Author: Helen Birkett MBA, APMP, Assoc CIPD On behalf of the Blyth Development Trust
Table of Contents
Para Contents Page Glossary 3 1 Core Strategic Statement and Executive summary 4 2 Key Contact 6 3 CCT Membership 6 4 Accountable Body 7 5 Local area – Brief geographical and historical description 7 6 Context – Community. A description of local community with 9 demographics. Describe plans to involve and inform partners and other bodies, including accountable body, CCA and DCLG. 7 Context – Economy. Local economy, e.g. business, tourism, 17 manufacture, etc., ‘Starting point’ 8 Related Initiatives - What else is going on in the community of 21 economic importance, e.g. BID, LEP, CIC, CCF, CRF 9 Ambition - A positive statement of the aims and objectives of the plan 28 and a description of what it will achieve. 10 Success - Description of ‘what success will look like’. 31 11 Needs of the community and intentions of the team to meet them. 32 Identify the economic needs of the community and the opportunities to meet them. 12 Analysis. Describe the strengths, opportunities, weaknesses and 36 threats in meeting the needs at (10). 13 Data. Provide evidence to support the intentions of the plan. This will 40 include statistical data but broader data should also be included. Data used should be specific, relevant and transparent. It is sufficient to reference evidence held elsewhere 14 Key projects and/or bodies of work. High level description of discrete 40 pieces of work. 15 Short term goals/actions. What will the team achieve in the next 6 41 months? Should demonstrate ‘quick wins’. 16 Performance Measures. For first 6 months – to be SMART 41 17 Medium term goals/actions. For 6mths to 5 years 42 18 Performance Measures. For 6mths to 5 years 42 19 Long term goals and actions 42 20 Performance Measures. Beyond 5 years – to be SMART (may need to be 42 identified at later stage) 21 Barriers. Identify barriers to planned performance and contingencies 43
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to manage them. 22 Resources. Who and what will be required to deliver each element of 43 the plan. Include ‘in kind’ services, volunteers, etc. Demonstrate how local expertise will be utilise and/or grown. 23 Costs. Detail of costs of each element of plan. What is the worth of the 44 plan to the local economy? 24 Funding. Identification of funding streams and how costs of project(s) 45 will be met 25 Maximising resources and costs. Describe how this will be minimised, 45 e.g. shared services, use of technology, avoidance of bureaucracy, etc. 26 Consultation. Describe existing results of consultations and planned 46 consultation exercises. 27 Communication with Community. How will the community be involved 47 and informed of progress and outcomes 28 Management of Team. How the team will operate, frequency of 50 meetings, centrality of team to projects, etc. How the team is representative of the community. 29 Support Structure. Network of support built to enable CCT to deliver 50 the economic plan 30 Costs. Running costs of CCT itself 51 31 Sustainability. Long term plan for team and how this will be managed 51 32 Areas of Specific Interest to allow DCLG to match/mentor and network 51 across teams Appendices 53 1. BCCT Partnership Organisations 54 2. BCCT Terms of Reference 58 3. Statistics 61 4. Public Consultation results 97 The Blyth Coast and Community Team would like to thank: Julie Pearson Sharon Herron Matthew Margetts Clive Gray Helen Birkett For the photographs used to illustrate this report and for those used in Public Consultation exercises.
This Economic Plan has been set out in accordance with the Department of Communities and Local Government (DCLG) “COASTAL COMMUNITY TEAMS ECONOMIC PLAN – GUIDANCE and TEMPLATE”
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Glossary BCCT Blyth Coast and Community Team BEACH Blyth Education and Community Hub BID Business Improvement District BRIC Blyth Resource and Information Centre BTC Blyth Town Council BTS Blyth Tall Ship CCA Coastal Communities Alliance CCF Coastal Communities Fund CIC Community Interest Company NCC Northumberland County Council CLA Country Land Association CLLD Community Led Local Development CRF Coastal Revival Fund CVS Northumberland Council for Voluntary Service DCLG Department for Communities and Local Government ESSEN Engaging and Supporting South East Northumberland LEP Local Economic Partnership NAREC National Renewable Energy Centre NECA North East Combined Authority NELEP North East Local Enterprise Partnership RNYC Royal Northumberland Yacht Club SEP North East Strategic Economic Plan TOR Terms of Reference VCS Voluntary and Community Sector
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1. Core Strategic Statement and Executive Summary
The aim of the Blyth Coast and Community Team (BCCT) is to create in Blyth a vibrant, confident and supportive community that celebrates its past achievements, is proud of its present strengths, and is ambitious for its future. This to be achieved by collaborative cross sector working that generates inward investment in capital and revenue based cultural projects, industry linked educational and training programmes, and international and national events that position Blyth as a regular host on the tourism calendar.
Executive Summary We recognise that public perception of Blyth is exceptionally low, this may in part, be due to the widely publicised problems with substance abuse during the 1990s, higher than average unemployment, higher than average crime rates – especially those relating to anti-social behaviour and the decline of our “traditional” industries such as mining, shipbuilding and a thriving market, without any obvious replacements.
In addition, numerous local businesses are closing, leaving retail and industrial units empty and a large open Market space that is widely disparaged by residents and is woefully under-utilised. We hope to demonstrate in this plan, that whilst there are a vast number of issues which need to be addressed, Blyth is well worth the investment as there is a very strong foundation on which to build.
We have no desire to “compete” with e.g.: Manor Walks, Cramlington or to replicate the most excellent mining heritage museum in Woodhorn, Ashington. Rather, we wish to showcase Blyth by optimising our unique maritime history whilst still celebrating our past achievements in mining, market trading and our exemplary record in both World Wars.
The Beach, Park and Quayside, together with the wider media exposure we expect from hosting the Tall Ships Regatta in August, provide us with a perfect platform to position ourselves on the tourism map. Blyth has a rich and varied history, being home to Antarctic discovery, building the first Ark Royal and providing a sub-marine base in World War II, to name a few. Frameworks, Wetherspoons and Headway Artspace have taught us that by creating good quality products that people want, we can make diverse use of the assets we already have.
By encouraging visitors, we expect existing businesses to thrive and new investors to emerge.
We also see training and education as being key to helping Blyth residents flourish. There are many such opportunities highlighted in this report, but perhaps the most distinctive are: the development of support activities for marine focussed higher education degrees and research led by Newcastle University on Blyth Quayside. It is
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intended the research and educational infrastructure, the level of research activity, and the through-put of undergraduate and post graduate students active in Blyth will continue to grow, and the Blyth Education And Community Hub (BEACH) is an educational and training consortium involving: the Port of Blyth (Training Services); Newcastle University; Blyth Tall Ship Charity; Northumberland College, Maersk Shipping (Training Services); and Active Northumberland. The vision of the group is to develop the southern end of the quayside into a mini campus where a range of educational and training activities are co-located. Working with learners that range from school children through to adults it is intended that the hub will host recreational, vocational, and professional learning activities. The next phase will see new workshops for Blyth Tall Ship, and new facilities for the Port of Blyth Training Services, for Northumberland College and for Active Northumberland, as well as the construction of the substantial building required to house the UK’s only Cavitation Tunnel research facility. These developments are transforming this part of the port from an almost derelict wasteland into a vibrant space where learners of all types will be enthused and inspired.
The Blyth Coast and Community Team (BCCT) is an established community partnership which has expanded to include members of the local Business Forum and the voluntary sector to ensure there is a diverse mix of business, leisure, culture, education and heritage, represented by private, public and voluntary sector members. The diversity of the partnership provides a wide variety of skills and expertise, especially in the area of successfully managing major projects. Appendix 1 gives a brief synopsis of each partnership organisation. The Blyth Development Trust (TBDT) – a voluntary, charitable organisation whose aim is to make Blyth a better place to live, work and invest is taking the lead in organising the BCCT and preparing the Economic Plan.
We aim to build on our strengths, maximise opportunities and turn our weaknesses and threats outlined at Section 12 into even more opportunities.
One of our main aims is to conduct regular public consultation exercises which will allow us to find out how to restore residents’ pride in Blyth. This will enable us to establish priorities and seek investment. Our pilot public consultation exercise took place on 21st January in Blyth Sports Centre and results are captured at Section 11. Further public consultation exercises are scheduled.
Our immediate priority is to improve public perception by highlighting the many positive aspects about Blyth. We will also seek to make the arrival experience for visitors less confusing by creating better signage and making better links from the Quayside to the Town Centre. In the long term, we hope to have a completed Maritime Centre with world class research facilities, a boatyard providing training opportunities, a fully re-furbished Tall Ship offering charter expeditions, and a covered, multi- functional Market Square providing community events at the heart of the High Street.
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Whilst we will seek funding in the initial stages, it is vital to BCCT that our efforts result in activities that become self-sustaining over time.
We hope this plan provides a balanced view – good and bad – of the realities facing Blyth and a well-considered, realistic proposal for resolution of the issues.
2. Key Contact Karen Walker The Blyth Development Trust Brunel Building 64 Regent Street Blyth NE24 1LT
Email: [email protected]
Tel: 01670 357328 Mob: 07873 133079
3. BCCT Membership Karen Walker Helen Birkett The Blyth Development Trust
Clive Gray Blyth Tall Ship Project
Professor Richard Birmingham Newcastle University
Claire Margetts Matthew Margetts Blyth Business Forum
Jackie Kell Arch
Cath George Blyth Resource and Information Centre (BRIC) Page | 6
Paul Common Clive Griffith Royal Northumberland Yacht Club
Liam Forsyth (to be replaced, Stephen Rickitts will be approached) Blyth Town Council
Martin Willis Port of Blyth
Nigel Walsh Lee Paris Active Northumberland
Tony Kirsop Northumberland County Council
See Appendix 1 for brief synopsis of each partnership organisation
4. Accountable Body Tony Kirsop Social Enterprise Manager and BCCT Member Northumberland County Council County Hall Morpeth NE61 2EF
Tel: 01670 624744 Email: [email protected]
5. Local area – Brief geographical and historical description
Geographical Blyth is located in the South East corner of Northumberland and is the county’s largest town. The town centre lies within 5 minutes walking distance from the Quayside. The parish of Blyth is bounded by the River Blyth to the North. The boundary then heads west at Humford Woods along the Horton Burn. At Laverock Hall Farm, the boundary
Page | 7 line heads east for a short distance before joining Meggie’s Burn in the South Newsham area.
Blyth occupies 4725 acres or 19.1 sq. km and is divided into 8 administrative wards: Croft, Isabella, South Beach, Kitty Brewster, Cowpen, Newsham, Wensleydale and Plessey.
Historical Blyth has a long and illustrious history, with the first recorded use of the Port dating as far back as 1138AD.
