(Public Pack)Agenda Document for County Council Local Committee

Chief Executive’s Directorate Legal and Democratic Services  The Lonsdale Building  The Courts  Carlisle Cumbria  CA3 8NA  Fax 01228 226372 Tel 01228 606060  Email [email protected]

4 March 2015

To: The Chair and Members of the County Council Local Committee for Barrow

Agenda

COUNTY COUNCIL LOCAL COMMITTEE FOR BARROW

A meeting of the County Council Local Committee for Barrow will be held as follows:

Date: Thursday 12 March 2015 Time: 10.30 am Place: Conference Room, Nan Tait Centre, Barrow-in-Furness

Dawn Roberts Assistant Director – Corporate Governance

NB THERE WILL BE A PRIVATE MEMBER BRIEFING ON THE RISING OF THE COMMITTEE GIVING AN UPDATE ON HIGHWAY MATTERS

The meeting will be preceded by an informal discussion with Barrow residents to discuss issues relating to their ward. Please note that the informal discussion session will commence at 10.00 am and close by 10.30 am, after which time no member of the public will be allowed to ask any further questions relating to any item on the Agenda.

Enquiries and requests for supporting papers to: Lynn Harker Direct Line: 01228 226364 Email: [email protected]

This agenda is available on request in alternative formats

Serving the People of Cumbria MEMBERSHIP

Labour (9) Conservative (1) Vacancy (1) Mrs A Burns Mr D Roberts Mr B Doughty Mr KR Hamilton (Chair) Mr W McEwan (Vice-Chair) Ms J Murphy Mr J Murphy Mrs H Wall Mr E Wilson Mr MH Worth

ACCESS TO INFORMATION

Agenda and Reports

Copies of the agenda and Part I reports are available for members of the public to inspect prior to the meeting. Copies will also be available at the meeting.

The agenda and Part I reports are also available on the County Council’s website – www.cumbria.gov.uk

Background Papers

Requests for the background papers to the Part I reports, excluding those papers that contain exempt information, can be made to Legal and Democratic Services at the address overleaf between the hours of 9.00 am and 4.30 pm, Monday to Friday. A G E N D A

PART 1: ITEMS LIKELY TO BE CONSIDERED IN THE PRESENCE OF THE PRESS AND PUBLIC

1 APOLOGIES FOR ABSENCE

To receive any apologies for absence.

2 DISCLOSURES OF INTEREST

Members are invited to disclose any disclosable pecuniary interest they have in any item on the agenda which comprises

1 Details of any employment, office, trade, profession or vocation carried on for profit or gain.

2 Details of any payment or provision of any other financial benefit (other than from the authority) made or provided within the relevant period in respect of any expenses incurred by you in carrying out duties as a member, or towards your election expenses. (This includes any payment or financial benefit from a trade union within the meaning of the Trade Union and Labour Relations (Consolidation) Act 1992.

3 Details of any contract which is made between you (or a body in which you have a beneficial interest) and the authority

(a) Under which goods or services are to be provided or works are to be executed; and

(b) Which has not been fully discharged.

4 Details of any beneficial interest in land which is within the area of the authority.

5 Details of any licence (alone or jointly with others) to occupy land in the area of the authority for a month or longer.

6 Details of any tenancy where (to your knowledge)

(a) The landlord is the authority; and

(b) The tenant is a body in which you have a beneficial interest.

7 Details of any beneficial interest in securities of a body where

(a) That body (to your knowledge) has a place of business or land in the area of the authority; and

(b) Either – (i) The total nominal value of the securities exceeds £25,000 or one hundredth of the total issued share capital of that body; or

(ii) If that share capital of that body is of more than one class, the total nominal value of the shares of any one class in which the relevant person has a beneficial interest exceeds one hundredth of the total issued share capital of that class.

In addition, you must also disclose other non-pecuniary interests set out in the Code of Conduct where these have not already been registered.

Note

A “disclosable pecuniary interest” is an interest of a councillor or their partner (which means spouse or civil partner, a person with whom they are living as husband or wife, or a person with whom they are living as if they are civil partners).

3 EXCLUSION OF PRESS AND PUBLIC

To consider whether the press and public should be excluded from the meeting during consideration of any item on the agenda.

4 PUBLIC PARTICIPATION

There are no public questions, petitions or deputations relating to the business of the Committee on this occasion.

5 MINUTES

To confirm as a correct record the minutes of the meeting of the Committee held on Monday 19 January 2015 (copy enclosed). (Pages 9 - 18)

6 PRESENTATION

(1) There will be a presentation to Will Adam, Deputy Member of Youth Parliament.

(2) There will be a presentation to update Members on the Department for Work and Pensions.

EXECUTIVE BUSINESS

7 LOCAL COMMITTEE DEVOLVED BUDGET 2014/15 - MONITORING REPORT HIGHWAYS BUDGET

[Electoral Divisions: All Barrow]

To consider a report by the Chief Executive (copy enclosed).

This report presents the actual expenditure and commitments recorded against the Local Committee’s Highways Revenue and Capital budget as at 31 January 2015. (Pages 19 - 28)

8 LOCAL COMMITTEE DEVOLVED BUDGET 2014/15 - MONITORING REPORT COMMUNITIES BUDGET

[Electoral Divisions: All Barrow]

To consider a report by the Chief Executive (copy enclosed).

This report presents the actual expenditure and commitments recorded against the Local Committee’s Communities budget as at 31 January 2015. (Pages 29 - 42)

9 BARROW LOCAL COMMITTEE PROVISIONAL DEVOLVED HIGHWAYS CAPITAL PROGRAMME 2015/16

[Electoral Divisions: All Barrow]

To consider a report by the Corporate Director – Resources (copy enclosed).

This report outlines proposed devolved highways capital programme 2015/16 including prioritised lists of schemes, which will form the basis of the Local Committee’s devolved highways capital programme for 2015/16 and provide a core programme for future years subject to annual review. (Pages 43 - 54)

10 BARROW LOCAL COMMITTEE DEVOLVED HIGHWAYS REVENUE BUDGET 2015/16

[Electoral Divisions: All Barrow]

To consider a report by the Corporate Director – Resources (copy enclosed).

This report outlines recommendations for the Local Committee’s devolved highways revenue budget for 2015/2016. (Pages 55 - 60) 11 HIGHWAYS ADVISORY SUB-GROUP

[Electoral Divisions: All Barrow]

To consider a report by the Corporate Director – Resources (copy enclosed).

This report gives recommendations for approval by Barrow Local Committee from the Highways Advisory Sub-Group meeting held on 11 February 2015. (Pages 61 - 98)

12 CHILDREN AND YOUNG PEOPLE'S WORKING GROUP

[Electoral Divisions: All Barrow]

To consider a report by the Corporate Director – Resources (copy enclosed).

This report gives recommendations for approval by Barrow Local Committee from the Children and Young People’s Working Group meeting held on 18 February 2015. (Pages 99 - 108)

13 GET CONNECTED - CHILD POVERTY GROUP

[Electoral Divisions: All Barrow]

To consider a report by the Corporate Director – Resources (copy enclosed).

This report provides information and offers recommendations for approval by Barrow Local Committee from the General Provisions budget. (Pages 109 - 112)

14 LOCAL REVENUE SCHEME (ELECTORAL DIVISIONS)

[Electoral Divisions: All Barrow]

To consider a report by the Corporate Director – Resources (copy enclosed).

This report seeks to commit elements of the Local Revenue Scheme budget and includes members proposals that have been sufficiently worked up to enable the Local Committee to consider spending decisions. (Pages 113 - 122) 15 APPOINTMENT OF MEMBER TO MORECAMBE BAY PARTNERSHIP PROGRAMME BOARD

[Electoral Divisions: All Barrow]

To consider a report by Corporate Director – Resources (copy enclosed).

This report requests that the Local Committee for Barrow appoints a member to the Morecambe Bay Partnership’s Programme Board for programmes that are externally funded by the Coastal Communities Fund. (Pages 123 - 184)

16 APPOINTMENT OF LOCAL AUTHORITY GOVERNORS OF NURSERY, PRIMARY AND SECONDARY SCHOOLS

[Electoral Divisions: All Barrow]

To consider a report by the Corporate Director – Children’s Services (copy enclosed).

This report seeks approval of nominated County Council Governors of Nursery, Primary and Secondary Schools. (Pages 185 - 186)

INFORMATION AND UPDATE REPORTS

17 MONITORING REPORT

[Electoral Divisions: All Barrow]

To consider a report by the Corporate Director – Resources (copy enclosed).

