Summary of Hull Community Led Local Development Strategy

Summary of Hull Community Led Local Development Strategy

(Updated outputs and results to reflect funding agreements with DWP and DCLG, March 2018)

ERDF Project Number 18R15L00333 ESF Project Number 18S15L00315

Contents …………………………………………………………………...... ……………Page Number

1.Executive Summary

2.Introduction: Vision, Principles, Themes and Mission

3.The Hull CLLD Area

3.1.Geography and Population

3.2.Benefit Claimants

3.3.Economic Activity

3.4.Qualifications

3.5.Employment

3.6.Businesses

3.7.Income and Health

3.8.Access to Services

3.9.Area Segmentation

4.Strengths, weaknesses, opportunities and threats of the CLLD area

4.1.Strengths

4.2.Weaknesses

4.3.Opportunities

4.4.Threats

5.Objectives and Priority Actions

6.Community Involvement

7.Programme Delivery Arrangements

a)Programme Management

b)Project development

c)Training and development

d)Communications and publicity

e)Project assessment

f)Monitoring and evaluation arrangements

g)Innovation

h)Equality and Diversity

i)Environmental Sustainability

8.Financial plan for the strategy

ESF Outputs and Outcomes ……………………………………………………………………………………………… .47

ERDF Outputs ………………………………………………………………………………………………………………… .49

Outputs by year………………………………………………………………………………………………………………….. 50

Cover Images courtesy of Google Earth, © Oddlegs (top left) and Hull City Council (all others).

Hull CLLD Strategy August 2016 (updated outputs and results March 2018)

1.Executive Summary

This Strategy provides a community-led framework for the investment of £4.7m European Structural Funds in transforming the economic prospects of people in the 20% most disadvantaged areas of Hull. It sets out five areas of action to achieve our vision that “Residents in our CLLD area will have equal opportunities to achieve good employment, create and grow businesses, and improve their quality of life by having a meaningful influence on the systems and organisations that support them. This will lead to changes to address the real barriers to success in jobs and enterprise and provide inclusive, sustainable solutions that work for both our businesses and our communities. Aspirations are high, and there is a strong community which works in collaboration with all stakeholders to share responsibility for the future.”

The 20% most deprived areas covered are shown in the map below.

We have grouped these areas into four hubs, defined as:

Hub 1: West Hull and Central

Hub 2: North Hull and Orchard Park

Hub 3:Bransholme

Hub 4: East Hull

Hull CLLD Strategy August 2016 (updated outputs and results March 2018)

The Strategy is underpinned by four key themes:

a focus on community leadership and empowerment
addressing barriers to accessing digital services, skills and opportunities
promoting collaborative innovation to do things differently through working together
promoting equality and recognising diversity

The strategy sets out a detailed analysis of the economic and social characteristics of the area, its strengths and weaknesses and the opportunities and threats that it faces. These are summarised in the ‘SWOT’ table below.

Strengths / Weaknesses
Assets:
•Positive, committed and ‘can do’ attitude
•Varied communities, skills and local identity
•Buildings and facilities, cultural assets
•Private sector employers wanting to recruit
•Strong local sectors
•Good local service delivery and support
•Active community and voluntary sector engaged with local people
•Partnership between community and Council / •Lack of technical skills, too many people with no qualifications, lack of employer awareness
•Low levels of key skills
•Poor educational outcomes, high level of NEETs
•Low motivation, self esteem and confidence
•Lack of work experience for young people
•Low wage economy and zero hours contracts
•Relatively weak broadband infrastructure
•Low level of digital skills and access
•Lack of awareness of online opportunities
•Barriers to online business growth
•In some areas, poor public transport
•Language and cultural barriers for some groups
•People facing multiple complex issues
•Poor living and working environment
•Lack of availability of funding
Opportunities / Threats
•City of Culture 2017, its legacy, and the wider creative and cultural sector
•Investment in high value sectors such as renewables and energy, through EUSIF, City Deal , Enterprise Zone
•Other sectors creating jobs with easier entry, including care, retail and customer services
•Increasing availability of super fast broadband
•Closer working with local employers
•More co-ordination and signposting between services
•Place-based community work and skill sharing
•Availability of premises
•Using social media etc to connect with people
•Community care services social enterprise / •Uncertain economic climate – especially post referendum
•Reduction in and rationalisation of public services making access to services harder for many
•Reductions in funding to voluntary and community organisations is weakening community infrastructure, closure of community organisations, services and buildings
•Focus on formal qualifications and English/Maths can create barriers
•Flooding

