THE CITY OF NEWPORT...

ON THE RISE
December 2013

REPORT FROM THE NEWPORT BUSINESS DEVELOPMENT TASK FORCE TO WELSH GOVERNMENT

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CONTENTS
5 FOREWORd 8 Executive Summary key recommendations 12 RECOmmENdaTIONS
12 WORk 15 LEaRNINg 16 HISTORY, HERITagE & CulTuRE 19 TOuRISm & HOSPITalITY 23 INFRaSTRuCTuRE / ENablINg 23 INFRaSTRuCTuRE / lIvINg SPaCES 24 INFRaSTRuCTuRE / TRaNSPORTaTION 24 INFRaSTRuCTuRE / SaFER CITIES 24 INFRaSTRuCTuRE / mERCaNTIlE 24 INFRaSTRuCTuRE / ENERgY

26 TImElINE OF RECOmmENdaTIONS

NEWPORT REPORT

NEWPORT CaSTlE

FOREWaRd

THE CITY OF NEWPORT... ON THE RISE

PROF. SImON J. GIbSON, OBE

he City of Newport is uniquely positioned as the main Gateway City to Wales. Newport enjoys unique road access with its proximity to the M4 and road links to the Midlands. The City benets from the fastest connection between Wales and London through the mainline rail service. Newport has a proud history of industry, innovation and learning which now needs to be enhanced. The catchment area for employers is substantial, encapsulating Cardiff, the Valleys and Bristol, which makes the City an ideal place to establish a business.

However, during the last decade Newport has been challenged by a number of issues, which have resulted in the dilapidation to parts of the City Centre. The nancial crisis has dealt a cruel blow to several proposed projects and left uncertainty and frustration in its wake. These difcult economic conditions have been compounded by the unprecedented transformation of the retail industry caused by the explosive growth of on-line retailers and nancial service providers and the exodus of business to managed space environments on the edge of the City. Furthermore, the centre has been affected by a reduction of employment as government agencies like the Passport Agency have reduced their operations. It is against this background that the Welsh Government asked the private sector to create a taskforce group, later to be christened reNewport, to review the opportunities facing the City and make recommendations to re-energise, particularly the city centre. One of the rst decisions made by the reNewport taskforce was to undertake a major consultation with the people of the City. This was done through the use of a bespoke web portal, social networking and more than 100 face to face meetings. The taskforce was overwhelmed with the passion and creativity of those who participated in the process. reNewport received 158 written submissions, and more than a thousand comments on the associated twitter feed. From the consultation it is clear that the citizens of Newport have high hopes for their City and each contributor captured a vision of the future based on the Citys unique strengths.

The founding fathers of Newport have given us a wonderful legacy of architectural beauty and although this is somewhat lost at the street level, it is the match of any city in the UK if you care to just look up. As the consultation process continued it became more apparent that as a city, Newport has considerable strengths and opportunities. Some, like diamonds in the rough, are awaiting a little polish to create clarity. For example, we were stunned when we discovered more than 300,000 people visit the region on cycling holidays that often include a visit to the Velodrome. In addition, whilst working with the technology base in the City, we realised one of the highest concentrations of Cyber Security experts in Europe are to be found within the boundaries of Newport. During the work of the Taskforce, the Prime Minister announced that the NATO Summit would be held at the Celtic Manor Resort, bringing more than 60 heads of state and more than 5,000 journalists to Newport. The last event held in Chicago created 100M of value to the local community. We will work with all Stakeholders in and around the City to maximise this unique opportunity. The recommendations of the report outline where the Task Force believes many of the Citys strengths lie and suggest how they might be developed. Looking around the world, cities lay claim to many things. In many cases these claims are over-inated and lack credibility. Our vision for Newport centres on the mobilisation of people, ideas and passion. At the highest level, the Citys future is not just about the development of property but the development of intellectual property: A place where the centre of attention is on ideas and innovation, not just buildings. In any successful regional economy it is the development of intellectual property that drives sustainable prosperity and wealth. Where city administrations have tried to fast track this by simply laying down bricks and mortar without a critical mass of innovation, the results have been disappointing.

PROF. SImON J. GIbSON, OBE CONTINuEd...

NEWPORT REPORT

FOREWaRd (CONTINuEd)
THE CITY OF NEWPORT... ON THE RISE
PROF. SImON J. GIbSON, OBE

To accelerate the commercialisation of ideas in the City, the Task Force is recommending the creation of a dedicated Innovation Company with the mandate of providing support and funding for the best ideas. We recommend the Innovation Company bring innovation opportunities and funding to the City by maintaining closer links to the Welsh Government, the European Commission and the Technology Strategy Board. The Task Force is a strong supporter of the concept of a Capital Region in southeast Wales and we believe a strong and vibrant Newport should be a key player in the development of the new regional structure. The City will heal and restore itself, as it becomes a hub for creating employment within the Capital City region. Greater focus on creating suitable work and living spaces in the city centre will ultimately result in giving retailers and hospitality businesses more of a sustainable future. Currently there is a shortage of suitable and exible start-up accommodation for high technology businesses in the city centre and the Task Force will work with Newport City Council and the Welsh Government to rectify this problem. In order for Newport to capitalise from the presence of entrepreneurs and graduates, it is vital that a ubiquitous digital infrastructure is put in place. The Task Force recommends that the infrastructure include an open access test network for the development of new products and services. This network needs to provide gigabit speeds with wireless and mobile access points. This network facility will allow developers to collaborate on the invention of new public and private services. The recommendations of this report are divided into ve sections, and reect the major suggestions received from the work of the Task Force and the consultation process. They are: Work Learning Tourism and Hospitality History, Heritage, Culture and Sport Infrastructure

