock districts in East Sussex. and poverty, there are significant public health challenges that need to be overcome, with obesity 12.2% of the working in children at an alarming age population have 25% 265 households level and life expectancy no qualifications living in emergency rates regionally very low. (Nomis Oct 2020) 33% housing Castle Ward has a 1,596 households fuel poverty rate of are on the Unemployment 16.9% compared to & Training SE figure of 7.9% waiting list

While the skills base of the resident population has gradually improved, including the proportion Children living of those with higher in low income and further education families in qualifications, there are Hastings – 24.9% Hastings has the considerable hurdles, compared to SE Job density (jobs per person) is 25% of all 4-5 year olds and joint-highest rate of both in training and 13.5% just 0.66 well below the average 33% of 10 and 11 year olds employment, with smokers for any area marked discrepancies in the South East of 0.88 are considered obese in East Sussex at a regional level. Page 15 – Context Coastal Deprivation Deprivation Hastings is however not the only coastal town in the These maps show the 10% increase from 2004. This South East to have experienced an increase in deprivation. increase is impacting more communities and reflects The maps below highlight the number of Super Output the economic performance across the South East coast. Areas (SOAs) across the South East in the top 10% most deprived areas in the country increased from 40 areas Trends & Trends in 2004 to 87 in 2019. Challenges 2004 2019 1 in 4 28.9% 13th Hastings children living Children in low income Most deprived Local in poverty families in Castle Ward Authority in England* Tendering Tendering ESSEX ESSEX *Down from 20th in six years

Basildon Basildon Southend Southend Deprivation Indicators Hastings South East UK LONDON LONDON Thurrock Thurrock Unemployment % rate (Sept / Oct 2020) Medway Dartford Medway Swale Gravesend Thanet Swale Thanet Claimants 9.1 5.4 6.6 Canterbury

Men aged 18-24 1 7. 3 9.1 10.9 KENT KENT Maidstone Dover Maidstone Dover Fuel Poverty (% of households) (2018) 11. 5 7. 9 10.3 Ashford Children living in low income families % (2018 / 19) 24.9 13.5 18.2 EAST SUSSEX Folkestone EAST SUSSEX Folkestone & Hythe & Hythe Life expectancy in years post-aged 65 (2016-18) Hastings Hastings Men 18 19.5 18.9 Women 20.6 21.8 21.2 Eastbourne Eastbourne

IMD Release – Rank of Average Rank Rank % Change Deprivation in Hastings Local Authority Change 2000 2004 2007 2010 2015 2019 2000-19 in Rank Although there has been considerable investment in fallen from the 20th to 13th most deprived local authority Hastings 43 35 26 22 19 13 -30 -70% Hastings, the impact on the economic wellbeing of many of in England. Rother 170 162 146 128 144 135 -35 -21% our residents has been limited. The reasons for this are many but mainly because previous regeneration programmes have Poverty is part of life for many of those both in and out Eastbourne 191 162 146 128 144 135 -35 -21% primarily relied on economic ‘trickle down’ effect which has of work in Hastings. Low pay, limited job security and never materialised. the necessity to take multiple part-time jobs is a feature Lewes 174 214 189 174 195 194 +20 +12% of many people’s lives. The number of children living in Wealden 246 274 255 243 268 254 +8 +3% Overall deprivation in the town remains stubbornly high and, poverty in Hastings has increased to 25% of all children, in some areas, it is getting worse. According to the Index of an increase of 6% since 2015. It also means reduced Folkestone & Hythe 107 111 113 87 101 84 -23 -21% Multiple Deprivation (IMD) of 2019, on the overall life expectancy and lower aspiration amongst the Thanet 62 74 56 49 34 34 -28 -45% ‘rank’ measure at local authority level, Hastings has next generation. Page 16 – Context

The full economic and social impact of the COVID Hastings is not immune from the pandemic is still to be determined. However, for coastal towns the impact is likely to be acutely felt with long term consequences on our visitor economy, hospitality industry, global problems that face towns retail and our extensive cultural calendar. Sector recovery is not just dependent on when the pandemic will end but also on how long the economy as a whole takes Trends & Trends and cities across the world. to recover. Challenges

COVID-19 • There is an increase in need for social care and medical staff It is difficult to assess the long-term effects of COVID-19 on the country, but its impact • Social changes such as where has been acutely felt and particularly in the and how people choose to live and work coastal towns with social and economic are bending towards a dramatic consequences on our economy over the next expansion of remote working few years likely to be significant

Climate Change

In February 2019, Hastings was one of the first councils in the UK to declare a climate emergency and set a target to make the town carbon neutral by 2030 Page 17 – Context Our 12 Economic & Social Challenges Our Four Key Challenges & Themes

Our challenges are derived from an extensive stakeholder We recognise that there is significant work to do across all Focussing on key challenges does not mean that the work engagement programme conducted during 2019 / 20. This 12 of the challenges if we are to fully realise our vision for ceases in these other areas, and it is a key ambition of the includes the Hastings & Rother Task Force Review, the new the town. However, responding to the four key challenges Board to see further leverage of investment to address the

Trends & Trends Local Plan and the SE Coastal Communities Economic helps us to channel our efforts and kick start the journey wider issues as part of the broader Town Deal. Discussions Prospectus and our work with the Town Board. The 12 to bring about the ‘change’ needed and demanded by the on this has already started and will continue even after the Challenges challenges were identified and then refined to four key Town Board. Deal has been agreed. challenges and themes to frame our Town Investment Plan.

Towns Fund Hastings Challenges Intervention Themes

Not many well paid Lots of empty shops Town centre feels Lack of affordable and high skilled jobs and buildings in the unsafe, unloved and housing and lots of in the town town centre and limited lacks vibrancy ‘low quality’ private Jobs & Enterprise retail offer rented sector Enterprise Infrastructure; Skills properties for let Growth Infrastructure

Forgotten Our heritage and natural Tackling and benefiting We are 65 miles The town centre is History Arts, Culture & Heritage assets are hidden, from the global from London but it not well connected to & Assets underused and some challenge to reduce our feels like 200 miles! key assets – e.g. poor cases in very poor carbon emissions to links from the station to condition near zero the seafront, the pier, and the castle Disconnected, Urban Regeneration, Unloved Planning & Land Use; Town Centre Local Transport

Local public transport Digital connectivity on Low-household We lack a not well-connected, aspiration leads strong industry Lack of offer to businesses, Urban Regeneration, infrequent and expensive to a low focus Quality voluntary sector and Planning & Land Use homes is limited skills base Housing Page 18 – Context Jobs & Enterprise Growth Forgotten History & Assets

Our Ambition: Our Ambition: Diversifying our industry focus, create more skilled jobs, new and A vibrant, artistic, creative town with a recognised identity and adapted business spaces, increased enterprise start-ups, prepare sense of place, which builds upon the opportunities Hastings has to flourish. A town with an incredible built and natural environment Trends & Trends residents for future jobs and higher aspirations for our young people and residents. which celebrates its history and maximises the benefits it brings for its community. Challenges • We are a coastal town with too few jobs, low pay, low aspirations, low skills, poor educational attainment and lacking strong industry • 1066 saw the town rise to fame with ‘that’ battle, but much of our focus, but a town with significant opportunities to flourish built heritage, maritime and natural environment is forgotten, • Successive generations have never entered the employment market underutilised and in some cases in poor condition • We have the second-highest claimant rate in the South East (East • The Royal Society of Arts Heritage 2015 Index placed Hastings Sussex in Figures briefing December 2020); our skills levels trail 3rd nationally for the strength of its heritage assets, but only behind the regional average at every level; 12.2% of our population 38th for heritage activity, demonstrating the potential for heritage have not gained any qualifications development in the town • We have not fully realised our potential as a destination Our four key • Coupled with a lack of aspiration towards jobs and qualifications, these have served as fundamental barriers to economic growth for cultural tourism which can significantly contribute to challenge themes: and activity and people reaching their potential. economic regeneration • The castle, could, and should, be at the heart of the town and a key visitor focus of 1066 Country alongside Pevensey and Battle. Enterprise Infrastructure; Skills Infrastructure Arts, Culture & Heritage

2 Disconnected, Unloved Town Centre Lack of Quality Housing

Our Ambition: Our Ambition: A thriving well-connected town, a vibrant and sustainable town Delivering new and retrofitted, affordable, high-quality, sustainable centre, embracing our independent alongside national retail offer, homes and cohesive and well-engaged communities. This ambition with a viable evening economy. A place where our community and can only be achieved if the other challenges are met and cannot be visitors feel safe with a sense of well-being and purpose, enhanced delivered in isolation. by its surrounding and revelling in its creative diversity. • A large proportion of our residents are unable to afford homes, a significant number of homeless and many of the homes that • There were challenges in the town centre emerging prior are available are of poor quality, or the wrong type to COVID-19 which have now been accelerated • A town with disconnected communities and too many disengaged • Hastings town centre is the physical, economic and social landlords presiding over low-quality, privately rented homes; ‘heart’ of Hastings, sustaining over 20% of the town’s jobs and where fuel poverty is significantly higher than the rest of (@6,000 jobs) with a cluster of economic and social activity East Sussex • It is home to its shopping centre, business quarter, emerging • Large Victorian buildings that dominate our town are not all good cultural quarter, transport hub, hotels and the pier. These are conversions for dwellings, creating concentrations of Houses of all within walking distance of each other Multiple Occupants • However, it faces a challenge with changing consumer behaviour, • 38% of housing stock is private rented and varying quality outdated and disconnected public realm, limited range of leisure • Our Local Plan housing target is 200 per annum and government set and social offer with ‘unfinished’ business from the original a target of 430 per annum. The town centre is a sustainable location 3 regeneration programme which started in 2001. for new housing growth as per our Planning Policy Framework. Urban Regeneration, Planning and Land Use; Local Transport 4 Urban Regeneration, Planning & Land Use Strengths & Page 19 –Context Opportunities pride and passion. The built and pride andpassion. Thebuiltand natural heritage ofourtown is extraordinary. Our landscapes, our people and Our landscapes,ourpeople and always beenasource oflocal our iconiccultural heritage has to the pandemic to protect the vulnerable. to thepandemic toprotect thevulnerable. of Hastings Youth Council,to ourcommunityresponse fromthework has considerable levelsoflocalactivism, the townalsohas atraditionofgetting thingsdoneand problemsaresignificantand pressing Although Hastings’ important ecosystems. is rich landscapes harbouringmany indiverse feature. seafront beingakey This magnificent coastline natural heritageofourtownisextraordinary withthe been asourceoflocalprideandpassion. The builtand bonfire nights.Ouriconicculturalheritagehasalways as Jack intheGreen,Fat Tuesday Hastings andthelively character, bubblingwithmany community-led eventssuch independent, andafree-spiritedplacewithdistinctive anywhere wouldn’t live else.Hastingsisquirky, fiercely Many peoplewhohavechosen ourtownashome

Page 20 – Context Opportunities for Resurgence Enhance our town by planting trees on pavements where space allows. Architecture, Heritage & Natural Environment Hastings resident Strengths & Strengths Opportunities The internationally 25 Local designated Hastings Wildlife Sites Cliffs, Special Area of Conservation (SAC)

Eight Local Stunning Nature Reserves historic townscape

18 areas of conservation

Three nationally designated Sites of Special Scientific Six Interest at Marline Valley scheduled 38 cultural monument sites heritage sites

Over 900 nationally listed buildings recognised for their special 27 archaeological Two registered architectural notification areas historic parks or historic interest & gardens Page 21 – Context Economy & Industry

Key Industry Key Local Statistics Connections Strengths & Strengths Opportunities Near full capacity industrial parks

Rock-a-Nore Queensway Employment fishing huts Corridor with the Enviro 21 Park, an environmentally sustainable industrial park, will act Hastings Pier as a catalyst for attracting other Hastings to Bexhill new businesses and premises. Contributed Link road (Combe Valley Way) £1,522m to East has opened up Sussex economy The value of goods opportunities for growth in 2018 produced is now over £1.6bn and supports 38,800 jobs

Hastings Contemporary art gallery South of Ridge West and along In 2018 Hastings GVA Queensway, and through to was £16,391 per head, neighbouring Rother, there an increase of 21% are opportunities to increase since 2010 the volume of industrial and commercial premises and to strengthen the links between the Hastings labour force and the town’s exports with the wider market of the UK 84% occupancy rate and beyond. January 2020 Page 22 – Context

1. Jobs & Enterprise Growth 2. Forgotten History & Assets Strengths & Strengths • Heritage natural environment: 8km of coast • RSA 2015 placed Hastings 3rd nationally for

Opportunities • New modern college offering both • Reliance on traditional seaside industries, line; designated country parks, historic the strength of its heritage assets, but only vocational and NVQ 4 / 5 level courses low productivity, skill and pay with a high gardens, archaeological sites and fishing fleet level of seasonality 38th for heritage activity demonstrating the potential for heritage development in • Hastings is a manufacturing hotspot • Heritage built environment: Hastings Castle, • Skill shortages failing to attract investment the town (precision engineering, vacuum / photonics St Mary in the Castle; Ladies’ Parlour; / food and drink etc) with 19.9% of GVA in 18 conservation areas; 900 listed buildings; • Lack of high-value jobs with limited Old Town; Burton St Leonards; Pier • Natural assets are high maintenance the borough opportunity for career progression. Job and subject to deterioration due to density is low at 0.66 (regionally 0.88) • Community-led Historic England funded climate change • Growing creative sector in web design, Heritage Action Zone programme at graphics, gaming, visual, music and • Growing demand for a variety of smaller Trinity Triangle • Financial viability of cultural buildings and performing arts managed office spaces; incubator units assets a challenge – the Pier, St Mary in and light industrial units • High visitor numbers and unique annual the Castle; White Rock Theatre; Hastings cultural events • Growing demand for a variety of smaller • High level of deprivation, many unable Museum; Hastings Contemporary managed office spaces; incubator units to work due to poor health, skills, lack • Three Arts Council National Portfolio and light industrial units of aspiration • Poor links between the seafront and the Organisations – Project Art Works, town centre – dissected by the A259 Home Live Arts and Hastings Contemporary

Our SWOT Opportunities Threats Opportunities Threats analysis per challenge • Low house prices, fantastic natural • Longterm impact of COVID-19: prolonged • Hastings Castle dominates the skyline • Historic assets are costly to maintain and theme derived environment makes Hastings a lifestyle recession; changing consumer behaviour; around the town. However, its story and some remain economically unviable from a variety choice for entrepreneurs, SMEs and those high levels of unemployment, possibility impact (Norman invasion in 1066) is wanting to work closer to their home of levelling down rather than up undersold and forgotten • Arts and cultural activities and of stakeholder programmes require revenue funding. engagements. • Available employment land for • Current changing consumer behaviour • Hasting history has an USP for rebuilding Pre COVID-19 it suffered from lack of development, empty buildings and sites is a threat to employment in the retail community pride and action as well as the funding due to austerity. Post COVID-19 in town centre to repurpose sectors, commercial, leisure and visitor economy there will be little public funding available hospitality • Demand for smaller managed working • Hastings declared as a ‘Music City’ – live • Access to arts, culture and heritage limited spaces and modern / green industrial units • Working from home as the norm limited music attracting new types of visitor to a few and often does not reach those to only a section of the local population living in the most deprived areas • Carbon neutral ambition of town – demand • Build on Hastings’ position as the for new types of businesses and skills to • Well-being and mental health issues birthplace of television enable adaptations to economy, homes, for residents due to lack of skills work and travel modes and employment • Historic townscapes provides attractive living and traditional built homes, with the potential to attract new investors and residents

Enterprise Infrastructure; Skills Infrastructure Arts, Culture & Heritage Strengths & Page 23–Context Opportunities • • • • • • • • • • sites and in the town centre sites andinthetowncentre Council isalargeowneroflandinemployment and private developers to transform the town totransformthetown developers and private Potential toworkwithsocialentrepreneurs projects inthetown capital of partners alreadysuccessfullydelivering Opportunity toreplicateexpertise andknowledge place area working, wellbeing,entertaining and social shopping, revitalise thetowncentreasaliving, Utilising changes touseclassesregulations to workremotely managed office spaceswhich enablepeople Growing demandforaffordable (smaller) for change ofuse in existencethetowncentre,ready Available, modernbuildingsarealready growth andadaptingtowncentre Emerging Local Planenablingemployment and employmentlanddevelopment substantial landforpotentialhousing New linkroadhasbroughtforward possible fastlinktoLondon viaHS1 Gatwick and Ashford Eurotunnel.Future Good localbusandrailservice–linksto access tobeach andgreenspace Coastal locationwithamazingviewsandgood Urban Regeneration, Planning&LandUse; Local Transport Opportunities