Based in this analysis, the Strategy sets out five Priority Actions for investment. These are:

Targeted training in key work-related skills
Making it easier to find and access work
Growing integrated community hubs
Supporting local and community businesses
Joined up support to increase household incomes

The Programme is managed by a Local Action Group (LAG) made up of community and voluntary organisations, business representatives, Hull City Council and other public sector organisations working in Hull. LAG members will actively support and encourage local people and organisations access funding from the Programme to support projects in these areas.

Target (updated March 2018) / Number
Number of participants / 2,510
Participants that are unemployed including long-term unemployed / 1,750
Participants that are inactive / 760
Participants that are aged over 50 / 435
Participants that are from ethnic minorities / 295
Participants that have disabilities / 572
Participants in education or training on leaving / 830
Unemployed participants into employment (inc self-emp) on leaving / 590
Inactive participants into employment or job search on leaving / 220
Number of enterprises receiving support / 100
Number of new enterprises receiving support / 60
Employment increase in supported enterprises / 70
Number of potential entrepreneurs assisted to be enterprise ready / 250
Sq m public or commercial building built or renovated in target areas / 250

Hull CLLD Strategy August 2016 (updated outputs and results March 2018)

2.Introduction: Vision, Principles, Themes and Mission

The vision for the CLLD programme is that:

“Residents in our CLLD area will have equal opportunities to achieve good employment, create and grow businesses, and improve their quality of life by having a meaningful influence on the systems and organisations that support them. This will lead to changes to address the real barriers to success in jobs and enterprise and provide inclusive, sustainable solutions that work for both our businesses and our communities. Aspirations are high, and there is a strong community which works in collaboration with all stakeholders to share responsibility for the future.”

The approach to developing all aspects of the Hull CLLD strategy has been based on strong and clear principles rooted in the techniques and features of Participatory Appraisal, that are:

Community led: people are experts in their own lives; others learn from them. People are at the heart of the whole process
Engagement and involvement is a process, and not a single event
Participatory work tries to include everyone relevant to the activity. We will try to find those who need to be involved and to include voices and ideas that may not normally be heard. We will be interactive
People will take ownership of the process through continuing to develop together with our communities
We will ensure future decisions are based on continuous cycles of learning
We will continue to use a range of tools for involvement that adapt and suit the audience
Our work will be rigorous and ethical with ways of checking the process and findings built in
Empowerment of those disadvantaged by the existing situation will be paramount

Our vision and mission has come directly from community consultation, and we have continued to apply the above principles throughout the development of our strategy. The LAG recognises these key principles as being crucial in overseeing the implementation of the whole programme in a way that is genuinely community led.

With these principles in mind throughout the process, we first harnessed the knowledge, expertise and learning that already exists across all stakeholders, and we used this to form baseline information that served as a starting point for community engagement and leadership.

We focused on added value, addressing specific things that are currently failing our target communities: through direct engagement with residents, we have evidence that current routes are not working for many people in the CLLD area, and that other approaches can make a difference. This engagement highlighted that while there are significant challenges arising from current economic conditions and some specific failings in current interventions, there is a strong entrepreneurial spirit and work ethic in Hull, with community ideas and solutions coming forward, as well as a strong partnership that is committed to matching these with emerging opportunities.