In each case we have attempted to identify the ideas, the resources required to develop each project and the potential funding sources. Naturally, some projects require signicant funding, whilst others can be established by volunteer efforts and a small amount of capital. During the next six months the Task Force will work with the Welsh Government, Newport City Council and the various public, private and voluntary sector parties who have expressed an interest in taking forward these recommendations. As we put economic growth at front and centre for the City its ambitions can be realised. The quality of housing and accommodation will increase, the hospitality sector will return to the city centre and the renewed prosperity will drive support for heritage, sports, tourism and cultural activity. Finally, I express my heartfelt thanks to the members of the reNewport Task Force and the support team from the Welsh Government. Each member of the reNewport Task Force provided their time on a pro-bono basis and made a signicant contribution to the recommendations of this report. They have been extremely gracious with their time and expert advice. In addition, the reNewport project has been greatly enhanced by the creativity and passion of the people of Newport who participated in the public consultation. We appreciate their support and efforts.

Simon J. Gibson

Task Force members

Welsh Government team members

Prof. Simon J. Gibson, OBE Mark Barry Ian Edwards Prof. Julie Lydon Benjamin Milsom Simon Powell Sian Wilton

David Warrender Peter Evans Katie Williams

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NEWPORT FOOTbRIdgE

NEWPORT TRaNSPORTER bRIdgE

STEEl WavE aRCHITECTuRE

TREdEgaR HOuSE

RIvERFRONT ARTS CENTRE

NEWPORT REPORT

EXECuTIvE SummaRY
NEWPORT, a CITY ON THE RISE!

his report is about real opportunities and real actions that will benet Newport. It is not just a set of recommendations (although many of these are contained). It is a mixture of major and some smaller actions that taken together can make a signicant difference to Newport City Centre and Newport as part of a City Region. In reaching the interim point of our work we have considered both short term and long term benets to the City. Some, like the announcement of Newport as the destination for the next NATO Summit in 2014 and the future home of the new Wales International Convention Centre have already been made and our role now is to work to maximise the impact for the local economy. In making our recommendations we now move to action and over the next six months we will test the viability of ideas with many people and translate them into action, funding, timescales and outputs.

THE REPORT:
is a call to action asks things of government calls for concerted effort between formal and informal partners and networks in businesses and communities is clear on the vehicles required to take momentum forward highlights our view that if we lead with economic measures, then other activity (retail, housing, innovation and change) will follow

THE REPORT CONTaINS RECOmmENdaTIONS COvERINg 5 THEmES:

Work Learning Tourism & Hospitality History, Heritage, Culture and Sport Infrastructure

Each theme has its own ideas and recommendations some of the key RECOmmENdaTIONS aRE:
Establishment of an Innovation Company, in the city centre, acting as a digital innovation hub to attract research funds, inward investors and supporting the growth of SMEs. Purchase or renovation of a Building and development to Grade A building standard. Signicant size and suitable for use by start ups, SMEs and growth companies. Extension of the Business Rate Relief Scheme, to a dened area of the city centre focussed on the digital and ICT sector . Establishment of a National Centre for Cyber Security. Building on the cluster, footprint and capability in and around the Region. Establishment of a Software University to impact on the signicant UK labour market shortfall and propel Newport forward as the best place in the UK for a software degree. Development of the UKs rst Compound Semiconductor Foundation, to develop expertise, work skills and commercial opportunities and create a cluster of specialist companies in and around the City. Development of a Cycling Centre of Excellence, to add to the academy opportunities around golf and football. Creation of a caf and restaurant quarter, as part of a wider Food strategy. Re-engagement with the River, examination of the opportunities to re-open the river and canal areas, for work, living and leisure. Examination of potential for a Town Centre Investment Management company, to own and operate the Town Centre, as a collective asset.

CONTINuEd...

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NEWPORT CaSTlE

RIvERFRONT ARTS CENTRE

CITY CENTRE

vIEW OF NEWPORT aNd bRISTOl CHaNNEl

NEWPORT REPORT

SECONd SEvERN CROSSINg

ST WOOlOS CaTHEdRal

NEWPORT RaIlWaY STaTION

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EXECuTIvE SummaRY CONTINuEd

FOCuSSINg ON THE THEmES
WORk INFRaSTRuCTuRE & ENablINg

Employment, mobility, exibility and employability are the bedrock of a local economy and the heart of prosperity for business, communities and the people who live in Newport. We must bring more economic activity to the City Centre. Like the new Admiral ofce, this will have a positive knock on effect across all other aspects of city work and life.

This covers a number of key areas. We believe that strong regional economies are enabled by effective international and local connectivity, infrastructure, innovation and leadership with a world view. These characteristics are available in the people of Newport and the challenge is to develop them so that we maximise participation and create momentum.