This report gives details of the 2014/15 Monitoring report for Barrow Local Committee. (Pages 187 - 194)

18 LEADERSHIP AND LOCAL COMMITTEE CHAIRS MEETING

To receive the minutes of the Leadership and Local Committee Chairs meeting held on 27 January 2015 (copy enclosed). (Pages 195 - 202)

19 REPORTS FROM MEMBERS SERVING ON OUTSIDE BODIES

To enable local members to give verbal reports on and share information in respect of outside bodies to which they have been appointed.

20 DATE OF NEXT MEETING

The next scheduled meeting will take place on Thursday 21 May 2015 at 10.30 am in the Conference Room, Nan Tait Centre, Barrow-in-Furness, LA14 1LG.

Agenda Item 5

COUNTY COUNCIL LOCAL COMMITTEE FOR BARROW

Minutes of a Meeting of the County Council Local Committee for Barrow held on Monday, 19 January 2015 at 10.30 am at Conference Room, Nan Tait Centre, Barrow-in-Furness

PRESENT:

Mr KR Hamilton (Chair)

Mrs A Burns Mr D Roberts Mr B Doughty Mr E Wilson Mr W McEwan (Vice-Chair) Mr MH Worth Ms J Murphy

Also in Attendance:-

Mr J Barrett - Acting Assistant Director - Partnerships and Prevention (Children's Services) Ms L Graham - Service Development Manager Mrs L Harker - Democratic Services Officer Ms S Hill - Finance Manager Ms T Ingham - Area Manager - Barrow Mr R Johnston - Senior Manager - (Operations) Active Cumbria Mr B Lawson - Senior Manager - (Development) Active Cumbria Mrs A Meadows - Area Engagement Officer Mr N Raymond - Highways Transport Manager Mr K Tetchner - Highways Network Manager

PART 1 – ITEMS CONSIDERED IN THE PRESENCE OF THE PUBLIC AND PRESS

Members observed one minute’s silence in memory of Tina Macur and Robin Battersby.

The Chair raised his concerns regarding an article which had appeared in the North West Evening which showed discrepancies in the meeting venue and an officer from the newspaper agreed to bring this to the attention of the News Editor.

80 APOLOGIES FOR ABSENCE

Apologies for absence were received from Mr J Murphy, Ms M Telford and Ms H Wall.

Page 9 81 DISCLOSURES OF INTEREST

There were no disclosures of interest made at the meeting.

82 EXCLUSION OF PRESS AND PUBLIC

RESOLVED, that the press and public be not excluded from the meeting during consideration of any item of business.

83 PUBLIC PARTICIPATION

(1) There were no petitions or deputations relating to the business of the Committee on this occasion.

(2) Mr N Hill asked the following question:-

‘I have been a resident of this Central ward for more than 25 years and have, to varying degrees, been active in this community so I am fully aware of residents’ general behaviour and attitudes which, I must add, will be no different to that of other town centre areas such as Hindpool so why is it, especially when I observe gates left open in other areas, that Zone 3 has been singled out for removal of its alley gates?’

Mr Hill went on to raise his concerns regarding vandalism and fly tipping which took place in the back streets and felt that the removal of the alleygates would make the problems worse. He also highlighted the lack of police intervention when any problems were reported to them.

In conclusion Mr Hill requested that the Committee consider not removing the alleygates.

The Chair thanked Mr Hill for attending the meeting and invited him to stay and listen to the item regarding the Alleygates Gating Order (Zone 3) – Part Revocation Order (minute no 89 refers) which would be discussed next.

84 MINUTES

Further to minute 65(2) (Public Participation) it was agreed that reference should be included in it referring the matter to the Transport Select Committee for consideration by the Minister of Transport.

RESOLVED, that with the inclusion of the above the minutes of the meeting held on 14 November 2014 be confirmed as a correct record and signed by the Chair.

Page 10 85 PRESENTATION

The Committee received a presentation on Active Cumbria from Richard Johnston and Bruce Lawson with a specific emphasis on the Barrow area.

Members were informed that there had been three inspired facilities totalling £241k awarded as follows:-

 £50k to Barrow Island RLFC towards changing room improvements  £150k to Furness Academy towards the athletics track  £41k to Furness RUFC towards changing room improvements.

There were also an additional two awards totalling £106k for protecting playing fields allocated to Barrow Island RLFC and Furness Cricket Club.

The Committee were then given a positive update on the young people in Barrow who had been in receipt of talented athletes funding and the successful community games that had taken place which encouraged local communities to hold joint events.

A brief outline was then given on the SWEP Programme, Beginning Running, Satellite Clubs, Sportivate and the Cumbria School Games.

It was then explained that Active Cumbria employed 12 officers with a countywide remit but two of those were based in Barrow.

During the course of discussion the opportunity for the youth service/youth provision to be included as part of this work was emphasised and the officers agreed to investigate this further.

A discussion then took place regarding funding and it was explained that Sport England had made a commitment and that funding was secured until 2017. Officers were hopeful that additional funding would be forthcoming to support the work of Active Cumbria following this period. It was emphasised that initial investment and support was being given to enable sustainability in the future after funding had ended. Members asked for further financial information be made available to the Committee.

The Chair thanked the Officers for an informative presentation and spoke positively of achievements in the Barrow area.

86 LOCAL COMMITTEE DEVOLVED BUDGET 2014/15 - MONITORING REPORT HIGHWAYS BUDGET

The Chair welcomed Sue Hill, Finance Manager – Capital and Resources to her first meeting of the Local Committee.

Page 11 The Committee received a report from the Corporate Director – Resources which presented the actual expenditure and commitments recorded against the Local Committee’s Highways Revenue and Capital budgets as at 31 December 2014.

During the course of discussion concerns were raised regarding the difference in the budget figures shown in the report to those referred to at the meeting. Members were informed that this was due to both the reporting system and occasionally unforeseen costs for individual schemes, but were assured that the budget was on target.

The Chair expressed the importance of the most up-to-date budget information being made available to Members.

The local Member for Dalton North raised his concerns regarding a flooding problem at Parkers Pond and the Highways Network Manager agreed to investigate this and report back direct.

RESOLVED, that the following be noted:-

(1) the budget allocations for 2014-15 and the commitments and expenditure recorded to date;

(2) the Highways Revenue budget is showing an overspend of £17,461 at this stage of the financial year;

(3) the Highways Capital budget is showing an underspent budget of £10,246 at this stage of the financial year.

87 LOCAL COMMITTEE DEVOLVED BUDGET 2014/15 - MONITORING REPORT COMMUNITIES BUDGET

The Committee received a report from the Corporate Director – Resources which presented the actual expenditure and commitments recorded against the Local Committee’s Communities budget as at 31 December 2014.

RESOLVED, that the following be noted:-

(1) the budget allocations for 2014-15 and the commitments and expenditure recorded to date;

(2) the unallocated resources of £113,245 in the Communities Revenue budgets as at 31 December 2014;

(3) the fully allocated budget for the Local Member Capital Schemes budget as at 31st December 2014.

Page 12 88 HIGHWAYS ADVISORY SUB-GROUP

The Committee considered a report from the Corporate Director – Environment and Community Services which gave details of the discussion and recommendations of the Highways Advisory Sub-Group for the Barrow area which met on 9 December 2014.

(1) Minutes

The local Member for Walney North was given further information regarding the possibility of a new access road in the Vickerstown area to aid resilience in poor weather (minute 33 refers). The Walney North member explained that it would be more appropriate to build a sea defence on the Promenade initially to prevent flooding.

A discussion then took place regarding flooding generally in the Barrow area and it was agreed that if any flood defence schemes were to be considered in future that central government should be approached with regards to obtaining funding from them.

Further to the Highways Information Management System (HIMS) (minute 34 refers) it was agreed that a date would be obtained from the HIMS Project Manager with regards to a training event.

RESOLVED, that the minutes of the Highways Advisory Sub-Group held on 9 December 2014 be noted.

(2) Advisory Disabled Person’s Parking Bays

RESOLVED, that

(a) the applications received for Advisory Disabled Person’s Parking Bays between 1 June 2014 and 30 November 2014 (as detailed in Appendix 1 to the report) be noted;

(b) the installation of Advisory Disabled Person’s Parking Bays (as shown in Appendix 1 to the report (ie save for nos 5, 6, 15 and 18)) be approved;

(c) it be noted the proposed locations (detailed at nos 6 and 18 in Appendix 1 to the report) require a Traffic Regulation Order to make formal mandatory Disabled Parking Bays as they are within existing parking restrictions;

(d) the location (detailed at no 5 of Appendix 1 to the report) due to its proposed location being within a different street and further information being required to make a suitable decision to avoid any potential conflict be not approved;

Page 13 (e) the existing mandatory disabled parking bay (the location detailed at no 15 of Appendix 1 of the report) be removed. It was noted that this will require the revocation of an existing Traffic Regulation Order in order to remove the bay.