3. Disconnected,Unloved Town Centre

• • • • • • • • • • inside thetowncentre Lack ofqualityhotelbedspacesorchoices properties inthetowncentre Empty andpoorlymaintainedresidential passing by just front andpromenade–visitors Town centrenotwellconnectedtothesea footfall Poor eveningeconomy withdeclining unsafe andunloved social behaviourwhich itfeel canmake realm, poorlyconnected,issuesofanti- Town centrehaspoor, unattractive public to adapt Impact ofclimatechange –andthe need anti-social behaviouranddruguse Increasing levelsofstreethomelessness, Queensbury Houseetc buildings;Debenhams; empty –University Key buildingsinthetownCentreremains and hospitality against towncentreretail,entertainment business –changing consumerbehaviour Impact ofCOVID-19 andgrowthofonline Decreasing footfallanddwelltimes

Threats

• • • • • • • rented sector improve thehousingstock intheprivate to Experience ofusingenforcementpowers Company; HastingsCommons REIT;NewRiver OPTIVO; HastingsHousing – housing projectdevelopmentanddelivery Well establishedpartnerships toenable housing growth local planassustainablelocationfornew The towncentrehasbeenidentifiedinthe a deprived parta deprived oftheborough safe,secure,affordable deliver housingto Enables Council’s housingcompany to set outintheLocal Plan centre andincreasingdensityachallenge Development sitesavailableinthetown commercial /retailspaces centre intovibrantmixed-usehousing/ thetown to repurposeanddiversify Using commercialvacanciesandvoids labour, trainingandservices a localsupplyrequirementsforskilled House buildingprogramme–creates Opportunities

Urban Regeneration, Planning&LandUse

4. Lack ofQualityHousing

• • • • • currently outstripssupply Demand forqualityandaffordable housing waiting timeis537days for socialhousinginHastings. The average There arecurrently 1743 households waiting managed bydisengaged or absentlandlords rented–withmanyare privately being 57% ofresidentialdwellingsinthetowncentre the property landlords withlittle capitaltoimprove ormaintain rented homesownedbysingleproperty-owning improve thehousingstock –74% ofprivately to Significant financialinterventionisrequired in 18 /19 and140 in17 /18 completion ratesintheregion–20units Hastings hasoneofthelowesthousing • • • • • and underutilised of centrebecomingfurther neglected Town centreretailin decline,risk significant challenge existing homescarbonneutrala Cost andresourcesneededtomake property valuerisesinthetowncentre Displacement ofexistingresidentsas discourages newinvestments Poor qualityhousinginthetowncentre particularly thosewithlargerfamilies Growing affordability gap forhouseholds, Threats

Page 24 – Context

Building on Our Success Project Capital Outputs Achieved – Our Track Record • Bexhill to Hastings Link Road • Hastings Station Refurbishment • Public Realm (Seafront, St Leonards, Our key opportunity is to build on the multiple We believe this regeneration programme will be different Infrastructure partnerships that exist - public, private and communityled and more impactful than previous activities. Our key Parks and Gardens, Stade, town centre) organisations - to deliver regeneration. Many are active reasons for this are: • Fisheries Local Action Group investment Strengths & Strengths members of the Town Board and the fact there are in Hastings fishing fleet

Opportunities 12 different lead partners engaged in delivering our • Leadership of this regeneration programme is at a much more ground-led level; by the local partnership Town Investment Plan shows this partnership’s depth. • Lacuna Place Historically and since 2001 a total of 40 individual capital of the Town Board and the local administrative body • Havelock House investments, totalling £450m have been made through • The range of investment proposals assembled in Business Space the work of the Hastings & Rother Task Force framed Hastings are both large in scale and a step towards • Creative Media Centre around what is referred to as the ‘Six Point Plan’ (originally larger objectives. Most importantly however there is • Innovation Centre five) and other community and public partnerships. The a real attempt in this programme to direct the benefits initial programme was intended to last 10 years, but it of all these efforts to those living in our most deprived • East Sussex College and Station Plaza Skills and Education has continued to the present day. The success of this neighbourhoods, through inclusive growth • New Academies programme in terms of delivering capital interventions • The range of delivery partners engaged in delivery is has been considerable, with the majority of the funding also something significant and different for Hastings. coming from public sector sources. They range from a large real estate company, to small Health and Wellbeing • Station Plaza Health Centre and medium sized social enterprises and other Despite all the investments over the past twenty years, public bodies • Hastings Contemporary deprivation levels have remained almost static. The • The programme has also enabled the start of new • The Source Park reasons can generally be summarised as follows (based partnerships, both locally and regionally, to focus on research undertaken during 2019 and early 2020 in the on delivering economic change in Hastings. Cultural and Leisure Space • The Pier ‘Hastings & Rother Task Force Review’): • Azur • Hastings Fishing Beach and Stade Space • Regeneration activities over the past twenty years have not been delivered as a single “programme”, but • Townscape Heritage Initiative 1&2 have comprised different funding streams, objectives, • Central St Leonards Housing Renewal Area delivery and time lines Housing • Capital programmes have always relied on the ‘trickle • Coastal Space Project down’ effect in terms of their economic impact. • HMO Licensing The ‘trickle’ has failed to reach the most deprived communities. Programmes have generally been • 895 FTE jobs created through awarding separated from activities to address the needs and East Sussex Invest (incl. East of business capital grants and loans aspirations of the people 40 Capital • Leadership and evaluation of regeneration activities has Sussex Intervention Fund • Other outputs include training, Investments since never been consistent, with progress not monitored on and Property Based Funds) apprenticeships and volunteering 2001 totalling £450m a long-term basis opportunities • Effective regeneration activities rely to a large extent on a steady curve of economic growth to succeed. This has • 443 FTE jobs created not been the case over the last twenty years SUCCESS (Business Grants • Large capital builds need supporting revenue funding to • 51 businesses supported Programme – capital) build to a sustainable business model whilst the market conditions develop to enable organic self-sufficiency.

(See annex 4 for further details) Strengths & Page 25–Context Opportunities a spotlight on some key economic sectors. economicsectors. a spotlightonsomekey We expandonthisinthesectionbelowincluding current crisis. shows ourwant anddesiretorecover fromthe Board andtheworkofLocal StrategicPartnership is testamenttothat;theestablishmentof Town voluntary organisations topublicsectorandbusinesses, residentstocommunityand everyone fromindividual viastrongpartnership working,through service delivery to theCOVID pandemiccrisisandtheinnovation of Ourresponse of significantprojectsandinitiatives. ofanumber small towninthesoutheast,delivery working, which hasledto oursuccess,asarelatively assets are alsoourpeopleandpartnership Our key Spotlight onPeople & Industry ‘doers’, innovators andentrepreneurs. creative we have alonghistoryof on makingthingshappen.Edgyand Hastings isanambitioustown thatthrives #MakeItInHastings Page 26 – Context The total value of tourism activity Tourism Sector Hastings is a place people love to visit. However, this sector has significant opportunity to be strengthened in Hastings in 2019 is estimated to and bolstered to reflect current tourism appetites.

This is demonstrated by the total value of tourism activity have been around £386 million. in Hastings in 2019 which is estimated to have been around £386 million. It is vitally important to the town’s Strengths & Strengths economy and provides many jobs, from ‘entry level’ jobs

Opportunities in hospitality, small business start-ups like bike rental and kayak hire to working creatively on one of Hastings many cultural events.

It is estimated that around 3.8 million tourism day trips were made to Hastings in 2019, a rise of 12% compared to 2018. There was also an increase in day visitor expenditure of 14%. Trip length by domestic visitors in 2019 decreased and the total number of nights spent in Hastings fell from 1.36 million bed nights to 1.3 million bed nights (a decrease of 4%). However, there was an increase in the trip length of overseas visitors where the number of nights spent in Hastings rose by 15%.

This income to the local economy is estimated to have supported 5,240 full-time equivalent jobs. Many of these jobs are part-time or seasonal in nature and translate into an estimated 7,030 actual jobs, an increase of 8% compared to 2018.

The total value of Hastings cultural 14% increase in day tourism activity in 2019 attractions attract visitor expenditure was around £386 million, 4 million visitors in 2019 compared up by 8% compared to each year to 2018 2018

Of course, 2019 was quite different to 2020 and, it appears Annex 2 details further the economic impact 2021 too, with COVID-19 almost completely wiping out of tourism to Hastings. all trips from international visitors – and overseas visitors account for around 20% by value of our visitor economy. Number of overnight Tourism supports COVID-19 almost wiped Domestic staycations thrived in 2020 once the lockdown stays by overseas visitors an estimated 7,030 jobs out trips from overseas was over, with a noticeable change in demographics rose by 15% an increase of 8% visitors, which account for (to younger families and couples). compared to 2018 around 20% by value Page 27 – Context The manufacturing sector locally Manufacturing Sector Hastings has a long-standing history of manufacturing. The sector locally is resilient and makes a higher than contains some long-standing and average contribution to Gross Value Added (GVA) in the region at 19.9%.

high performing companies. Hastings has some long-standing and high performing companies in aerospace, defence, precision optics and Strengths & Strengths hi-tech electronics. Almost 8% of the working population

Opportunities works within the manufacturing sector and provides for higher levels of income than in many other sectors.

As an example, in 2020, Kurt J Lesker Company moved their European headquarters to a new base in Austin House in Castleham Estate in Hastings. Nearly three times the size of their previous location, they have also relocated their lab to the new site and are now opening up more space to enhance their logistics centre in a site nearby. While Interface Precision Engineering have been suppliers to the world’s major scientific manufacturers of test kits for COVID-19, and for healthcare equipment such as ventilators.

British & European First

Focus SB made a historic achievement in becoming the first British and European manufacturer in its industry to be licensed to develop, manufacture and export electrical wiring accessories to China in October 2017; enabling the company to supply British-made products into China’s multi-million dollar high- end residential and hospitality construction marketplace.

£££ 7.8%

In 2018, manufacturing Manufacturing has a Manufacturing supports GVA had grown by 3.7% higher than average 7.8% of local employment since 2010 contribution to GVA in the compared to regional #MakeItInHastings region at 19.9% average of 6.2% Page 28 – Context Hastings is a ‘creative hotspot’ Creative Sector Hastings is a creative hotspot at the epicentre of England’s Creative Coast stretching from Brighton to Margate. It at the epicentre of England’s punches way above its size creatively.

Hastings people are unstoppably creative, and this is Creative Coast stretching a major attraction to living and working in the town. Its wild coastline, natural diversity and rugged determinism Strengths & Strengths from Brighton to Margate. attracts a creative spirit and has lured or produced

Opportunities internationally celebrated artists like Quentin Blake and the Chapman Brothers. Hastings also prides itself on the variety of this sector, be you a fire-wielding metal forger or part of a neurodiverse collective of artists, everyone is welcome to #MakeItInHastings

The innovation charity NESTA, named Hastings a ‘creative hotspot’ with a high percentage of firms and potential for further growth in this sector. The creative community is a hotbed of creative talent and networked in ways only seen in larger cities.

This creative sector now employs around 800 Hastings residents across approximately 260 organisations and accounts for 9.4% of businesses in Hastings which involves interactive, performing, visual and fine arts, gaming, digital, story-telling and more.

As well as having three National Portfolio Organisations; Project Art Works, Hastings Contemporary and Home Live Art; Hastings has seven museums and 18 professional art galleries. COVID-19 has had a huge impact on the sector with commissions, contracts, events and venues having to cease activities almost completely.

Hastings also has a vibrant annual calendar of cultural, arts and heritage festivals. It is known for its events regionally and nationally, involving and attracting many people that live here and enticing The Creative Hastings Hastings named as a people to visit. Due to COVID-19 virtually all events Sector employs an & Rother is a UK ‘Creative Hotspot’ by have been cancelled since March 2020 and are estimated 800 people ‘Music City’ innovation charity unlikely to restart until at least Autumn 2021. NESTA in 2017 Page 29 – Context Hastings has a passionate and committed network of grassroots community action and voluntary groups. Strengths & Strengths Opportunities

Community & Voluntary Sector

Hastings has a passionate and dedicated population who give their time and energy to create a diverse voluntary, community and social enterprise network. These dynamic groups have been the driving force in the response to the pandemic, making sure those who need support, receive it. Impressively, there are over 6,000 active volunteers in Hastings and the sector also employs 975 people making it a major part of the economy.

Supported by Hastings Voluntary Action, the sector provides a range of services including 1-2-1 advice, skills development, training and intensive support to vulnerable communities and local people. Through Hastings Community Network, representation on town- wide strategic bodies is well developed, and networks reach across all sectors. It supports a range of partnerships and plays a crucial leadership role including chairing the Hastings Local Strategic Partnership and co-chairing the Town Deal Board.

#MakeItInHastings Page 30 – Context We have mapped the type of activities, (The castle) has historical projects and the rationale to address our significance but there is very little to see and it takes about key challenge themes whilst exploiting our ten minutes to walk round. economic strengths and opportunities. Trip Advisor review

Key current Current Interventions Evidence of need / rationale for project funding source

• Addressing high levels of unemployment by working with residents from our

& Rationale deprived communities • Widening the local education, skills and learning offer • Connecting Hastings & Rother Together • Developing a skills pipeline for employers • Towns Fund (CHART) • Working with children to increase mobility and aspirations Accelerated Fund • Employment Hub at the town centre • Enabling business growth, retention and churn by improving local infrastructures • ERDF and ESF Jobs & • Hastings Opportunity Area (extended • Responding to local (East Sussex) demand for industrial commercial spaces (ESIF) Enterprise to 2022) • Strengthening of business clusters, providing supportive, flexible spaces for growth – • Local Growth Fund Growth • Queensway Gateway Road creative, manufacturing and digital East Sussex Invests • Business grants and loans programme Evidence of Need of Evidence • Diversification of economy to higher value jobs • Creating new job and business opportunities for all • Helping address impact of COVID-19 on our tourism industry Alongside annex 1,2 and 3, this table shows the types of activities (interventions) that are already underway • Supporting a local community to create an active and inclusive new creative quarter, to address the need within rejuvenating redundant, empty buildings that can be difficult, caused by a lack of investment the key challenge themes. in heritage assets due to commercial viability issues • Towns Fund It also lists the funding Accelerated Fund currently addressing • Trinity Triangle Heritage Action Zone • Providing new live and work spaces for creatives • Historic England these needs. • Hastings Observer Building • New opportunities for communities to engage, participate, learn and influence Funding • White Rock Source Park • Diversify town centre offer to attract different audiences, increase visitor numbers and • Getting Building • Hastings Commons Alleyway project increase footfall, dwell time and spend Forgotten History Funding & Assets • Town Centre Business Improvement • Provide more housing to meet the demand for move-on accommodation for vulnerable • Growing Places District adults, and meet the need for facilities to support well-being and health inequalities Fund • Offering creative, digital and high technology pathways for young people from education into • CHART employment, and supporting the COVID-19 recovery for young people • Improving the connectivity from town to sea with bringing buildings and assets back into use Page 31 – Context

• Activities to start to address town centre public realm which was last upgraded over 25 years ago

& Rationale • Addressing community concerns that the centre is ‘unloved’, ‘unsafe’ with ‘nothing to do’ • Supporting demand for attractive town as part of diversifying offer to attract footfall and • Hastings & Rother Movement • Towns Fund economic spend Access Package Accelerated Fund • Helping improve visitor experience • Electric Vehicle Charging points • ESCC transport funding Evidence of Need of Evidence Disconnected, • Improving the connectivity between seafront and the town centre • Project ADDER (Addiction, Disruption, • Targeted class drug use Unloved Town • Helping address town centre and shopping centre footfall decreases • Diversion, Enforcement, Recovery) reduction programme Centre • Helping improve the evening economy offer • Addressing the anti-social behaviour issues in the town centre and help improve the health and wellbeing of residents • Promote and encourage the low carbon agenda for residents and visitors