Coal mines appeared in Blyth from the late 17th century, the coal was transported to the river by horse-drawn wagon ways where small ships transported the cargo around the coast and abroad.
Ship building began in 1750 and continuous changes were made to expand Port capacity. In 1815 Capt. Wm Smith sailed with cargo from Blyth and discovered the first land in Antarctica.
Industry in Blyth reached its peak in the first half of the 20th century. At this time it boasted one of the largest shipbuilding yards on the North East coast, with five dry docks and four building slipways. During the First and Second World Wars the Blyth shipyards built many ships for the Royal Navy including the first Aircraft carrier, HMS Ark Royal in 1914. Blyth also served as a submarine base during both wars. By 1930, the port of Blyth was exporting 5.5 million tons of coal, and by the early 1960s, reached its peak with over six million tons. Blyth Power Station was opened in 1958.
During the 1960s, Blyth entered a period of steep decline. The railway into Blyth was closed; and in 1966, economic depression resulted in the closure of the shipyards. As the demand for coal fell, due to the increasing use of oil, natural gas and nuclear power as energy sources, the following years saw the closure of many collieries in the area. By the 1980s, the only one left in the town was Bates' Pit, which closed in 1986. In January 2002, Blyth Power Station was closed and subsequently demolished in stages, on 7 December 2003, its four chimneys were demolished.
Until the 1980’s Blyth could rely on its thriving Market to attract visitors but retail trading in Blyth has steadily declined over recent years, due to out of town shopping centres being built on the outskirts of the town. Retail development and investment of our nearest neighbouring town (Cramlington), together with a sea-change in the way people shop (e.g.: using the internet) reduced footfall and business interest which in turn has led to empty shops and a decline in the number of market traders.
South East Northumberland is the most densely populated area of Northumberland. Blyth in particular, has faced severe substance abuse problems over the last 10+ years. Many initiatives have been introduced to address these problems, including setting up 3 rehabilitation services. Page | 8
6. Context – Community. A description of local community with demographics. Describe plans to involve and inform partners and other bodies, including accountable body, CCA and DCLG.
Statistics ( see Appendix 3) Blyth is home to 37,339 people in 16,381 households.
18,172 are male and 19,167 are female. 19.4% of the population are under 16 64.3% are aged between 16 – 64 16.3% are over 65
4.4% of people in Blyth live in overcrowded households
376 live in communal establishments, such as care homes. 16,356 people between the ages of 16 – 74 are in employment (Source: 2011 census) Over 22% of usual residents have limited day-to-day activities and 75% of residents describe their health as either good or very good.
29% of residents have no qualifications, although 15% have level 4 and above qualifications with a wide range in-between
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Community Groups There are 3 council owned community centres, serving the areas considered to be the most deprived:
Isabella Community Centre Provides services which include health and fitness, IT literacy, CV writing and provides facilities for almost every size and type of event: conferences, clubs, training, meetings and sport. The Centre is owned by the Isabella Community Association and managed by a dedicated committee of local users. The Association was formed with the aim of improving the life of local inhabitants, advancing education and providing facilities for social welfare and leisure. The community’s residents and Centre users are encouraged to become involved in the running of the Centre as directors or to volunteer for some of the more practical tasks: gardening, admin and kitchen work etc.
Buffalo Community Centre Provides a multipurpose resource community facility to help improve the lives of the local people of the Croft Ward, Cowpen Quay and local area which are classed as very deprived.
Their aim is to improve the conditions and wellbeing of the community, stimulate economic activity by providing lifelong learning, recreational activities and establish strong community structures and working in partnership with other local providers both from the voluntary and statutory sector.
The Centre works with all members of the community from babies and young people to the elderly, disabled, unemployed, those on benefits, single parents, and those who are on community service orders. They try to engage with those in the community who are the hardest to reach by offering social inclusion for all. The Centre has over 10,000 head count visitors per year, many of whom are repeat weekly users.
At present, the community centre offers a range of activities to include a very well established youth project, junior wardens group, two community art groups, one which is aimed at the over 50s, ladies salsacise, young people’s dance, street skip and street champ, self-defence class, IT drop in, parent and toddler group, job search opportunities, the centre Page | 10 supports young offenders, ladies beetle drive, a spiritualist group, craft club and other groups including a camera club, drama class and many other sessions. The Centre is supported by the “big lottery reaching communities” grant.
Briardale Community Centre . The Briardale Community Centre has been serving the Cowpen Estate and Blyth at large for fifteen years. The centre boasts its own catering service as well as venue hire, room hire, training rooms with training facilities such as an interactive Smartboard and laptops as well as a fully refurbished IT Suite. They believe strongly in the "Grow Your Own" ethos and the centre grows the majority of its own food in its Allotment Gardens and Orchard, coupled with landscaped gardens and a woodland trail, the Briardale tries to synchronise nature and tranquillity. The Centre works closely with other organisations in the area to facilitate the needs of Cowpen, Blyth and Northumberland.
There are also a number of charities which aim to support the people of Blyth and offer them hope for a better future.
This list is not exhaustive but amongst those are:
Silx Teen Bar A multi award winning project that for the past 18 years has been providing young people aged 11-25 living in Blyth with recreational, educational projects, activities and positive interventions.
The staff comprise professionally qualified youth workers with extensive experience of working with young people. Silx is open 50 weeks each year and activities are free.
Additionally, over the summer school holidays they provide the young people of Blyth with a six week summer programme that includes trips and sport as well as projects and activities.
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Headway Arts
Incorporated in 1995, Headway is an independent arts organisation and registered charity based in Blyth. It focuses on participatory arts, providing opportunities for people to gain access to the arts. It aims to engage people who are socially excluded, with a focus on working with young people and adults with learning disabilities.
Headway has delivered an award-winning programme which includes:
Come on Down - an annual festival to celebrate work created by learning- disabled people. Random - an ongoing youth theatre funded by BBC Children in Need Seven Stars - Northumberland's learning disabled theatre company supported by the Northern Rock Foundation.
As an independent organisation, Headway Arts raise funds from grant applications, donations and through sales of professional creative and arts-based training workshops.
In December 2015, the Headway ArtSpace project was awarded £46,145 from the Coastal Communities Coastal Revival Fund to kick-start the regeneration of the former United Reformed Church on Waterloo Road into a new arts and cultural centre for people in Blyth and beyond.
The much loved and iconic building will house state of the art facilities giving it a new lease of life, encouraging new use, offering engaging creative and cultural opportunities for the whole community, in particular those who get the least opportunity to participate.
Headway Arts are very proud to be one of only 77 successful projects described as 'iconic' in the UK. The fund, which was oversubscribed three times, supports projects that demonstrate the creativity, enterprise and passion needed to help seaside towns become year round destinations that people want to live and work in.
'We are very proud to be at the forefront of local regeneration and have our valuable work recognised and supported by government - our dedicated and talented team at Headway Arts have worked hard towards this fantastic result for Blyth. We are over the moon' said Alison Walton-Robson, Creative Director Headway Arts
The aim is to create an inspiring and inclusive cultural resource where everyone is welcome, with an exciting spectrum of participatory projects, performances, workshops, courses and training and other community events. Future developments
Page | 12 will see outstanding multi-use facilities, including exhibition space, theatre and arts studios, meeting and conference space for use by the local community, partners organisations, resident artists and visitors from this country and abroad.
Headway arts works locally, nationally and internationally with 12 partner organisation across Europe sharing good practice around using the arts in community engagement, educational development and social inclusion. Their multi award winning work was recently also shortlisted for a Northumberland Business Award for Creative Industry. ArtSpace has been accredited as a One Awards Centre and a new project sees the company leading the development of a pan European accreditation framework.
An alternative 'fringe festival' is being planned for the Tall Ships event next summer and working with local and visiting artists, musicians and volunteers to create an arts trail, arts market, live performance, music and maritime themed workshops - something a little bit different for all the family and visitors to the town.
Aspire2Acheive
The aim of A2A is to build self-confidence, concentration and self-esteem in young people.
All activities are delivered in a positive, fun, relaxed environment and aim to instil self- confidence, enthusiasm and determination in all participants, regardless of their ability. The organisation is made up of local sports personalities and local community activists, the young people taking part see how others have used these activities to enhance their life opportunities.
Each activity is tailored specifically to meet the needs and abilities of the participants. The overriding theme of each session is to provide a healthy, positive activity that encourages each individual to learn - affirming your identity and social status - which, in turn, can lead to better mental and physical health, whilst having fun.
Engage A facility for young people who, for whatever reason have found that mainstream education does not meet their needs. Engage take each student as an individual and tailor the curriculum to suit their individual learning style. Here, they can take up academic, practical and workplace type sessions, all provided by volunteers.
"I passionately believe that everyone, no matter what life has thrown at them, should be given every opportunity to succeed and I feel very privileged to have the chance to change someone’s life." Ian, Company Director & Project Lead.
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Blyth Resource and Initiative Centre (BRIC)
BRIC is the only Unemployed Peoples Centre in Northumberland whose aims are to support people back into employment through education and training. BRIC was established in 1983 in response to the closure of many of the areas shipyards and mines with the focus at that time, to provide workers who had lost their jobs with new skills and abilities to support their re-entry into employment. Since then it has grown into a busy community hub that not only supports people in all aspects of employability, but also provides a wide range of accredited and non-accredited education, and offers support with emotional resilience and well-being. Working with people to remove social barriers that prevent them entering employment and improving confidence, self-esteem and motivation, supports them to make positive changes to their circumstances and situations, thus reducing social isolation and poverty. The centre also actively supports nine self-run interest groups that meet regularly to share common interests and socialise with like-minded others. The groups include: crafts, poetry, reading, writing, photography and genealogy. BRIC is a registered Charity and Company Ltd by Guarantee. It has a strong board of Trustees comprising of 10 local people, each with the skills and expertise needed to strengthen and support the sustainability of the organisation. Working closely with other local charities and organisation and in partnership with mainstream education providers, they are able to offer local people access to a wide range of services, relevant to their changing needs, in their own locality where they feel safe and supported.
Active Northumberland
Active Northumberland is a charitable, leisure and cultural trust that manages leisure facilities and services, libraries, supports culture, helps to develop tourism, and promotes healthy lifestyles. Their mission is to create opportunities in Northumberland that enriches lives, promotes wellbeing, inspires creativity and encourages participation.
Leisure facilities are managed on behalf of Northumberland County Council. This includes Blyth Sports Centre, Sporting Club Blyth (a dual use school and community site) and the Dave Stephens Centre/Beach Huts. There are also two libraries in the Town, Cowpen Library (school site) and Blyth Library which includes a customer information centre.
Active Northumberland also has a large sports developments service, which delivers a varied programme of activity sessions for young people and adults throughout the county. We provide development support for local grassroots sports clubs and community groups. The South East team (Get Active South East) are based at Blyth Sports Centre.
Cultural Services offer support for the development of arts, events, heritage, tourism, and the creative industries. Culture is seen as a vital part of people's lives, enabling them to have fun, meet people, develop skills, keep fit and achieve aspirations.
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Active Northumberland support a wide range of activities, from festivals and events that attract thousands of people, street entertainment that helps to revitalize local high streets and theatres and museums that support young people to gain new skills. The notion is that developing a thriving and excellent culture creates great destinations, great places to live, and brings valuable economic benefits.
All of these organisations strive to improve the conditions for those living in Blyth and rely on funding, grants and self-funding income streams, yet Blyth still has a rating of “high” for crime, particularly Anti-Social Behaviour, which accounts for around 50% of crimes committed in the town - See Appendix 3
Northumberland Voluntary and Community Sector (VCS)
The BCCT aim to work closely with VCS.
VCS has a Northumberland wide Assembly which meets regularly to discuss local issues and how the voluntary sector can work together to address difficulties affecting the sector. Democratically elected by its members, the executive committee of The Assembly meets regularly with elected members of the County Council as part of a VCS Cabinet Advisory Group to discuss issues effecting the Third Sector and to look at ways to work collaboratively to support local communities and address larger issues There are a number of geographical networks including one South East Northumberland. Working with the Community Led Local Development (CLLD) team at Northumberland Council for Voluntary Service (CVS) it is working to support the Tall Ships Regatta and identify how local people from South East Northumberland and further afield, can become involved, including communities and individuals who have been out of employment for some considerable time who would like to participate in the event but would not consider entering mainstream education as a channel for engaging. Its aim is to leave a lasting legacy for the area across the following themes:
Arts & Culture
Community Village
Community Transport
Wellbeing
Employment & Volunteering
Community Enterprise
Maritime Heritage
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Demographics The Market Square is in the centre of the town and provides a large open area. There has been severe criticism about the new layout which many consider to be drab and colourless. Whilst there is a small market on Fridays and Saturdays, the number of actual market traders continues to dwindle and recent changes to Market Administration have left the remaining traders feeling vulnerable, frustrated and
marginalised.
There is considerable scope for more creative thinking about how this space could be better utilised for the benefit of the town and existing traders.
The Blyth Riverside Industrial Estate houses a number of diverse businesses from Draeger Safety (a large multi-national company) to small business enterprises such as a wedding studio and gym facilities.
Office facilities on the Riverside, Quayside and throughout Blyth are vastly underutilised.
There are a number of shops, cafés and service providers (salons, accountants, solicitors, insurance agents) in the town centre, a small indoor shopping Mall (Keel Row), a small out- of- town retail park in Albion Way, another on Cowpen Road and a large supermarket at the entrance to Blyth on Cowpen Road. However, there are also many empty shops and a strong retail offering in the neighbouring town of Cramlington which makes it difficult to attract major retail investors into Blyth.
Involving partners and others BCCT has evolved from an already established and successful Maritime Festival partnership. The partnership has expanded to include members of the local Business Forum and the voluntary sector to ensure there is a diverse mix of business, leisure, culture, education and heritage, represented by private, public and voluntary sector members. The diversity of the partnership provides a wide variety of skills and expertise and will ensure that different parts of the community can be reached and consulted. Already, the BCCT has shared resources such as PR and Marketing to reach a wider demographic when publicising events. This has resulted in participation by e.g.: community centres, church groups, local charities and small businesses. The recent Page | 16 introduction of a Business Forum ensures that local businesses are informed and involved; this will encourage a wider “buy-in” to the overarching plan and will make sure that the Town Centre is not over shadowed by Quayside developments – especially in light of the Tall Ships Regatta in 2016. Indeed, it is a primary intention of the BCCT to address the perceived division between the Quayside and Town Centre.
BCCT Terms of Reference are shown at Appendix 2
The BCCT meet on a monthly basis and meetings are recorded in the form of minutes. These minutes are issued to all partners within 1 week of the meetings. The Accountable body – Northumberland County Council (NCC) is represented by The NCC Social Enterprise Manager. We seek to intermittently invite representatives from the Coastal Communities Alliance (CCA) and The Department for Communities and Local Government (DCLG) to provide advice and guidance and to check our progress against plans.
DCLG attended a meeting with BCCT on 25th November and provided invaluable support in reviewing and providing suggestions for input to this Economic Plan.
The Blyth Development Trust (TBDT) , Trust Manager chairs the meetings and provides the minutes. The TBDT Strategy and Planning Director will draw up the action plan, progress against this plan will be monitored and reported against at each meeting. This is a system that worked well for the Maritime Festival. Plans and minutes will be issued to all members, the NCC (Accountable body) representative is an active member of the BCCT. All governance documentation will be made available to CCA and DCLG on request.
7. Context – Economy. Local economy, e.g. business, tourism, manufacture, etc., ‘Starting point’
South East Northumberland is the most densely populated part of the county with the highest level of economic activity but also the greatest levels of poverty, unemployment and deprivation. According to the Indices of Deprivation, whilst the county is ranked 144th out of 326 Local Authorities, Blyth ranks within the top 20% most deprived, with the individual wards of Croft, Cowpen and Kitty Brewster falling within the top 10% most deprived . (Source: Open Data Communities Deprivation Mapper 2014 and The English Indices of Deprivation 2015 Statistical Release)
Statistics
Appendix 3 sets out a full range of statistical information, the highlights of which are:
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Gross weekly pay in Blyth in 2014 averaged £461 compared to £477 for the North East and £521 for Great Britain (Source: NOMIS)
Unemployment in Blyth is 7.9% against a national average of 6.5%
Over 22% of usual residents have limited day-to-day activities and 75% of residents describe their health as either good or very good.
29% of residents have no qualifications, although 15% have level 4 and above qualifications with a wide range in-between
Blyth is described as having a “high” crime rate, with around 50% of crime attributed to Anti-social behaviour.
The average house in the UK now costs £272,000. According to the News Post Leader (Nov 15), average house prices in Blyth are £125,584.
Local Economy
Blyth has a number of large employers, in a wide variety of sectors, e.g.: Port of Blyth, Draeger Safety, Asda, Fergusons, Catapult, Tharsus and recently received investment through the development of Morrison’s supermarket, although this caused hardship and inconvenience to many of the surrounding businesses during reconstruction.
In October 2013, the National Renewable Energy Centre received dual planning consents to construct a grid-connected offshore wind demonstration project,
Page | 18 comprising 15 turbines off the coast of Blyth including onshore infrastructure.
Following this, in May 2014, ORE Catapult announced it would be disposing of the assets, comprising primarily of the grid connection, associated onshore land rights and wind data to an organisation capable of building out this project by 2017. (Source: Catapult Offshore Renewable Energy website, Jan 2016)
The AMT Benchmarking Report in 2013 identified a high level of “convenience” shopping units and falling turnover for many shops and businesses. Shoppers reported a perception of a poor level of choice and quality and a poor leisure/cultural offer. This was seen as being due to low levels of prosperity/high levels of poverty (Source: New Horizons, an Action Plan for South East Northumberland)
Blyth Riverside Industrial Estate houses a diverse set of industries and service providers which include large employers such as Fergusons Haulage, Tharsus and Jewsons, to small “one-man” band businesses like the Wedding Studio and Forward Fitness. There are a large number of empty units on this estate.
Blyth Education And Community Hub (BEACH)
BEACH is an educational and training consortium that has successfully attracted funding for development of the North Gate area of the Port of Blyth.
The collaborating partners are: the Port of Blyth (Training Services); Newcastle University; Blyth Tall Ship Charity; Northumberland College, Maersk Shipping (Training Services); and Active Northumberland. The vision of the group is to develop the port at the southern end of the quayside, into a mini campus where a range of educational and training activities are co-located, including a fully functional workshop for the Tall Ship, Haabet. Working with learners that range from school children through to adults, it is intended that the hub will host recreational, vocational, and professional learning activities. The group has successfully attracted funding that has allowed a phased development of the site. The first phase has seen the rebuilding the quay, the building of the University’s Blyth Marine Station, and the refurbishment and extension of the old RNLI station to create a restaurant and visitor’s centre.
Aspirations for the second phase are; new workshops for Blyth Tall Ship, new facilities for the Port of Blyth Training Services, for Northumberland College and for Active Northumberland, as well as the construction of a substantial building required to house the UK’s only Cavitation Tunnel research facility. These developments will transform this part of the port from an almost derelict wasteland into a vibrant space where learners of all types will be enthused and inspired.
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Northumberland County Council
NCC has set out its priorities for growth in the Northumberland Economic Strategy 2015 – 2020. Those most relevant to Blyth are: Strengthening existing specialisms in the energy sector, centred within the new Investment Zone in the most urban parts of the county, Establishing a Growth Network to package up deliverable investment opportunities, Supporting tourism and cultural businesses. Improving the quality and productivity of the sector and related leisure, arts and heritage activity, Re-opening the Ashington, Blyth and Tyne railway line to passenger services, Provision of diverse, good quality housing, Bolstering our existing strengths as a supplier of high quality labour, targeting support for those disconnected from the workforce.
Growth will increasingly be driven through NCCs work with the North East Combined Authority (NECA) and the North East Local Enterprise Partnership (NELEP)
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As previously described, the town has seen some of its major industries decline or disappear over the last few decades but there has been some significant regeneration along the beach and quayside areas including the National Offshore Renewable Energy Catapult Centre.
8. Related Initiatives - What else is going on in the community of economic importance, e.g. BID, LEP, CIC, CCF, and CRF
Planned Activity 2016 Jan/Feb Mar/Apr May/Jun Jul/Aug Sep/Oct Nov/Dec Business Forum Business Forum Business Forum Business Forum Business Forum Business Forum (TBDT) (TBDT) (TBDT) (TBDT) (TBDT) (TBDT)
Kite Festival Hotel on Tall Ship Blyth Battery Fireworks Quayside opens Regatta re-enactment Display (ARCH) (NCC) (Battery (BTC) Volunteers)
Northumb’land Summer Fair Christmas Live Festival (BTC) Market (Active (TBDT) Northumb’land)
Poundstretcher Northumb’land Yacht Plate refurb (RNYC) (ARCH)
BEACH2
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Training and Headway River Sports Artspace Refurb Centre (CRF Funding) complete (PoB, Active Northumb’land, Newcastle University)
Blyth Battery re-enactment 100th Anniversary (Battery Volunteers)
Longer Term Development Plans
The NCC Core Strategy, Pre submission draft, due for publication in March 16, for adoption by Autumn 2016, states:
“Blyth has a strategically important employment function. There is significant economic growth potential around the Blyth Estuary, which includes sites with Enterprise Zone status. Opportunities exist that build on existing assets including the National Renewable Energy Centre (Narec) and the Port of Blyth which is a sizeable commercial port with a deep-water harbour and warehousing facilities. Specific sectors being targeted include offshore oil and gas, renewables and advanced manufacturing. The town is on the edge of the Green Belt which lies to its south.”