(3) Highways Capital Budget 2014/15 Reallocation of 2013/14 Underspend

The Committee welcomed the lining allocation.

RESOLVED, that the £186,016 underspend from 2013/14 capital budget is reallocated into 3 schemes as follows:-

(a) £141,016 to resurfacing the flagged footway on Schneider Road from Beech Street to Devonshire Road;

(b) £20,000 to signing and lining through the Annual Package of Measures (APM) budget line increasing that budget line from £20,000 to £40,000;

(4) Capital Budget 2014/15 Reallocation of Proposed Underspend

During the course of discussion the local Member for Hindpool raised concerns regarding the resurfacing of back alleys and the Committee were informed that a priority assessed list had been drawn up.

The Chair then raised his concerns regarding collapsed sewers referring particularly to Worcester and Gloucester Street and emphasised the importance of United Utilities working in partnership with the County Council to alleviate problems.

During discussion Members drew attention to the lack of financial information, therefore, it was

RESOLVED, that the recommendations in minute 39 (detailed in appendix 1 to the report) to reallocate the £104,000 underspend in the capital budget for 2014/15 to the following two schemes:-

(a) £50,000 to resurface Rear James Watt Terrace/Ramsden Dock Road;

(b) £54,000 to resurface Rear Cameron Street and St Patrick’s Road

be not approved.

Page 14 89 ALLEYGATES GATING ORDER (ZONE 3) - PART REVOCATION ORDER

A report was received from the Corporate Director – Environment and Community Services on the proposal to part revoke The County of Cumbria (Various Highways, Barrow and Dalton) (Zone 3) (Gating) Order 2008 (“the Zone 3 Order”) in respect of the fifteen alleys/highways in Hindpool and Old Barrow (referred to at paragraph 4.1 of the report).

Further to the public question by Mr Hill (minute no 83 refers) a detailed discussion took place regarding the alleygates. Whilst the Committee were sympathetic to the views of the residents affected by the part revocation of the Order they emphasised that the increasing reduction in budgets meant that resources were not available to maintain the alleygates. Given the issues that had been highlighted they were no longer expedient in all the circumstances for the purpose of reducing crime or anti- social behaviour.

The local Member for Hindpool highlighted the excellent partnership working which had taken place between Members, the local police and residents during the early consultation stages of the Alleygates Gating Order (Zone 3) and emphasised the importance of this continuing if the Part Revocation Order was agreed.

RESOLVED, that

(1) the comments and representations, including objections to the Revocation Order (appendix C to the report refers) be noted;

(2) the restrictions imposed by the Zone 3 Order are no longer expedient in all the circumstances for the purpose of reducing crime or anti-social behaviour on the alleys/highways in Hindpool and Old Barrow (paragraph 4.1 of the report refers);

(3) the Assistant Director, Corporate Governance be authorised to bring into operation The County of Cumbria (Various Highways, Barrow and Dalton) (Zone 3) (Gating) (Order 2008) Part Revocation Order 20 >< (“the Revocation Order”) as advertised, in its entirety, and arrange to erect the requisite notices before gates are removed drawing to the attention of members of the public using those highways the fact that the Revocation Order has been made and the effect of the Revocation Order;

(4) a meeting be convened with Members and local residents’ to discuss possible solutions to problems which may arise from the Alleygates Gating Order (Zone 3) – Part Revocation Order.

Page 15 90 REQUEST FOR FUNDING FOR THE BARROW BUSINESS IMPROVEMENT DISTRICT

A report was received from the Corporate Director – Environment and Community Services which requested the Local Committee to consider providing a financial contribution of £5,000 to support the development of a Business Improvement District for Barrow Town Centre.

Members asked for further information regarding the proposed Steering Group including their Terms of Reference.

RESOLVED, that a contribution of £5,000 from the General Provisions budget, subject to match funding being secured, towards the development of a Business Improvement District for Barrow Town Centre be agreed.

91 BARROW SPORTS COUNCIL AND EQUITY UPDATE

A report was received from the Corporate Director – Environment and Community Services which updated the Local Committee on the service delivery and activity undertaken by Barrow Borough Sports Council and the Equity project.

RESOLVED, that the report be noted.

92 LOCAL REVENUE SCHEME (ELECTORAL DIVISIONS)

The Local Committee considered a report form the Corporate Director – Environment and Community Services which sought to commit elements of the 2013/14 Local Revenue Scheme budget and included Members’ proposals that had been sufficiently worked up, to enable Local Committee to consider spending decisions.

RESOLVED, that the following revenue grants be approved:-

(1) £5,763 towards solar panels for Newton Village Hall from Dalton South ward Local Member Revenue Schemes budget;

(2) £5,000 towards building costs for Barrow Island ARLFC from Newbarns Parkside ward Local Member Revenue Schemes budget.

93 CHILDREN AND YOUNG PEOPLE'S WORKING GROUP

The Committee received the minutes of the Children and Young People’s Working Group meeting held on 17 December 2014 and considered the recommendations contained therein.

Page 16 RESOLVED, that

(1) the minutes be noted (appendix A to the report refers);

(2) £5,581.00 be allocated towards the Schools Transition Project from the 0-19 budget (as outlined at appendix B to the report).

94 GET CONNECTED - CHILD POVERTY STEERING GROUP

The Local Committee received a report from the Corporate Director – Environment and Community Services which provided information and offers recommendations for approval by Barrow Local Committee from the General Provisions budget.

The Get Connected Child Poverty Steering Group was a Sub-Group of Barrow Borough Council’s Neighbourhood Management Team. Cumbria County Council initiated a Working Group in order to support their commitment to addressing child poverty. The Group was a multi-agency Working Group and explored local solutions, exchange information and develop partnership approaches to child poverty.

The Committee explained that the ‘Furness Poverty Commission’ was not part of this Group as had been reported in the North West Evening Mail.

RESOLVED, that £1,500.00 be allocated towards the Get Connected Child Poverty project.

95 APPOINTMENT OF LOCAL AUTHORITY GOVERNORS OF NURSERY, PRIMARY AND SECONDARY SCHOOLS

There were no nominations for County Council representatives on the governing bodies of academies and county nursery, primary and secondary schools to be considered on this occasion.

96 FINANCIAL INCLUSION IN BARROW

The Local Committee received a report which updated Members on Financial Inclusion activity within the district since the previous report in July 2014. It contained updates on the progress made by the Credit Union based in Barrow, and on the delivery of the Money Advice Service contract by Barrow CAB within the district. In addition, a summary of enquiries made to the Ways to Welfare service in Barrow was also provided.

RESOLVED, that the report be noted.

Page 17 97 LEADERSHIP AND LOCAL COMMITTEE CHAIRS

The Local Committee received the minutes of the Leadership and Local Committee Chairs meeting held on 21 November 2014.

98 MONITORING REPORT

The Committee considered a report from the Corporate Director – Environment and Community Services which presented the 2014/15 Monitoring report for Barrow Local Committee.

The local Member for Hindpool received confirmation that maintenance would take place on the unadopted public realm planting on gyratory system by the grounds maintenance team.

During consideration of the report it was agreed that more information would be made available to Members on ‘Keep our Future Afloat’.

The Committee then discussed ‘Furness Better Connected’ and raised their concerns regarding the removal of one of the direct rail links between Barrow and Manchester Airport and requested that further information be made available at a future meeting.

RESOLVED, that the report be noted.

99 REPORTS FROM MEMBERS SERVING ON OUTSIDE BODIES

Mr B McEwan raised his concerns regarding the behaviour of bailiffs in the Barrow area and it was agreed that this should be further investigated by the appropriate organisation.

100 DATE OF NEXT MEETING

RESOLVED, that the next scheduled meeting will take place on Thursday 12 March 2015 at 10.30 am in the Conference Room, Nan Tait Centre, Barrow-in-Furness, LA14 1LG.