LEaRNINg

We must embrace learning in the City to nurture and empower young and older citizens to realise their ambitions and potential. This will increase the potential of the workforce of tomorrow and ensure an effective and motivated labour market, that has the right skills for the right job within the City and makes Newport an attractive place to current and new employers.

PHYSICalITY

HISTORY, HERITagE, CulTuRE & SPORT

Newport has been challenged by a number of issues over time, but throughout it has remained true to its proud edgy history and heritage, rich culture and sporting roots. We see these as key elements to revitalising and empowering the City, to play its key role in the City Region and as the Gateway to Wales.

The space that we Live In and the design, architecture, layout and attractiveness of city centres are key in creating a thriving economy and culture where people want to work, visit and play. Similarly the ability to move around the region and city is a key element in making a city work. The commercial issues faced by the centre of Newport are partly due to the layout of the City and the nature of peripheral development around the edge of Newport over the last 30 years, which has created a classic doughnut effect and disconnected the town centre from itself. In addition the Task Force received a lot of comment from the public about the way that the City had been cut out by tarmac and poor planning from its river heritage. Added to this there is currently poor public transport access to the natural hinterland and a poorly envisioned parking strategy. We want to help solve these issues.

TOuRISm & HOSPITalITY

Newport has a unique political, industrial and historical heritage and globally recognised local assets. From home of the Mole Grip to home of Cyber Security Newport is a place which needs to be a showcase for Wales.

DIgITal

We think that people who work, live in and visit cities want a stimulating, interesting and rewarding consumer experience that makes them want to return. They want to feel that they or those important to them are safe in a city environment and the reputation (correct or not) of the City is a key factor in peoples perception of place. We would like to engage with and enhance the image of Newport and create both a Safer City and one where the consumer experience is supported by the many new digital tools that are creating opportunities to build new consumer experiences and commercial opportunities. Technology has taken people away from the High Street, but it can be used to bring people back.

We get the Big Picture. Metropolitan regionalism is a fast-growing concept and engine for transformation. Successful places like Seattle, Atlanta, Vancouver, Ottawa, Manchester and Bristol recognise that they become stronger regions by joining their urban assets together to compete and thrive on the world stage. Such regions are bucking the current economic trends and gaining traction in world markets. The following recommendations are potentially transformational if taken collectively or substantial if taken individually. Not all may gain support, but all are worth consideration. We are not making a nal statement, as if all the problems the City faces will be solved by following the recommendations . As well as focussing on big projects we want to work with people. To move from here we need vision, leadership and collective action. To this end we have through the consultation process engaged in a powerful dialogue with the people of Newport. As part of our report we have recommended the establishment of three voluntary forums to continue this and help shape Newports future. We encourage those with an interest to sign up to the on line forums and engage around the ideas contained here and the activities that we have organised to follow. Visit http://your.renewport.co.uk to be part of shaping Newports future Finally, we recognise that there is also work going on currently between Welsh Government and other parties. The City is bidding for a programme of housing regeneration and city centre transformation through the Vibrant and Viable Places programme and local business is also developing a Business Improvement District application to the Welsh Government. In order to avoid duplication this report does not focus on either of these themes or the actions that would follow, if the bids win. We do, however, endorse both these initiatives. They do not conict with any of the ideas here and would add real value to the work of reNewport suggested here. Please also note that as a number of actions are to establish feasibility, the timeline indicates when initial qualifying activities will be complete rather than a nal delivery of a proposed action.

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RECOmmENdaTIONS
WORk

We recommend that the Welsh Government funds the establishment of an Innovation Company in the City Centre. This will be focussed on the development of intellectual property rather than property and real estate. This company should seek to become self funded within 5 years. The company will be a digital innovation hub acting as a repository for attracting research funds, inward investors and give support to the growth of SMEs. This company should be established by mid 2014. We recommend that the Welsh Government provides a signicant and suitable space for startups, SMEs and growth companies to overcome the current lack of capacity to attract inward investors and allow development of clusters. This space should provide exible terms / rents / arrangements. This could be achieved by refurbishment of one of a number of existing properties in the city centre. We need to understand if this is something that the private sector can provide, or requires public sector intervention. It should be an aspiration to make a property available by the end of 2014. We recommend that the Welsh Government considers a pilot business rate relief scheme to cover a dened area of Newport City Centre, focussed on certain businesses which could include business start-ups; the SME sector; and provide support to the growth of the digital sector. The Welsh Government will consult with Newport City Council to agree the funding and implementation of such a scheme by the end of 2014. We recommend that a National Centre for Cyber Security is established in the City. This will build on the signicant existing footprint and capability in and around the City. This National Centre will drive inward investment and develop the cluster of businesses in this sector. Newport can justiably promote itself as the most secure place in the UK to do business. We have been developing this concept and have agreed with the UK Governments Technology Strategy Board that (along with Bristol and Cheltenham) South East Wales will be formally recognised as a lead player in its Severn Valley Cyber Launchpad initiative. This will bring access to 500,000 of funding to SMEs in the Severn Valleyarea to support the development of the Cyber Security sector. Relevant businesses in Newport will be able to access this funding and the launch event took place in Newport in November 2013 at the University of South Wales City Campus. The centre to be developed by late 2014.