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Strategic Objectives of the Core Strategy for Northumberland are:
Specifically, for Blyth, this means:
The Northumberland Economic Strategy (2015-2020) seeks to support the Strategic Economic Plan with a long term plan for the creation 10,000 additional jobs to 2031. Its vision by 2020 is for a "prosperous Northumberland founded on quality jobs and connected communities". The Economic Strategy identifies how key growth priorities will be supported through an ‘Investment Zone’ in the South East Northumberland and Central Northumberland areas, where spending will help deliver industrial development and better connectivity with the Tyneside market; and a 'Growth Network beyond', centred on the network of Market Towns. In particular the Economic Strategy emphasises the economic benefits of:
The reopening of the Ashington Blyth Tyne Line to passenger transport; and The potential for economic growth around the Blyth Estuary.
Blyth Estuary Strategic Employment Area
The Blyth Estuary has historically been a focus for economic activity in South East Northumberland, including ship building, port logistics, energy generation, and more recently specialist research and manufacturing.
The key areas of recent growth and marketing relate to the low carbon and environmental goods sector. The UK low carbon and environmental goods sector grew by 4.7% in 2011/12 and is valued at over £128 billion. Its value to the North East Page | 23 economy grew by 4.6% over the same period and it employed over 30,000 people. The sector encompasses a range of activities including all aspects of renewable energy activity, alternative fuels, building technology development and alternative fuel production.
The North East Strategic Economic Plan (SEP) highlights that the low carbon and renewables sectors have the potential to deliver significant new investment and jobs, with competitive advantages that potentially could make the area Europe's premier location for the sectors. The SEP identifies Blyth as an 'innovation hub' for this sectoral growth. This is supported by the Northumberland Economic Strategy. Specifically the area around the Blyth Estuary is considered to have a number of advantages which put it ahead of other areas targeting this economic activity:
The National Renewable Energy Centre (Narec), located at the Port of Blyth, is the centre of innovation excellence for the development, testing and commercialisation of renewable technologies; Existing deep water port facilities and access to marine engineering skills and training; Proximity to sites in the North Sea identified as potential sites for off-shore wind energy production
The appeal of the portfolio of development sites around the Blyth Estuary is wider, attracting interest from a range of offshore and sub-sea companies, be they in a manufacturing, engineering or servicing capacity. Such sectors are attracted by the size and residential separation of the sites available, excellent strategic road links and access to the facilities offered by the Port of Blyth. Promotion of the sites has targeted a range of business sectors with strong interest.
Energy generation is also a strategic sector to which the Blyth Estuary offers site characteristics which cannot be readily found elsewhere in the country. RWE Npower own significant areas of land, and although much is available for other employment development, the company still require a large amount of land for planned future investment in a new power station. The exact amount and location has not been identified however it can be accommodated within the strategic employment area, and the Core Strategy would support a new power station should it come forward in the plan period. The area has also emerged as a focus for alternative forms of energy extraction and processing, which has the potential to deliver significant local job growth.
The potential to attract investment in these key areas is supported by a number of business incentives to facilitate investment, which help to distinguish the Blyth Estuary area as a key focus for employment growth. Specifically:
Over 14 hectares of land at East Sleekburn and Bates Quayside are designated as Enterprise Zones, offering financial assistance to businesses developing within these areas; and Land at Bates Colliery and East Sleekburn, totalling around 73 hectares, is covered by 'Local Development Orders' to 2019 which automatically grant planning permission for certain types of industrial development.
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The sites are also close to the proposed £65 million investment in the Ashington Blyth Tyne Line, with sections being directly linked by the existing freight line. The Council and NELEP priority is to reintroduce passenger services to the route, facilitating new investment and commuting patterns. This will help to widen the labour pool able to sustainably access and provide for growth around the Blyth Estuary.
Given the level of over-supply of employment land in the County, the Core Strategy proposes to reduce the supply of land currently allocated, as well as allocate new land which is more likely to attract investment, including within the Blyth Strategic Employment Area. It is proposed to:
De-allocate 32 hectares of land at Bates Colliery which has or is likely to be developed for non-employment uses; De-allocate 27 hectares of land to the west of the A189. The land is relatively inaccessible compared to other land around the estuary. The anticipated future use of the sites would not require employment policy protection; Deallocate the former Vald Birn site (7 hectares) as a result of the anticipated future development for housing; Allocate 36 hectares of land at Sleekburn, which has already attracted development and benefits from an LDO to 2019; Distinguish land to the west of Brock Lane and the Blyth Quayside from the strategic allocation and used for general employment use; Allow the remaining allocated land currently held for expansion to be available for development.
The changes will provide a total area of 286 hectares and with 189 hectares of land being available for development. 36 hectares of the available land is greenfield, with the remainder being previously developed industrial land which is available for redevelopment.
The Core Strategy prioritises the Blyth Estuary Strategic Area for development in the low carbon and environmental goods sector, given the competitive advantages of the area, particularly offshore renewables. The development of businesses in the offshore and sub-sea engineering sectors will also be strongly supported. This type of economic activity cannot readily be accommodated elsewhere in the County, and has the potential to introduce additional high quality employment to Northumberland's economy. In order to provide a flexible approach a range of economic activity will be supported within the priority sectors including manufacturing, offices, storage and distribution, port activity, and supporting services.
The strategic policy approach also recognises that the Blyth Estuary is a nationally designated ecological site. Therefore any development would need to closely consider the potential impact on the protected habitat and species. Developers should seek to avoid or mitigate any significant adverse impacts.
Renewable and Low Carbon Energy generating uses will also be supported recognising plans to develop such uses within the strategic employment area, and the existing supporting infrastructure to distribute generated electricity. Proposals for energy generating uses on unallocated land around the Blyth Estuary area would be
Page | 25 considered, similarly the prioritisation of the Blyth Estuary Area for certain economic sectors would not prevent such development being delivered elsewhere in the County.
Tourism and visitor development
Tourism is a key economic sector for Northumberland. Employment levels have remained steady from 2012 with over 11,000 direct jobs and a further 2,200 in the supply chain with the number of full time indirect jobs increasing slightly from 2013- 2014. The sector also accounts for 11% of the County's businesses with over a 1,000 enterprises in operation. In 2014 9.3m million people visited the County, a 4.6% increase on 2013 figures. The number of days visitors spent in a destination also increased by 3.5% to 14.1 million. These recent changes resulted in a 2.3% increase in value of the sector against 2013 levels to £765 million.
Tourism employment is expected to experience high growth over the plan period and could be the growth sector for the County. Employment in 'hotels, restaurants and recreation' alone is forecast to expand by 35%, adding around 4,100 jobs by 2031. However, the industry still faces a number of challenges – especially in Blyth. Employment in the sector continues to be characterised by part-time and seasonal work and, despite recent visitor growth, Northumberland had fewer visitors in 2014 than the peak of 2004. Expenditure and employment are also at lower levels than 2003 despite some recent recovery from the deep recession of 2008-09. Growth has fluctuated and so the strength of this recovery in the short term remains uncertain. The County also suffers from a lack of out of season and wet weather attractions, which exacerbate the above. The economic impact of the accommodation sector fell in 2014 by 1.3% which emphasises the need to expand the number and choice of overnight accommodation. Proposals that help to address these challenges will be beneficial in supporting the plan’s strategy of growth for the tourism sector.
Northumberland Tourism's 'Destination Management Plan' 2015-2020 sets out a strategy to develop the County's tourism sector. Its vision is for a sustainable visitor economy which supports - not damages - our core values and environment. To achieve this three key targets are proposed to be achieved by 2020:
Increase visitor numbers by 5%; Increase visitor spend for 6%; Increase employment in tourism by 10%.
Notably it seeks to sustainably develop Northumberland's attractions and activities, ensuring a wide range of authentic experiences for visitors throughout the year, as well as developing opportunities for visitors to appreciate and understand the County’s landscapes, natural heritage and wildlife.
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The Northumberland Economic Strategy (2015-2020) identifies tourism as a key growth sector for Northumberland and supports a strengthened tourism offer focusing on key towns and their hinterlands. The strategy promotes the County Council to be business friendly and create conditions for growth, leading to higher levels of year round visitors and spending.
The North East SEP (2014) identifies tourism as a major growth sector with the coast and rural areas underpinning a strong offer. In particular the plan identifies tourism as a route to achieve the strategic objective of increasing the economic benefits from external markets. It sets out a £22 million investment package to 2021 with the aim of adding over 2,000 additional jobs in the NELEP area.
Cycling and walking holidays are an integral part of the outdoor tourism offer and an important reason for visitor loyalty. Blyth has an extensive public footpath network and long distance walks. The NCC plan supports the development of appropriate new and expanded cycle and walking routes to add to Northumberland's network. Facilities and accommodation which help to support the network of long distance routes, where appropriate, will be strongly supported.
There is an identified need to diversify Northumberland's tourism offer both in terms of accommodation and attractions, in particular to encourage an industry that provides high quality jobs year round.
The Core Strategy seeks to support growth and diversification in the tourism economy, whilst balancing this against the requirement to protect and enhance the distinctive and valued environment which attracts tourists in the first place.
This implies that the Council should aim beyond the status quo for centres, especially in relation to Blyth, Cramlington and Morpeth, given their individual and cumulative strategic importance to the social and economic well-being of the County, and also where there are plans and programmes which seek to regenerate town centres
The overall imperative is to support opportunities for development to enable the County's Commercial Centres to keep pace with centres elsewhere for the benefit of residents and visitors alike.
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The proposals for Blyth will involve a number of staged moves. The council vacated the Keel Row in summer 2015 and will terminate other leases which do not fit into the plan for new working arrangements.
A full copy of the proposed Core Strategy is available on the NCC website
There is also a Cultural Strategy for Northumberland 2016 – 2021 due to go to full Council at the end of January 2016 which states:
“We want Northumberland to be internationally recognised for our exceptional cultural offer and for local people to benefit fully from a range of experiences that enhance quality of life, health and well-being making Northumberland an outstanding and special place to live, work and visit.”
Culture is defined within these broad areas:
• Sports and leisure
• Arts and creative industries
• Museums, archives and heritage engagement
• Festivals and events
• Libraries and cultural education
• Tourism
• Parks and open spaces
• Specific interest in Blyth on the cultural front is free Wi-Fi in all public libraries, the opening of the Ashington Blyth and Tyne railway line, the Tall Ships Regatta in August 2016, the Blyth Tall Ship project and the expedition to Antarctica in 2019.