• Renovation of houses is part of repairing the fabric (buildings) of our town • Addressing the large number of HMOs and poor quality private rented sector housing in the town centre (Castle Ward – 55% private rented) • Most of housing stock in town centre is already built (and needs maintenance) • Housing stock needs to respond to green agenda and rising fuel poverty • HMO licensing scheme in town centre to • Retrofitting homes to reduce carbon emissions, will address socio-economic issues • BEIS raise standards in the private rented sector • Building up local supply chain and training / green skills opportunities during conversion / • Hastings Housing • Green Homes Grant Warmer Sussex retrofit programmes Company investment (Hastings – borough wide programme) • Addresses lack of good quality, new and affordable housing in the town centre • Flexible Housing • Next Steps Accommodation Programme • Bringing empty properties back into use to meet shortage of housing Support Fund Lack of Quality for Rough Sleepers (across East Sussex) • Continues momentum of council housing company providing safe, secure, affordable • Rough Sleeping Support Housing • Bulverhythe Housing Development housing to meet the needs of its residents Fund • Diversify the town centre – to support the creation of a vibrant, sustainable and mixed-use town centre; more residents living in the town centre will improve the evening economy • Growing affordability gap for households in the private sector • Residents living in deprived areas will see benefits from regeneration programmes • Government’s new homes target for Hastings 430 units per annum • Current Local Plan Target 200 units per annum Page 32 – Context

Like most towns, Hastings Challenges Opportunities

faces a set of challenges • Potential increase of community to • Capital projects delayed coalesce around common shared (HAZ activity delayed) story and sense of place (e.g. local on an unprecedented scale. economy – buy local) As a deprived town we are • Hastings normally receives around • Potentially less usage of built assets 1,500 homelessness presentations but increased usage of natural assets likely to be hit extremely per year

hard by this crisis. • Lockdown measures reduced the availability of accommodation in private • Some of community discovering and on Our Town on Our In September 2020, Hastings had the second highest and social sectors. In February, people under-standing value of town’s natural claimant rate in the South East region, and the highest in spent an average of 172 days living assets during lockdown – opportunity East Sussex – its rate has doubled since September 2019. in temporary accommodation; this to grow momentum In many aspects prior to COVID-19 the town was at a increased to 186 days by October significant pivotal moment in terms of regeneration. Like many places, its impact and with the oncoming recession, Hastings faces a major threat to its economy. This will have • The increased number of people • The demand for homelessness services far reaching consequences for all parts of the borough working from home and changes and without appropriate interventions will further widen is expected to increase when the ban Impact of COVID-19 COVID-19 of Impact to consumer habits will reduce the the health and economic inequalities in the town. The on evictions is lifted, particularly if the demand for retail spaces in the town, economic, skills, investment, social and health challenges economic downturn continues facing Hastings will be further impacted by the COVID-19 some of which will be suitable for crisis, and for a longer period. residential conversion

• Youth unemployment increases • The way offices are designed, Hastings has We have a serious issue with the further, with a high proportion of our managed and used – including a the second highest lack of housing for young people young community out of education move towards quality co-working and employment and flexible workspaces claimant rate in the and there’s not sufficient support SELEP and for the homeless long term. • The difficulties people face in • Meanwhile use – smaller spaces, South East finding and sustaining jobs as sectors Hastings resident often B8 / storage, that employees continue to struggle through ongoing homeworking can access ‘ad hoc’ COVID-19 restrictions

30 wards have rates at or 1 in 7 young people and above the England average, 1 in 6 young men claiming with the highest rates in Central Universal Credit St Leonards (14.1%), Gensing (12.2%) and Castle (11.4%) (Claimants by district, September in Hastings 2019-2020 and percentage of

working age are claiming) (ESIF Nov.2020) Page 33 – Strategy

Looking to the future 2030 – What does success look like?

The Town Board in March 2020 agreed our vision for the Delivering 4,550 new Thriving and diverse economy town following a lively discussion and debate as to what quality homes that people with a strong manufacturing we want to achieve. This was prior to the COVID pandemic can access and want sector, new creative technology and economic crisis. Now our vision, more than ever in high density, well designed and green industries creating before, is crucial to our town’s future. or new neighbourhoods that lots of job opportunities.* support active lifestyles.* How we developed our vision The Town Board has worked as openly as possible in these most difficult times to imagine, develop and agree a collective vision for the town. We have used both previous and current consultations for the Local Plan Net zero carbon ambitions through (2020), our Future High Street Fund application (2019), reduced private transport and and some initial consultation in early January to March building emissions and expanded 2020 when the Towns Fund was launched to develop green infrastructure.* our vision. 2020 Vision

*Note: the estimated outputs and outcomes below will contribute to our vision and deliver towards the longer term impacts identified A healthy, vibrant and quirky in the Local Plan as shown above. seaside town that people love to visit, live and work in and say, ‘I can #MakeItInHastings’ IMPACT 1,670m2 203 £448m 875,000 New / upgraded Number of new The Gross Value New Visitors green skills and or refurbished Added (cumulative to Hastings Town learning facilities homes Net Present Value Centre (per annum) by 2035)

614 23 15,054m2 17,707m2 56 Projected number Buildings Total m2 new / A thriving New and Enterprises of new local Either new upgraded leisure, well-connected refurbished Utilising high jobs that will or repurposed arts, cultural, town, a vibrant affordable quality, affordable be created buildings developed heritage buildings and sustainable commercial commercial spaces and landmarks town centre floor space (per annum) Page 34 – Strategy Our programme will be delivered Programme Interventions Towns Fund Outputs through Interventions that respond to our Strategic Objectives defined Enterprise Infrastructure; by Key Principles that underpin Skills Infrastructure Jobs & everything we do. Enterprise Growth Increase in the amount of shared workspace • Enterprise & Employment Our Strategic Objectives and innovation facilities, Infrastructure new skills facilities and local • Green Low Carbon 1. To create a resilient local economy by building skills offer that responds Skills & Economy on the town’s economic strengths, through greater to local skills and diversification and innovation, job creation and employer needs improved productivity.

2. To create an attractive vibrant and connected place Challenges to live, relax, work and visit and take full advantage of stronger staycation and home working trends Arts, Culture as a result of COVID-19. Forgotten History & Heritage & Assets New and upgraded assets, 3. To equip people with the skills and confidence to • Hastings Castle World including prominent achieve their potential, strengthen their progression and Heritage Destination landmark, with links to pathways into education, employment, self-enterprise • Town to Sea Creative inclusive growth and raise their income levels. Strategic Objectives Quarter

& Key Principles & Key 4. To achieve a vibrant town centre, creating new leisure, housing and service offer positioning Hastings as a regional and national attraction while enhancing our rich built and cultural heritage. Key Principles VISION Urban Regeneration, IMPACT Our Key Principles Disconnected, Planning & Land Use; Unloved Town Local Transport Programme interventions deliver inclusive Strategic Objectives Objectives Strategic Delivery of commercial, leisure economic growth: • Town Centre Core & quality residential space in Inclusive regeneration ensuring residents in the most • Town Centre Public key locations. Development of deprived parts of Hastings benefit directly from capital Realm & Green dilapidated sites and delivery of interventions, through improved linkages to supporting Opportunities • Connections new public spaces activities, skills and workforce development.

Programme interventions that improve our health and wellbeing: Urban regeneration, Dynamic and inclusive health and wellbeing outcomes Planning & Land Use by the creation of attractive social places and facilities, organisational partnership working, improved access Improved housing stock to services and opportunities for self-improvement. Lack of Quality in town centre; reducing Housing long term empty properties; Programme interventions deliver clean growth: lead by example with good Growing our income while cutting greenhouse gas retrofit projects; reducing • Town Living emissions and maximising the advantages for business carbon emissions from from the global shift to clean growth. Success means homes and fuel poverty transforming our buildings and industries into low-carbon hubs, safeguarding existing jobs and homes for the future. Page 35 – Strategy Hastings town centre is the physical, economic and social ‘heart’ of Hastings, sustaining over 20% of the town’s jobs.

Overlooked by Hastings Castle and framed by the sea and pier, it is home to the business quarter, transport hub, hotels and Strategy independent creative industries, all within walking distance of each other; this is why the development and repurposing Our Spatial Our of the town centre is a key area of investment.

In line with Towns Fund guidelines we have prioritised our interventions in the following areas:

1. Hastings town centre 2. Hastings employment sites 3. Hastings Gateway & Transport Hub Page 36 – Strategy

Hastings Major Heritage Assets 01 Hastings Pier Town Centre 02 Palace Court, White Rock 03 Hastings Library

Strategy 04 12 Claremont 05 Holy Trinity Church,

Our Spatial Our Robertson Street 06 His Place Church, Robertson Street 07 Underground Car Park and Shelters Carlisle Parade 08 52b Robertson Street 09 Havelock Public House Priory Meadow Education Business 10 Town Hall, Queens Road Shopping Centre Quarter Quarter 11 12-13 York Buildings 12 5-6 Albert Road 13 Baptist Church, MAJOR HERITAGE ASSETS Opened in 1997, contains Heritage assets: The investment area contains 17 14 Wellington Square East Sussex College Group approx. 290,000sq.ft of retail heritage assets and several listedContains buildings. over Hastings150,000sq.ft of with approx. 1,200 students. 150 1 CastleHasting sStreet Pier space including 56 stores Castle, the town’s only direct linkmodern with the office Norman space hosting Loss of Brighton University 160 2 StPa Marylace Cou inrt, theWhit eCastle, Rock and services. The centre businesses like Saga (200 invasioncampus isin Septa short 2019 distance leaving away, perched on the hill, 03 Hastings Library has lost famous stores like jobs) and Medica (80 jobs) Pelham Crescent visiblethree bigfrom empty most buildings parts ofand the town centre. 04 12 Claremont Littlewoods, River Island, and soon to be DWP HQ 17 Pelham Arcade the loss of footfall of its staff 05 Holy Trinity Church, Robertson Street Next and Clintons etc – this (250 jobs) and students 180 6 HastingsHis Place Chu Castlerch, Robertson Street is not unique to Hastings Traditional shopping streets: Public realm 07 Underground Car Park & Shelters, improvements more than 25 years ago pedestrianised Carlisle Parade the much of the centre but now looks outdated. 10 09 52b Robertson Street 14 12 09 Havelock Public House, Havelock Road Heritage Traditional 18 Leisure10 Town H&all ,Cultural Queens Roa Assetsd Housing 06 13 Assets Shopping Streets 10 0111 Hastings12-13 York Building Pier s 09 11 07 16 12 5-6 Albert Road 11 08 0213 WhiteBaptist Church,Rock Theatre Wellington Square 05 06 09 Housing stock and streets 04 0314 TheWellington Source Square The investment area contains Public realm improvement 15 17 in the town centre date 15 Castle Street 17 heritage assets and through pedestrianisation has 04 True Crime Museum back to mid-19th century. 03 05 16 St Mary in the Castle, Pelham Crescent several listed buildings. enhanced connectivity between 05 Opus Theatre Many units above shops 17 Pelham Arcade, Pelham Place Hastings Castle, the town’s shopping streets and Priory 07 are HMOs with over 60% 0618 OdeonCastle Castle Cinema only direct link with the Meadow Shopping Centre. privately let. Many in poor 02 07 Pool / Snooker Bar Norman invasion is a short These improvements were 04 08 condition (41 % fail the distance away, perched on carried out 25 years ago and 08 Beachfront decent homes standards), the hill, visible from most now look outdated and can 03 badly managed and 09 St Mary’s in the Castle parts of the town centre be improved 02 lack investment 10 HastingsLEISURE AND Castle CULTURAL ASSETS 11 Observer Building Business Quarter 01 Hastings Pier Heritage Unfinished 02 White Rock Theatre 01 Heritage Action Zone 03 The Source Action Zone Business 04 True Crime Museum 01 Education Quarter 05 Opus Theatre 06 Odeon Cinema Some original plans for Gardens 07 Pool/Snooker Bar New cluster of community the town centre from 2001 Queens Road Quarter 08 Front / Beach and privately owned, remain unfinished. There are 09 St. Marys in the Castle managed and repurposed development sites and large 10 Hastings Castle neglected buildings in Trinity empty and derelict buildings Retail Quarter Triangle for people, homes which have the potential to Transport Hub and creative businesses permanently transform the area Listed Building Page 37 – Strategy High-tech companies looking to expand but finding suitable larger premises in Hastings short supply. The demand profile for new facilities ranges from small sub 5,000 sqft, Employment Sites 35,000 sqft to 55,000, and up to 100,000 sq.ft.

Strategy Hastings is a popular location for employers, with five It was the emphatic view of all the agents and developers interviewed that, despite well-established small and medium-sized industrial the dip in demand in some areas, there are severe supply-side shortages both in the Our Spatial Our estates supported by innovation clusters and good quality business support. supply of industrial premises and land for their future development.

There is strength and depth in local manufacturing GL HEARN HENDA Report 2019, Locate East Sussex March 2020 and the supply chain that these companies support. 7.8% Manufacturing supports 7.8% of local employment 1 compared to regional average of 6.2%

Recent consultation with the sector is one of relative 2 stability for most despite the current climate. 3 8

However, much of the industrial stock in Hastings comprises of older stock often being at least 30 to 40 4 years old, aptly described as “cheap but not cheerful”.

The market in Hastings has been in virtual paralysis and one agent reported a short period in 2019; ‘where 5 no industrial space was available at all’. 6

Employment growth is dependent on having stock available with supply being the key to unlocking the 9 market. Even where there is new development, wider supply is so poor that there are no empty second- 10 hand buildings. 01. The Ridge West 02. Castleham Office accommodation is primarily concentrated within 03. Queensway South Hastings town centre and will continue to be emphasised in the new Local Plan*, to ensure that office and civic 04. Churchfields functions are in sustainable locations and easily accessible 7 05. Ponswood for local people, allowing them to live, work, shop, enjoy 06. York Road leisure time and #MakeItInHastings. 07. Bulverhythe *Consultation on the new draft Local Plan begins end of 08. Ivyhouse Lane January 2021 and will run for eight weeks closing in late March 2021. 09. Britannia Enterprise Ctr 10. Roebuck Centre See Annex 3 for further details of evidence. Page 38 – Strategy Gateway & Transport Hubs Improving Rail Links

Strategy Hastings Station Plaza and transport hub was rebuilt A key ambition of Hastings has been to improve the rail in 2004, abutting key educational and health facilities. service to Hastings from the region. It is important to Our Spatial Our It is located a few minutes’ walk away from the shopping note that over recent years intense lobbying has been and business quarter and is a gateway point for the town. undertaken to improve rail services to and from Hastings and particularly via HS1 and the Marshlink (the line Completion of the Hastings to Bexhill Link Road has between Hastings and Ashford). Work is currently ongoing significantly improved road connectivity and journey to quantify the costs and benefits of reducing Central times between the two towns and towards the west of the London / Hastings journey times down to c.66 minutes. region. It has also helped to unlock significant commercial The introduction of one faster train in each direction development sites on the edge of both towns. Some local Monday to Friday between London and Hastings has also connectivity routes have been improved with various demonstrated that some journey time improvements are sustainable transport developments e.g. cycle routes possible with the existing infrastructure, albeit not at the (Hastings and Bexhill Sea Front) and other walking routes most convenient times, and was the result of lobbying but much of the public realm is poor and outdated. led by the former Hastings & Rye MP. Project Page 39–Strategy Prioritisation Accelerated FundofJuly 2020. initiative duringthe ‘shovel ready’projectproposalswereceived ranging projectproposals. This was inadditiontothe28 during thesummerof2020,generatingover 150 wide- There was anamazingresponsefromthecommunity call forideas. our proposalsfortheInvestment Planviaanopen ‘bottom up’approach was alsousedtogenerateall challenges, ambitionsand strategicobjectives. This and community-level datahelpedustodevelopour Analysis oftheinformationgathered, plus‘past’strategic weaknesses, opportunitiesandthreats. views tounderstand thetown’s strengths, organisations andcommunitiestoheartheir The Town Board reached out to local Major retailer /commercial developer –NewRiver REIT Business Improvement District –Love HastingsLtd Hastings ChamberofCommerce development partnership) Sea Change Sussex(localregeneration South EastLocalEnterprise Partnership (Co-Chair) Hastings Borough Council East SussexCountyCouncil Member ofParliament for Hastings&Rye

the 3-stage prioritisation process. the 3-stageprioritisationprocess. assisted ourindependentconsultantsingoingthrough a subgroupoftheBoard(ofnon-conflictedmembers) by abusinessleaderandcommunityleader. From this, community infrastructureorganisations. Itisco-chaired public sector, localgovernment, ourMP, andbusiness organisationsand representative includingthosefromthe Hastings Town DealBoardconsistsofarangepartners Town Hub. followed the3-Stageguidanceprocesssuggestedby Facebook others pages.Ourprojectprioritisationprocess ‘My Town’, HastingsBoroughCouncil,local pressand We alsoembracedmany oftheideascomingvia SME Organisations Hastings &RotherInterfaith Forum Education Sector Culture andHeritage Community and Voluntary Sector Hastings &RotherClinicalCommissioningGroup East SussexPublicHealth Hastings Youth Council • • • • • • • • Unveiled Ltd The Source Hastings Opportunity Area –DfERepresentatives East SussexCollegeGroup Trinity Triangle Heritage Action Zone Group(NPOorganisation)Cultural leaders Hastings VoluntaryAction Hastings CommunityNetwork(Co-Chair)

each theme. The expectedimpactsarealsodefined. the programme’s Theory ofChangeandlogicfor are presentedinthefollowingpages,including challenge principles andkey themes,objectives Their alignmentwiththe Towns Fund vision,key programme interventionthemes. 12 projectswhich were‘clustered’aroundseven In summarytheprocessledtoselectionof