Newport needs a joined-up proposition for inward investment. As a start we recommend that Welsh Government produce a compelling Newport for Business brochure to capture the strengths of Newport that can be used to promote / support inward investment activity in the area. This should be developed in conjunction with businesses in Newport and produced by March 2014. This should be disseminated to key stakeholders who have links to the City to bring them into and make them part of the Newport inward investment team. We recommend that the Alacrity scheme, already established in Newport City Centre, is leveraged to bring wider benets to the City. A joint venture between Welsh Government, Wesley Clover and other private sector investors, Alacrity is already recruiting and equipping teams of graduates with entrepreneurial skills and it will create start-up companies which will seek ofce space in nearby locations as they are established and grow (see recommendation about provision of ofce space). The City needs to make every effort to provide suitable ofce space for these kinds of business. We recommend that a Tech Forum is established in the City to bring together like-minded businesses, to share ideas and to agree common plans for growth. We have already made arrangements for an initial gathering to take place in December 2013. This will have three themes to start with: namely cyber security, business opportunities that fall from the NATO conference, and skills development. We hope this will be a catalyst to mobilise a talented and committed group to make things happen and take forward the management of the Tech Forum for themselves in 2014.

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CElTIC SPRINgS, NEWPORT

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RIvERFRONT ARTS CENTRE

TINTERN abbEY

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RECOmmENdaTIONS
lEaRNINg

There is a critical gap in the UK between the demand for software developers and the number of skilled people available. We will support the establishment of a software university to address this. This will be specically tailored to create the software developers of tomorrow and is likely to be based on undergraduate and foundation feeder courses. We envisage a curriculum developed in collaboration with industry with the potential to have industrial sponsors who provide input. We are engaged with 3 universities and have established keen interest in setting up this model, with a curriculum fed by and developed with the private sector. We will seek to set this up in 2014 and make links to the establishment of the National Centre for Cyber security. Creating Europes First Compound Semiconductor Cluster: There is an ambitious proposal to create Europes rst compound semiconductor cluster in South Wales which will bring together our corporate and academic expertise and infrastructure. At the centre of this proposal is a new industry-led Foundation which will provide a framework for advanced product prototyping, project management, IP generation, skills development and training, fully exploiting and commercialising the academic and industrial expertise already here. This key enabling technology is behind the effective operation of the internet (which relies on broadband bre optic communications) and will enable new emerging megatrends such as smart phone and tablet usage, satellite communications for GPS and Direct Broadcast TV, low energy solid state lighting, highly efcient solar power generation, consumer electronics, high capacity communications networks and data storage, advanced healthcare and ground breaking biotechnology. This cluster will have a unique ability, expertise and vision to be able to leverage European funds to seed a new hi-tech hub and develop a critical mass for compound semiconductor research, development and manufacturing with consequent creation of jobs, wealth and spin off SME companies for Wales. Welsh Government has agreed to fund a feasibility study to assess the benets to the Welsh economy and will report by March 2014.

Wales is already renown for the warmth of its hospitality and we should turn this into a professional asset. We recommend the establishment of a hospitality school, located in the city centre and run by students. The school will have a clear focus on developing practical skills to boost individual employability and create a broad pool of talent and expertise to feed the regions growing hotel and hospitality industry. Delivering professional knowledge through a dynamic combination of study and hands-on experience, this school would offer the perfect environment in which to experience all the challenges and possibilities of modern hospitality management, from front of house and housekeeping to restaurants and kitchens, as well as the planning and operations involved in conferences and events. This unique environment will immerse aspiring hotel managers, chefs, event coordinators, spa managers, restaurant managers and many others, in a vibrant community of students, industry professionals and academic staff who share a genuine passion for hospitality and for learning. The schools location would also provide an opportunity to build exceptional connections with some of the most respected names in the industry including The Celtic Manor Resort, Hilton Hotels and Marriott Hotels as well as numerous awardwinning independent hotels and restaurants in the local area. We would hope to establish this by 2015. A number of local graduates have agreed to start up a digital youth club. This will provide an opportunity for young people who are interested in technology to learn how to code and will help create the next generation of digital and software entrepreneurs. The rst of these youth clubs will be run in January 2014 and promotion for this has already started. We will seek to harness talent and create start-up companies. We believe that the most effective way to achieve this is to build on well-established mentoring networks and look to expand them to create available and accessible networks to support the creation of start-up companies in and around Newport. Businesses, such as Boots, who are part of the Task Force, have committed to providing staff as mentors in support of the future of Newport. Alongside Alacrity and other existing Welsh Government mentoring schemes these resources could be brought together as a network to benet businesses in Newport. We look to engage with interested companies and start to create these networks in Spring 2014.