9. Ambition - A positive statement of the aims and objectives of the plan and a description of what it will achieve.
Aims Our ambition is to build a vibrant, positive and nurturing community in Blyth through collaborative, cross sector working that creates confidence, ‘pride in place’ and sustainable economic benefits.
This will be achieved through celebrating Blyth’s past achievements, to drive inward investment in capital and revenue based cultural projects, hosting significant tourism events, and supporting industry linked skills learning programmes. Page | 28
Our long term aim is to promote Blyth as a positive and vibrant place to live, work, visit and invest. This includes strongly encouraging increased footfall, which in turn will benefit local businesses, improve the economy, create employment opportunities and will lift Blyth out of the 20% most deprived areas in England.
Objectives
Beach, Park and Quayside In the next 12 months: Initial preparation for the Tall Ships Regatta, including signage between the Quayside and Town centre, Work collaboratively with the Tall Ships Regatta project to ensure a successful event which leaves a lasting, positive legacy for Blyth, Set up an annual Maritime Festival, Arrange annual Northumberland Yacht Plate races, including skiff races, Input to Active Northumberland’s plan to set up 3-2-1 running routes in the county. There is potential for an excellent route along the beach or Ridley Park/Quayside, Provision of beach wheelchairs available to book from The Dave Stephens Centre
In the next 2 years: Build a Maritime Heritage Centre with a focus on Blyth’s discovery of land in Antarctica,
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Complete BEACH 2, i.e. build a community training hub, house the UK’s only cavitation tunnel,
Long term: Blyth Tall Ship (BTS)will be fully refurbished; the ship, museum and boat yard will be self- sustaining offering charter expeditions, training opportunities, research facilities, Expedition to Antarctica, BTS will be responsible for developing, leading and funding a high quality training organisation that uses a heritage boatyard, work experience, intergenerational learning and heritage boats as a unique and inspirational platform for delivery, Opportunities linked to Northumberland’s Cycling Plan.
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Town Centre In the next 12 months: Improve the perception of Blyth by exploring marketing opportunities which show the town in a positive light, Improve signage to better direct visitors to the Town centre, Improve the arrival experience for visitors, Provide a free (self-funding) magazine designed to showcase the positive aspects of Blyth, including heritage and cultural stories and a calendar of activities to change the perception of residents and visitors, Draw up a plan of events and activities, unique to Blyth which include an annual Christmas Market, Seek investment for initiatives, Construct a heritage trail.
In the next 2 years: Provide clear links and better sign- posting between the Quayside and Town Centre, Maximise use of the Market Square, Develop a programme to improve shop fronts, Work with Community Centres to maximise their potential and increase income, Build on successes already experienced to maximise opportunities around event led tourism.
Long Term Transform the Market Square into a multi-use, all weather, community based event venue, Significantly improve the perception of Blyth for residents and visitors, Encourage visitors which in turn, will help established businesses to thrive and secure more new businesses into the town.
10. Success - Description of ‘what success will look like’
Our plan will deliver the following outcomes:
Improved pride in Blyth for its residents measured by surveys and public consultation exercises, Improved economic and social well-being in the area measured by future versions of the English Indices of Deprivation Statistical Release documents
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Increased footfall into the town, improving investment and employment opportunities, measured by future census results from the Office of National Statistics
Aspirational outcomes will include the reduction in crime rates and increased employment.
11. Needs of the community and intentions of the team to meet them. Identify the economic needs of the community and the opportunities to meet them.
A number of completed surveys and consultation exercises have been taken into consideration; these have helped shape our proposals and are defined at Section 26.
Specifically for the purposes of this report, the BCCT conducted a pilot consultation exercise on 21st January 2016 at Blyth Sports Centre. The time and venue were chosen to allow us to consult with a high number of local people and visitors. Our intention is to run the pilot, learn the lessons and refine the presentations based on the outcomes.
Further public consultation exercises will take place on:
27th January at the Keel Row Shopping Centre 27th January at the Business Forum (to be held at the Phoenix Theatre) 2nd Feb at Blyth Academy
The pilot comprised a number of information boards (See below) with opportunities for people to make comment and have their say about what can be done to improve Blyth.
Copies of the Consultation Presentation Boards, Questionnaire and all responses are shown at Appendix 4
There was also a scale model of the Market Square which people were invited to re- arrange/change as they saw fit to give us ideas of what the best use of the market would be.
Finally, we issued a simple questionnaire to test the current feeling of residents and visitors.
Members of the BCCT were available to explain the background and present our current thinking.
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Summary of the pilot consultation:
Interestingly, findings of the Pilot consultation do not differ significantly from previous surveys done (Section 26 refers)
Early findings confirm that people want more to do in Blyth. Those we spoke to at the pilot expressed surprise at the number of free activities already available and it seems local history and pride in Blyth is not part of the school curriculum. This points to better PR and marketing of the assets we already have.
There is significant support for doing more with the Market Square. Whilst people want more shops and market stalls, they openly admitted they make use of internet shopping and do not always shop locally.
There was support for doing something different – quirky seating, lighting, open air theatre, music events, European markets etc. were among the suggestions.
One of the more worrying findings is that people do not feel safe, especially at night.
The model of the market was a popular feature of the consultation, visitors liked the idea of a big screen or an events venue.
The questionnaires showed that the park, beach, sports centre (especially the swimming facilities) and quayside are popular and are recognised as positive attributes for Blyth.
On the negative side, the shops, market, vandalism, decaying historical buildings, dog mess, poor public toilets and access routes in and out of town were all noted.
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Gallery of the Pilot Public Consultation on 21st January at Blyth Sports Centre
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Consultation Boards See Appendix 4 for all Boards, Questionnaire and full record of results
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12. Analysis. Describe the strengths, opportunities, weaknesses and threats in meeting the needs at (10).
Strengths Weaknesses Beach, inc Higher than national average crime Free Battery and museum rate, particularly in relation to Anti- Beach huts Social Behaviour Dave Stephens conference centre Open space for venues Poor perception of the town by Public amenities residents Food and drink outlets Cycle path and walkway Poor perception of the town by Free parking prospective visitors
Quayside, inc Higher than national average Tall ship and workshop unemployment Archive Cafes and Restaurant Poor physical connectivity Parking Planned Hotel Poor signage Open space for venues Lots of tired/derelict heritage Compact town centre buildings. The appearance of assets (e.g. seafront derelict building) gives a Good transport links “downbeat” first impression Proximity to A1, A19 Bus terminal with regular services Lots of vacant business and retail units Free parking Commercial port Slow bus links (1hr 10mins to Newcastle)
Rich heritage: Lack of train connectivity WW1, WW2 involvement Mining Attractions are disconnected/remote Fishing from Town centre Shipbuilding Architecture Low or no ‘passing trade’.
Harbour Traffic congestion on Cowpen Road, combined with increase in traffic on Laverock Hall Road Home of the Royal Northumberland Yacht Club and Haabet Third sector rely too much on funding, especially for employment
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Award winning Park Poor “arrival” experience for people Award winning Theatre travelling into Blyth
Route 1 cycle route passes through The Northumberland Coastal route town signage starts at Woodhorn and bypasses Blyth Established partnership working arrangements High class restaurant, plus many other food outlets
Business opportunities – ample space to expand
Blyth has the only Crematorium in Northumberland
Opportunities Threats Proposed rail link Complaints that business rates are too high Major employers with Community involvement policies (e.g. PoB, Apathy of residents to take positive Catapult, Draeger) action to change
Insufficient capital investment to Joint working with Community based “make a difference” action groups/facilities Community Centres Initiatives to improve other, rival TBDT towns BCCT Charitable and NFP organisations The current economic climate and cuts BTS to public sector funding
Funding environment is constantly Using community groups to encourage members to engage in more cultural changing, there is more competition for and social activity less money
Removal of council funding for visitor Potential to develop and expand community facilities to deliver and/or facilities such as public toilets in the provide services on behalf of the public Town Centre, Ridley Park and Beach sector, including: areas Managing recreational and/or public space (Source: New Horizons report)
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Growing potential for Northumberland as a tourist destination
Further development of the Quayside, harbour and town centre to attract visitors
Active Northumberland (in partnership with Go Smarter) offer free bike loans to people who live or work in South East Northumberland. If the appropriate facilities are in place in Blyth (bike parking, accessible routes), this could attract people to Blyth. With the existing Coast & Castles route heading through Blyth, there could be an opportunity for a ‘cycle hub’ (good example on Newcastle Quayside).
SWOT Gallery
Strengths and Opportunities
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Weaknesses and Threats
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13. Data. Provide evidence to support the intentions of the plan. This will include statistical data but broader data should also be included. Data used should be specific, relevant and transparent. It is sufficient to reference evidence held elsewhere
See Appendix 3 and paras 6 and 7 for details of all statistics collated for the purposes of this report.
14. Key projects and/or bodies of work. High level description of discrete pieces of work.
Discrete pieces of work will include:
Short term
Improve the perception of Blyth by exploring marketing opportunities which show the town in a positive light, Involvement in the Tall Ships Regatta, Improve signage to better direct visitors to the Town centre, including signage between the Quayside and Town centre Improve the arrival experience for visitors, Set up an annual Maritime Festival, Arrange annual Northumberland Yacht Plate races, including skiff races, Input to Active Northumberland’s plan to set up 3-2-1 running routes in the county Provide a free (self-funding) magazine designed to showcase the positive aspects of Blyth, including heritage and cultural stories and a calendar of activities to change the perception of residents and visitors, “Welcome to Blyth” street maps in the Market, Bus Station, Quayside, Park, Beach, Heritage Trail, Seek investment for initiatives, Medium term
Build a Maritime Heritage Centre with a focus on Blyth’s discovery of land in Antarctica, Complete BEACH 2, i.e. build a community training hub, house the UK’s only cavitation tunnel,
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Maximise use of the Market Square, Develop a programme to improve shop fronts, Work with Community Centres to maximise their potential and increase income, Build on successes already experienced to maximise opportunities around event led tourism.
Long term: Transform the Market Square into a multi-use, community based event venue, Significantly improve the perception of Blyth for residents and visitors, Encourage visitors which in turn, will help established businesses to thrive and secure more new businesses into the town. Blyth Tall Ship (BTS)will be fully refurbished; the ship, museum and boat yard will be self- sustaining offering charter expeditions, training opportunities, research facilities. BTS will be responsible for developing, leading and funding a high quality training organisation that uses a heritage boatyard, work experience, intergenerational learning and heritage boats as a unique and inspirational platform for delivery,
15. Short term goals/actions. What will the team achieve in the next 6 months? Should demonstrate ‘quick wins’.
In the first 6 months, the partnership expect to:
Establish priorities based on public opinion, feasibility, cost and timescales and to seek investment opportunities in order to achieve our goals. These will include:
Conduct an in-depth public consultation exercise, Produce and distribute a “quick win” newsletter which celebrates Blyth’s rich heritage and points people at the myriad of unique educational and entertainment opportunities on offer in Blyth, Initial preparation for the Tall Ships Regatta, in particular, a signage plan which makes it an easier experience for visitors both on arrival and to manoeuvre between the Town Centre and Quayside.
16. Performance Measures. For first 6 months – to be SMART
Success of our first set of goals, described at para 15 will be measured by: the number of people involved in the consultation exercises, the release and subsequent feedback on our first Newsletter and
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Completion of signage plans to the local authority, followed by agreement to the proposals.
17. Medium term goals/actions. For 6mths to 5 years
Improved perception of Blyth by residents and visitors, Initial work to improve the use of the Market Square, Improved arrival experience for visitors, BEACH2 initiatives complete.
18. Performance Measures. For 6mths to 5 years
Success of our medium term goals, described at para 17 will be measured by: A further tranche of consultation exercises and surveys. By combining our proposed Newsletter with existing social media communication methodologies, we would expect to see the “good news stories” trickling through and having a positive impact, Increased use of the Market Square as a multi-functional space for community based events, Implementation of improved signage plans, including “Welcome to Blyth” signs and vastly improved sign posting from the Quayside to the Town Centre, Patronage of the Maritime Museum, training and education hub, and advanced research facilities.
19. Long term goals and actions
Further improvements to the perception of Blyth to residents, visitors and investors, Extended use of the Market Square as a multi-use, all weather (covered) community entertainments hub, Increased take-up of business and commercial opportunities.
20. Performance Measures. Beyond 5 years – to be SMART (may need to be identified at later stage)
Success of our medium term goals, described at para 19 will be measured by: Continuous improvement to public perception by enhanced communication methodologies, measured by regular, established public consultations, surveys and social media exercises,
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Usage of the Market Square for a diverse range of events intended to draw residents and visitors into the town centre, the increase in visitor numbers will be measured using existing methodologies, Encouraging visitors. This will help established businesses to thrive, encourage new investment and secure more businesses – increased business will mean increased confidence in Blyth. Success will be measured by occupancy rates.
In addition, over time, we would expect to see: increased collaboration with Partnership organisations across the town and beyond, a strong reinforcement of the “Love Blyth” ethos, increased tourism spend, increased employment,
and hopefully, a drop in crime, especially those associated with anti-social behaviour.
21. Barriers. Identify barriers to planned performance and contingencies to manage them
BCCT does not have a formal legal structure. We believe TBDT is the most appropriate legal structure to lead the initiative as it has both Registered Company and Registered Charity status. TBDT has no political bias and believes in partnership working in the community to achieve the best outcome for Blyth. All TBDT Trustees and Directors are volunteers, with 1 part-time employee. It is vital that finance for TBDT is secured to ensure the long-term maintenance of the Partnership.
Failure to secure funding for TBDT will mean the BCCT will need to find an alternative “umbrella” organisation to lead the proposed projects.
In mitigation: TBDT are working to secure funding for the next financial year, and hope to become self-sufficient over time to secure their long-term future, There is a wide range of projects, flexible enough to pick up as deliverable packages which can be spread amongst the partners, Any of the current partnership organisations can pick up the lead role for the BCCT if necessary.
22. Resources. Who and what will be required to deliver each element of the plan. Include ‘in kind’ services, volunteers, etc. Demonstrate how local expertise will be utilised and/or grown
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The diversity of the BCCT partnership provides a wide variety of skills and expertise and will ensure that different parts of the community can be reached, consulted and involved.
There is extensive experience amongst the members in a wide variety of disciplines, especially in the successful management of major projects. The proposals can be broken down into manageable packages which we envisage will be distributed amongst the members according to their specialisms. In turn, the members will call upon their wide network of employees and volunteers to ensure successful implementation of projects.
Already, the BCCT has shared resources such as PR and Marketing to reach a wider demographic when publicising events. This has resulted in participation by e.g.: community centres, church groups, local charities and small businesses. The recent introduction of a Business Forum ensures that local businesses are informed and involved; this will encourage a wider “buy-in” to the overarching plan.
23. Costs. Detail of costs of each element of plan. What is the worth of the plan to the local economy?
Detailed costs will be calculated when proposals are ratified and agreed. However, we estimate: Description Estimate in £s Production of the Economic Plan, BCCT logo and pilot consultation 10,000 exercises Production and distribution of a “quick win” newsletter which 4,000 celebrates Blyth’s rich heritage and points people at the myriad of unique educational and entertainment opportunities on offer in Blyth Initial preparation for the Tall Ships Regatta, in particular, a signage 50,000 plan which makes it an easier experience for visitors both on arrival and to manoeuvre between the Town Centre and Quayside. Continuous improvement through public consultation exercises, 10,000 surveys etc. Initial work to improve the use of the Market Square 50,000 Further improvement to arrival experience for visitors, (e.g. Welcome 50,000 to Blyth signs) Maritime Museum (BEACH2 initiatives) 2,500,000
Multi-purpose, all weather Market Square 2,500,000
The worth to the local economy will be measured in both tangible and intangible improvements. We know from a recent Christmas Market run by TBDT, that business in
Page | 44 the Keel Row Shopping Centre increased by 48% on the Saturday and 137% on the Sunday. Running regular events and giving people a reason to visit Blyth will increase revenue for current businesses and will make Blyth a more attractive prospect for new investors.
Further investment will attract more jobs, which we hope will help us address the unemployment problem and reduce crime.
Over time, with an improved local economy, we will re-invest more into the town to ensure continuous improvement, which will improve public perception.
24. Funding. Identification of funding streams and how costs of project(s) will be met
The BEACH2 Consortium is already involved in detailed discussions with potential sponsors for their funding.
TBDT have received a small contribution for their Newsletter, with an offer of partnership working from a local printing company.
We will seek funding from a number of sources, primarily from the use of GrantFinder Services.
We will finalise plans for implementation of each project when funding has been secured and expect that some of our initiatives (e.g. creative use and management of the Market Square) will generate income which will be re-invested in Blyth.
25. Maximising resources and costs. Describe how this will be minimised, e.g. shared services, use of technology, avoidance of bureaucracy, etc.
The shared pool of expertise within the BCCT membership and their vast network of contacts will allow us to maximise the substantial array of skills and resources already available. By sharing ideas and operating a Single Project Plan for Blyth, where each member plays a recognised part, we will ensure that projects are synchronised and not duplicated elsewhere. This methodology worked well in the past for projects such as the Northumberland Yacht Plate.
A single, overarching plan also ensures that risks are identified, mitigated and dealt with and any gaps in the plan are addressed.
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Communication is key and the members will be expected to attend regular meetings to keep up to date with progress against plans and issues arising. The TBDT Communications and Project Management Strategies will be adopted to provide a framework for collaborative working.
26. Consultation. Describe existing results of consultations and planned consultation exercises.
A pilot consultation exercise was held on 21st January. Results of this exercise are shown at Section 11. Our intention is to learn the lessons from these initial exercises, refine the presentations and take this consultation to a wider audience.
Additionally, in early 2014 a survey was carried out to establish shopping habits of Blyth residents and visitors. The aim was to find out what could be done to make Blyth Town Centre more appealing and what would make people visit more often and utilise local businesses and facilities. 356 people responded to the survey and the results were collated and published in August 2014. A full report is available; however the results overwhelming show that:
Residents have a very poor view of Blyth Something needs to be done to make the Market Square more appealing
People think Blyth needs to be “cleaned up”, that renovation and major investment is required. They feel the town centre is drab and lacks appeal and needs bright lights and colour. Many commented on the boarded up shops and asked that they be filled or decorated in some way. The shops singled out for some urgent attention were Poundstretcher, Blockbuster and Northumbria House, these are now being addressed. Promoting Blyth in a more positive light was a very popular answer, with 81 people saying we need to advertise, show Blyth in a positive light and stop being so negative.
89 people commented on the general appearance of the market. Constructive comments include: Make it cleaner and tidier Put more flower beds in Make it more appealing, give it charisma Add more colour – flowers, bunting, artwork, lights Install better seats Bigger stalls More for younger people Better stalls with better quality products Fun activities for kids Do more through the week Page | 46
There are a number of people who would like to see the market covered in and there seems to be an appetite for making more of the Quayside by having more “sea-based” activities and making it possible for small cruise ships to come to Blyth
Earlier this year, the Blyth Development Trust created a monthly Business Forum where members of the Business Community were invited to come together to discuss and resolve issues, find out what events were coming to Blyth and how they could participate, maximise opportunities for their businesses and to network. This has been a successful venture where issues such as:
Parking in the main shopping areas Linkages between the Quayside and Town Centre
Have been raised and are being addressed.
The Blyth Development Trust volunteers have been a very active group, raising issues and suggestions which have been captured for future development when funding is available. Their “Proposals For Change” document is available on request.
Port of Blyth also have a Port Liaison group who meet twice a year. The primary purpose of the Group is to:
• Provide a means to inform Primary Port Users of ongoing activities and issues within the Port of Blyth • Provide a means to consult on proposals within the Port of Blyth that may impact on Primary Port Users, • Provide a means for Primary Port Users to raise any concerns or issues relating to the operation of the Port of Blyth and potential impact on their activities.
The Group is a consultative and advisory body to provide two way communication between the Port of Blyth and Primary Port Users. The Group can also make specific representation to the Port of Blyth Board regarding recommendations or issues of specific concern and this will be acknowledged, considered and a formal response issued.
27. Communication with Community. How will the community be involved and informed of progress and outcomes
Each of the Partners in the BCCT will be responsible for communicating messages from the Partnership to their networks. BCCT will adopt the principles of the TBDT Communications Strategy as a framework for comprehensive communications practice.
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In addition, The Blyth Development Trust (TBDT) has a well-established Facebook, website and Twitter presence, delivering positive messages to an audience of around 1500 people. There is a secondary Facebook page purely for corporate Development Trust information which has almost 500 likes. Work will continue in 2016 to better “market” The Blyth Development Trust.
TBDT are also developing a Newsletter (Love Blyth); this is designed to improve the perception of residents by educating people about Blyth’s rich heritage and by highlighting the many and varied activities available. We hope that this will evolve into a tourist magazine.
TBDT run a Business Forum with members of the Blyth Business Community who will be consulted and asked to raise issues and help us to resolve them. Business Forum members have been included in the consultation exercise.
Messages will also be cascaded via the various Partnership websites and by using local press such as: Blyth News Post and The Magazine
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Statistics from the Love Blyth Facebook page
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28. Management of Team. How the team will operate, frequency of meetings, centrality of team to projects, etc. How the team is representative of the community The Blyth Coast and Community Team Terms of Reference (ToRs) were drawn up and agreed in August 2015. This document sets out:
Aims Membership Review criteria Ways of working Meetings Information and resources Transparency and engagement
A full copy is shown at Appendix 2
Strategy, Planning and Governance will be coordinated by the Blyth Development Trust, located in The Brunel Building, Regent St, Blyth.
Meetings will be held monthly, with sub-groups meeting as required. All partnership members will take an active role in ensuring planning activity is met. Progress against plans will be monitored at the monthly meetings, which will be minuted.
The current partnership includes major, strategic stakeholders who have already developed a cohesive working relationship. The diversity of the partnership provides diverse skills and knowledge in a variety of fields across Blyth. Membership includes representatives from; major employers, the retail and service provision sector, the voluntary sector, local and county councils, culture and heritage, marine research and sailing and many of the members are Blyth residents. We believe this mix will ensure a wider perspective that will ensure the town centre is included when considering development opportunities - and in sync with waterfront developments.
29. Support Structure. Network of support built to enable CCT to deliver the economic plan
Each of the partners of BCCT are already well established in the community and can call upon skills and expertise where required.
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Both Northumberland County Council and Blyth Town Council (BTC) are fully engaged and supportive of the work of BCCT.
DCLG are providing ongoing support to keep the team on-track and within the application parameters.
30. Costs. Running costs of CCT itself
A proportion of salary costs for the TBDT Trust Manager will be charged to BCCT activity, along with any additional consultancy costs for e.g.. preparation of reports and public consultation exercise activities.
Presentation materials (e.g. models, boards etc.) will be charged on a “time and materials basis” and invoices produced.
For the period August 2015 to March 2016, we estimate this to be in the region of Meetings, arrangement, prep, minutes £2,500 Presentation Materials £3,000 Public Presentations £1,200 Prep, research and drafting report £3,000
Total £9,700
31. Sustainability. Long term plan for team and how this will be managed
We expect the team to evolve over time with new partners being introduced as projects roll out. The constant factor will be the management role undertaken by TBDT and the involvement of NCC and BTC.
The proven track record already held by current members gives us a strong basis from which to operate and our plan to communicate our proposals will give us momentum with the public. We will use all available opportunities to engage with businesses, volunteer groups and members of the public to turn our concept into reality.
32. Areas of Specific Interest to allow DCLG to match/mentor and network across teams
Areas of specific interest where DCLG mentorship and networking opportunities would be most useful are: Page | 51
Improving public perceptions; getting the residents in Blyth behind the idea of making this a vibrant place and being ambassadors for the town, Marketing and PR, using multi-media to promote initiatives, Quirky ways of making best use of the Market Square that will interest residents and visitors.
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Appendices
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Appendix 1 BCCT Partnership Organisations
The Blyth Development Trust TBDT was created to improve the image and perception of Blyth to its residents and visitors in an effort to make Blyth an attractive and vibrant place to live, work, visit and invest. They work closely with local businesses, residents’ associations, community centres, schools, local and county councils, the police, charities and not-for-profit organisations to implement the changes necessary to make improvements and promote a positive image of Blyth. TBDT is a voluntary, independent charity set up for the benefit of Blyth and has no political bias or alliance. Volunteers are not paid and all either live, work or have an interest in Blyth. Business Forum Run by TBDT, this is a group of local businesses who get together to discuss ways of improving business opportunities in Blyth. They take turns in hosting the meetings wherever possible and TBDT invite guest speakers so that small business owners in Blyth can voice their opinions and optimise opportunities such as Christmas Markets and the Tall Ships Regatta.
Port of Blyth The Port of Blyth is a modern independent Trust Port and with a statutory duty for conservancy and safe navigation on the River Blyth. The Trust, Blyth Harbour Commission, is operated for the benefit of all stakeholders who include not only port users (commercial and leisure) but also employees, the local community, wider sub region and the regional and national economy.
Surpluses are re-invested into improving the facilities and services offered by the Port, generating enhanced economic activity through the increasing movement of goods. Having established itself as one of the larger Trust Port’s in the UK, the Port also liaises closely with both regional and national government to ensure that benefits are maximised to stakeholders as a whole. Port of Blyth is a major employer and estate owner in Blyth.
Blyth Tall Ship Blyth Tall Ship is recapturing the spirit of adventure and global entrepreneurship that was employed in Blyth to discover the Antarctic Landmass 200 years ago in a sailing ship called the Williams, to inspire future generations to fulfil their full potential by:
Setting up and running a training centre in a traditional workshop that introduces engineering skills through the medium of heritage boat building, working alongside retired engineers. Running an Expedition to celebrate the discovery of the Antarctic Landmass from Blyth in 1819 by restoring and refitting a similar heritage vessel to the original and repeating the voyage with young people from Blyth.
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Developing a Museum and Visitor attraction alongside our partners on the quayside at Blyth.
Newcastle University School of Marine Science and Technology
The School of Marine Science and Technology, is the UK's first marine School which provides a single base for all education, innovation and research related to the sea. Annually, more than 300 students from more than 40 countries, register for accredited degrees in Marine Biology and Marine Technology related streams. Teaching in the School is informed by internationally recognised and industrially relevant research and supported by specialised facilities.
Marine Biologist's at Newcastle recognise that in an environmentally conscious era, sustainable use of the seas, conservation of sea life and the management of the marine environment and coastlines are critical. Degrees focus on these current concerns. All marine biology students become experienced ecologists using the facilities at the Dove Marine Laboratory for coastal studies and new Blyth Marine Station which supports the research vessel, The Princess Royal for work offshore.
Northumberland County Council
Arch
Are the Northumberland Development Company with a county-wide remit to attract investment, deliver development and implement regeneration.
Wholly-owned by Northumberland County Council, with a mixed public-private Board, Arch brings a robust enterprising and business-like approach to the development challenge.
Arch is an asset-based business with a growing and profitable portfolio which allows investment in new projects and development of joint ventures with commercial partners. Their operating surpluses are reinvested in projects to support and drive affordable housing, regeneration, economic development, digital choice and inward investment in Northumberland.
Arch are 2015 Northumberland Business Award winners
Social Enterprise
Social Enterprise Northumberland’s support typically includes:
helping you to decide on the best legal entity for your business supporting developing governance arrangements guidance on business and strategic planning supporting funding applications where appropriate
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providing an alternative business model that is attractive to those who want to make a positive difference and can fill gaps in the local economy.
The combination of doing business and doing good deeds makes promoting social enterprise a priority for us. The business aim is for social enterprise to flourish and a manifesto is available.
Active Northumberland
Active Northumberland is a charitable leisure and cultural trust that manages libraries and leisure facilities and services.
The trust also supports culture, helps to develop tourism and promotes healthy lifestyles. AN is here to help people in Northumberland make the most of the opportunities for culture and leisure in the county.
Some of the facilities managed by AN in Blyth are: Blyth Sports Centre, Sporting Club Blyth, Dave Stephens Centre, Beach Huts, Library, Ridley Park
Blyth Resource and Initiative Centre (BRIC)
BRIC is a registered charity, established in 1983 in response to the rising levels of unemployment in the area following the closure of many of the areas mines and shipyards. It has been providing employment support and education for over 30 years, assisting people to raise their education levels and skills in order to progress into employment or further training.
BRIC offers a wide variety of accredited and non-accredited courses as part of our education programme including maths, english and basic computers helping people to raise their levels of education in support of them progressing into further education or employment. By providing one to one support, workshops, advice and guidance we are supporting local unemployed people. BRIC is home to 10 self-run interest groups and provide a drop in service for people to access facilities.
The services that BRIC provides has played an important role in improving the social circumstances of local people by:
Increasing education levels Improving employability skills Reducing social isolation Developing social interaction Increasing self-esteem and confidence levels Placing people in training and employment positions Providing a life line to people with no family support
Royal Northumberland Yacht Club
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Based at South Harbour, Blyth, Northumberland, RNYC has over 650 members worldwide. We offer mooring and boatyard facilities for members and visitors, and a bar serving excellent food and drink. Social evenings are organised regularly as well as on-the-water racing and cruising activities.
The Club was founded in 1890 and has a varied and interesting history entwined with the history of the Northumberland coast. The Club Ship itself has its own fascinating history and is undergoing a comprehensive restoration to maintain it as an asset to the club and the community. As part of the history of the club, some notable yachts have been based here and several of their stories are available on the website.
Blyth Town Council
Blyth Town Council is a community council at the most local level of government. BTC provide an expanding number of services, events and also a voice for the residents of Blyth delivered with local knowledge and commitment.
Blyth Town Council was inaugurated in April 2009. The first election to the Council was held on 4th June 2009. The Town Council was formed to fill a democratic deficit left on the creation of the newly-formed unitary authority Northumberland County Council. This had replaced the previous Northumberland County Council and six district councils within the county, one of which was Blyth Valley Borough Council. The representation consists of sixteen councillors divided among eight wards, namely:
• Cowpen • Croft • Isabella • Kitty Brewster • Newsham • Plessey • South Blyth • Wensleydale
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Appendix 2
BLYTH COAST and COMMUNITY TEAM
TERMS OF REFERENCE
Purpose
The Blyth Coast and Community Team (BCCT) was established following a successful bid in 2015 to the Department for Communities and Local Government to establish a coastal community team. The overall aims of the team are to:
- Encourage greater local partnership working
- Support the development of local solutions to economic issues facing coastal communities
- Enhance the attractiveness and accessibility of public areas
- Encourage the sustainable use of heritage/cultural assets to provide both a focus for community activities and enhance economic opportunities
- Promote the visitor economy
- Create links to support the growth and performance of the retail sector
Membership
The BCCT must have the support and involvement of Northumberland County Council (NCC) and Blyth Town Council (BTC). Membership is open to those who have a role/interest in the development of Blyth and can add value to the aims and objective of the partnership through ideas and influence.
Current membership consists of representatives from:
- Northumberland County Council (NCC)
- Blyth Town Council (BTC)
- Blyth Development Trust (BDT) (Administration and Chair)
- Port of Blyth (PoB)
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- Royal Northumberland Yacht Club (RNYC)
- Blyth Tall Ship Project (BTS)
- Newcastle University School of Marine Science and Technology
- Active Northumberland
- Blyth Resource and Information Centre (BRIC)
-` Arch
Review
At the end of the first 12 months the Terms of Reference will be reviewed and the membership will appraise the relevance and value of its work.
Working Methods (to be agreed)
The members agree to support the aims and objectives of the BCCT by sharing information and profiling the BCCT to other stakeholders where possible. An economic plan will be produced by January 2016 for the coastal area of Blyth which also includes the town centre retail area. This plan will be based on local information gathered and in respect of future developments; it will take into consideration the strategic developments of partners and local government and the views of local businesses, gaps and issues that are seen as barriers to successful commercial development and the vision of economic success. The plan will conclude with recommendations and identify opportunities for funding and future partnership working.
Team meetings
• At least 6 meetings will be held each year, organised and chaired by The Blyth Development Trust
• Topics for the agenda will be generated by members of the Team in relation to the purpose of the BCCT and project plans
• Meeting papers will be circulated, by email, at least one week in advance of meeting
• Meetings may include small group discussions to share information and experiences
• Decision-making at Team meetings will strive first for consensus and then will use simple majority votes. In the event of a tie the Chair will take the casting vote
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• Non-members may be invited to join Team meetings on a short basis to aid discussion and/or information of a particular topic, for example, as speakers, observers or invited guests
• Secretariat for the Group will be provided by Blyth Development Trust
Sharing of information and resources
• Through Team meetings and electronic communications members will be able to share information and resources
• It is each member’s responsibility to make it clear where a matter shall remain confidential and not for discussion outside the Team
• When sharing documents, members should make it clear if there is a restriction as to:
o Circulation of the documents beyond the Group
o Copyright / use of the contents
• BCCT will remain transparent in the way it deals with information and in the use of resources
Transparency and engagement
It is the requirement of all members to be transparent in their contributions and declare any vested interest.
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Appendix 3
Statistics and Data Census Fact Sheets (Source: knowledge.northumberland, 2011 census)
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Blyth – Key Stats (Source: Office of National Statistics from 2011 census, collated by Alan Fryer, TBDT)
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Indices of Deprivation
(Source The English Indices of Deprivation 2015 Statistical Release)
The Indices of Deprivation 2015 provide a set of relative measures of deprivation for small areas (Lower layer Super Output Areas) across England, based on seven different domains of deprivation:
Income Deprivation Employment Deprivation Education, Skills and Training Deprivation Health Deprivation and Disability Crime Barriers to Housing and Services Living Environment Deprivation
Each of these domains is based on a basket of indicators. As far as is possible, each indicator is based on data from the most recent time point available; in practice most indicators in the Indices of Deprivation 2015 relate to the tax year 2012/13. The Index of Multiple Deprivation 2015 combines information from the seven domains to produce an overall relative measure of deprivation. In addition, there are seven domain level indices, and two supplementary indices: the Income Deprivation Affecting Children Index and the Income Deprivation Affecting Older People Index.
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Crime Rates in Blyth
(Source:UKCrimeStats.com)
Neighbourhood Picture
The following table and graphs show you crime and ASB breakdowns and trends for Blyth – rated as HIGH
ASB Burglary Robbery Vehicle Violent Drugs CD&A Shop Bike Person Other Weapons Public Other Total lifting Theft Theft Order Theft Sep 2015
176 25 0 27 37 13 51 29 11 2 31 4 3 7 416
Aug 2015 270 52 1 16 63 2 56 38 4 1 20 5 6 2 536 Jul 2015 284 37 1 13 53 5 62 27 7 4 33 3 11 4 544 Jun 2015 223 25 0 15 50 7 56 27 8 4 33 3 5 1 457 May 2015 223 25 0 21 41 10 47 43 7 4 18 2 5 0 446 Apr 2015 224 32 1 18 32 4 60 41 4 3 23 2 5 2 451
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Neighbourhood crime league table
The league table below looks at the total crimes and crime rate for September 2015 that occurred in all neighbourhoods within 5 miles of Blyth and orders them by lowest crime rate first.
Total Rank Neighbourhood Total Rate
1 Cramlington (2.14 miles) 270 5.98
2 Bedlington (2.10 miles) 221 7.78
3 Blyth (0.00 miles) 416 11.53
Crime Rates in England and Wales
Crime Aug 2015 Sep 2015 Change Anti-Social Behaviour 180,654 154,255 -26,399 Robbery 4,260 4,159 -101 Burglary 32,494 32,294 -200 Vehicle Crime 30,119 30,436 +317 Violent Crime 90,007 88,281 -1,726 Other Crime 166,883 161,187 -5,696 Theft - Shoplifting 27,547 26,844 -703 Drugs 12,662 11,874 -788 Criminal Damage and Arson 46,264 44,058 -2,206 Theft - Other 42,874 40,807 -2,067 Bike Theft 7,830 8,076 +246 Theft From the Person 6,182 6,000 -182 Possession of Weapons 2,238 2,056 -182 Public Order 16,466 16,227 -239 Total Crimes Plus ASB 504,417 470,612 -33,805
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All England and Wales Crime Plus ASB Breakdown
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Property Values UK
(Source:UKCrimeStats.com)
Detached Semi Terraced Flats Other Old New Freehold Leasehold All Types Sep 2015 £393,210 £250,025 £241,627 £288,155 £1,403,108 £305,148 £302,475 £312,322 £277,697 £305,125 Aug 2015 £387,097 £237,292 £237,484 £265,664 £1,473,339 £296,348 £276,860 £305,574 £259,875 £295,883
A new map has revealed the stark contrast between house prices in parts of England as Wales, as homes in London average more than £500,000 while that figure in the North- east is little over £150,000.
The Office for National Statistics (ONS) used its data from 2013 to show the most and least expensive parts of the country on a local level.
The average house in the UK now costs £272,000 and prices increased by 9.8 per cent last year, with the affluent area of Kensington and Chelsea being the most expensive place on average.
The priciest category, where homes cost an average of £252,000 or higher, swamps most of London and much of the Home Counties.(Source: Independent Nov 15)
Property values in Blyth According to the News Post Leader (Nov 15), average house prices in Blyth are £125,584 and average rental value is £144pw/£624 pcm Home Rental Values UK (Source: Homelet Rental Index)
October 2015 headlines...
When London is excluded, the average UK rental value was £749pcm - this is 3.5% higher than the same period last year (£724pcm) However, the annual rate of growth in rental values for the UK, excluding London, was marginally higher last year at 3.9%) Average rental values have increased in nine out of twelve regions in the UK Average rents for new tenancies in London are 7.5% higher than the same period last year Average rental values in London have reached £1,560pcm, so rents in the capital are now 108% higher than the rest of the UK Average tenant incomes were 1.7% higher than the same period last year
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Statistics from the Love Blyth FB page
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Appendix 4 Public Consultation Exercise 21st Jan 2016 results
See Section 11 of main report
Pilot Public Consultation exercise held on 21st January 2016 at Blyth Sports Centre
10 questionnaires raised, around 20-30 people came to see the display boards and model market
Members of the BCCT Team were available to explain our methodology and current thinking. They were:
Matthew Margetts (Business Forum Member) Karen Walker (TBDT) Helen Birkett (TBDT)
Also attending to assist were: Michael Nicholson (Chair TBDT) Martin Tulip (TBDT) Alex Davies (Edable Architecture)
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Landscape social seating areas No metro/rail link Rail link to Newcastle No pubs in town centre State of cycle routes Play-space in Market Square No arty/independent shops Give people a reason to come to Blyth Toilets in town centre/park need cleaning Open air arena Landscaping More shelters Not enough market stalls Nowhere to park at Ridley Park Too many empty shops and houses I wouldn’t walk across the market at night Better lighting
14-16 year olds hang around Cowpen/Bella Heap, drinking. The Wallaw is good, the Quay is rough, then head to the Roxbury for a fight
Connecting Quayside to town:
Put “You are here” maps in Town Centre, Beach Park, Quayside etc. highlighting where the attractions are. Blyth library had one many years ago that lit up when you pressed it.
Shuttle transport, town and beach via quayside with a day ticket affordable for families
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What’s good? Swimming The Beach Beach huts All the amazing places you can go Ridley Park Plenty of free parking Great day out in Blyth – Beach/fish and chips for lunch, Park in the afternoon, shopping, coffee shops, Boathouse restaurant, Port of Blyth museum, all it needs is a boat trip back to your car!
There needs to be more local control Love the quirky seating and lighting options
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Clean up the harbour, beautiful cobbles lots of potential for retail/entertainment/arts workshops etc. space is littered and covered with scrap metal, old nets and unused lobster pots.
People can’t see the fishing boats
RNYC is a disgrace, needs clearing and tidying up. This is meant to be a place of pride???
House beside the beach needs to be restored
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8. What do you think?
Turn some of the old buildings into Arts and crafts venues, artists workshops, galleries, small shops, even fishing tackle (e.g. Manchester Crafts Centre)
Less traffic, more lights
More things for children/teens
I love it and I don’t think there are any changes
More parking outside shops
We’re losing out to Cramlington
Big screen in Market square
Somewhere to play football, leave nets up over the summer (e.g. South Newsham field)
More signs for people with dogs
Too much dog poo
Activities on the sand dunes
Bar on the beach would be amazing
More cycle tracks
New road into Blyth/new homes are good, but traffic is bad/ Laverock Hall gets too congested
More choice of shops e.g. Clothes
More events like Christmas/European markets, Easter parade, bonnet/egg competitions
Do another public consultation in the Wallaw
Open air/ Drive in Cinema in the Market
Split the market into 4 quadrants, do something different in each one – e.g. Market, kids play area, theatre, music etc.
Need a Metro
More for teenagers – more than just Silx
Long funfair though town
Ice rink
Repeat good events
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Start a conservation workshop/traditional crafts/ building techniques to save the stables behind the Steamboat
Bring education and training to young people – like Blyth Tall Ship
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QUESTIONNAIRE Results 21st Jan 2016 Blyth Sports Centre
Please tick the following questions
MALE 3 FEMALE 8
AGE U18 18 – 30 31 – 45 46 – 60 Over 60 1 2 4 3
IN WHAT TOWN DO YOU LIVE? Blyth 6 Cramlington 3 Bedlington 1
DO YOU VISIT BLYTH TOWN CENTRE? Often Occasionally Never 7 3
DO YOU EVER VISIT THE COASTAL AREA OF BLYTH? (i.e. quayside and/or beach) Often Occasionally Never 7 3
TELL US THREE THINGS YOU LIKE ABOUT BLYTH Park (3) Sports Centre (3) Swimming pool (3) Beach (6) Shops (1) People (2) Pubs (2) Heritage Buildings (1) South Beach area (1) Ice Cream shop (1) Quayside (2)
TELL US THREE THINGS YOU DISLIKE ABOUT BLYTH Shops (5) Market Place (2) Vandalism/graffiti (3) Boarded up buildings (2) Unemployment (2) Access routes in and out of Blyth (2) Dog walking areas (1) Public Toilets (2) Dog Mess (1) Drainage in market (1) Decay of historic buildings (1) Lack of decent social spaces (pubs/restaurants) (1)
PageThank | 103 you for filling in this questionnaire
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