Towns Funding: to besubmitted for A summaryofprojects Project Page 40–Strategy Prioritisation

Challenge Themes 4 Forgotten History & Assets Jobs &Enterprise Growth (Enterprise Infrastructure; (Arts, Culture &Heritage) Lack ofQualityHousing Planning &Land Use) (Urban Regeneration, (Urban Regeneration, Unloved Town Centre Planning &Landuse; Skills Infrastructure) Local Transport) Disconnected,

Towns Fund ask:£1,500,000 Total value:£4,000,000 Town Living Towns Fund ask:£10,000,000 Total value:£72,845,835 Town CentreCore Towns Fund ask: £3,50,000 Total value:£5,650,000 Destination Hastings Castle World Heritage Towns Fund ask: £3,082,500 Total value:£12,786,500 Infrastructure Enterprise &Employment Towns Fund ask:£3,000,000 Total value:£4,498,000 & GreenConnections Town CentrePublic Realm Towns Fund ask:£4,055,000 Total value:£10,019,000 Town toSea Quarter Creative Towns Fund ask: £3,079,000 Total value:£4,018,775 Green Low Carbon Skills&Economy Programme Themes 7

Town Living (Phase 1Projects) Town CentreCore Hastings Castle office andcommunityspace Hastings co-working,flexible Enterprise Space,Ponswood Churchfields IndustrialEstate & GreenConnections Town CentrePublic Realm DigitalHub OB Creative Cambridge Road Development 12 Claremont Futures Together Broadening and vehicletrainingcentre Green Construction,energy 12 Projects

providing newandrenovating existinghomes Hastings BoroughCouncil– Town CentreHousingInvestment Proposal – Plan 2 Venture Agreement withfurther informationcontainedin Town Investment repurpose andrevitalisethecentre.Phase1projectsaresubject toaJoint in thetowncentrethroughacquisitionanddevelopment to modernise, REIT–Regenerationsites Hastings BoroughCouncilandNewRiver ofkey and itsimpact Hastings BoroughCouncil–tellingthestoryofNormaninvasion in thetowncentre Freedom Works –repurposingexistingopenplanemploymentspaces on Ponswood IndustrialEstate Unveiled Ltd–repurposingexistingopenplanoffice spaces Incubation Units,smallandmedium-sized factoryunits Hastings BoroughCouncil–Churchfields IndustrialEstateBusiness the projectwilltransform publicrealm philosophy ecology, ofcreative horticultural innovation andbiodiversity town centre. The HastingsGarden Town –inspired byGreatDixter’s (walking andcycling)theenhancementofpublicrealminHastings travelconnectivity East SussexCountyCouncil–focusonimproving active of thetowncentre Learning –developmentofacommunity-led quarter creative intheheart White Rock Neighbourhood Ventures, Heart ofHastingsandLeisure and offer toland-basedoccupationsandbusinessopportunities linked Plumpton CollegeandEducationFutures Trust –neweducationandskills Low CarbonSkills &businessstart up/developmentopportunities East SussexCollegeGroup–Infrastructureforprovision forGreen Project Lead&brief description

Project Page 41–Strategy Alignment Delivers cleangrowth Delivers Improvements inourhealthandwellbeing Delivers inclusive economicgrowth inclusive Delivers Key Principles Strategic Objectives Lack ofQualityHousing Disconnected, Unloved Town Centre Forgotten History& Assets Jobs &EnterpriseGrowth Challenge Themes cultural heritage and nationalattraction whileenhancingourrich builtand housing andserviceoffer positioningHastingsasaregional To achieve avibranttowncentre, creatingnewleisure, income levels into education,employment,self-enterpriseandraisetheir their potential,strengthenprogressionandpathways To equip peoplewiththeskillsandconfidencetoachieve staycation andhomeworkingtrendsasaresultofCOVID-19 fulladvantageofstronger relax, workandvisittake To createanattractive vibrantand connectedplacetolive, and innovation, jobcreationandimproved productivity town’s fication economicstrengths,through greaterdiversi To createaresilientlocaleconomy bybuildingonthe Complementary Direct

Infrastructure Employment Employment Enterprise & Enterprise & Green Low Carbon Green Low Carbon Skills &Economy Project alignment with ourchallenges, strategic objectives andkey principles Hastings Castle World Heritage Destination

Creative QuarterCreative Town toSea

Town Centre Core

Town CentrePublic Realm &Green Connections Living Town

Theory Page 42–Strategy of Change • • • • • • • • • • • • •

Hastings Local Plan2019-2030 Housing Strategy/CorporatePlan Hastings ClimateEmergencyStrategy/ Hastings CapitalStrategy2020-2021 Hastings &Rother Task Force Review Strategy /COVID-19 EconomicResponse Economic Prospectus /Local Industrial South EastLEP–CoastalCommunities (COVID-19 recovery plan) East SussexEconomicRecovery Plan National IndustrialStrategy on localeconomy Disproportional impactofCOVID-19 and wellbeing Poor qualityhousingimpactinghealth mobility andincreasingunemployment poorsocial Significant levelsofdeprivation, impacting wages andproductivity Low levelsofeducationandskills– vibrancy ofthetown decline inthephysical conditionand Decreasing footfallwithinthetowncentre– highervaluejobs needed todrive hospitality –greaterdiversification Local economy dominatedbytourism/ Strategic Context Local Conditions

• • • • • • • • • • • • • • • Interventions deliver cleangrowth Interventions deliver Interventions improve ourhealthandwellbeing economic growth inclusive Interventions deliver Hastings asaregionalandnationalattraction leisure, housingandserviceoffer positioning To achieve avibranttowncentre,creatingnew to achieve theirpotential To equippeoplewiththeskillsandconfidence advantage oftrendsasaresultCOVID-19 relax,workandvisittaking place tolive, To createanattractive vibrantandconnected by buildingonthetown’s economicstrengths To createaresilientlocaleconomy of residents Increased healthandwellbeing Increased inward investment Increased visitornumbers Higher qualityresidentialoffer Creation andsafeguardingofjobs Increased wage ratesandproductivity and deprivation Lower levelsofunemployment GVA to2035£448m Growth inthelocaleconomy, & Principles Objectives Impacts

VISION • • • • • • • • • • • • • Increased ability for individuals to work towork Increased abilityforindividuals Improved arts, culturalandheritageoffer co-working spaces base, increasednumberofbusinessesusing business New businessstart-ups; diversified land values increasing Increased footfall/visitornumbers; accessible; improved perceptionofthearea improved townscapethatismoreattractive and the health,safetyandmobilityofpedestrians; Enhanced towncentreexperiencethatprioritises and entrepreneurship who haverelevantskillsforemployment Increased %ofyoungpeopleandadults remotely /flexibly Private sectorinvestment £12m Public sectorinvestment of£73 NLCF, Sport England,HomesEngland) (HE, Other publicsectorfunders ACE, NLHF, Council capitalinvestment programme voluntary organisations Local communityincludingbusiness and committed accountablybody Town DealBoard,widerpartners and Towns Funding

Outcomes Inputs

m

• • • • • • • • • • • • • • • • garden townconcept:1sq.mile Improved towncentrepublicrealm,incorporating Number ofnew&refurbishedHomes:203 affordable commercialspaces(perannum):56 Number ofenterprisesutilisinghighquality, (per annum):875,000 toHastingstowncentre Number ofnewvisitors Projected numberoflocaljobscreated:614 space: 17,707m New &refurbishedaffordable commercialfloor 1,670m New /upgradedgreenskills&learningfacilities: Total m economic growthandwellbeing:23 Number ofbuildingscreatedorrepurposedfor heritage buildings&landmarks:15,054m Town Living green connections Town centrepublicrealm& Town CentreCore Town toSeaQuarter Creative Hastings Castle World HeritageDestination Green Low Carbonskills&economy Enterprise &Employmentinfrastructure 2 2 new/upgradedleisure,arts, cultural, Interventions 2 Outputs

2 Page 43 – Strategy

Towns Alignment Programme Fund Rationale with Towns Key Outputs Outcomes / Indicators Themes request Fund

Enterprise & £3,082,500 • Addresses low job density and high levels of unemployment and impact of COVID-19 Enterprise • Development of new employment • Business counts over four years – • Responds to local demand for industrial commercial spaces Employment infrastructure; land – 5,657m2 180 • Enables growth, retention and churn Infrastructure Skills • Increase in shared workspace – • New business birth rates – 11 per • Diversification of economy to higher value jobs infrastructure 1957m2 annum • Strengthening of business clusters – creative, manufacturing and digital • New business start-ups – 78 • Apprentices trained over four • Creating new job and business opportunities for all residents and young people • Creates centre for high quality growth of SME’s / move-on businesses • New learning and training years – 60 (15 per annum) • Supports the wider market and inward investment facilities – 3 • Improved business perception • Site identified for development in Local Plan and council’s Capital Investment Strategy • Number of jobs created – 253 on availability and demand for • Needs external investment to make developments viable due to low land values and commercial spaces rental income; invest now for long-term benefits • Maintenance and resilience of the Logic Table Logic • Replicating successful business model already in delivery regionally manufacturing sector Programme • Opportunity to retain home grown talent in growing sectors • Repurpose empty units in the town centre

Green Low £3,079,000 • Expansion of regional adult and young people learning and training provision Skills • New learner floorspace – 1070m2 • Students gaining qualifications – Carbon Skills • Creating new job and business opportunities for all residents and young people infrastructure; • New learning facilities – 2 215 per annum & Economy • Diversification of economy to higher value jobs Enterprise • Skills outputs – 27 new courses • 95% of learners on pre- • Green skills are a rapid growth area – putting residents ‘ahead of the game’ infrastructure • Commercial floorspace – 200m2 employment programmes in emerging practices and skills • New learners assisted per • New and reputational ‘Excellence • College able to provide revenue funding to deliver the training in newly annum – 565 Centre’ in Retrofitting and developed spaces • New Jobs – 17 Heritage skills • Lack of other capital funding sources for repurposing of spaces in the town centre • Addresses labour (supply) but also builds local market (demand)

• Making full use of our history and cultural assets • Increased length of visitor stays Hastings £3,500,000 Arts, Culture & • New, upgraded heritage • New opportunities for communities to engage, participate, learn and influence • Increased number of national Castle World Heritage facilities – 3 • Brings a significant local asset and its story to life and international visitors Heritage • New visitor hub – 1 • Addresses current poor connectivity to and from it, and access for all • Visitor numbers increased in Destination • Increased visitor numbers – • Capitalises on its historical significance to enhance the visitor offer, especially the other local attractions 250,000 per annum move towards ‘staycations’, offering a regional and national benefit • A longer visitor season • Increased use of funicular lifts – • Fosters sense of ownership and connection by the community • Number of regional new jobs – 30,000 per annum 1500 • New jobs – 24 Urban • New inter-connected cultural and £4,055,000 • Supporting a local community to create an active and inclusive new Creative Quarter • Increased footfall to the town Town to Sea community assets – 3 • Provides new live and work spaces for creatives Regeneration, centre Creative • New commercial space – 700m2 • Continued rejuvenation of Heritage Action Zone area Planning • Growing and improving the Quarter • Increased digital innovation • Continued successful repurposing of heritage asset – Observer Building & Land Use; evening economy space – 300m2 Arts, Culture • Growing the number of creative • Expansion of skills opportunities for young people • New homes – 16 & Heritage businesses in the town centre • Growing success of social enterprise / common’s approach to regeneration in this area Improved public spaces – 200m2 • Replicating model of co-working space and capped rent already successfully • New jobs – 20 in delivery • Improved access to wellbeing • Redundant asset with no availability of other capital investment services and facilities • Prevention of homelessness • Wrap-around support provision equals better outcomes for vulnerable people Page 44 – Strategy

Programme Towns Fund Alignment with Outcomes / Rationale Key Outputs Themes request Towns Fund Indicators

Town Centre £10,000,000 • Addresses town centre and shopping centre decreasing footfall over the last four Urban • New commercial leisure • Improved mix of use for town Core successive years, and accelerating retail closures Regeneration, centre – 7,325m2 centre assets • Improves evening economy, leisure and cultural offer in town centre Planning & Land • Repurposed shopping centre • Increased footfall • Resulting in diversification of economy to higher value jobs Use; Arts, Culture and underutilised retail • Direct access to jobs Logic Table Logic & Heritage; spaces • Direct access to learning Programme Programme • Addressing current market failure to attract future investment Enterprise • New mixed-use opportunities • Addressing over-reliance on retail as the draw and changes in shopping habits Infrastructure; development – 167 new • Growing the economy and resilience compounded by COVID-19 Employment homes of town centre • Meeting current and future needs of residents, businesses and visitors Infrastructure • Increased leisure and • Establish private and public • NewRiver REIT proven track record in development, investment and delivery cultural usage partnerships to respond to • Acts as leverage for other projects (Heritage Destination, Creative Quarter, continued challenges Public Realm & Green Connections and Town Living)

Town £3,000,000 • Addresses upgrades to town centre public realm which had its last major Urban • Upgraded ‘Gateway • Enhanced public realm throughout Centre investment over 25 years ago Regeneration, Hub’ – 1 town Public • Bringing the essence of the town’s 6% of green assets into the urban town centre, Planning & • New or upgraded walking • Improved connectivity and signage Realm increasing wellbeing, perception and dwell time Land Use; and cycling paths • Improved perception of the centre • Delivering clean growth and improvements in local health and wellbeing Local Transport • Increase in public art • Increased visitor numbers, footfall & Green • Improves connectivity and gateways to and from town centre • New and upgraded and dwell time Connection • Addresses concerns of community safety and negative perceptions public spaces • A collaborative design and delivery approach at the heart of quality placemaking • Supports COVID-19 recovery through diverse activities in the town centre

Town Living £1,500,000 • Responds to the need for town centres to be multi-faceted and contributes to town Urban • Newly refurbished • Improved housing stock in centre transformation regeneration, homes – 20 town centre • Addresses the shortage of available housing Planning & • Improved commercial • Reduced number of empty units • Brings back into use empty units in the town centre Land Use assets – 2 (100m2) above shops • Part of managing the large number of HMOs and poor quality private rented • Retrofitting skills offer – 5 • Reduced carbon emissions sector housing in the town centre (housing projects) from homes • Provides housing in one of the most deprived wards in the town • Supporting those housed • Reduced fuel poverty • Addresses climate change agenda, recognising that most carbon emissions come into employment – 20 • Providing examples of best practice from residential properties in retrofit projects • Continues momentum of council’s housing company to provide housing to meet needs of its residents • Local Plan housing target 200 homes per annum • Government proposed target 430 homes per annum

TOTAL £28,216,500 Strategic Fit Page 45–Strategy Industrial Strategy. LEP Local IndustrialStrategyandNational national strategiessuch as thecurrent South East and HousingStrategies,widerregional the HastingsCorporatePlan,Capital Other strategiesdescribedinannex5include local strategies. This summarytablealignstothreekey tie inwiththesestrategies. overridinghighlights howourthreekey principles local,regional andnationalstrategies.Italso key challenges andprogramme interventionsalignto demonstrates howour Towns Fund ambitions, tablethat Annex 5includesacomprehensive

Policy /Strategy Recovery Plan Communities Communities East Sussex East Sussex Prospectus Local Plan Economic Economic Economic Hastings Coastal Coastal