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RECOmmENdaTIONS

HISTORY, HERITagE, CulTuRE aNd SPORT

UK or European Culture Capital following the Ryder Cup and the NATO Summit, the Task Force recognises the extensive opportunities that being a City of Culture would bring. Recently the UK Government announced that despite very strong competition from Swansea Bay, the winner of the 2017 designation will be Hull. It is recommended that Newport mobilises over the next two years to bid individually, or better, as part of a City Region for the UK 2021 award. The next European City of Culture to be designated specically by Europe to the UK is in 2023 which also creates an opportunity. These opportunities will be discussed with the City Council and reported in March 2014. Sport Academies Newport and the surrounding area attracts 300,000 visitors per annum for one thing... cycling. Whether they are visiting the velodrome or taking in the outstanding local countryside, we want to capitalise on this and look at making Newport and its surrounding region a centre of excellence for cycling. We also want to consider ways of developing the existing assets in golf and football. We request that the Welsh Government considers and reports on these options by March 2014. Establish a Forum for history, heritage, culture and sport the consultation demonstrated the passion and commitment of the public to make Newport a better place. We recommend that the Welsh Government provides a resource to capture the energy and continue the momentum built around the consultation. We will look to establish the history, heritage, culture and sport forum quickly to document and build on the strengths of Newport. The initial aim is to dene a 12-month action plan which should build on the ideas outlined in this section of the report. The Forum will be set up by January 2014 and report by March 2014.

Music and live performance Newport has a long tradition as a city of music and fostering musical talent. Some of Europes biggest names have played in Newport and continue to do so. Newport has a reputation for providing venues for intimate performances and we want to capitalise on this. We recommend the development of a Performance Portal which would be a dynamic online resource to source content that promotes the arts in Newport and also the creation of a City Broadcasting Platform, that would link to the portal. We will empower our stakeholder forum to report on how best to achieve this so that an action plan is developed by March 2014. We want to enrich the unique feel and culture of Newport with weekly performances in the City. In addition, we want Newport to host an annual festival (cultural, music or technology) and involve people with development of multimedia public display projection events. Projects such as these will put Newport on the cultural map, attract visitors to the City, create a positive reputation and generate economic and employment opportunities for the people of Newport and the City region. This can build on the success of Newports annual food festival. These ideas will be taken forward within the Forum and reported on by March 2014. We want to further build on the sporting credentials of Newport and market it as the place to house major events. As part of this drive the forum will consider the potential of 2026 Commonwealth Games venues and look to attract some of the venues to Newport as part of a wider City Region bid. This will continue the initial work around exploring the possibility of bringing minority Olympic sports to Newport, possibly in the form of training facilities. We will consider this opportunity with Welsh Government and the proposed stakeholder forum and build a plan by mid 2014.

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NEWPORT TRaNSPORTER bRIdgE

300,000 CYClISTS a YEaR vISIT THE aREa

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NEWPORT WETlaNdS RESERvE

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RECOmmENdaTIONS
TOuRISm & HOSPITalITY

The Celtic Manor Resort has won the opportunity to host the next NATO Summit for the UK and bring it to Newport. This is one of the major events that we expect the City to now continue to host. We recommend that an initial organising committee is established to manage NATO and then continue on a virtual basis to support other activity and maximise the capture of opportunities that are created for the City region and its businesses by this and following events. This to be established by January 2014. We recommend that a virtual Major events team is rapidly established to work alongside the development and delivery of the 2014 NATO Summit. The suggested team would sit within the EST Department of Welsh Government. The 2012 NATO Summit in Chicago is estimated to have generated 100m of income to the host region. The Task Force is pleased to have contributed to this success and is keen to support the continued exploitation of opportunity. The Events Team would be a partnership between the Celtic Manor and the public sector and would focus on developing the NATO Summit programme to maintain a ow of business post summit. Visit Wales to take this work forward with Newport City Council and the Celtic Manor in 2014. The Task Force identied early the opportunity for a Wales International Convention Centre and the benets that will accrue to Newport. It is an essential part of our vision to meet a clearly dened need and would provide a world-class conference venue in an accessible part of South Wales to attract international delegates and help drive economic growth for the region and national economy. We recommend that the convention centre serves as a catalyst to encourage regeneration and additional development. Most obviously, a new convention centre will create demand for additional hotel accommodation but there will be a wide range of further benets to Newport in the retail and hospitality sectors. The potential of the Wales International Convention Centre promises a signicant boost to the Welsh economy as visiting international delegates or business tourists spend money in our cities and towns on hotels, transport, dining out, entertainment, shopping, cultural experiences and tourist attractions. In addition to the direct spend in the local economy, there are many other proven benets of convention centre development. An estimated 50m will be spent during construction, creating a potential spend of 70m p.a. into the economy, whilst 200 new jobs will be created during the build itself, providing a estimated 100 long term jobs for the City, once complete. Other benets include enhanced reputation and greater prole for local universities, helping to attract research funding and better students, and inward investment for new industries. The action here is to identify the ongoing opportunities in the supply chain, created by the Convention Centre. The initial discussion will be led between the Celtic Manor, Newport City Council and Welsh Government reporting back in March 2014.