The meeting ended at 12.35 pm

Page 18 Agenda Item 7

COUNTY COUNCIL LOCAL COMMITTEE FOR BARROW

Meeting date: 12 March 2015

From: Corporate Director – Resources

LOCAL COMMITTEE DEVOLVED BUDGET 2014-2015 MONITORING REPORT – HIGHWAYS BUDGET

1.0 EXECUTIVE SUMMARY

1.1 This report presents the actual expenditure and commitments recorded against the Local Committee’s Highways Revenue and Capital Budgets as at 31st January 2015.

2.0 STRATEGIC PLANNING AND EQUALITY IMPLICATIONS

2.1 The Local Committee’s 2014-15 proposed Cash Limited Budget was informed to County Council on the 13th February 2014. The Local Committee is able to vire funding between budget lines during the course of the financial year, subject to Corporate Policy and Service Standards. The Committee is not able to vire money from capital budgets into revenue budgets. 2.2 The carry forward of Local Committee balances from 2013-14 were approved at the 19th June 2014 County Council meeting. 2.3 The original Highways revenue budget is £754,220. This is increased by carry forward balances of £64,000 to give a spending limit of £818,220. 2.4 The original Highways Capital Budget is £1,521,000. This is increased by the Storm Damage budget of £157,803, Department of Transport (DfT) Pothole Funding of £257,258 and carry forward balances of £427,300 to give a spending limit of £2,363,361.

3.0 RECOMMENDATION

3.1 Note the budget allocations for 2014-15 and the commitments and expenditure recorded to date; 3.2 Note the Highways Revenue budget is showing an underspend of £2,828 at this stage of the financial year; 3.3 Note the Highways Capital budget is showing an underspend of £24,587 at this stage of the financial year.

Page 19 4.0 BACKGROUND

4.1 The attached appendices give a summary of budget allocations. 4.2 The Highways Revenue budget is showing an underspend of £2,828 at this stage of the financial year. Appendix 1 to this report details spend against revenue lines and highlights where this variance is currently projected. 4.3 The Highways Capital Budget is showing a projected underspend of £24,587 at this stage of the financial year. Appendix 2 to this report details spend against individual projects and highlights where this variance is currently projected. 4.4 The Highways & Transport Manager is always working towards keeping the actual spend in line with the allocated budgets. Any variances to these budgets will be constantly assessed. 4.5 The Highways & Transport Manager will be happy to answer any questions that you may have on the details of this budget.

5.0 OPTIONS

5.1 The Local Committee may decide to vire money between budget headings or decide not to. Noting that the Local Committee is not able to vire money from Capital Budgets into revenue budgets.

6.0 RESOURCE AND VALUE FOR MONEY IMPLICATIONS 6.1 Local Committee could take decisions that would commit existing budgets against future expenditure.

7.0 LEGAL IMPLICATIONS

7.1 The recommendations in this report do not contain any legal implications; however, Local Committee could take decisions that could have future legal implications.

8.0 CONCLUSION

8.1 The Highways Revenue budget is showing a projected underspend of £2,828 at this stage of the financial year. 8.2 The Highways Capital Budget is showing a projected underspend of £24,587 at this stage of the financial year.

Dominic Donnini Corporate Director - Resources

17 February 2015

Page 20 APPENDICES

Appendix A-B Details of Barrow Local Committee Highways Budget 2014-15

Electoral Divisions: All Barrow

Executive Decision No

Key Decision No

If a Key Decision, is the proposal published in the current Forward Plan? N/A

Is the decision exempt from call-in on grounds of urgency? No

If exempt from call-in, has the agreement of the Chair of the relevant N/A Overview and Scrutiny Committee been sought or obtained?

Has this matter been considered by Overview and Scrutiny? No If so, give details below.

Has an environmental or sustainability impact assessment been No undertaken?

Has an equality impact assessment been undertaken? No

N.B. If an executive decision is made, then a decision cannot be implemented until the expiry of the eighth working day after the date of the meeting – unless the decision is urgent and exempt from call-in and necessary approvals have been obtained.

PREVIOUS RELEVANT COUNCIL OR EXECUTIVE DECISIONS [including Local Committees]

No previous relevant decisions.

CONSIDERATION BY OVERVIEW AND SCRUTINY

Not considered by Overview and Scrutiny.

BACKGROUND PAPERS

REPORT AUTHOR

Contact: Allan Graham Principal Finance Officer – Resources Tel No: 01228 226712 Email: [email protected]

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COUNTY COUNCIL LOCAL COMMITTEE FOR BARROW

Meeting date: 12 March 2015

From: Corporate Director – Resources

LOCAL COMMITTEE DEVOLVED BUDGET 2014-2015 MONITORING REPORT – COMMUNITIES BUDGET

1.0 EXECUTIVE SUMMARY

1.1 This report presents the actual expenditure and commitments recorded against the Local Committee’s Communities Budget as at 31st January 2015.

2.0 STRATEGIC PLANNING AND EQUALITY IMPLICATIONS

2.1 The Local Committee’s 2014-15 proposed Cash Limited Budget was informed to County Council on 13th February 2014. The Local Committee is able to vire funding between budget lines during the course of the financial year, subject to Corporate Policy and Service Standards. The Committee is not able to vire money from capital budgets into revenue budgets. 2.2 The carry forward of Local Committee balances from 2013-14 were approved at the 19th June 2014 County Council meeting. 2.3 The original Local Committee Revenue budget is £301,928. This is increased by carry forward balances of £270,913 and Healthy Weight Fund income of £25,000 to give a spending limit of £597,841. 2.4 The Local Committee Local Member Capital Schemes budget has carry forward balances of £13,329 to be spent in the current financial year.

3.0 RECOMMENDATION

3.1 Note the budget allocations for 2014-15 and the commitments and expenditure recorded to date; 3.2 Note the unallocated resources of £100,681 in the Communities Revenue budgets as at 31st January 2015; 3.3 Note the fully allocated budget for the Local Member Capital Schemes budget as at 31st January 2015.

Page 29 4.0 BACKGROUND

4.1 The report updates Members on the Local Committee’s Communities budgets for the 2014-15 financial year which are summarised in Appendix A to the report. 4.2 Of the total Communities revenue budget allocated to Local Committee, £157,070 was allocated as discretionary revenue budget. Coupled with agreed carry forward amounts of £148,657, this gives a total discretionary budget of £305,727. 4.3 At its meeting of 21st May 2014, Local Committee noted nominal allocations to its discretionary budget as detailed at Appendix A. Appendix A provides a summary of individual budget lines and the committed and unallocated budget remaining. 4.4 Appendices B through H provides detail against individual budget lines, including original allocation, brought forward balances, commitments and expenditure to date. 4.5 Appendix I shows the capital budget allocations against capital projects with commitments and expenditure to date.

5.0 OPTIONS

5.1 The Local Committee may decide to vire money between budget headings or decide not to, in line with Corporate Policy and Service Standards. The Local committee is not able to vire money from Capital Budgets into Revenue budgets.

6.0 RESOURCE AND VALUE FOR MONEY IMPLICATIONS

6.1 Local Committee could take decisions that would commit existing budgets against future expenditure.

7.0 LEGAL IMPLICATIONS

7.1 The recommendations in this report do not contain any legal implications; however, Local Committee could take decisions that could have future legal implications.

8.0 CONCLUSION

8.1 The Local Committee’s Communities Revenue Budget has an unallocated balance of £100,681 as at 31st January 2015. 8.2 The Local Committee’s Communities Capital Budget has a fully allocated budget as at 31st January 2015.

Dominic Donnini Corporate Director - Resources 17 February 2015

Page 30 APPENDICES

Appendix A: Summary of 2014-15 Communities Devolved Budget. Appendix B-I: Supporting information for Communities Devolved Budget

Electoral Divisions: All Barrow

Executive Decision No

Key Decision No

If a Key Decision, is the proposal published in the current Forward Plan? N/A

Is the decision exempt from call-in on grounds of urgency? No

If exempt from call-in, has the agreement of the Chair of the relevant N/A Overview and Scrutiny Committee been sought or obtained?

Has this matter been considered by Overview and Scrutiny? No If so, give details below.

Has an environmental or sustainability impact assessment been No undertaken?

Has an equality impact assessment been undertaken? No

PREVIOUS RELEVANT COUNCIL OR EXECUTIVE DECISIONS [including Local Committees]

CONSIDERATION BY OVERVIEW AND SCRUTINY

Not considered by Overview and Scrutiny.