Our strategy outlines the priorities that have emerged and incorporates the flexibility to develop community led solutions that will create local economic opportunities and improve the quality of life in the CLLD area. In addition to the key focus on community-led principles, three important themes emerged that underpin the strategy:

the nature of the telecommunications market in Hull means that there are specific digital challenges to address, so there is a digital thread that runs through all aspects of our strategy
there is a strong focus on innovation at a local level, on trying new approaches in a collaborative way, with an appetite for managed risk, and on learning from these approaches to ensure that the impact of investment lasts well beyond the programme
these is a strong commitment to promoting equal access to the programme and encouraging equality of outcome through its activities across all of Hull’s disadvantaged communities, and recognising the diversity and skills of those communities as assets.

The following mission statement emerged as a summary of what we are trying to achieve:

“To work with and empower our communities to address the specific conditions and challenges that currently prevent them achieving ambitious and economically stable lives. Through a collaborative approach, we will co-design measures that build lasting livelihoods through the creation of economic changes that stick, and resilient communities that can overcome vulnerabilities.”

The vision, principles, themes and mission for CLLD are to support local people in the most deprived communities in Hull to access employment, entrepreneurship and skills opportunities, link strategically to Hull’s ten year City Plan. The City Plan aims to transform the city and create an additional 7,500 jobs for local people.

3.The Hull CLLD Area

This section describes the Hull CLLD area in terms of:

its geography and population
benefit claimants
economic activity
qualifications
employment
business base
health and income
community segmentation

3.1.Geography and Population

The Hull CLLD area comprises those parts of the City of Hull Local Authority area that fall into the 20% most deprived LSOAs in England as measured by the Indices of Deprivation 2010[1]. The areas within the Hull CLLD area are shown in Map 1 below.

The four Hubs are defined as:

Hub 1: West Hull and Central

Hub 2: North Hull and Orchard Park

Hub 3:Bransholme

Hub 4: East Hull

While these areas are not absolutely contiguous, they are geographically very close and share common characteristics, with a similar pattern of barriers and opportunities, and all are closely linked to the Hull labour market. Consultation confirmed a strong preference locally to work as a single CLLD area, to encourage city-wide solutions to common problems and collaborative approaches, while minimizing bureaucracy.

Map 1: CLLD Area and Hubs

The population and number of households of the CLLD area is shown in Table 1, showing a total of 134,591 people living in these areas (based on 2010 Indices of Deprivation), which is marginally more than 50% of the total population of Hull at the time.

Table 1: Population of the Hull CLLD area and Hubs (source: Hull BIT)

Area / Population (No)
West Hull and Central / 48,535
Bransholme / 22,193
North Hull and Orchard Park / 19,528
East Hull / 44,335
All CLLD Area (All Hubs) / 134,591
Hull / 261,100

3.2.Benefit Claimants

In November 2015 (the latest available figures via NOMIS), there were a total of 24,245 claimants of DWP benefits in the CLLD area (covering 50% of the Hull population), compared to 8,655 in the rest of the City[2].

Figure 1 shows the distribution of the types of benefits claimed, with almost half of all claimants being ESA or incapacity benefit claimants, more than twice as many as Job Seekers Allowance claimants.

Figure 1: Hull CLLD Area DWP Benefit Claimants in November 2015

Figure 2 shows that the level of benefit claimants in the City has been falling over the last five years, with a reduction of 3,815 in the CLLD area (14% of 2010 level) compared to a reduction of 1,630 in the rest of the City (16% of 2010 level). While this is clearly good news, it shows that there remain significant numbers of people in the CLLD area who are not benefiting from the opportunities generated through economic recovery.

Figure 2: Changes in DWP Claimant Count in Hull 2010 – 2015

3.3.Economic Activity

Information about the economic activityof CLLD area residents has been assessed using 2011 census data, as this is the main source of data that is available at sub-Local Authority level.

Figure 3 shows the economic activity rates in 2011 for the four Hub areas and for the CLLD area as a whole, compared to the rate for the rest of Hull. Only 63% of the CLLD area’s population was economically active (including unemployed job seekers and students), compared to 71% in the rest of Hull (and over 76% for England & Wales). The level of economic inactivity in each of the Hub areas was significantly higher than the rest of Hull, with over 40% of people aged 16-64 in Bransholme and North Hull & Orchard Park economically inactive.