We recommend that an enhanced visitor destination strategy is developed for the Newport and Caerleon areas that is linked to the visitor opportunities created by the Wales International Convention Centre and adopted for the region following consultation by Welsh Government through Visit Wales. This work should be established by early 2014 with the City Council and many of the following themes will be developed within the strategy. Newport has a deep and rich past. We recommend that an enhanced On Line Visitors Centre is created to encompass the history of Newport from Roman to present times. This would focus on the Roman heritage, maritime trade and the industrial past. It would examine the linkage between the Newport Ship and the wider maritime and sea trade that grew Newport. It would also highlight the role of the Chartists and the City Region in creating political challenge and the British democracy. This work could be developed by Welsh Government, but then owned by Newport City Council and also informed by the relationship with the public in Newport and the private sector. This work should be established by mid 2014. We recommend that as part of the enhanced visitors destination strategy the role and potential of the Caerleon Roman Antiquities is re-visited. By UK standards the remaining Roman legacy at Caerleon (and Caerwent) is outstanding. An assessment will be made of new ways that the remains can be enhanced as visitor attractions, to tell the story of the antiquities but also possibly link to other regional destinations in the Bath, Somerset and Gloucester areas. Work to commence in 2014 in discussion with Welsh Government and the City Council. A vital part of Newports ongoing regeneration should be an identiable area of hospitality outlets. We recommend that consideration is given to a Restaurant and Caf Quarter. There is a growing trend in UK towns and cities towards developing a concentration of places to eat within a compact area, replicating the tradition for Caf Quarters on the continent. These often complement retail districts, as demonstrated in Cardiff with the recent regeneration of The Hayes and St Davids 2 Shopping Centre, where shops and restaurants have been developed in tandem and complement each other effectively. While economic conditions have been tough and pressure on family budgets has been tight in recent times, evidence suggests an Eating Out Culture continues to grow in the UK. Local people, day trippers and staying visitors are increasingly looking for a choice of places to eat out and the easiest way to present this variety to the consumer is by building a number of restaurants and cafs in close proximity to one another. A choice of chain restaurants and independent outlets can be established to suit every budget and palette and encourage people to return on a regular basis, safe in the knowledge they can sample a different experience in the same place. We believe that in addition there is scope for the creation of a Pop-Up restaurant market and that this potential should be part of a wider Newport Food Strategy. Work on this will be discussed with the City Council and other stakeholders and will start in early 2014.
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TOuRISm & HOSPITalITY CONTINuEd

We recommend that the Chartist contribution to British democracy is fully recognised and developed. The Chartist movement is of signicant social and political relevance to the South East Wales region, to Newport in particular and through its aims to the establishment of the democratic process in the UK. We believe that there are 3 themes that could be developed to enhance the legacy. These are the Development of a Museum of Democracy, development of a multimedia public display and the creation of a major on line project to raise awareness of the Chartist Movement. We recommend that work on these activities will be started with the City Council in 2014. We recommend that the opportunity to re-engage with the river is considered as part of a wider Tourism strategy, connecting Newport City Centre to Caerleon and Cwmbran. Newport possesses a network of rivers and canals and we want to explore how best to make use of these. The Welsh Government has begun scoping out options around opening up the existing river and canals so that boats can access through Newport to Caerleon / Cwmbran. We suggest commissioning a study to determine the work needed and cost associated. The ndings of the report will be expected in mid 2014. Alongside these we wish to re-assess the viability of the river to become a further enhancement to the City centre and its regional hinterland and will examine the basic environmental, legislative and engineering implications required to make the river play a more vital part in the economy. We recommend a small study is commissioned in early 2014.

We recommend that a Hotel Network Partnership is created. The best way for Newport hotels to maximise their potential is to work together. Unlike many other cities of comparable size in the United Kingdom, Newport does not currently have an Association of Hotels and Hoteliers. An Association would work collectively, using its combined strength, experience and knowledge to better promote the City of Newport, sharing information and presenting a strong, unied voice when dealing with other organisations and authorities. As part of such a network, members would have a voice to inuence policy making and government decisions as well as having an input into marketing, tourism activities, careers, media and other matters in the City. Benets to Association members could include meeting and networking opportunities, PR and marketing assistance, input into new projects and initiatives, and liaison with other visitor attractions and venues. An Association could also improve recruitment processes, provide learning and development opportunities, and invest in continuing professional development activities. Work on the formation of such an organisation would start in early 2014, to capture the increased opportunities in visitor numbers coming from the NATO Summit and the further opportunities that arise from this. We recommend that a lighting competition / event is established to illuminate the Transporter Bridge at the Festival of Lights. The Newport Transporter Bridge is a treasure, but unlike its Teeside counterpart an underused asset. There are three world cultural traditions of Festival of Lights that take place between October and December and some major city events, such as Berlins Festival of Lights, that have become world-class attractions. Work on this activity to start with the Cultural Forum and Newport City Council starting in early 2014. We recommend the establishment of a tourism and hospitality forum. The tourism and hospitality forum will be enabled by the Task Force and bring together those people identied in the public consultation to identify and prioritise a work programme. Four areas that the forum might initially consider are the restaurant and caf quarter, the chartist legacy, reengagement with the river and the festival of lights. We recommend the Welsh Government provide resource to oversee the initial work of the forums, which will be set up by the end of 2013 and report in March 2014 with a clear programme and outputs.

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THE CElTIC maNOR RESORT

NEWPORT CITY CENTRE

NEWPORT REPORT

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NEWPORT FOOTbRIdgE aNd THE UNIvERSITY OF SOuTH WalES, NEWPORT

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RECOmmENdaTIONS
INFRaSTRuCTuRE / ENablINg
The City clearly needs a long-term economic development network to drive an agenda of regeneration over the next 15 years. Much can be learned from the municipal regional development organisations currently operating in Greater Manchester, Bristol and Swindon. Newport must fully engage in the City Region initiative but must also have its own complementary plans. Such a network must have the powers and budget to enable it to make a major difference. The Task Force will work with Newport City Council to shape proposals by early 2014 so the new network model becomes a dynamic inuence. We have also seen that with zero direct nancial investment and lots of energy that the reNewport initiative has struck a chord and mobilised some key parts of the population. The Task Force will consider how a small and focussed initiative such as reNewport can be put in place on a longer-term basis. Working with partners, the Task Force will seek to put something in place by mid 2014 at the conclusion of the work we were asked to do. We recommend that the physical infrastructure of the Newport region is supported effectively to deliver the actions that will transform employment opportunities, transport and environment in the City and help it thrive in the context of the City Region. Work has already begun on the strategy for the Metro for Wales Capital City Region, linking the region effectively to its component parts and the M4 Relief Road consultation and funding process is underway. We recommend that a continual process of improvement is in place to make Newport the UKs best location for digital infrastructure for business and that Newport truly becomes the best connected city in the UK. Newport has won a share of 50m from the UK government from the second wave of the Super Connected Cities Fund. This will help provide homes and businesses with enhanced broadband (at least 80-100Mbps) and high speed wireless internet access and help reinvent Newport as a smart, connected city and help achieve the expansion of high-end work into the City. The City needs to build on this success. To really make Newport a digital ecosystem, the City should position itself as a test bed for digital public services. The concepts of living labs and smart cities are not new ones but neither can many cities claim a leading position. If Newports tech footprint can be extended to include innovation in public service deliverythen this will help the City help itself. There are a range of ideas which should be explored, such as a google bre type solution (providing world class connectivity in the City); a remedy for high business rates associated with bre network delivery, an open duct access programme, public LTE / WiFi access, voice and data services on trains and a City broadcasting platform. The Task Force will work with Welsh Government and the City Council to develop a digital strategy starting in early 2014.

INFRaSTRuCTuRE / LIvINg SPaCES

We recommend that the potential for a Town Centre Investment Management Company is investigated. For some time, Newport has been losing its city centre and its trade. The shopping area on High Street and Commercial Road is shrinking and becoming less used by the public. We believe that this trend is manageable and that the city centre can recover as a shopping destination. Rateable values, lack of exible space, consumer trends and technology are all inuential in driving the footfall away from town centres. The innovative TCIM concept is a potential method of addressing this, where elements of a Town Centre are purchased and managed by a single entity, in the way that out of town developers manage their assets. Such a concept in Newport could work with the current or enhanced shopping area and would also work alongside other opportunities that the Task Force would support such as the Welsh Government Viable and Vibrant Places (VVP) programme and the locally led Business Improvement District plan. Technology opportunities should also be explored to help stem footfall loss. We recommend a feasibility study to consider the potential for a TCIM approach will be developed in early 2014 and report in March 2014. We recommend the purchase and / or renovation to Grade A building standard of a suitable City Centre property, or the development of a new property suitable for inward investors or employment generally. A building could be renovated as a agship for private sector technology use, or used as an incubator for innovative SMEs, or both. A feasibility study to consider the potential for property purchase will be developed by mid 2014. We recommend that alongside the potential VVP programme a City Centre Renovation and Reuse programme is developed. The city centre benets from many attractive and condent turn of the century buildings and shops. It is assumed that the majority of the upper storeys of these are empty. In order to help turn the centre into a vibrant place to live and enhance the potential Night Time Economy a feasibility study to consider the potential for creating a reuse programme will be developed by mid 2014, in conjunction with the potential for the VVP programme. A piece of research will be considered in early 2014 to establish the ownership and value of premises in the city centre and their accessibility. We recommend that we work with the University of South Wales to consider options for creating Student Living Space in the city centre. The Universities plans for accommodation and expansion will need to be understood, but students have the potential to help create a positive town centre environment and contribute to the economy of the city centre. A feasibility study to consider the potential for Student Living will be developed in early 2014 and report by March 2014. We recommend that an enhanced Public Realm is created in the city centre. It is clear from the public consultation that the perception is that the City has been cut off by road layout from the river, that it lacks open space and a childrens zone. The environment is seen to be unfavourable in comparison to new destinations such as Cwmbran, Cabot Circus in Bristol and Cardiff City Centre. A feasibility study to consider the potential for Public Realm improvement will be developed in early 2014.

NEWPORT REPORT

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RECOmmENdaTIONS

INFRaSTRuCTuRE / TRaNSPORTaTION
We recommend that an Integrated Rapid Transport System (IRTS) is developed. This would run within the context of the Metro for Wales Capital City Region, but be specic to the needs of Newport and its transport conditions. The system would include the potential of a Tram Train (or bus) to Cardiff and a focus on Sustainable Transport Systems. Within this context other issues would be examined such as the current thinking on bus station access, signage and, importantly for city centre trade, an improved signage policy. Much of the current public comment (and some from independent professionals) has focussed on poor transportation within the City, difcult parking and interestingly the barrier created by the current road structure, that amputates the city centre from the river. A current transportation study looking at the initial feasibility of the IRTS is shortly to launch. Feasibility studies to consider the potential of the other areas will be developed in early 2014. The public consultation was very critical of the parking strategy in Newport centre. At a time of severe cuts to public sector budgets it is understood that erosion of cash raising opportunities is unwelcome. However the public feel that there are better ways to manage city centre parking that would benet public and business. We would recommend that a review of the parking in the City is started in early 2014, along with Newport City Council.

INFRaSTRuCTuRE / MERCaNTIlE
We recommend that Newport strives to become the Good Food Hub of SE Wales. The concept of food as an economic driver and the potential of pop up cafs and restaurants has been discussed within the earlier Tourism section. Work on this as an element of City infrastructure would focus on two underpinning elements. The rst is the re-introduction of Farmers Markets, linked potentially to the old Market Hall, and secondly the creation of a Wholesale Organics Market in the SE Wales Capital Region. The Celtic Manor estimates that it puts 5m p.a. into the food supply chain and would wish to target as much of this expenditure into local provision. Both elements are symbiotic, if a strong organics food market is developed the quantity, quality and availability for products through local farmers markets will increase and the growth to table potential will expand. If other institutions and organisations could be aggregated into this purchasing group, a new array of potential that impacts on the food supply chain could be created that would benet the agricultural area of the City region. We recommend a study to look at the initial viability of the local food and farmers supply chain be set up in early 2014 and developed in conjunction with the Welsh Government. We recommend that the potential for some of the existing town centre to be developed as a Designer Outlet area be considered. As part of a wider TCIM strategy of property ownership, turning current property in the Kingsway Centre and or High Street into an attractive location designated for designer outlet shopping might be a feasible option. A study will be launched in late 2014, once the potential of the TCIM concept is better understood. From an architectural, shopping, tourism and aesthetic point the Arcades of South Wales have special resonance. We recommend that consideration be given to a covered area in the High Street. This could be a specic enhancement to an area of designer and / or food outlets. The creation of a super high street arcade would be both a physical and economic enhancement. A feasibility study will be launched in late 2014, once the potential of the TCIM concept is better understood. We recommend the establishment of a Retail Forum, which is linked to or is part of the Newport Business Improvement District (BID) . Three themes that the Forum could consider initially are the public realm, a parking strategy and a safer city. We will consult with the developers of the BID in early 2014 to understand if they are the basis for a Retail Forum, along with those people who expressed a view on these matters via the public consultation process.

INFRaSTRuCTuRE / SaFER CITIES

Newport has been described as having an edge to it. On the positive side, it is seen by the creative community as something that differentiates the City from others and enhances cultural passions. On the other, it brands a place as unsafe and family unfriendly. Public perception of Newport is split and once an impression has been created it is difcult to redeem. However if Newport is to become a vibrant, positive place that encourages people to spend time there, a concerted effort is required to create a positive, sustained image. This is particularly true of the evening economy, which has considerable value for a town and brings in a whole, largely young and different population who engage in eating, cultural and social activities. To bring about a safer city there are a number of themes which could be brought to bear within the framework of a City Pride Project. We recommend a feasibility study to consider these options to launch in mid 2014. We recommend that a City Observatory for Newport is established. This would both build on the concept of a digital public service living lab and would be in the context of leading Newport to become a safer City centre. Work should be done with the private sector in conjunction with the police and SE Wales Crime Commissioners ofce and other stakeholders. This could digitally model Newport but would also require looking at a function that responds to safety in a exible and cohesive way through integrated and coherent consideration of areas such as policing policies, licensing, visible CCTV and the adoption of a zero tolerance policy to misbehaviour in the city centre. The work to start in mid 2014.

INFRaSTRuCTuRE / ENERgY
Coleg Gwent has considerable class leadership experience in the Green Energy Sector. We will work with the college to understand what expertise exists, how it can be harnessed to develop energy for the city centre and the local business community. Discussions will start in early 2014. Newport City Council has announced an Incentive for Electric Vehicles and we would support this initiative and look to widen the benet and scope of the programme.

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your.renewport.co.uk

NEWPORT WETlaNdS RSPB RESERvE

NEWPORT REPORT

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TImElINE OF RECOmmENdaTIONS

Theme Work

Short Term <3 months

Medium Term <6 months

Long Term <12 months

Create start-up companies Work forum Newport for Business Education forum Software university Digital youth club History, heritage, culture & sport forum Music and live performances/ performance portal Annual festival Tourism & hospitality forum Major events team International convention centre Hotel network partnership

Business rate relief Innovation company Mentoring networks

Suitable space for start-ups National Centre for Cyber Hospitality school Compound semi conductor foundation

Learning

History, Heritage Culture and Sport

Sport Academies 2026 Commonwealth games venues Restaurant and caf quarter Illuminate Transporter Bridge Re-assess viability of river Chartist contribution to British democracy Caerleon Roman antiquities Digital infrastructure Physical infrastructure Public realm Parking strategy Good food hub wholesale organics market Safer City Centre/ City Pride project

City of Culture submission

Tourism and Hospitality

Visitor destinations strategy Re-engage with river

Infrastructure

Development network Town centre investment management Integrated rapid transit system reNewport Green energy sector

Grade A building Renovate and re-use programme Student living space Designer outlet Incentive for electric vehicles

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NEWPORT TRaNSPORTER bRIdgE

ST WOOlOS

TREdEgaR HOuSE

NEWPORT REPORT

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your. renewport. co.uk