BACKGROUND PAPERS

REPORT AUTHOR

Contact: Allan Graham Principal Finance Officer – Resources Tel No: 01228 226712 Email: [email protected]

Page 31 This page is intentionally left blank APPENDIX A BARROW LOCAL COMMITTEE 2014/15

SUMMARY FINANCIAL STATEMENT : JANUARY 2015

Appendix Budget Sector 2014/15 Balance Virement Virement Revised Other 2014/15 Remaining Actual Expenditure Unallocated Original B/Fwd In Out Budget Contribs Spending Commitments Expenditure and Resources Budget Limit to Date Commitments or Variance £££££££££££ Revenue Budgets:

Discretionary Budgets B General Provision 157,070 51,342 0 -116,062 92,350 0 92,350 11,858 78,886 90,744 1,606 C Community Grants 0 6,628 35,000 0 41,628 0 41,628 3,031 37,068 40,099 1,529 D School Crossing Patrols 0 51,140 46,062 0 97,202 0 97,202 79,044 18,158 97,202 0 E 0-19 Services 0 39,047 10,000 0 49,047 0 49,047 19,874 29,173 49,047 0 F 0-19 Services Grants 0 500 25,000 0 25,500 0 25,500 3,391 20,803 24,194 1,306

Page 33 Page 157,070 148,657 116,062 -116,062 305,727 0 305,727 117,198 184,088 301,286 4,441

Other Revenue Budgets Neighbourhood Development Team 87,798 0 0 0 87,798 0 87,798 14,633 73,165 87,798 0 Money Advice Contract - CAB 57,060 0 0 0 57,060 0 57,060 0 57,060 57,060 0 G Healthy Weight Fund 0 0 25,000 0 25,000 0 25,000 0 0 0 25,000 H Local Revenue Schemes 0 122,256 0 0 122,256 0 122,256 16,439 34,577 51,016 71,240 144,858 122,256 25,000 0 292,114 0 292,114 31,072 164,802 195,874 96,240

REVENUE TOTAL 301,928 270,913 141,062 -116,062 597,841 0 597,841 148,269 348,891 497,160 100,681

I Local Member Capital Schemes 0 13,329 0 0 13,329 0 13,329 5,101 8,228 13,329 0

CAPITAL TOTAL 0 13,329 0 0 13,329 0 13,329 5,101 8,228 13,329 0

LOCAL COMMITTEE TOTAL 301,928 284,242 141,062 -116,062 611,170 0 611,170 153,370 357,119 510,489 100,681 APPENDIX B BARROW LOCAL COMMITTEE FINANCIAL YEAR 2014/2015

FINANCIAL STATEMENT AS AT : 31-Jan-2015 BUDGET AREA : General Provision BUDGET MANAGER : Tracey Ingham COST CENTRE 5945101 £ £

2014/15 Original Budget 157,070

Balances brought forward from previous years - Earmarked 51,244 - Unallocated 98 51,342 Virements in:

0 Virements out: Community Grants May-14 -35,000 Youth Grants May-14 -25,000 School Crossing Patrol May-14 -46,062 Children & Young People (0-19 Services) May-14 -10,000

-116,062

2014/15 Spending Limit 92,350

Expenditure and Commitments pre 2014/15 Committed Actual Area Plan - Alleygates March-09 -1,639 Community Grants Apr 06 & Mar 09 330 Youth Pathways Apprenticeship Programme March-12 0 13,106 Rural Projects Officer 2012-13 November-12 0 8,890 Note 1 Barrow Table Tennis Centre December-10 4,667 Rural Projects Officer 2013-14 November-12 0 8,890 Rural Projects Officer 2014-15 January-14 0 12,000 Furness Line - Economic Study March-14 0 3,000 Furness Line - Economic Study (Retention amount) March-14 2,000

Sub-total 5,358 45,886

Expenditure and Commitments 2014/15 Committed Actual Barrow Sports Council May-14 0 15,000 Admin for Barrow Sports Council May-14 0 8,000 Holiday Sports Programme May-14 0 5,000 Keep our Future Afloat Campaign May-14 0 5,000 Barrow Business Improvement District January-15 5,000 Note 2 Get Connected Child Poverty Group January-15 1,500

Sub-total 6,500 33,000

Totals 11,858 78,886

Total Actual and Committed 90,744

Unallocated Resources: 1,606

Note 1 - Agreed in principal to contribute £8,890 in 2012/13, 2013-14, 2014-15 subject to available budget Note 2 - Funding subject to match funding being secured Page 34 APPENDIX C BARROW LOCAL COMMITTEE FINANCIAL YEAR 2014/2015

FINANCIAL STATEMENT AS AT : 31-Jan-2015 BUDGET AREA : Community Grants (Formally Forums) BUDGET MANAGER : Tracey Ingham COST CENTRE 5940201 £ £

2014/15 Original Budget 0

Balances brought forward from previous years - Earmarked 0 - Unallocated 6,628 6,628 Virements in: General Provisions May-14 35,000

35,000 Virements out:

2014/15 Spending Limit 41,628

Expenditure and Commitments pre 2014/15 Committed Actual

Barrow Borough Sports Council 4,029 A Stitch Different 1,500 Radio Lonsdale 250 Barrow Male Voice Choir 849

Sub-total 0 6,628

Expenditure and Commitments 2014/15 Committed Actual

Dalston & Askam with Ireleth Festival 0 4,000 A Caring Space 0 1,000 Friends of Askam Station 0 750 Barrow Foodbank 0 5,000 Marsh Street Arches & Gardens CIC 0 435 CO-OP Sports and Social Group 0 5,000 Barrow Domestic Appliamces CIC 0 2,000 Dalton Town Council 0 600 Cumbria CVS 0 3,750 TASC 0 250 Federation of Small Businesses 0 1,000 Barrow Island Rugby Club 0 3,150 A Caring Space 0 505 Autism Unite 0 1,500 Mill lane PCA 0 1,500 Newton Village Hall 1,960 St Matthews Hall 1,071

Sub-total 3,031 30,440

Totals 3,031 37,068

Total Actual and Committed 40,099

Unallocated Resources: 1,529

Page 35 APPENDIX D BARROW LOCAL COMMITTEE FINANCIAL YEAR 2014/2015

FINANCIAL STATEMENT AS AT : 31-Jan-2015 BUDGET AREA : School Crossing Patrols BUDGET MANAGER : Tracey Ingham COST CENTRE 2410101 £ £

2014/15 Original Budget 0

Balances brought forward from previous years - Earmarked 51,140 - Unallocated 51,140 Virements in: General Provisions May-14 46,062 46,062 Virements out:

2014/15 Spending Limit 97,202

Expenditure and Commitments pre 2014/15 Committed Actual

Schools Road Safety Assessment March-14 5,000 Road Safety Engineering Safety schemes March-14 34,558 2013/14 SLA - reducing balance April-13 10,327 1,255

Sub-total 49,885 1,255

Expenditure and Commitments 2014/15 Committed Actual March 2013 extra over accrual 2014/15 SLA - reducing balance May-14 29,159 April 2,041 May 1,882 June 2,449 July 1,834 Sept 2,265 Oct 2,528 Nov 2,207 Dec 1,698 Jan Feb March

Sub-total 29,159 16,903

Totals 79,044 18,158

Total Actual and Committed 97,202

Unallocated Resources: 0

Page 36 APPENDIX E BARROW LOCAL COMMITTEE FINANCIAL YEAR 2014/2015

FINANCIAL STATEMENT AS AT : 31-Jan-2015 BUDGET AREA : 0-19 Services BUDGET MANAGER : Tracey Ingham COST CENTRE 1713201 £ £

2014/15 Original Budget 0

Balances brought forward from previous years - Earmarked 39,047 - Unallocated 39,047 Virements in: General Provisions May-14 10,000

10,000 Virements out:

2014/15 Spending Limit 49,047

Expenditure and Commitments pre 2014/15 Committed Actual Youth Council May-11 14,293 Looked After Children and Care Leavers Scheme October-13 0 3,475 Cyber Bullying Prevention Project January-14 0 10,000 Junior Business Leaders March-14 0 7,579 Drop Zone Project March-14 0 3,000 ASDAN March-14 0 700

Sub-total 14,293 24,754

Expenditure and Commitments 2014/15 Committed Actual Young People's Newspaper Pilot Project November-14 0 4,419 School Transitions Project January-15 5,581

Sub-total 5,581 4,419

Totals 19,874 29,173

Total Actual and Committed 49,047

Unallocated Resources: 0

Page 37 APPENDIX F BARROW LOCAL COMMITTEE FINANCIAL YEAR 2014/2015

FINANCIAL STATEMENT AS AT : 31-Jan-2015 BUDGET AREA : 0-19 Service Grants BUDGET MANAGER : Tracey Ingham COST CENTRE 1764101 £ £

