The report of the Strategic Director Place (Document “W”) updates the Committee on progress with city centre regeneration since its scrutiny hearing in September 2016.

Recommended –

That Members are recommended to welcome progress on city centre regeneration since its meeting in September 2016.

(Claire Wilkinson – 01274 433537)

The report of the Strategic Director Place (Document “W”) updated the Committee on progress with city centre regeneration since its scrutiny hearing in September 2016.

The Economic Development Programmes Manager was in attendance and gave the Committee a synopsis of the report which followed a PowerPoint presentation.

The latter highlighted the half year regeneration activity, with the following key points. In detail, during mid February 2017 the Council had supported 215 businesses which led to the creation of 629 new and additional jobs within the City Centre hence bringing to fruition 77 empty units back into commercial use. The Council had supported majority of independent businesses including 42 new start businesses with a scheme creating environments in which to invest and grow. During this period the taking up of rate rebate had a slow downturn. The anticipated changes to business rates from April 2017 would affect further however this was a scheme under review by the Government to ensure the flexibility to meet the current needs of businesses and maximises the benefits from all investment. Darley Street and Westgate of the City Centre continued to receive priority attention. The Council had considered options to secure a sustainable future for the city as a leisure and independent retail and markets destination (the short and medium term interventions were detailed in Document “W”). In summary, there was on going exciting pipeline of project proposals, not huge volumes but quality schemes with a positive changing impact. Following success of the Creative Streets animation programme delivered in Autumn 2016, a new programme had been developed which was due to run from 11 April through to 30 April 2017 in and around the Westgate area of the city centre. With the support of the Council, a new Community Interest company had established to manage the market events with local traders involved and given the opportunity to showcase their products. A Heritage Lottery Fund application was submitted in August 2016 for a Townscape Heritage Initiative for the top of town. Funding had been approved to support bringing vacant and under-used historic buildings at the Top of Town back into appropriate and sustainable use with 72 properties identified as a need for prioritisation. The development phase would commence shortly, working with property owners to work up proposals. Improvements to pedestrian flow, traffic management and sight lines to help support footfall to the Westgate area had been instigated through a connectivity study and this resulted in proposals for improvements to a number of streets. It was paramount to make the area more attractive to investors by ensuring improvements to footpaths, including some areas of widening. In addition, improving pedestrian crossing points as well as improved lighting. However, businesses would be consulted with before any final proposals were to be agreed. This report further provided updates on other key developments, this including Sunbridge Wells (SW) which opened in December 2016. The footfall in first 10 weeks of SW was 300,000. SW operated three of the bars within and had reported healthy financial turnovers. A Phase 2 programme was also underway, the opening of Rose and Crown pub next before the end of March 2017. Renovation works of Clergy House and a new build, Jermyn Court, would provide 18 self contained flats for homeless families and individuals. This whole scheme would be leased to Horton Housing to deliver a Supported Housing Contract. In September 2016, the City Centre vacancy rate was reported as 19.4%, this had now reduced to 18.6%. The Council’s year end target of 18% could be achieved. In comparison of previous and the current quarter, there had been a 6% increase across City Centre. It was equally important to note that the captured data was only footfall as not everyone was using the city centre. Also in the present, Broadway (street) saw a 15% increase of footfall. However there was a yearly decrease on Darley Street and Kirkgate. The City Park had increased slightly. The Council was to explore “Data Flock” system to drill down further and capture more intelligent data on people’s movement around the city centre.

The Committee requested clarification on what point were businesses consulted on the Council’s regeneration themes. In response, it was mentioned that the Council took on board all feedback following the consultation period however there were several phases to the proposals before final implementation;

During the discussion, the Committee, the Portfolio Holder for Regeneration, Planning & Transport, an observing Councillor and the Assistant Director, Economy and Development made the following comments:

·         Many businesses had no option but to close due to the inception of Broadway and growth of other new businesses;

o   In response to comment, it was not the case that the Council wished to jeopardise existing long running businesses but to regenerate Bradford City Centre as a whole.

·         Businesses were unsure of plans for the next decade because many traders had lease breaks and wished for detailed insight into the future of trading.

o   In response to comment, SW had reduced the numbers of customers at other trading locations. Nevertheless it was equally important for the footfall of Westgate to be brought back to fruition due to many traders having trading for many years had invested heavily.

·         Marketing was an equally important factor for businesses and customers. A healthy marketing campaign would prevent Bradford citizens making their way to shop in Waitrose (Leeds) or Manchester. On the flip side a wider publicity campaign should be part of the proposal to bring non residents of Bradford to our city centre for shopping;

·         Waitrose gave customers the incentive of free parking which could be considered as a clever marketing strategy;

o   In response to comment, Bradford had to be promoted an all rounded destination as opposed to only free parking.

·         Free parking was only one element and could never be considered as the corner stone of encouragement for shoppers;

·         The long term plan, an overall district plan was required in order to entice shoppers from all over to Bradford;

·         Bradford was unique in the sense of being complemented with an Asian culture and equally being a multi cultural city. It was about using this element in Bradford’s favour during any future publicity campaigns;

·         The Council had a significant land hold in the City Centre. Morrisons lease had also returned to the authority therefore sourcing the land to the private sector could be an option for discussions at a later stage;

o   In response to comment, Morrisons was still acting on the site and the Council could not retrieve the land at the present time due to confidential discussions being undertaken.

Recommended –

 (1)      That the progress made on the City Centre regeneration be welcomed.

(2)       That officers arrange a workshop for the Members of the Regeneration and Economy Overview and Scrutiny Committee on the proposals for the future of the City Centre Markets.

ACTION: Strategic Director, Place