• • • • to ourchallenge themesof‘Lack ofqualityhousing’and‘Jobs &enterprisegrowth’: The threepriorityareaswithintheLocal Planof‘Morehomes’, ‘Tackling ClimateChange’ and‘MoreJobs’aredirectlylinked • • the followingstrategicambitionsofProspectus: towns toaddressthesocio-economicchallenges andimprove theireconomicperformance.Ourchallenge themesalignwith A CoastalCommunitiesPartnership identifiesstrategicissuesandopportunities toenablethe South Eastcoast’s poorest • • • • our Town Investment Plan: economic recovery andresiliencepostCOVID-19. Itidentifiessixmissions,ofwhich thefollowingfouralignwith The EastSussexEconomicRecovery Planaimstobuildsustainableprosperityfor theregionandtodrive growth andimprove ourhealthandwellbeing Our threeoverriding economicgrowth,clean inclusive principlesalsoalignwiththeLocal Planpriorityareastodeliver co-working, enterpriseandbusinessgrowth,newjobs,skillsentrepreneuropportunities increasedcapacityforemployment, Interventions providing newemploymentspacesandskillsprogrammeswilldeliver opportunities andalowcarboneconomy acrossHastings,EastSussexandthecoastalregion Itwillhelpreduceemissions,provide greenskills,green,lowcarbonandland-basedemployment initiatives. The regionallyimportant green,lowcarboninterventionwilldevelopnew, greentechnology innovative andtransport to reinventandbringvibrancythetowncentre townliving morequality,Our housinginterventionwillrepurposeemptybuildingstodeliver affordable, energyefficient homes of ‘Jobs &enterprisegrowth’ ‘Collaboration betweenbusinessandschools; alignwithourinvestment developpre-employment programmes’ theme ‘Lack ofqualityhousing’and‘Jobs &enterprise growth’ ‘Retrofitting Programme, andhousingenergyefficiency strategyalignswith twoofour interventions’ challengethemes, as a‘World HeritageDestination’ –supporting regionaltourismgrowth mission alignswiththechallenge theme‘Forgotten thecastleprojectwillputHastingsonmap history&assets’; ‘Fast-forwarding –(supporting business’ businessesandjobsinleisure,hospitality, tourism,retailandculture). This alignswithourchallenge‘Building skills,creatingjobs’ themeof‘Jobs &enterprisegrowth’ will provide greenskillsandemploymentopportunities ‘Cleaner energy, greenertransport’ alignswithourchallenge themeof‘Jobs &enterprisegrowth’. Ourintervention public realmwillachieve travelconnectivity, active economicrenewal andclimate-adaptation alignswithourchallenge‘Better places,fullerlives’ theme‘Disconnected,unloved towncentre’. Hastingstowncentre Strategic Fit

tourism offer andsupport aclean growthprogramme. skills which willre-invent ourtown centre,improve our of newinfrastructure schemes, housing,employment and to support economicgrowth –includingthedevelopment the town’s responsethroughawiderangeofapproaches All projectsoutlinedinthis Town Investment Plansupport and theEastSussexEconomicRecovery Plan. the Local StrategicPartnership StatementofIntent incorporating theHastingsCOVID-19 Recovery Plan, interventions couldrespondtoa COVID-19 recovery The projectassessmentprocessconsideredhowthe COVID-19 Page 46–Strategy Response

The Town Investment Page 47– The Town Investment Programme Programme of Programme Overview • • • • • • • assets arising from theseven programmes New orrefurbished /repurposed economicandsocial outputs: the followingkey it willbenefi Over thelifetimeof Town Investment Planwebelieve • • • against principles: by delivering ourkey The investment willtackle ourdeep-rootedchallenges response toourlocal,regionalandnationaldrivers. improve ourcoastalcommunityandprovides astrategic neededto oflocalgrowthandproductivity drivers key respondstothe Our combinedprogrammeofactivities for social letting. and inpoorcondition acquiredandrefurbished towncentreHousesinMultiple Occupation Five and A259 seafront(approx. 1sq mile) Public realmimproved –Hastingstown centre Place at Wellington and commercialleisure;newmixed-use development Meadow shoppingcentreincluding newhomes new commercialleisurecentre,repurposed Priory Town centrecore(Phase1projects)including a HubatObserver Building public spaces;DigitalCreative Road Development–homes,wellbeingcentreand 12 Claremont–gallery, andworkspaces;Cambridge live Town quarter to seacreative projectincluding: Hastings Castle–newregionalvisitorcentre (Plumpton College) Ore Valley; andinthetowncentre The Firs New GreenSkills Technology Learning Centre, at Ponswood andthetowncentre industrial estate;repurposedexistingoffice spaces New industrialandcommercialunitsonChurchfields Programme cleangrowth. interventionsthatdeliver and wellbeing Programme interventionsthatimprove ourhealth areas) in ourdeprived benefitseconomic growth(delivering tothoseliving Programme inclusive interventionsthatdeliver t all our 92,700 residents directly and generate residentsdirectlyandgenerate t allour92,700

Improved towncentrepublicrealm, incorporatinggarden townconcept Number ofnew &refurbishedHomes Number ofenterprisesutilising highquality, affordable commercialspaces(per annum) toHastingstown centre(perannum) Number ofnewvisitors Projected number oflocaljobscreated New andrefurbishedaffordable commercialfloorspacem New /upgradedgreenskills&learningfacilities Total m Number ofbuildingscreatedorrepurposedforeconomicgrowth andwellbeing Estimated Gross Value NetPresentAdded (tocumulative Value by2035) Towns Fund Programme Indicative Outputs Summary EconomicImpact(Indicative) 2 new/upgradedleisure,arts, cultural,heritagebuildingsandlandmarks 2 17,707m 1 squaremile 203 56 875,000 614 1,670m 23 £448m Estimated Total 15,054m 2 2 2 (by 2035). for every£1 Towns Fund total publicmatch; and£16 Money at£5for every £1 we estimatethe Value for consultants Genecon, prepared byour Using calculations

The Town Investment Page 48– The Town Investment Programme Programme of OurPlan Development passion andfocustoachieve. ourcollective we welcomewithopenarmsandwillgive and economicwellbeing. This isanopportunity which challenges bothfortheeconomy health andourresidents’ regeneration processinHastingsatatimeofacute interventions offers anexcitingchance tokick-start the The Towns Fund opportunity andourprogrammeof and nowformsaprojectincludedinourplan. via theEOIprocesswhich hasbeencaptured,developed the caseofaresidentwhosubmitted aonesentenceidea a voice andshareopinions. This isbestexemplifiedby ofourcommunity’sproposals, reflective desiretohave adopted anopencallforprojectideasandinvestment challenges andambitions andpossiblesolutions. We ofthetown’s understanding in clarifyingourcollective approach ofintelligencegathering andengagement, both Our Town Investment proposalsreflecta‘bottom up’

and reach. and nationalimpactintermsofinnovation, profile confident anumberoftheseprojectswillhaveregional to ensureamuch widerimpact forthetown. We are which willworkinpartnership withtheseprojects We arealreadyidentifyingawiderpipelineofprogrammes forall ourresidentsandcommunities. objectives work thatneedstocontinueuntilwehaveachieved our tosparkthatwiderprogrammeof in theplanarekey across allareasofourtown,andthespatialincluded needs tobeonthebroaderhorizon. We knowthereisneed The Town Boardrecogniseshoweverthatourfocus

Page 49 – The Town Investment Programme Impact – National, Regional & Local

We are asking for a total Towns Fund investment • A town centre regional offer developed in partnership we are pleased to identify projects within the programme of £28,216,500 which will leverage in an additional with New River REIT, which will be diversified, renewed that will be ready for early sign off (subject to preparation IMPACT Programme £85,583,610. At this stage this represents an additional and revitalised by bringing mixed use facilities, new of business cases as appropriate). £3 of private and public match for every £1 of Towns homes, commercial leisure and other facilities into Fund investment (3:1 ratio), resulting in a programme our current aged infrastructure. Our shopping centre These are: of significant regional and national impact. located in the heart of the town centre, is sub-regional, integrated with the other town centre high streets and • Churchfields Business Centre – development of As examples: facilities. With the new and additional commercial, 28 business incubations units on Churchfields • Through this investment we will see the story of the office, leisure, cultural, hospitality and housing assets Industrial Estate Towns Fund Ask: £750,000 (2021 / 22) – The Town Investment Town The Norman invasion come alive, through interpretation we will introduce the ‘15-minute city’ concept as part all permissions in place for build and footfall, living and breathing in our residents’ of our ambitions for the town. • Enterprise and Employment Infrastructure – creation psyche once again. The story will reach beyond the of flexible office spaces in the town centre by Freedom 35,000 foreign students who currently visit our town • Our investment proposal will build on our Highstreet Works and on Ponswood Industrial Estate by each year, and the Castle will be a national destination, Heritage Action Zone, running through to the seafront Unveiled Ltd Total Towns Fund Ask: £332,500 – all befitting the world-renowned battle the town gave its establishing a wide arc of creative and cultural permissions in place (no planning permission required) name to, the story it symbolises, and its impact on enterprise development. These projects will ensure the • Broadening Futures programme – establishment of our history. town centre is no longer divorced from the seafront, Plumpton College facilities in the town centre and Castle, residential areas or our heritage parks. commence build of EFT training facilities at The Firs • Key to our success, and supporting all this, is the Towns Fund Ask: £402,000 (2021 / 22) – all permissions creation of two new regional skills sector bases. These • Our proposed projects will drive our low-level job in place for build. will be focused on the green economy and land-based density up; provide room for business to grow within skills, employment and self-enterprise. Our ambition the town centre and other employment sites via is for Hastings to become a skills excellence centre for development of flexible work spaces. They will also these future jobs so our local workforce can help us create more industrial units to support our existing meet our net zero carbon targets. We can offer these businesses and attract new businesses from the region. skills both along the coastal conurbations and in the region. The skills sector we will develop will have • Visitors will also want to see the South East’s first local, regional and international significance and will Green Garden Town. Green arteries will connect our future proof our town with new training and work old Norman harbour of a town centre to its nationally opportunities for our residents. recognised countryside parks, seafront and urban parks. This, coupled with the wider movement and access • East Sussex College and Borough Council are also plans and curation of our street scene, will deliver a in negotiations with a power company to explore town which allows people room to breathe, think and investment into the new Skills Centre, which will provide dwell – pushing much needed footfall into our town training of the necessary regional workforce needed to centre retail offer. significantly upgrade the south coast power supply. This would provide new and specialist training at all levels We are excited and hopeful about what these diverse and new jobs with the company and their supply chain. range of projects can bring to the future of our town, The proposed development is also included in a joint its communities and the wider region. However, the Board application to establish an Institute of Technology (IoT) is acutely aware that to continue to bring local people with focused on logistics, engineering and construction. This us on this journey we need to demonstrate that we are would enable the investment proposal to attract match making early progress. The ability to progress the ‘shovel- funding and develop additional Higher-Level provision ready’ accelerator fund projects has been immensely in these sectors. helpful, but we need this momentum to continue, and The Town Investment Page 50– The Town Investment Programme Programme summer 2020. has already started with£1minvestment during late The work ofrevitalising ourtown through thisfund Fund Proposals Fund Proposals Hastings Accelerated Summary of COVID-19 restrictions willbe completeby March 2021. government inthesummerof2020and subjecttoany The accelerated fund proposalswereagreedwith the Partner Project Name&Delivery Hastings Borough Council charging infrastructure Investing inelectric vehicle East SussexCollege Group Hub & TouristAdvice An Employment, Events Neighbourhood Ventures White Rock ProjectLower Alley Hastings Commons– The Source of former White Rock Baths Phase 2Redevelopment

charging pointsinthetowncentrepubliccarparks the towncentrethroughinstallation ofelectricvehicle To expandtheprovision oflowcarboninfrastructurein experience andincreasefootfallintothetowncentre COVID-19 economic recovery, improve thevisitor of thegroundfloorcollegetosupport thepost The projectisathree-prongedapproach toredesignpart space, newtrainingandamenityspaces the HastingsCommons. newretail The projectwillmake peculiar assetsthathavebeenbroughttogetheraspart of The projectcapitalisesontheopportunities ofarange form abusinesscluster totheanchorcustomers tenant,(theSource Park) and for occupationbysmallbusinesseswhosharesimilar open roomsadjacenttothecurrent seafrontcourtyard decades. The capitalwillbeusedtorefurbishandre- Baths thathavelaidderelictonHastingsseafrontfor This projectwillre-developtheremainderof White Rock Project Description

Total and sustainabletransport links Improvements toornewparksandgreenspaces Local transport empty commercialproperties Project location Improvements totown centresincludingrepurposing Adjacent to Transport hub Skills infrastructure immediate benefit Demolition orsiteremediationwherethiswillhave empty commercialproperties Improvements totown centresincludingrepurposing Enterprise Infrastructure Urban Regeneration, Planning&LandUse immediate benefit Demolition orsiteremediationwherethiswillhave empty commercialproperties Improvements totowncentresincludingrepurposing Arts, CultureandHeritage Enterprise Infrastructure Urban Regeneration, Planning&LandUse Alignment with Towns Fund £1,000,000 £15,000 £250,000 £250,000 £485,000 Requested Funding £1,541,000 £50,000 costs) for operation (£250K match £500,000 £275,000 £716,000 Total Value Page 51– The Town Investment Programme: Programme Themes &Interventions marginalised communities. of social-purpose enterprises,especiallyfrom part ofthe WORXPACE programme:supporting growth economic andsocialchange. This projectforms South growthstrategiesfor East,developing inclusive Itwillworkwithpartners acrossthe sectors. the creative and innovation spacesandsupporting localgrowthof former office unit,providing affordable work,meeting Unveiled Ltd,will seektorepurposealong-termempty 2. Enterprise Space, Ponswood established industrialestate. with goodlinkstothelocalroadnetwork,onawell- for employmentuseintheLocal Plan. The siteislocated Borough Council’s existingChurchfields IndustrialEstate There arethreeundevelopedsiteslocatedonHastings 1. Churchfields Industrial Estate Development estates andthetowncentre. The threeprojectsare: and businessincubatorfactoryunitsonindustrial to servethelocalcommunitywithflexibleworkspaces these sitesforavarietyofdifferent businessopportunities site inHastingstowncentre. The programmewillunlock 3km tothenorth-west ofHastingstowncentre,andone This programmelookstodeveloptwoemploymentsites Enterprise Infrastructure; Skills Infrastructure Infrastructure Employment Enterprise & Co-funding Private Co-funding Public Towns Fund Total Value Costs &Funding

£161,000 £9,525,000 £3,082,500 £12,768,500 opportunities toflourish. lacking strong industryfocus,butatown withsignificant opportunity, lowskills, pooreducationalattainment and challengeskey including: toofewjobs,lowpay, lack of developments thatwillaimtoaddress severalofthe enterprise focusedprojectspresent asetofstrategic The proposedpackage ofthreemajoremploymentand Project Justification structures. existing membership encouraging collaboration,rolling outtoFreedom Work’s offices, private openplan workspace, meetingrooms, engaging TV /onlineproduction. The spacewillprovide space (TVedit:offline &onlinesuitesa voiceover suite) curated andpeer-support withina‘MediaSuite’ activities & flexibleworkspacewithafocuson:collaboration, town centretoaddtheirportfolio co-working delivering have identifiedseveralunderutilisedbuildingsinHastings spaces inHove, Worthing, Chichester andGatwick. They Freedom Works ownandrunflexibleoffice /co-working & CommunitySpace 3. HastingsCo-working, FlexibleOffice economicgrowth. for inclusive area ofHastings)andSilverhillareaswithhugepotential straddling theborderbetweenHollington(anunderserved The proposedsiteislocatedonanindustrialzone

A2 • • • Key Milestones • • • Outputs &Outcomes town. the demandfornewmediumsized businessunits inthe address this,whilsttheChurchfields projectwilladdress Ponswood andHastingstowncentreInnovation spacewill the environment thatmany start-ups andSMEsdesire. The that theycancontinuetorun/growtheirbusinessesin flexible workspaceswillprovide accesstoresourcesso are self-employed. The creationofnew, modernand economy who aresmallbusinessesandentrepreneurs workplace issettodecline. A significantpart ofour and theusenecessityoftraditionalopenoffice COVID-19 hasacceleratedthechange inworkpatterns 01 Space – fit out&no planning required. Town centreCoworking, FlexiOffice &Innovation no planningrequired Enterprise Space, Ponswood –mainlyfit outofunit, project andremainingcompleted by2024 Churchfields IndustrialEstate–one‘shovel’ ready 78. over 4years: Start-ups and/orscale-upsutilisingbusiness incubation 180and sustainablecommercialspaces (over 4years): Number ofenterprisesutilisinghighquality, affordable Jobs created:253 20350 Industrialunit Layout 1 :100

18000 2350 638

17420 • • SPECIFICATIONS OF BRIEF • • • • • • • • • • 3500 Access Access Way Power power phase Three B1 B1 panels Solar windows Roof roof Green rear to zone Plant potential Mezzanine Reception/office Point Tea WC DDA windows and doors door, Shutter Roller Insulated 6755 - B8 use B8 - Floated concrete floor concrete Floated WAREHOUSE 1 13655 13440 parking parking Access Access DDA DDA Road bay 2000 2352 13000 Footpath E ON 2.2 m² 3.5 m² 11.0 m² POINT TEA DDA WC GIA m² TOTAL 231.1 FOYER 4 WAREHOUSE 3 2 1 ubrNm Area Name Number

3725 Room Schedule - Industrial Unit Industrial Room Schedule - 6900 6600 1700 parking parking DDA DDA 600 bay 4025 2 2400 4 3

20350 2325 2200

1600 2000 80m2 GIA 80m2 floor mezzanine future for Allowance Tea Point Tea Toilet DDA M Part Foyer 247.7 m² 247.7

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esetv iw1-Industrial Unit Perspective View 1 - IndustrialUnit 3D View2 - IndustrialUnit 3D View1 -

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3 0First Issue P0 Hastings Hastings Description Rev Sidney Little Road, Hastings, TN38 9PU TN38 Sidney Hastings, Road, Little @A2 Scale Dwg by Checked by Drawn Date No. Project Client Project Sheet work commences. work notified to ALLEN CONSTRUCTION CONSULTANCY LTD befo specialist's drawings and documents. Any discrepan drawingThis to is be read conjunction in all with relevant Consultant's and/or without consent. prior CONSTRUCTION CONSULTANCY LTD and may not be used or drawingThis and copyrights the and patents therein DO NOT SCALE FROM THIS DRAWING. IF IN DOUBT ASK. shopof drawings and commencement work of site. on dimensionsAll and levels be to checked on by site contractor prior to preparation Email: [email protected] 2900 765 (0)121 +44 Tel: Shirley, Solihull, B90 4ND Road, Highlands House, Highlands - 6no Industrial Units Industrial 6no PX Plot on - Industrial Unit Layout and 3D - Churchfields BusinessChurchfields Centre 1 1 : 100 Visualisation - 6510 are the property of ALLEN cies orcies variations are be to ACC - 01- re there affected reproduced XX - DR - 07/09/2020 A - 1100 sSetLN As Sheet Date PQ,PP Rev. 6510 LN P0 by Page 52 – The Town Investment Programme: Programme Themes & Interventions Green Skills & Low Carbon Economy

Costs & Funding

Total Value £4,018,775

Skills Infrastructure Towns Fund £3,079,000

Co-funding Public £859,775

Enterprise Infrastructure; Infrastructure; Enterprise Co-funding Private £80,000

There are two project elements to this programme theme: to students in Hastings; and (2) creation of a classroom / growth policies whilst providing skills training that future- EFT admin block at The Firs for EFT to increase and broaden proofs our labour supply. The Firs development – a ‘shovel ready’ project ready 1. Green Construction, Energy and Vehicle Training Centre their training and support offer, including additional land- to commence and build as soon as funding is approved. delivered by East Sussex College based and outdoor courses; leading to accredited delivery Outputs & Outcomes The Firs: consultant and architects have been appointed An important regional scale project that will improve as a result of the joint work with Plumpton. • New learner floorspace:1070m2 and are working on plans to ensure that work can begin skills provision in new green / low carbon technologies • Skills outputs: 27 new courses as soon as funding is granted. In particular, planning across not only Hastings, but the wider East Sussex The partnership will work together to deliver the • Commercial floorspace: 200m2 around connecting services to the modular buildings and area. The project will develop a Green Technology Centre programmes with outdoor-space at the Firs to • New learners assisted per annum: 565. managing drainage of surface water will begin in January of Excellence on the East Sussex College Ore Campus complement the classroom space at Lacuna Place in 2021 when the CHART developments are expected providing 20 new training and learning programmes. the town centre. EFT will also support pupil recruitment, Key Milestones & Project Delivery to begin. enrolling students from deprived backgrounds and deliver Plumpton It will focus on skills for low-carbon, sustainable and complementary employment training. Lacuna Place refurbishment – a ‘shovel ready’ project Planning permission: early February 2021 power generation; construction retrofitting for domestic ready to commence tender and build as soon as funding Contractor start: May 2021 and commercial properties and the servicing and repairs Project Justification is approved. All works completed: October 2021 of electric and hybrid vehicles. The project is designed to address local skills deficits by Project fully functioning: January 2022. providing new additional skills programmes and courses Plumpton College have an in-house team to manage 2. Broadening Futures Together – partnership project and deliver green skills programmes to meet modern the development of this relatively small-scale capital East Sussex College Green Technology Centre of between Plumpton College and Education Futures requirements. The project capitalises on the strengths project. Planning permission is not required, and Hastings Excellence and Green Transport Centre – following Trust (EFT) of existing education providers in Hastings (East College Borough Council are starting the initial development approval of the Towns Fund application, the College would This partnership project will enable Plumpton College Sussex and EFT) and the opportunity to bring Plumpton phase in preparation for the fit-out investment through mobilise the design team to conclude all designs to an to set up a new pilot skills hub in Hastings town centre College into Hastings town centre. the Towns Fund. RIBA Stage 2. The shell and core of the centre is already introducing seven new land-based skills programmes present in the existing building and initial sketch scheme in the area. In addition, the charity, Education Futures The new Green Technology Centre of Excellence and Green designs have been completed and from a standing start, Trust, will be able extend its services in the deprived Baird Transport Centre will respond to increases in consumer the project would be completed within 84 weeks. ward. The project will provide for: (1) new facilities in the demand for greener products (electric and hybrid cars) town centre for Plumpton College to locate in Hastings and advanced low carbon technologies, decarbonising introducing a land-based training and learning offer commercial and domestic properties and new clean Page 53 – The Town Investment Programme: Programme Themes & Interventions

Hastings Castle World Heritage Destination & Heritage Arts, Culture Arts,

Costs & Funding

Total Value £5,650,000

Towns Fund £3,500,000

Co-funding Public £2,150,000

This is our flagship, signature project for the whole Project Justification Key Milestones Hastings Town Investment Plan. The project that will Before the COVID pandemic, annual visitor numbers to the Consultation with community and stakeholders, spring capture the imagination, and the project that can drive Castle were around 30,000. Hastings Castle simply does 2021 onwards: a step change in the performance of the south coast’s not feature on most visitor’s itinerary, nor do local people • Detailed ‘specifying’ of interpretation centre: visitor economy. understand its importance. Nearby Smugglers’ Adventure Spring 2021 – Summer 2021 attracts c100,000 visitors, Bodiam Castle and Battle Abbey • Spec. development and business case: Autumn 2021 Hastings Castle stands above the town on the site from both attract well over 150,000; Leeds Castle at 560,000; • Planning and Historic England Permissions: which Duke William of Normandy launched his 1066 Stirling Castle at 380,000, Dover Castle at 350,000, and Winter 2021 – Summer / Autumn 2022 invasion. His legacy has left a permanent mark on our Tintagel Castle 190,000. All show what could be possible, • Start on site: Spring 2024 culture and art, politics, language and law all laying the and the scale of the current missed opportunity. • Interpretation fit-out: Spring – Summer 2025 foundations from which modern British society has been • Opening: Summer 2025. built. This legacy has grown around the legend of William, Tourism is already a very important part of the town and however, in Hastings, his story is not well told. wider sub-regional economy accounting for c. 22% of the Project Delivery jobs in the town. Calculations of 250,000 visitors show The site is already in council ownership. The key elements Hastings Castle stands as a neglected, inaccessible ruin. the potential to boost Hastings and the south coast visitor of the project are now in place – visitor interpretation, Executed well, a modern interpretative attraction will economy: conservative projections show the that with pedestrian routes and linkages, landscaping and provide the inspiration to bring Hastings’ visitor offer this projected boost 1,500 jobs and at £100m per annum integration with the West Hill Cliff Railway. The project It currently offers a poor visitor together. Combined with existing facilities and the new economic value can be generated. will be developed in close consultation with Historic experience...with investment, town centre projects it will create a ‘critical mass’ of England and the National Lottery Heritage Fund. visitor attractions in the town. Outputs & Outcomes Hastings Castle could become • Target visitors to Hastings Castle 250,000 a visitor attraction of national • South coast visitor economy 20% boost and international significance, • Projected 1,500 jobs • £100m economic outputs pa. benefitting Hastings, 1066 Country, and the wider south east.

Stewart Drew, Chair Visit 1066 County marketing Page 54 – The Town Investment Programme: Programme Themes & Interventions

Town to Sea Creative Quarter & Heritage Arts, Culture Arts, Costs & funding

Total Value £10,019,000

Towns Fund £4,055,000

Co-funding Public £3,924,000

Co-funding Private £2,040,000

This programme focuses on the popular White Rock Project Justification Key Milestones area in Hastings town centre. In recent years, the area These developments present an opportunity to scale has grown as a creative quarter and the Towns Fund up the success in the area which is community and • Business case completion: Autumn 2021 investment will ensure the ongoing community-led social enterprise led. The approach will create significant • Design & planning applications (as required): regeneration approach is continued and its ambition and sustainable impacts for the town centre and good, Autumn 2021 is achieved with further refurbishment of three vacant ongoing outcomes for local people. • Planning approvals: Winter 2021 / Spring 2022 buildings bringing them back into use. It will bring • Contractor appointment: Spring / Summer 2022 increased community engagement within the town Towns Fund investment is required as the buildings in • Start on site: Summer 2022 / Autumn 2022 through the provision of arts, culture, wellbeing and general do not have commercial viability to attract private • Completion: Spring 2023 / Summer 2023. digital services for the next generation. The three investors. With high refurbishment costs and limited projects are as follows: projected returns some of the buildings have remained Project Delivery empty for over 30 years. The project will be delivered through a partnership 1. A Creative Digital Hub at the Observer Building – between White Rock Neighbourhood Ventures (WRNV), supporting emerging enterprises and learners of all Outputs & Outcomes Heart of Hastings (HoH) Community Land Trust, and the ages with digital facilities and studio spaces. • Redevelopment of 1,423m2 of building charity Leisure & Learning. • 16 new housing units created 2. Cambridge Road Development will transform a large • Creation of a gallery 110m2 (one enterprise) and nine WRNV and HoH have successfully led social and physical empty building and will be repurposed with 12 homes for incubation studios; 300m2 digital / film innovation regeneration projects and are the developers delivering people leaving supported accommodation; a Public Living facilities and two new public spaces the restoration of the Observer Building in Hastings. Room; a hydro-spa; and refurbishment of the courtyard • 20 new jobs. as new town centre public realm.

3. 12 Claremont will host a gallery and event space, creative studios and a community hub. Working with Project Art Works, the space will become ultra-accessible for disabled people, bringing those with support needs into the centre of our community. Page 55 – The Town Investment Programme: Programme Themes & Interventions Town Centre Core

Costs & Funding Local Transport Local Total Value £72,845,835

Towns Fund £10,000,000 Urban Regeneration, Urban Regeneration, Planning & Land Use; Planning & Land Co-funding Public £52,845,835

Co-funding Private £10,000,000

The Town Centre Core (Phase 1) project is the key strategic This will create new and long-term investment, new jobs, The town centre was already facing a few challenges, Key Milestones regeneration project for Hastings town centre. £10m of increased visitor numbers, footfall and spend retention which the COVID pandemic has now accelerated. The • An MoU has been finalised between the Council and Towns Fund investment will help underpin a strategic joint within the town. Proposed early concepts envisages proposed interventions have the potential to permanently NewRiver REIT to both jointly develop these proposals venture between Hastings Borough Council and NewRiver mixed-use development with up to 167 new homes, transform the area. However, they require public to delivery and possible future management REIT to bring forward a total investment of more than 7,325m2 of mixed leisure and cultural facilities and other investment to help bridge the viability gap and ensure • A Joint Venture Agreement to be agreed by Q2 2021 £72m to kick-start the regeneration of the town centre. activities, all supported by already agreed investment for sustainability. They are unlikely to move forward soon to enable these key developments to proceed There are three key sites proposed for development or a new hotel and restaurant at the heart of the town centre. without funding. Private investment is being assembled • Construction completion: September 2025. repurposing within the inner circle of the town and in the to support the development of the projects and the majority, ownership of either Hastings Borough Council or An MoU has been finalised between Hastings Borough interventions are only the beginning of the transformation Project Delivery NewRiver REIT. Land assembly is therefore limited to one Council and NewRiver REIT to both jointly develop these plan. A partnership is being established to address future An MoU has been agreed between Hastings Borough or two other owners who have indicated willingness to sell. proposals to delivery and possible future management. challenges which are likely to emerge over the next few Council and NewRiver REIT to both jointly develop these The Joint Venture Agreement will be agreed by summer years. This project is the critical investment to kick-start proposals to delivery and possible future management. The proposals include the re-purposing of part of 2021 to enable these developments to proceed. the partnership and drive the change required. The Joint Venture Agreement will be agreed by summer Hastings’ Shopping Centre, which will protect our town’s 2021 to enable these developments to proceed. NewRiver most important retail, employment, education, cultural, Project Justification Outputs & Outcomes REIT plc are existing investors in Priory Meadow Shopping community and social gathering place. New uses are Hastings town centre covers around 550 non-residential • 7,325m2 of development of mixed leisure Centre and one of the largest town centre investors and focused on a new sustainable future for the town centre public and private premises including shops, offices, and cultural use asset management companies in the UK. The proposal introducing town centre living; modern co-working spaces; libraries, educational institutions and municipal buildings, • 167 dwellings and other usage will be delivered in two phases. Phase 1 will total £72m a new hotel, restaurants and appropriate retail to help all set within a square mile. It is the physical, economic • New hotel and Café (additionality) of investment including financial support from the Towns boost the town’s visitor economy. We are also proposing and social ‘heart’ of Hastings, sustaining more than 20% of • 20% increase in footfall, 10% increase in jobs Fund. This will kick-start our proposal and it is intended a new commercial leisure centre at Priory Street Car the town’s jobs (c. 6,000 jobs). It is home to our shopping • New public spaces – Priory Street, Priory Square, over the longer term, leverage a series of Phase 2 Park, including a new swimming pool, fitness and other centre, business and cultural quarter, transport hub, hotels Cambridge Road and linkages to Hastings Station developments as other opportunities come forward. leisure facilities to transform perception and the level of and the pier. These are all within walking distance of • Footfall / visitor increase: 625,000. activities in the centre. End users have also been identified each other. for all three sites. And finally, a mixed-use development opportunity at Wellington Place. town centre infavour oftheOld Town andStadearea toHastings,whovisit theseafrontby-pass of visitors the andinwardeconomic activity investment inthe town. 75% intermsofincreased experience show itpaysdividends quality andaccessibilityofthepublic realm.Research and public investment neededtocreateastepchange inthe The Towns Fund provides aunique opportunity forthe Project Justification and attracting newinvestment. generatinghigher spend dwell time,visitornumbers, and publicart project. beingtoincrease The objective andaninterwoven lighting eventsandfestivals markets, parklets, generalenhancedpublicrealm,infrastructurefor improved walking andcyclingthroughoutthetown,cycle the region. The projectproposalincludesinfrastructure for to transformthepublicrealmasanexemplaryprojectin combines horticulturalcreativity innovation, biodiverse Dixter’s worldfamousphilosophyecology, of creative The HastingsGarden Town vision,inspiredbyGreat that iscost-effective andsimple tomaintain. beautiful, ecologicallyrich horticulture andbiodiverse wellbeing, throughthewidespreadapplicationof spaces thatwillencouragedwelltimeandpromote complementing itsbuiltheritagewithmultifunctional The projectwilltransformHastingstowncentre, Urban Regeneration, Page 56– The Town Investment Programme: Programme Themes &Interventions Planning & Land Use; Local Transport Connections Realm &Green Town Centre Public Co-funding Public Towns Fund Costs Costs &Funding

£1,498,000 £3,000,000 £4,498,000 • • • Key Milestones • • • Outputs &Outcomes will followtothecentre. andotherpublicsocialinvestment confidence, private to thecentre. With arenewedpublicrealmfeeland gateway green spaces,theseafrontandotherkey points change thisandconnectthetowncentretosurrounding dominated byhard,impervioussurfaces. This project will contrast, thetowncentrehasverylittle greeneryandis investment. The townhasmany greenspaces,butby transformational programmesuch asthisrequiresexternal maintenance forexistingpublicrealm. To introducea County Councilbudgetsonlysupport ongoing town centre. as thereislittle topullthemacrosstheroadinto Project completion:March 2024. start:Delivery 2022 Business Casedevelopmentthrough 2021 New orupgradedcyclewalking paths. Upgraded historicparks,gardens andtownscape ofnewpublicspaces Delivery

complementary package oftransformations. anoverall connectedand the mainprojectstodeliver integrated landscaping/greening strategyacrossall Team wewilldevelopan guidanceandleadership, activities. With Fergus Garrett’s andthe Garden Towns Destination projectandtheproposed Town CentreCore Quarter,the Creative theHastingsCastle World Heritage to landmarksinthetownlinkingandcomplementing our projects;thepublicrealmworkswillincludesignage This projectwillactasthecentralsystemacrossall the town. challenges bycooling,draining,cleaningandgreening the town’s resiliencetocurrent andfuture environmental spaces, employingnature-basedsolutionstocontribute Nature’ approach todesigningandmanaging thegreen partners willuse a‘Future East SussexCouncilandkey businesses andthirdsectororganisations across thetown. the projectwillinspireandengage localpeople, with theHighways Team atEastSussexCounty Council, Taking landscape-ledapproach, acollaborative, working Project Delivery

Page 57 – The Town Investment Programme: Programme Themes & Interventions Town Living

Costs & Funding

Total Value £4,000,000 Planning & Land Use Planning & Land Urban Regeneration, Urban Regeneration,

Towns Fund £1,500,000

Co-funding Public £2,500,000

This project seeks to develop and provide high quality, is intended as a first phase of a more active programme affordable and energy efficient homes in Hastings town of public sector housing delivery to address this. centre by repurposing poor quality existing HMO units and redundant commercial spaces. Hastings Borough Project Justification Invest this money in more Council will use £1.5m of Towns Fund investment alongside High quality housing is essential to attracting private affordable housing and Hastings Borough Council investment and leveraged investment in the town centre. Current conditions of the support for the homeless Homes England funding of £2.5m to directly deliver 20 stock can give the perception of decline, neglect and new residential units. These will be made available for underinvestment. Investing in new ‘shiny’ buildings and long term. social rent to help improve the volume of stock and quality the public realm without investment in the area’s housing available and will build capacity within Hastings Borough fabric may undermine all efforts. It may also displace Hastings resident Council for further phases of direct delivery. populations if success is achieved.

Activity will be focused on the Queens Road area and There are currently 1,898 privately rented homes in Outputs & Outcomes Project Delivery surrounding town centre streets such as Havelock Road; Hastings town centre (Castle ward), which is 53% of • Remediation of five HMOs into 20 new affordable Hastings Borough Council has a good track record Cambridge Gardens; Devonshire Road; with Queens the total housing stock. This sector is increasingly good quality homes with this type of project, having previously successfully Road for initial developments. The Towns Fund will help unaffordable, and the quality of accommodation can vary • Use of local green technologies in homes and retrofit delivered the Coastal Space Programme of acquiring and Hastings Borough Council increase the supply of quality considerably. There is also limited supply of social housing skills working with East Sussex College Group. refurbishing poor-quality HMO accommodation to provide housing in the town centre, both through upgrading in Hastings and turnover of existing social accommodation larger affordable family homes. Local lettings plans were existing residential properties and re-purposing redundant is low (0.92%). Only 134 new affordable homes have been Key Milestones also developed with priority given to working households commercial buildings. created over the past three years. Currently there are • May 2021: capital funding approved and active citizenship to those on the waiting list. Hastings 1,596 households on the waiting list for social housing • June – September 2021: suitable building acquired Borough Council has recently re-activated its registered This will help create a sustainable, mixed and vibrant and waiting times can often be up to four years. New and • September – December 2021: plans developed, provider status, which means it can provide social housing community. Hastings Borough Council has seen a improved affordable homes in the town centre will be planning permissions secured, contractors procured directly and is also reviewing the business case for its continued increase in demand for its housing services, an important method of delivering inclusive growth • January 2022 – September 2022: refurbishment wholly owned housing company. which has been caused by a lack of affordable housing. The and respond to the ‘levelling’ up agenda. works undertaken accommodation that is available can vary considerably in • October 2022: units occupied. quality, particularly in the private rented sector. This project Engagement Page 58–Engagement &Delivery There isaDIYcommunity-led Kim Richards, NationalLottery CommunityFunding magic inHastings. & Delivery Stakeholder Page 59–Engagement &Delivery Engagement & Support process of active engagementprocess ofactive hasalreadystarted. butthe of theprogrammeover thenextfiveyears, monitor. They willplayintoactionatdifferent stages principles; identify, develop,design,implementand Our engagement strategywillusethefollowingkey Deal programme. and transparentintothe‘future’ stagesofthe Town open The processhoweverwillremaininclusive, approaches toprotectthe wellbeingofourcommunity. engagement approach tomoretargeted,digitallyfocused present engagement. COVID-19 has shifted our‘present’ allourpastand manner todevelopourPlan.Itconsiders is harnessingthesevoices inanopenandresponsive lend theirvoices andgetinvolved. Ourengagement plan the communityandbusinessarealwaystoengage, keen Hastings isalively, town,where passionateandactive have beencreatedtosupport theBoardinthiswork. community, businessandstakeholders. Working groups consultation andcollaborationwithawideselectionofthe developing thevision,strategyandplansforHastings,in bythe overseen Town DealBoardwhich isresponsiblefor The developmentofthe Town Investment Plan hasbeen and earlystagesofour Town Investment Plan. and recentresearch toaid formulationofourSWOT town. We havedrawntogetherpastwork,consultations visionforthe imagine, developandagreeacollective asopenly aspossibleinthesedifficult worked timesto The Town DealBoardandHastingsBoroughCouncilhave Reactions /comments: Social mediaengagement sinceJanuary 2020 Engagement: 5,000 Hastings Borough Council Facebook Reach: 30,000 1,200

project delivery stages. stages. project delivery and engagement duringbusinesscasedevelopmentand advising, monitoringandchampioning communications established fromFebruary 2021onwards, responsiblefor Plan. EngagementA Stakeholder Plansubgroupwillbe (annex 6)untilsubmissionofthe Town Investment Engagement of theStakeholder Plan and ownership directly withtheBoard,EDGretainingoversight Communication andengagement havethusfarsat by theco-chairs andHastingsBoroughCouncil. bytheBoard,its‘Headsof overseen Terms’ willbesigned The developmentofthe Town Investment Plan isbeing work oftheBoard. Prioritisation Working Group (PPWG),havesupported the Town Group(EDG)andProject Delivery DealExecutive collaboration withthecommunity. Two sub-groups,the to improving Hastings.Itworksinconsultationand organisations, publicsectorandotherpartners committed organisations),representative community and its prospectus,aswellbusinesses(bothindividual specifiedbygovernment in Board includesmembership The Town DealBoardwas establishedinJanuary 2020. The Establishment ofthe Town DealBoard Impressions: 6,000 Hastings Borough Engagement: 400 Council Twitter rated article ‘open’ rate (2nd behindCOVID-19) Resident newsletter consistently highly recipients 3times Sent to 35,000 Sent to35,000

will nowbecomepart ofapipelinewrapperprojects. are notsubmitted forassessment Town Dealfunding, themes andinterventions. Those thatscoredwellbut projects wereselectedasdetailedinourprogramme a projectprioritisationscoringprocess,finalsetof EOIs withthehelpofanindependentassessor. Through The Boardestablishedasubgrouptoreviewall155 are inapositiontoseetheirprojectideasbecomereality. as wellorganisations, businessesandinvestorswho of assessment. We residents nowhavesomeindividual influence ourvisionor was moved ontothenextphase on theirsubmission,whethersubmissionhelped feedbackEvery projectproposerreceived andengagement one-line projectideastomorewell-developedproposals. 155 applications,whichreceived rangedfromcomments, organisation withamoredevelopedidea.Inresponse,we easy accessforaresidentwithjustsomethingtosayoran (EOIs) form. We deliberatelydesignedtheformtoenable the summerof2020throughanExpressionInterest We launched an opencallforproposalsandideasover and investment ideas Have your say –Expressions ofInterest for project Local plansurvey 1270 responses

EOI /ideasopencall 28 acceleratorfund, 155 main funds

Stakeholder Page 60–Engagement &Delivery Engagement & Support Past, Present &Future The Programme: Timeframe 2020-2021 2021-2026 2010-2020 Present Future Past

• • • • • • • • • • • • • • • • Small scale(e.g:surveyofsociallyisolatedadults/school lesson) youngengineers Coastal Prospectus) Strategic levelinsight(Hastings&Rother Taskforce Review, South East (business, communityandstakeholders) Historical engagement atalllevels,providing abroadrangeandspreadofvoices Gathering evidencebase Stakeholder EngagementStakeholder GroupBoard subgroup Board /Project Development Working Groupstoshapeandinfluenceprojects Press releasesandinterviews – clearbrandingandtoneofvoice fordifferent audiences#MakeItInHastings Promotion of Town webpage,blog,socialmedia Investment Planthroughstakeholders, from concepttofulldesignandimplementation Early engagement withcommunitiesandbusinessestodeveloptheprojectproposals Town Board Council residentnewsletter andothernetworknewsletters external sourcessuch aslocalpress)/press releases Social mediaposts(includingtargetedviaHastingsBoroughCounciland other #MyTown website Town Dealwebpage planandcommunicationscalendartopointofsubmission Develop stakeholder Coastal Users Groupetc) Coastal Users represented groups(includingattendance atmeetingssuch asHastings Youth Council, Existing networkswhohavedirectcontactwithand/orrepresentmarginalised /under- • • • Representing viewsofnetworks/organisations EDG /PPWG SWOT (informedbypast,asabove)

Engagement Programme • • • • • • • • • • • • • • • • • Local planevidence Plans andpolicies Streets Fund) Previous (CoastalCommunitiesFund, bidsaddressingsimilarobjectives Future High Success ofcompletedprojects Local Planandotherstatutory(e.g.planning) Promote Accelerated Fund and Town Investmentand‘action’ Planprojectsindelivery Advertising Engagement, roadshows,openevents (COVID-19 permitting) Tack ontoexistingprojects/networks Enterprise Partnerships coastalcolleagues Engagement andinvestors,MP, withfunders Team East Sussex/SkillsEastandLocal tool forthetown) importance asthepolicyinstrumentfor Town andlong-termstrategicdevelopment Dealdelivery Local Plandevelopment,includingpublic surveyandcouncillorsessions(recognisingits Accelerated Fund call,development,promotion,delivery Project prioritisationandassessmentframework to each proposer feedbackOpen EOIcallforprojectsandideas(allableto‘havetheirsay’),includingindividual Limited face-to-face,whereCOVID-19 compliancepossible Engagement withRother DistrictCouncilandregionaldistricts&boroughs(e.g.Newhaven) COVID-19 recovery strategiesandwork

Page 61 – Engagement & Delivery Audience Engagement

We have split our audience engagement approach into businesses, community and strategic partners, mapping Stakeholder Audiences Audience Engagement & Support and identifying all groups. We want our Town Deal

Stakeholder Stakeholder programme to show involvement and collaboration

Engagement Engagement • Business Improvement District throughout the programme and beyond, not just at one point in time. We have strived to begin this through our • Chamber of Commerce ‘past’ and ‘present’ approach being flexible and responsive Business to existing, new and differing audiences, tweaking • Federation of Small Businesses as we go. • County-wide inward investment vehicle (‘LOCATE’) We engaged with a wide range of strategic partners (see • Other networks (manufacturing / fishing etc.) annex 6), which includes national funding and delivery bodies, private investors through potential joint ventures • Major businesses with a stake in the town and other investment opportunities and third sector organisations. We see the Town Investment Plan as our • Individual businesses masterplan and wish to use it as a ‘re-set’ opportunity • Inward investor businesses for the way funding and programmes are designed and delivered in Hastings to deliver our vision. • Private investors, where appropriate

• Representative community organisations (such as fishing, coastal users, Hastings Community Community Network, sustainable transport) • Digitally excluded (identified through Board members as well as local intelligence) • Socially excluded (identified and engaged with through support organisations and local intelligence) • Young people (including through Hastings Youth Council and Hastings Opportunity Area) Really focus on nurturing our youth • Individual residents targeted through online and offline channels (neighbourhood / town and encouraging them into work centre events, posters, flyers, social media, website) and better health, steering them • Councillors (ward and county) away from crime and drugs and empowering them to become Strategic Stakeholder • Individual relationships better adults. • Networks / representative bodies Hastings resident • Targeted online • Board members • Funders / sector bodies (e.g. through strategic join funders meeting) • Through statutory consultation (planning permission etc for projects) • Expression of Interest project proposers / submitters Page 62 – Engagement & Delivery

Engagement Methods

& Support We have selected our engagement methods and tools based on the needs of specific audiences, considering Stakeholder Stakeholder

Engagement Engagement what approaches will achieve open, flexible, responsive collaboration and involvement.

Create more creative Online Offline hubs that encourage internships, apprenticeships • Town Investment Plan publication • Strategic insights / reports and entrepreneurialism. • Town Deal webpage and blog, including • Community level data Hastings resident #MakeItInHastings • Roadshows / open events across the town • Town Deal social media channels, including • Surveys / opinion polls targeted posts and messaging according to audience • Area walkarounds • Council resident newsletter / other • Meetings / networking events (directly organisational newsletters (e.g. BID, Town Deal or via others) Chamber of Commerce) • Town Deal Board Meetings and minutes • Open Expression of Interest ideas / project • Projects in delivery and action phase • Local Plan events • Tone of Voice / branding resource for Board members / project delivery partners to • Delivery organisations (e.g. those delivering ensure clear, consistent messaging for the programmes to those most in need) programme. • Leaflets and posters where appropriate. • Surveys / opinion polls • Press releases / Board members promotion • SLIDO – interactive SWOT development • Local Plan pages and channels. the ‘shovel ready’ projects. bodies engaged andthecurrent projectstatus identifying table hereidentifies each oftheprojects, theleaddelivery investments andwithwell-developed businesscases The buildingonexisting outline businesscasesandothers stages ofdevelopment;thoseat a conceptlevelwithinitial Our TIP part 2submissionssetout projectsatvarious and PlumptonCollege. Neighbourhood Ventures, EastSussexCollegeGroup REIT,Hastings BoroughCouncil,NewRiver White Rock partners includeEastSussexCounty Council, delivery andtechnicalrecord ofdelivery competence. The lead partners haveastrong trackThe projectdelivery Public, Third Sector Page 63–Engagement &Delivery & Private Partnership Working

Programme Themes Town Living green connections Public realm and Town Centre Town Centre Core Creative Quarter Town toSea Destination World Heritage Hastings Castle Economy & Low Carbon Green Skills Infrastructure Employment Enterprise &

Council Council Hastings Borough Charitable Trust Garrett, GreatDixter Council &Fergus East SussexCounty REIT Council andNewRiver Hastings Borough Ltd Heart ofHastingsCLT Council Hastings Borough Group East SussexCollege Council Hastings Borough Ventures Neighbourhood White Rock Futures Trust Education Plumpton College& Unveiled Ltd Ltd Ltd Leisure andLearning Freedom Works Project Lead Town living green connections public realm& Town centre (phase 1projects) Town centre core 12 Claremont Hastings Castle training centre energy &vehicle construction, Green industrial estate Churchfields Development Cambridge Road Futures Together Broadening Ponswood Enterprise Space, Digital Hub OB Creative community space office and working, flexible Hastings co- Projects

been identified and will focus on key streetsinthetowncentre toshow overall upliftbeen identified and willfocuson in acquiringand refurbishingexistingpoorhousing stock inthetowncentre. Poor properties have The Councilhas an establishedHousingCompany which thisproject theleadindelivering willtake involve awiderangeofpartners oncetheprojectisapproved bythegovernment 5-year programmeofthetownfund. Initialpartnership discussions havecommencedandwill The projectisatanearlystageof developmentandwillbeimplementedtowards the endof large existingcommercialinvestment inthetowncentretodevelopandprotectfor future Place. Currently REITandbothhave anMoUexistsbetweenHastingsBoroughCouncilandNewRiver Arts Counciletc. DevelopmentsitesincludePriory Meadow;Priory StreetCarPark and Wellington REITandsupportand NewRiver fromotherfundingstreamssuch asSport England,Homes land assembly, detailedpreparationofaJoint Venture Agreement betweenHastings BoroughCouncil projectsincludedinthisproposal:theyareallatanearlyconceptstage requiring There arethreekey been approved Project atRIBAStage2–butreadytoproceedthenextstagesassoonbusinesscasehas discussions havecommencedandexpressedsupport ancient monument’sitetheprojectleadwillneedtoworkwithHistoricEnglandwhom Project costingsfrompreviousexercises. atRIBAStage1/2withsomeindicative As a'scheduled project forward Project atRIBAStage2–butthecollegehasanin-houseCapitalDevelopment Team the totake prepared butneedstobeupdated 1x Project 'shovel ready'withallplanningnecessarypermissions. A businesscasehasbeen been approved Project atRIBAStage2–butreadytoproceed thenextstagesassoonbusinesscaseshas permission forchange of use notrequired Plumpton College–capitalworksmainlyinvolves fit outofretailunitinthe towncentre.Planning ready' subjecttoappropriatebusinesscase the 2ndfloor. Noplanningpermissionrequiredandleasereadytobesigned. Thisprojectis'shovel Project atconceptstagebutinvolves mainlyfitting outofanexistinglargevacantindustrialuniton been approved Project atRIBAStage3–butreadytoproceed to thenextstagesassoonbusinesscaseshave Project 'shovel ready'andcanproceedimmediately–subjecttopreparingabusinesscase town centreopenplanoffice space.Noplanningpermissionrequiredandleasereadytobesigned. Project leadhasawell-designedformulaandmainlyinvolves fitting outofanexistinglargevacant Project Status Funding Page 64–Engagement &Delivery Ask &Co-funding Our Towns Fund potential pipe-linefundinginthefollowingtable. leveraged bythe Towns Fund. We havealsoincluded This tableshowsthelevelofadditionalfundingbeing Town Living & Green Connections Town Centre PublicRealm Town Centre Core Town to SeaCreative Quarter World Heritage Destination Hastings Castle & Economy Green Low CarbonSkills Infrastructure Enterprise &Employment Programme Themes

TOTAL Town Living Town CentrePublic Realm &Green Connections Town CentreCore(phase1projects) DigitalHub OB Creative Cambridge Road Development 12 Claremont Hastings Castle Futures Together Broadening Green construction,energy&vehicletrainingcentre & communityspace Hastings co-working,flexibleoffice Enterprise Space,Ponswood Churchfields industrialestate Projects £28,216,500 £1,500,000 £3,000,000 £10,000,000 £755,000 £1,500,000 £1,800,000 £3,500,000 £402,000 £2,677,000 £112,500 £220,000 £2,750,000 Towns Fund Request £73,302,610 £2,500,000 £1,498,000 £52,845,835 £3,524,000 £100,000 £300,000 £2,150,000 £499,775 £360,000 £0 £75,000 £9,450,000 Co-funding – Co-funding – Public Public £12,281,000 £0 £0 £10,000,000 £1,200,000 £840,000 £0 £0 £10,000 £70,000 £161,000 £0 £0 Co-funding – Private £113,800,110 £4,000,000 £4,498,000 £72,845,835 £5,479,000 £2,440,000 £2,100,000 £5,650,000 £911,775 £3,107,000 £273,500 £295,000 £12,200,000 Total Other Funding Page 65–Engagement &Delivery Support & Collaboration their proposals. in conjunctionwithotherfundersto develop Several oftheprojects are already working Hastings Castle World Heritage Infrastructure Employment Town Centre Enterprise & Enterprise & Town Living Destination Core

Enterprise Partnership – Local GrowthFund; European Regional Development Fund Historic England, South EastLocal Historic England National Lottery Homes England Homes England Sport England, Heritage Fund Arts Council, Town Centre Public Green Skills&Low Carbon Economy Creative Quarter Realm & Green Realm &Green Connections Town toSea

Group; Plumpton College; Group; PlumptonCollege; nepie Partnership Enterprise Futures Trust; Community Community Futures Trust; Lloyds Foundation; Lund Trust; HastingsBorough Led Local Development: Building Back Better East SussexCounty nttt ofTechnology; Institute Local GrowthFund; Council, South East Partnership –Local East Sussex College East SussexCollege CHART Programme South EastLocal Historic England Local Enterprise Council; Education Council; Education Growth Fund alignments and possible joint complementary initiatives. alignments andpossiblejointcomplementaryinitiatives. Plan andopendiscussiononbuildingstrategic them ontheambitionsofHastings Town Investment January 2021withthefollowingorganisations tobrief meeting The BoroughCouncilheldajointfunders • • • • • • • • • • • One Public Estate. Sport England South EastLocal EnterprisePartnership Public Health(EastSussex) National Lottery HeritageFund National Lottery CommunityFund Homes England Historic England & IndustrialStrategy Department forBusiness,Energy Department forEducation Arts CouncilEngland

Business Case Page 66–Engagement &Delivery Development & Appraisal Hastings resident spaces for businesses. it would make andcreate more Think about theamount ofjobs Maybe someform ofleisure centre? Hastings resident in ourcommunity. platform tosupportevident needs and young adultscanaccessa A diversity hubwhere allcultures The Business Case commission will encompass the following: The BusinessCasecommissionwillencompassthefollowing: when the‘Headsof Terms’ arenegotiated. will proceedtobusinesscasedevelopmentandsomemaybeidentifiedas‘shovel ready’ business casedevelopment.Projects which areinadvanceofthis(seeProject Status Table) to support thedevelopmentofallprojectstoRIBAstage2whererequired priorto Many oftheprojectsproposedareatanearlystagedevelopmentanditisourintention engagement ofeach oftheprojectleadsbeingcrucial. tobecommissionedexternally,and independentassessmentthisislikely withthe cases fortheseven TIP part 2proposalssubmitted. To ensureconsistency inpreparation for thefund,toworkwiththeseorganisations andenablethepreparationofbusiness levels ofcapacity. ItwillbetheroleofHastingsBoroughCouncil,as Accountable Body organisations intheBorough,regionandbysomenationalorganisations, withdifferent The proposed Towns Fund projectsinHastings havebeenbroughtforward by Business CaseDevelopment • • • delivery oftheproject. delivery procurement strategy;andthemanagementarrangements forthesuccessful requirement /viabilityoftheproject;affordability; futuresustainability;the As part ofthisprocesswewillalsoassesstherisksintermsof:financial Case; andManagementCase proposal; andthensetoutthefullEconomicCase;CommercialFinancial Each businesscasewillreview thestrategiccontextandeconomiccasefor Case BusinessmodelensuringcompliancewithHM Treasury’s GreenBook Preparation ofbusinesscaseforall Towns Fund projectsinaccordancewiththeFive

Delivery Plan Page 67–Engagement &Delivery overall responsibility for the delivery of the programme. oftheprogramme. overall responsibilityforthedelivery Council willbethe Accountable Bodyanditwillhave bythe will beoverseen Town DealBoard,buttheBorough governance andmanagementstructure. The programme The proposed Towns Fund programmewill haveaclear Project Management Governance & Borough Council (Accountable Government Towns Hub (MHCLG) Hastings Body) Town Deal Board Programme Town Deal Manager Communication & Engagement Officer Teams (hosted Managers & Town Deal by Project Project Leads) and Town Boardagreement: Subject toHastingsBoroughCouncil(AccountableBody) Its rolewillbeto: will continuetooperatethroughoutprogrammedelivery. sources offunding,itisexpectedthatthe Town DealBoard In addition,andsubjectto Towns Fund /MHCLGandother business casedocumentationforeach oftheprojects. This lineofresponsibilitywillbeclearlysetoutduringthe have projectmanagementandfinancialresponsibilities. whowill lead organisationsindividual/s withdedicatedkey projectswillbeassignedtospecific ofindividual Delivery • • • • • timeline, budget and key performance targets performancetargets timeline, budgetandkey against programme delivery scope,commitments, Hastings Borough Councilwhowillreview A programmemanager willbeappointedby conjunction withthe Town Deal Boardpartners bythe will beoverseen Accountable Bodyin programmes. Overallprogramme management specificthemed bodiestooversee delivery Forums andboards willbeestablishedbythe influencing stakeholders. Co-ordinate matching resourcesand impact andwiderreach wards inthemostdeprived of interventions(revenueandcapital)tomaximise Engage inthedevelopmentofwiderprogramme against theagreedstrategicobjectives Investment Planandmonitor/evaluateprogress Develop andagreeanevidencebaseforthe Town

Renewal Programme (£10m). Carbon Economy (£1.5m); CentralStLeonards Housing CHART programme (£7m);EUFunded tothe Answers Programme (£2.6m); The SourcePark Skate (£0.6m); CLLD (£10m), CentralStLeonards UrbanRenaissance and revenueprogrammessuch astheStadeDevelopment fundedschemessuccessfully delivering fromlargecapital experiencein Hastings BoroughCouncilhasextensive Hastings resident start-up rates. businesses atsubsidised by offering thesespacestonew empty shopsinthetown centre and reappropriate many ofthe kick-start new ventures • • • • will beconductedbythecouncilasrequired. project leads.Financialchecks andduediligence of theprojectsbothbycouncilandeach ofthe Dedicated costcodeswillbeestablishedforeach ‘change request’formastheprojectprogresses ‘highlight report’, and‘exception report’ anda touseandproduceastandardised will beasked monitoring andreporting ofprogress.Each project of theprojectleadstoensureconsistentandeffective A projectmanagementtoolkitwillbeissuedtoeach communities, businessesandorganisations publicity, communication,engagement with engagement officer toundertake co-ordinated They willliaisewiththecommunicationand projectboard on behalfoftherespective who willmanagetheprojectsonaday-to-day basis manager andteam,appointedbytheprojectleads, Each projectwillalsobe expected tohaveadedicated

Delivery Plan Page 68–Engagement &Delivery Indicative Programme Delivery Timeline Programme Themes Town Living Connections Realm &Green Town Centre Public Town Centre Core Creative Quarter Town toSea Heritage Destination Hastings CastleWorld Skills &Economy Green Low Carbon Infrastructure Employment Enterprise &

Town Living & GreenConnections Town CentrePublic Realm projects) Town Centre Core(Phase1 DigitalHub OB Creative Cambridge Road Development 12 Claremont Hastings Castle Futures Together Broadening Centre Vehicle Training& Green Construction,Energy Office andCommunitySpace Hastings Co-working,Flexible Enterprise space,Ponswood Churchfields Industrial Estate Towns Fund SpendProfile –Programme Projects 0/2 1/2 2/2 3/2 4/2 25/26 24/25 23/24 22/23 21 / 22 20 /21 niaie Programme Timeline Indicative and evaluationarrangements willalsobeinplace: project managementstructure,thefollowingmonitoring In additiontotheabove governance, programmeand Monitoring &Evaluation ofthe Town Deal • • • • • P Online eng intervention frameworkoutcomes Evidence andproject-specificoutputs from principles ofthe Town Investment Plan to beagreed–focusingonthedeli Outcome baselineandmeasurement methodologies T the programme usingpartner facilities. be established(reach /engagement etc.) own DealBoardandEDGstrategicoversight otential opinion polls /surveysthroughout agement monitoring toolsto very ofthekey

Endorsements Page 69–Endorsements Malcolm Johnstone,Rother ChiefExecutive, District Council prospects andwellbeing ofourcommunities. our collaborative approach toimproving the delivery oftheir investment planandcementing We lookforward tosupportingHastingsin rippling outbeyond thatinto thewiderregion. work area ofourtwo authorities aswell as economic prosperity across theentire travel have thepotential topositively impactour vision, ambitionandprojects for investment Hastings Town DealInvestment Plan. Its Rother DistrictCouncilfully supportthe Cllr Keith Glazier, Leader EastSussex CountyCouncil it bringsfor Hastingsandtothewiderarea. exciting breadth ofprospects for investment Hastings Town Investment Planand the for alltobenefit from. We fully supportthe sustainable economicgrowth andproductivity Investment Planwillbuildonthis,driving Council andlocalpartners.TheTown of working together withHastingsBorough The County Councilhasalonghistory regionall as atown ofinnovation, growth anddynamism The projects willcement Hastings’reputation disadvantaged communities. local residents, particularly for ourmore unleashing thetalents andambitionsof creating more jobsand,equally important the process. Itwillma of Hastingsandbenefitting thewholetown in to turbo-charge improvements tothecentre This investment willprovide a uniquechance of rebuilding begins no events h with itsown distinctive characte it isafantastic placetolive, work, andvisit, Those ofuswhoknow Hastingsknow that Sally-Ann Har progress onthem. these ambitionsandlookforward toseeing lives orworks here. Ifully supportandendorse with potentially huge benefits for everyone who ave hitthetown hard, andthework y , nationally andeven internationall t , MPforHastings&Rye k w. e Hastingsabetterplace, r. Butrecent y, Philip Johnson, Locate EastSussex into thetown. here andespecially by thoselookingtomove welcomed by growing companies already on thePonswood Estate.Thisissure tobe for engineeringandmanufacturing companies as muchneededlarger andadaptable units and thosewhoare working remotely, aswell workspace for thegrowing creative sector flexible town centre co-working andshared critical toHastings’future. Itissettoprovide that willdeliver thekindof workspace that’s This isanimaginative andvery welcome plan Sonia Blizzard,Chair, Seachange Board of itsresidents. us tofutureproof ourtown andtheprospects will through thetown dealprogramme help with theirassociatedtechnologicaladvances, Investment ingreen andlandskillsprovision, ... of alackit. past we have seenbusinessleave because including follow on spacewhere inthe provide abreadth ofcommercial space, It’s important for Hastingstobeable to Endorsements Page 70–Endorsements Alma Howell,HistoricEngland for thetown that’s muchneeded. This investment planprovides aframework benefits andoutcomesfor ourcommunities. for investment couldrealise widerregional across thetown, butmore thanthattheprojects programme for investment andinclusive growth will provide anexcellent framework and‘re-set’ the HastingsTown DealInvestment Plan,which support residents. SELEPisfully supportive of opportunities tohelpbusinessesgrow andto sustainable investment andmaximising the Partnership area, ensuringitisopento economic growth andprosperity across (SELEP) istasked withdriving forward The SouthEastLocalEnterprise Partnership Enterprise Partnership Chris Brodie,Chair, South EastLocal

Carole Dixon, Chair, Local StrategicPartnership home. Together we can#MakeItInHastings. of abetterfuture for allwhoview Hastingsas transformational change that willleave alegacy harnessed through these,and theLSP, todeliver The ideasanddreams oflocal voices canbe around whichtoshapethevisionfor thetown. provide along-termframework andstructure Plan, together withthenew LocalPlan,will by localresidents. TheTown Deal Investment identify andovercome thechallenges faced have ahistoryofworking inpartnershipto a focus for change andregeneration. Members the investment inthetown, whichwillprovide Hastings LocalStrategic Partnership welcomes & Curator, HastingsContemporary Group Liz Gilmore,CulturalLeaders ranging andthoughtful inapproach. vision for thefuture andalsoissobroad this issoimpressive. Itpresents anexciting The work anddiligence thathadgone into

& Town DealBoardmember Francis LucienBrown, Youth CouncilCo-chair want tostay in. young peoplewillgrow upinatown thatthey the borough’s uniqueheritage andidentity, By buildingpartnership projects thatharness now hasthechancetomove into thefuture. vibrant culture andastrong communityspirit, Hastings, withitsmany blueandgreen spaces,

Partnership Support Page 71–Partnership Support • • • • • • • • • • • • • • • • • • • Town DealBoard Unveiled Ltd. Trinity Triangle Heritage Action Zone The Source Park (& Team EastSussex) South EastLocal EnterprisePartnership Sea ChangeSussex Sally-Ann Hart, MPHastings&Rye Public HealthEastSussexCountyCouncil Commissioning Group NHS Hastings&Rother Clinical REIT NewRiver Love HastingsLtd–BusinessImprovement District Council Hastings Youth Hastings VoluntaryAction Hastings CommunityNetwork Hastings ChamberofCommerce Hastings BoroughCouncil Hastings &Rother InterfaithForum East SussexCountyCouncil East SussexCollegeGroup Group Cultural Leaders

Project Delivery Leads • • • • • • • • • • • • White Rock Neighbourhood Ventures. Unveiled Ltd Plumpton College REIT NewRiver Leisure &Learning Ltd Heart ofHastingsCommunityLand Trust GardenTown TeamHastings Hastings BoroughCouncil Great DixterCharitable Trust Freedom Works Futures Trust Education East SussexCollegeGroup Credits Page 72–Credits www.hastings.go www.hastingstowndeal.co.uk e-mail: towndeal@ Further Information Design Photograp Hastings Food Bank(p29 Caitlin Lock© Larking Agenc A East SussexCollegeGroup(p52) The Source ( H Kevin Boorma Jonn Greg Heath©(p13) D ( H M & Robin Johns Mark Richards©(coverNova Studio ©P p6, p10,p14, gata Read © astings Yout awn Dublin astings BoroughCouncil: arston Hartarston y ThompsonPhotography © roject Ar p

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