Previous reference: Regeneration and Economy Overview & Scrutiny Committee 6/3/18

The report of the Strategic Director – Place (Document “T”) updates the Committee in relation to the progress made in respect of the regeneration of the City Centre since the last report to the meeting held on 6 March 2018.

Members are asked to consider the contents of Document “T”.

                                                (Clare Wilkinson – 01274 433537)

Previous reference:             Minute 48 (2017/18)

The report of the Strategic Director – Place (Document “T”) updated the Committee in relation to the progress made in respect of the regeneration of the City Centre since the last report to the meeting held on 6 March 2018.

He explained that the recent ballot on the introduction of a Business Improvement District (BID) in the City Centre had resulted in a ‘yes’ vote of 79% which, for a first result, was one of the strongest in the country. Members were encouraged to look at the website for further details of the BID objectives which would be progressed using an anticipated income of £0.5 million per annum.

In response to Members’ questions, he explained that:

·         In terms of increased footfall, there was a camera on Broadway that was recording in the region of 10 million people per annum. It was acknowledged that there had been some movement from the top of town which meant that the data was not as clean as would be liked but it was believed that there had been an overall increase of between 6 and 8 million visits per annum.

·         Footfall at the Broadway Centre had increased year on year.

·         The new City Village development aimed to be family orientated (rather than focusing on apartments) and the aim was to encourage a more settled population within the City Centre. Analysis of need and desire was being undertaken and demand planning would be carried out.

·         The housing would be a mix of type and tenure to attract a range of people and create a mixed community; this was a great opportunity to create a quality liveable environment. There were well established developments in the locality and lessons would be learned from these.

·         The Master Delivery Plan would look at the top of town but also more widely at what was available. It was considered that there was still too much poor quality accommodation and it was very important that the Council got this right.

·         Parking in the centre was not a problem during evenings and weekends and was very affordable.  In terms of office/college space, the Douglas Mill and Future House sites had their own off-street parking provision and there would also be parking within the Nelson Street site; travel to this facility via public transport would also be promoted.

·         The jobs quoted in relation to the City Centre Growth Scheme were all new/additional jobs.

·         One of the drivers for the BID initiative had been to increase footfall in the City Centre and to improve safety with achievement of the Purple Flag accreditation indicating a safe evening/night time environment.

·         If the offer and standard of the new bars was right then it was considered that people would use them and they would prove to be sustainable.

·         The parking at the entrance to the Interchange was being reconfigured, not removed completely, and this was part of the scheme to improve the image of this gateway to the City Centre.

Members made the following comments:

·         Thanks were expressed to the officers for the detailed and interesting report.

·         All this work was very important for the image of Bradford; it was crucial that people spent money within the Bradford economy. The report was welcomed and the progress being made was very encouraging.

·         The proposed new sixth form colleges were much needed and welcomed. The site near to the Interchange was alongside a gateway to the City Centre and it was very important that this was a good quality development.

·         Manchester Road was also a major gateway with a good (guided) bus service; and the area nearer to the City Centre should be monitored to ensure it did not become neglected.

·         Efforts should be made to attract organisations, such as trades unions, to relocate in Bradford.

·         There had been a real ‘buzz’ and positivity about the City Centre over the last few years and the increase in footfall was welcomed.

·         The City Centre Growth Scheme had made a very positive contribution.

·         There was a need for jobs in the district, to ensure that young people did not commute to work elsewhere, and also quality housing and retail outlets. Many shops were the same as found everywhere else and more individual, specialist outlets should be encouraged.

·         Footfall to the top of town had been affected by the Broadway Centre and there was a need for something different and special in this location to encourage people to visit.

·         Regeneration was always going to be a slow process but the many positive developments were very welcome.

The Strategic Director responded as follows:

·         In terms of the quality of housing, the Council only had certain powers in respect of enforcement and there was a need for robust management companies to improve standards. The Housing Standards Team worked hard to establish strong working relationships and encourage better management practices which would then foster better tenant behaviour.

·         A two-pronged approach was being pursued in respect of begging; support was offered to individuals where necessary but if there was criminal or anti social behaviour the Enforcement Team took a robust approach.

·         There was a great awareness of the need for more individuality in terms of the retail offer in order to attract consumers but footfall generally in the high street was a wider issue with even Oxford Street, London experiencing issues with declining numbers.

In response to a number of issues raised, the Portfolio Holder for Regeneration, Planning and Transport said that:

·         A review of parking a few years ago had indicated that demand was greater at the bottom of town. The loss of the John Street Car Park was not considered to be a problem.

·         A significant number of people lived elsewhere but commuted to Bradford to work. Regeneration was about improving and growing the region of West Yorkshire as a whole not rivalry between different cities.

·         Officers were to be commended for the efforts they had made towards the regeneration of the City Centre, with particular mention of the contribution made by the City Centre Manager and the successful BID vote.

It was noted that local employment initiatives were on the Committee’s Work Plan for discussion in February 2019.

Resolved –

(1)       That officers be thanked for their presentation and the many positive developments that are taking place in the City Centre, as set out in Document “T”, be welcomed.

(2)       That a further progress report be submitted to the Committee in 12 months time.

ACTION:       Strategic Director, Place