Figure 3: Levels of Economic Activity and Inactivity in 2011

Figure 4 shows a more detailed breakdown of the types of activity and inactivity recorded at the 2011 census, comparing the CLLD area with the rest of Hull. It shows that there was a lower proportion of employees, especially full-time, students and retired people in the CLLD area than the rest of Hull, and a higher level of unemployment, people looking after home and family and long-term sick or disabled.

Figure 4: Types of Activity and Inactivity in 2011

3.4.Qualifications

Figure 5 shows the makeup of the labour market in terms of highest qualification achieved as of the 2011 census. It shows that the Hull CLLD area is heavily skewed towards people having low or no qualifications compared to the rest of Hull, and to England as a whole. More than half (55%) have at most a Level 1 (GCSE Grade D-G equivalent). It should be noted that there is likely to have been some improvement in this position since the Census.

Figure 5: Highest Qualification Achieved (aged 16 years and over)

Only 46.8% of children in Hull achieved 5 A*-C GCSEs or equivalent in 2014-15, one of the lowest levels in the country, compared to a national average of 57.3%[3]. Partly as a result, 6.2% of 16-18 year olds in Hull were not in education, employment or training during 2015, again, one of the highest levels in the country[4]. Such issues are heavily concentrated in these areas.

3.5.Employment

Figure 6 below shows the occupational distribution of those in employment. It shows a concentration of employment in lower skilled and lower paid occupations, particularly Elementary occupations, making up more than one in five of jobs in the CLLD area, twice the average for England. There is also a high proportion in skilled trades and professions (14%) and process, plant and machine operatives, both higher than the national average.

Figure 6: Occupation of those aged 16-74 in employment

Figure 7 shows the distribution of employment by sector in the 2011 census. It shows the relatively high proportion of employment in retail services (19%), manufacturing (16%) and health and social work (13%).

Figure 7: Distribution of employment by sector

3.6.Businesses

Consultation highlighted that the majority of employment opportunities were based in the City Centre and along the river Humber. As a whole, the city of Hull has a lower density of businesses, with just 21.9 businesses per 1,000 population. This is markedly below the sub region level (31.1 per 1,000), the Yorkshire and Humber region (32.1) and the national figure (37.9 per 1,000). There has been growth recently, with a 9% increase in business count between 2014 and 2015 occurred in the private sector, much of it being sole proprietors.

Compared to the region and the UK as a whole, Hull has a higher proportion of businesses in the Manufacturing and Accommodation and Food Service industries. Compared to nationally, Hull has a greater proportion of businesses in the take away food shops and mobile food stands sub-industry and a lower proportion of businesses in management and consultancy activities industry.

3.7.Income and Health

Data that is available at regional and local authority level shows that Hull has the 6th lowest average weekly income levels of any local area in the UK[5], at just £388 per week compared to an average of £455 per week for the Yorkshire & Humber region (itself the lowest of any English region) and £516 per week for England on average. As people with low incomes are heavily concentrated in the CLLD area within Hull, it is likely that average gross incomes are significantly lower than this in the CLLD area.

Table 2 shows the key health related indicators from the Census, indicating that the Hull CLLD area generally has a higher proportion of people with poor health than both the rest of Hull and the England average

Table 2: Health status as reported in Census 2011

CLLD Area (%) / Rest of Hull (%) / England (%)
Very Good Health / 40 / 47 / 47
Good Health / 34 / 35 / 34
Fair Health / 17 / 13 / 13
Bad Health / 7 / 4 / 4
Very Bad Health / 2 / 1 / 1
Day-to-Day Activities Limited a Lot / 12 / 8 / 8
Day-to-Day Activities Limited a Little / 11 / 9 / 9
Day-to-Day Activities Not Limited / 77 / 84 / 82

3.8.Access to Services

Consultation highlighted that the main issues facing the CLLD communities in accessing services are: