Luke Campbell begins his tenure as the first directly elected mayor of Hull and East Yorkshire at a turning point for the region. Backed by a landmark £400 million devolution deal, he now holds real powers over transport, skills, housing, and economic development—tools that, if used effectively, could reshape the region’s fortunes. But with great opportunity comes intense scrutiny. This is a role without precedent locally, and much of the public remains unsure what to expect. Campbell’s challenge is to prove that mayoral leadership isn’t just symbolic—it’s a practical force for renewal. To succeed, he must meet five urgent tests.
1. Credibility: Winning Over a Wary Public
Campbell doesn’t inherit a mandate built on enthusiasm—he inherits one built on doubt. Across Hull and the East Riding, there is limited understanding of what a metro mayor actually does. Many see it as just another politician in a crowded field. That makes early wins essential. Whether it’s delivering improved public transport, securing private investment, or announcing visible regeneration projects, Campbell needs to demonstrate quickly that the mayoralty has clout. Credibility won’t come from press releases—it will come from potholes filled, routes restored, and jobs created. If people don’t see a difference within the first two years, the role will lose legitimacy before it even finds its feet.
2. Economic Renewal: Turning Strategy into Jobs
Campbell’s most critical lever is the economy. Hull is still managing the long tail of post-industrial decline, and the East Riding suffers from its own brand of rural stagnation and youth drain. The mayor now controls funding and strategic direction over adult education, business support, and infrastructure development. He must build an industrial strategy tailored to the region’s strengths—offshore wind, ports, manufacturing—while plugging skills gaps and attracting serious investment. This is not about glossy brochures or conference speeches. It’s about whether the next generation can find well-paid, meaningful work without moving to Leeds or Manchester.
3. Political Acumen: From Campaigner to Statesman
Elected on a wave of local optimism, Campbell must now shift gears. Governing a combined authority requires far more than grassroots energy—it demands strategic thinking, negotiation, and coalition-building. He must work with two very different councils, deal with Whitehall departments, and build consensus across a diverse electorate. Hull’s urban sprawl has very different needs to the market towns and villages of the East Riding. The risk is real: if either part of the region feels neglected, the entire project could fracture along geographical lines. Campbell must become the bridge—not the battleground.
4. Delivering on the Green Economy—Without Losing Jobs or Political Ground
Net zero isn’t just an environmental policy in Hull and East Yorkshire—it’s an economic lifeline. The region is heavily tied to offshore wind, green hydrogen, and carbon capture industries, with major employers and future investment reliant on a continued commitment to the green transition. But Campbell must now manage a growing political fault line: while the region’s economy depends on Net Zero, Reform UK—ideologically opposed to much of the green agenda—has been gaining traction locally, especially in communities that feel left behind. Campbell must walk a tightrope: maintaining business confidence and securing future green investment, while also addressing the concerns of voters who see green policy as code for lost jobs, higher bills, and remote decision-making. His success will depend on whether he can ground the green agenda in economic realism—making sure it delivers tangible benefits to working families in both Hull’s industrial estates and East Riding’s rural towns. If he allows the narrative to be hijacked, he risks turning a cornerstone of the region’s recovery into a political liability.
5. Proving the Value of Devolution Through Delivery
This mayoralty isn’t ceremonial—it comes with real powers over skills, housing, transport, and economic development. Campbell now controls adult education budgets, can shape transport investment, and influence housing delivery across the region. These are not theoretical responsibilities. They are tools that can transform lives—if wielded effectively. Whether it’s improving rural bus services, directing training funds to local employers, or unlocking land for affordable housing, the mayor must use every lever at his disposal. This is the heart of the devolution deal: local control, local action, local accountability. If he delivers, the public will back deeper devolution. If not, this new structure will be dismissed as yet another layer of empty politics.
Luke Campbell’s election is more than a personal victory—it’s a test case for whether devolution can genuinely shift power and improve lives outside of Westminster’s reach. If he gets it right, Hull and East Yorkshire could become a model for other regions looking to follow suit. If he fails, the mayoralty risks being remembered as an experiment that never took root. The opportunity is real. The responsibility is his.
Luke should have conversations of mayors of West Yorks and Gtr Manchester to see how they have dealt with local needs in their areas as both seem to be doing a decent job.
We’re doomed woth a “Reformer” as mayor.
With the recent trend for lack of experience in highly specified jobs. I’m pleased to announce my new eye surgery business. Roll up roll up! Oh wait.
The region is indeed heavily tied to offshore wind, green hydrogen, and carbon capture industries,
But what we need now is to pivot to Community Energy. Low-cost energy produced locally for locals using infrastructure owned by local CICs.
I will be contacting the Mayor to discuss how he can use his new powers to have that happen.