2014/15 Original Budget 0

Balances brought forward from previous years - Earmarked 500 - Unallocated 0 500 Virements in: General Provisions May-14 25,000

25,000 Virements out:

2014/15 Spending Limit 25,500

Expenditure and Commitments pre 2014/15 Committed Actual

Cumbria in Bloom March-13 500

Sub-total 500 0

Expenditure and Commitments 2014/15 Committed Actual

Artspace 0 2,000 Orchestras Live 0 1,080 Lindal Pre school 0 2,600 Walney Junior Operatic Society 0 1,000 A590 Theatre Group 0 1,260 Creative Support 0 4,233 Ashton Theatre Group 0 1,487 Furness Young Carers 0 5,000 Little Stars Pre-school 0 143 Ormsgill Youth Club 0 2,000 Multi Cultural Youth Group 2,000 St Matthews Community Halls 891

Sub-total 2,891 20,803

Totals 3,391 20,803

Total Actual and Committed 24,194

Unallocated Resources: 1,306

Page 38 APPENDIX G BARROW LOCAL COMMITTEE FINANCIAL YEAR 2014/2015

FINANCIAL STATEMENT AS AT : 31-Jan-2015 BUDGET AREA : Healthy Weight Fund BUDGET MANAGER : Tracey Ingham COST CENTRE 5941401 £ £

2014/15 Original Budget 0

Balances brought forward from previous years - Earmarked 0 - Unallocated 0 Virements in: 25,000

25,000 Virements out:

2014/15 Spending Limit 25,000

Expenditure and Commitments 2014/15 Committed Actual

Sub-total 0 0

Totals 0 0

Total Actual and Committed 0

Unallocated Resources: 25,000

Page 39 APPENDIX H BARROW LOCAL COMMITTEE 2014/15

ELECTORAL DIVISION LOCAL REVENUE SCHEMES

FINANCIAL STATEMENT AS AT : 31-Jan-2015 BUDGET MANAGER : Tracey Ingham COST CENTRE 5949501

Project Budget Sector 2014/15 Balance Revised 2014/15 Committed Actual Actual Unallocated Code Original B/Fwd Budget Spending Expenditure Expenditure & Committed/ Resources Budget Limit to Date Projected or Outturn Variance £ £ £ £ £ £ £ £ Revenue Budgets:

Page 40 Page RV1000125 DALTON NORTH 0 3,500 3,500 3,500 500 2,300 2,800 700 RV1000126 DALTON SOUTH 0 12,863 12,863 12,863 6,013 5,150 11,163 1,700 RV1000127 HAWCOAT 0 8,581 8,581 8,581 0 7,054 7,054 1,527 RV1000128 HINDPOOL 0 11,106 11,106 11,106 563 2,332 2,895 8,211 RV1000129 NEWBARNS PARKSIDE 0 11,622 11,622 11,622 6,462 5,160 11,622 0 RV1000130 OLD BARROW 0 3,329 3,329 3,329 500 500 1,000 2,329 RV1000131 ORMSGILL 0 13,932 13,932 13,932 1,000 2,840 3,840 10,092 RV1000133 RISEDALE 0 15,473 15,473 15,473 0 0 0 15,473 RV1000134 ROOSECOTE 0 10,701 10,701 10,701 701 895 1,596 9,105 RV1000135 WALNEY NORTH 0 18,546 18,546 18,546 700 8,346 9,046 9,500 RV1000136 WALNEY SOUTH 0 12,603 12,603 12,603 0 0 0 12,603 0

TOTAL 0 122,256 122,256 122,256 16,439 34,577 51,016 71,240 APPENDIX I BARROW LOCAL COMMITTEE 2014/15

ELECTORAL DIVISION LOCAL CAPITAL SCHEMES

FINANCIAL STATEMENT AS AT : 31-Jan-2015 BUDGET MANAGER : Tracey Ingham COST CENTRE 5945190

CE1000125 DALTON NORTH 0 0 0 0 0 0 0 0

Page 41 Page CE1000126 DALTON SOUTH 0 0 0 0 0 0 0 0 CE1000127 HAWCOAT 0 0 0 0 0 0 0 0 CE1000128 HINDPOOL 0 0 0 0 0 0 0 0 CE1000129 NEWBARNS PARKSIDE 0 0 0 0 0 0 0 0 CE1000130 OLD BARROW 0 0 0 0 0 0 0 0 CE1000131 ORMSGILL 0 8,228 8,228 8,228 0 8,228 8,228 0 CE1000133 RISEDALE 0 2,332 2,332 2,332 2,332 0 2,332 0 CE1000134 ROOSECOTE 0 2,769 2,769 2,769 2,769 0 2,769 0 CE1000135 WALNEY NORTH 0 0 0 0 0 0 0 CE1000136 WALNEY SOUTH 0 0 0 0 0 0 0

TOTAL 0 13,329 13,329 13,329 5,101 8,228 13,329 0 This page is intentionally left blank Agenda Item 9

COUNTY COUNCIL LOCAL COMMITTEE FOR BARROW

Meeting date: 12 March 2015

From: Corporate Director – Resources

BARROW LOCAL COMMITTEE PROVISIONAL DEVOLVED HIGHWAYS CAPITAL PROGRAMME 2015/16

1.0 EXECUTIVE SUMMARY

1.1 Members are asked to approve recommendations for the Local Committee’s proposed devolved highways capital programme 2015/16 including prioritised lists of schemes, which will form the basis of the Local Committee’s devolved highways capital programme for 2015/16 and provide a core programme for future years subject to annual review. The allocation for 2015/16 is £1,640,000.

2.0 STRATEGIC PLANNING AND EQUALITY IMPLICATIONS

2.1 This report supports the aims and objectives aims of the Council Plan, Corporate Strategy and the Local Transport Plan through the efficient planning and delivery of the Highways and Transport Programme in the South Lakeland area. 2.2 The Programme complies with the Strategic Equality Assessments for the Highways and Transport Service. Individual schemes will be assessed against equality criteria as appropriate.

3.0 RECOMMENDATION

3.1 That Local Committee approve the devolved highways capital programme for 2015/16 as set out in the Appendices to this report, following the approval of the 2015/16 Council budget on 19th February 2015.

4.0 BACKGROUND

4.1 This report makes recommendations for the Local Committee’s devolved highways capital programme 2015/2016, including prioritised lists of schemes, which will form the basis of the Local Committee’s devolved highways capital programme for 2015/2016 and provide a core programme for future years, subject to annual review. The allocation for 2015/2016 is £1,640,000.

Page 43 4.2 The summary of the recommended devolved capital budget for 2015/2016 is shown at Appendix 1.

Non-Principal Road (NPRN) Structural Maintenance Programme. 4.3 This programme is intended to maintain and improve the condition of the Non-Principal Road Network (NPRN), including: (a) Carriageway, drainage and surface treatment schemes; (b) Footway and cycleway schemes, (c) Minor structural maintenance works to support the work of the Better Highways Teams comprising programmed works for permanent repairs that enhance the life of the highway asset. (d) Road lighting works. 4.4 As in previous programmes of NPRN work, it is intended to continue with extensive carriageway patching and surface treatment work as a priority, to invest in a greater proportion of the network utilising the available funding and seal previously patched carriageways against deterioration due to weathering and the ingress of surface water. 4.5 The capital works programme has been developed to manage the significant level of capitalised revenue budget. . In this regard, a large amount of Minor Structural Maintenance work within Carriageways, Footways and Drainage areas has been included. These works programmes will enable greater flexibility to address the widespread surface and drainage failures across the area. 4.6 Part of the proposed surface dressing programme for 2015 has been previously approved by Local Committee. The full list of proposed beds for 2015 is shown in Appendix 2. Defective areas of carriageway on these sites will be prepared during 2014/15 from the Pre Surface Dressing patching budget. This preparatory work includes hand patching, machine inlay and overlays and essential drainage work. Some sections of road which have been resurfaced as part of the 2014/2015 programme are also proposed to be surfaced dressed in 2015 as part of a two year planned maintenance activity. 4.7 The proposed list of carriageway structural maintenance schemes set out in Appendix 3 has been developed from local knowledge, condition surveys and Member and customer reports and has been prioritised in accordance with the Priority Assessed Schemes scoring system. 4.8 The proposed list of drainage schemes set out in Appendix 4 have been identified from experience of repeat inundations and drainage failures. This list of priorities continues to address areas of concern and the resolution of these drainage problems will preserve the structural integrity of the highway. Conveying water away improves safety, particularly in winter, and reduces longer term maintenance costs. 4.9 The proposed list of footway schemes is shown at Appendix 5 4.10 The road lighting column replacement budget will be targeted at columns and underground cable networks in poor condition requiring replacement.

Page 44 Minor Improvement Works 4.11 This programme was previously referred to as the Annual Package of Measures (APM). It is for small highway improvement schemes (estimated cost less than £100,000), that will assist delivery of the County Council’s wider transport objectives set out in the Cumbria Local Transport Plan. 4.12 Such schemes can be broadly classified as follows, though many schemes will target more than one of the various classifications, i.e.: (a) Public transport infrastructure schemes e.g. bus stop improvements; bus shelter grants to Parish and District Councils or bus priority measures. (b) Local safety schemes i.e. schemes that will contribute to the County Councils objectives of improving road safety and reducing injuries caused by road traffic collisions. (c) Walking and cycling schemes i.e. safer road crossings; new footways or cycle facilities, footway widening schemes, dropped kerbs to improve accessibility, removal of barriers to walking and cycling etc. (d) Traffic management and traffic calming schemes, including traffic regulation orders, road widening, provision of passing spaces, etc. 4.13 As in recent years, the programme has been ‘top-sliced’ for the speed monitoring, and further development of safety zones at schools (including 20mph advisory zones). 4.14 The prioritised list of schemes shown at Appendix 6 has been developed from the consultation exercise previously undertaken with members and local councils and comprises schemes for delivery and schemes for preparatory design to confirm deliverability and cost prior to consideration for implementation in future years. 4.15 Schemes have been prioritised in accordance with the methodology presented to Working Group by the Transport Infrastructure Manager at its meeting in June 2012.

5.0 OPTIONS

5.1 Members may approve the Provisional Highways Devolved Capital Programme of Works for 2015/16 or: 5.2 Members may suggest changes to the proposed programmes.

6.0 RESOURCE AND VALUE FOR MONEY IMPLICATIONS

6.1 The Non-Principal Road Structural Maintenance and Minor Improvement Works programmes are devolved to this local committee to determine and deliver in accordance with the Council’s policies. The budget was set by Council on 19th February 2015 at £1,640,000. 6.2 All elements of work undertaken by this local committee must seek to meet the overall objectives as laid out in the current Local Transport Plan and this Council’s corporate policies.

Page 45 6.3 The government’s capital allocation for highways and transport is not ring fenced and as such it is at each authority’s discretion as to how available funding is utilised. In this light and with reference to considerations identified in this report, it is important to have properly considered and prioritised lists of candidate schemes. The programme has been prepared and prioritised using methodologies identified in the report and will therefore deliver value for money. 6.4 If members agree to the recommendation, this would fully allocate the Local Committee Highways Capital budget. 6.5 Some schemes implemented through the Highway Improvements Programme may have ongoing revenue implications for future maintenance. Any future revenue maintenance costs would be met from the Local Committee’s devolved highway maintenance budgets.

7.0 LEGAL IMPLICATIONS

7.1 The County Council has statutory duties to maintain the highway and in certain circumstances could be held liable for injury damage or loss caused to users of the highway as a result of failure to take responsible precautions to secure their safe use of the highway. There are no other direct legal implications. 7.2 The allocation of resources available for highway improvement schemes on the basis of demonstrable priorities would support the Council’s defence against any third party claims that might be made on the basis of loss suffered allegedly as a result of a failure to improve the highway.

8.0 CONCLUSION

8.1 This report details the draft programmes of devolved highways Capital works, under each of the different budget headings, for 2015/16, and has taken full account of this Local Committee’s priorities.

Dominic Donnini Corporate Director – Resources

February 2015

APPENDICES

Appendix 1 2015/16 Devolved Highways Capital Programme Summary Appendix 2 NPRN Structural Maintenance - Surface Treatment Beds Appendix 3 NPRN Structural Maintenance - Carriageway Schemes Appendix 4 NPRN Structural Maintenance - Drainage schemes Appendix 5 NPRN Structural Maintenance - Footway schemes. Appendix 6 Minor Highway Improvement Schemes

Page 46 Electoral Divisions: All Barrow

Executive Decision Yes

Key Decision No

If a Key Decision, is the proposal published in the current Forward Plan? N/A

Is the decision exempt from call-in on grounds of urgency? No

If exempt from call-in, has the agreement of the Chair of the relevant N/A Overview and Scrutiny Committee been sought or obtained?

Has this matter been considered by Overview and Scrutiny? No If so, give details below.

Has an environmental or sustainability impact assessment been No undertaken?

Has an equality impact assessment been undertaken? No

PREVIOUS RELEVANT COUNCIL OR EXECUTIVE DECISIONS [including Local Committees]

No previous relevant decisions.

CONSIDERATION BY OVERVIEW AND SCRUTINY

Not considered by Overview and Scrutiny.

BACKGROUND PAPERS

Barrow Highways Advisory Sub Group report 17 October 2014 “Barrow Local Committee Provisional Devolved Highways Capital Programme 2015/16.”

REPORT AUTHOR

Keiron Tetchner 01229 408010 [email protected]

Page 47 This page is intentionally left blank BLC 12 March 2015 Appendix 1

Devolved Highways Capital Programme Summary 2015/2016 Proposed Allocation Previous Allocation 2015/2016 2014/2015 (£) (£) Non Principal Road Structural Maintenance Block

Carriageway and Drainage Schemes. Surface Treatment (Appendix 2) 150,000 150,000

Carriageway Schemes (Appendix 3) 400,000 400,000

Pre-Surface Dresing Patching 50,000 50,000

Minor Carriageway Patching 350,000 350,000

Road Markings 0 0 Sub total carriageways 950,000 950,000

Drainage Drainage Schemes (Appendix 4) 125,000 150,000

Minor Drainage Works 100,000 50,000 Sub total footways 225,000 200,000

Footways Schemes (Appendix 5) 125,000 123,000

Minor Footway Patching 125,000 50,000 Sub total footways 250,000 123,000

Road lighting column replacement Road lighting column replacement 140,000 125,000 Sub total road lighting column replacement 140,000 125,000

Minor Improvement Schemes (Formerly APM) Minor Improvement Schemes (Appendix 6) 55,000 55,000

Speed Monitoring 5,000 3,000

School Safety Zones 15,000 15,000

Sub total Minor Improvement Schemes 75,000 73,000

Total Barrow Devolved Highways Capital Programme 1,640,000 1,471,000

Page 49 BLC 12 March 2015 Appendix 2

Surface Treatment Beds 2015/2016

Cumulative Total Bed Estimated Bed No. Electoral Division Road No. Location Area (m2) Cost Length (m) Cost £ £

NPRN1 Hawcoat C6010 Abbey Road, Millbrow Roundabout to Crosslands Park 1350 15000£ 61,500.00 61,500 NPRN2 Roosecote U6118 Peasholmes Farm, Rampside 500 1750£ 5,750.00 67,250 NPRN3 Dalton South C6002 North Stank, to Boundry 26 6840£ 19,500.00 86,750 Page 50 Page NPRN4 Dalton South C6002 Greystone Lane, national speed limit to Long Lane 570 2850£ 8,750.00 95,500 NPRN5 Dalton South U5131 Longlands, between greystone lane and boundry 510 2040£ 5,900.00 101,400 NPRN6 Hawcoat U6152 Furness Abbey 1080 4860£ 14,750.00 116,150 NPRN7 Dalton North U6101 Unamed road near Standing Tarn to Boundry 510 1530£ 5,825.00 121,975 NPRN8 Dalton North U6101 Lindal Cote Cottage 1140 3420£ 10,500.00 132,475 NPRN9 Dalton North U6099 Lindal, The road to the abatoir . 860 5100£ 16,750.00 149,225 Dalton North U6097 Marton, road going SSW from village 450 2025£ 6,000.00 Hawcoat C6011 Park Road, near Sinkfall 930 4650£ 12,000.00 Dalton North C6008 Pennington Lane, Lindal in Furness, A590 to Whinfield 1120 5712£ 15,000.00 Dalton North C6001 Broughton Road Black Dog to Ireleth 1790 10740£ 17,000.00 Dalton South C6009 Askam Road, Dalton, national speed limit to Skelgate 430 3010£ 14,000.00 Dalton North C6001 Broughton Road Tudor Square to the 30 limit 360 3770£ 17,000.00 Dalton South C6002 Greystone Lane, in the 30 zone 350 1750£ 8,000.00 Dalton South C6009 Askam Road, Dalton, national speed limit to A590 300 2100£ 6,000.00 Dalton North U6102 Urswick Road, near Dalton 1250 5000£ 13,000.00 Dalton North U6096 Wind Farm Road 1820 7280£ 19,000.00 BLC 12 March 2015 Appendix 3

NPRN Carriageway Schemes 2015/2016

PAS Road Description Division Length Width Area Treatment Estimate £ Cumulative £ Score U6159 Flass Lane Newbarns 280 7.5 2100 100mm carrigeway inlay 229£ 195,000.00 195,000 U6158 Highlands Avenue Newbarns 150 5.9 880 remove concrete and reconstruct c/way 198£ 150,000.00 345,000 U6182 Rear of Hawke Street and Abbey Road Hindpool 154 7.5 1155 reconstruct carriageway 185£ 55,000.00 400,000 U6151 Rear of Ainslie Street and West View Road Parkside 105 6.1 640 reconstruct carriageway 181£ 55,000.00 455,000 U6218 Rear of James Watt Terrace and Ramsden Dock Road Barrow Island 130 7.0 910 reconstruct carriageway 181£ 52,000.00 507,000 U6214 Rear of Cameron Street and St Patricks Road Barrow Island 160 6.3 1008 reconstruct carriageway 166£ 55,000.00 562,000 U6219 Rear of Athol Street and Abercorn Street Barrow Island 185 7.0 1295 reconstruct carriageway 166 £ 62,000.00 624,000 U6153 Croslands Park Newbarns 850 6.8 5800 reconstruct carriageway 150£ 228,000.00 852,000 U6150 Ainslie Street Ormsgill 200 10.5 2100 reconstruct carriageway 150£ 110,000.00 962,000 U6162 Bridgegate Avenue Risedale 720 9.2 6625 reconstruct carriageway 149£ 345,000.00 1,307,000 Page 51 Page U6163 Rear of Gloucester Street and Worcester Street Risedale 206 6.5 1350 reconstruct carriageway 144 £ 74,000.00 1,381,000 U6072 Thornton Park and Eskdale Drive Crossroads Dalton South 190 4.5 850 100mm Carriageway inlay 140£ 48,000.00 1,429,000 BLC 12 March 2015 Appendix 4

Drainage Schemes 2015/2016

5 Description Division Grid Ref Estimate £ Cumulative £

Promenade Mill Lane Drainage Walney North 318324 469500£ 125,000 £ 125,000 Thorny Nook Lane Walney South 318740 466252£ 100,000 £ 225,000 Page 52 Page BLC 12 March 2015 Appendix 5

Footway Schemes 2015/2016

Road Description Division Length Width Area Treatment Estimate £ Cumulative £

U6121 Kirkstone Crescent Phase 1 Hawcoat 370 2.1 780 Full Footway reconstruction£ 125,000 £ 125,000 U6153 Croslands Park Road Newbarns 725 2.2 1600 Full Footway reconstruction£ 239,000 £ 364,000 U6124 Dalton Lane - Hawcoat Lane to Dane Avenue Hawcoat 470 2.3 1100 Full Footway reconstruction£ 182,000 £ 546,000 U6121 Kirkstone Crescent Phase 2 including Hardknott Gardens Hawcoat 500 2.1 1050 Full Footway reconstruction £ 125,000 £ 671,000 U6228 Southport Drive Walney North 640 2.0 1280 Full Footway reconstruction £ 211,200 £ 882,200 Page 53 Page U6141 Ilkley Road Parkside 460 2.0 920 Full Footway reconstruction £ 90,000 £ 972,200 U6241 Strathaird Avenue Walney South 500 2.2 1100 Full Footway reconstruction £ 181,500 £ 1,153,700 U6134 Rusland Avenue Hawcoat 165 2.0 330 Full Footway reconstruction £ 55,000 £ 1,208,700 U6126 Portland Crescent Hawcoat 875 3.0 2625 Full Footway reconstruction £ 433,125 £ 1,641,825 BLC 12 March 2015

Appendix 6

Minor Improvement Schemes 2015/2016

CCC Electoral Parish Road Name Scheme Description Comments Type Estimate £ Division

Includes requests for new and amendments to exisiting All All Various Annual Traffic Order Review Works and Prep 22,000 TRO's All All Various Traffic Signs and Road Markings Works 22,000 Page 54 Page All All Various Pedestrian Access Improvements Dropped Crossing Points Works 5,000 All All Various Bus Access Infrastructure Hard Standing Kerbing Surface Manintenance Works 1,000 All All Various Disabled Parking Bays Works and Prep 5,000 Total 55,000 Agenda Item 10

COUNTY COUNCIL LOCAL COMMITTEE FOR BARROW

Meeting date: 12 March 2015

From: Corporate Director – Resources

BARROW LOCAL COMMITTEE DEVOLVED HIGHWAYS REVENUE BUDGET 2015/2016

1.0 EXECUTIVE SUMMARY

1.1 Members are asked to approve recommendations for the Local Committee’s devolved highways revenue budget for 2015/2016. The allocation for 2015/2016 is £754,220.

2.0 STRATEGIC PLANNING AND EQUALITY IMPLICATIONS

2.1 This report supports the aims and objectives aims of the Council Plan, Corporate Strategy and the Local Transport Plan through the efficient planning and delivery of the Highways and Transport Programme in the Barrow area. 2.2 The Programme complies with the Strategic Equality Assessments for the Highways and Transport Service. Individual schemes will be assessed against equality criteria as appropriate.

3.0 RECOMMENDATION

3.1 That Local Committee is recommended to approve the devolved highways revenue budget for 2015/2016 as set out in Appendix 1 to this report following Council approval of the 2015/2016 Council budget and Local Committee devolved allocations in February 2015.

4.0 BACKGROUND

4.1 The recommendations in this report are based upon allocations of £754,220, which were subject to final approval by Council at its February meeting. 4.2 The allocations are the same as those for 2013/2014 and those considered previously by this sub-group.

Page 55 4.3 The consultation document for the draft revenue budget 2015/2016 contained a proposal in respect of Highways capital and revenue budgets where it was proposed to capitalise £2.5m of Local Committee revenue funding.. This will mean, for example, that the repair of potholes will need to be managed differently and may in some cases be replaced by larger scale resurfacing work. Making use of capital funding in this way should allow available resources to be most effectively targeted to meet local highways priorities. In total this has been incorporated into the proposed allocations presented in the report. For this Local Committee, the effective movement from revenue to capital is £251,798. 4.4 The recommended devolved highways revenue budget is set out in Appendix 1, which shows the proposed allocations and the changes necessary to accommodate the £251,798 movement from revenue to capital set out above.

5.0 OPTIONS

5.1 Members may approve the breakdown of the highways devolved revenue budget for 2015/2016 or. 5.2 Members may suggest changes to the proposed allocations.

6.0 RESOURCE AND VALUE FOR MONEY IMPLICATIONS

6.1 This report provides details on the allocation of the Highways Revenue budget which is devolved to this Local Committee to determine and deliver in accordance with the Council’s policies and the overall objectives of the Local Transport Plan. The budget was set by Council at its meeting on the 19th February 2015 at £754,220. 6.2 If members agree to the recommendations in Appendix 1, this would allocate the whole of the Highways revenue budget.

7.0 LEGAL IMPLICATIONS

7.1 There are no direct legal implications in this Report.

8.0 CONCLUSION

8.1 This report details the draft budgets of devolved revenue works, under each of the different budget headings, for 2015/2016, and has taken full account of this Local Committee’s priorities.

Dominic Donnini Corporate Director – Resources

March 2015

Page 56 APPENDICES

Appendix 1 Devolved Highways Revenue Budget 2015/2016

Electoral Divisions: All Barrow

Executive Decision Yes

Key Decision No

If a Key Decision, is the proposal published in the current Forward Plan? N/A

Is the decision exempt from call-in on grounds of urgency? No

If exempt from call-in, has the agreement of the Chair of the relevant N/A Overview and Scrutiny Committee been sought or obtained?

Has this matter been considered by Overview and Scrutiny? No If so, give details below.

Has an environmental or sustainability impact assessment been No undertaken?

Has an equality impact assessment been undertaken? No

PREVIOUS RELEVANT COUNCIL OR EXECUTIVE DECISIONS [including Local Committees]

No previous relevant decisions

CONSIDERATION BY OVERVIEW AND SCRUTINY

Not considered by Overview and Scrutiny

BACKGROUND PAPERS

No background papers

REPORT AUTHOR

Contact: Nick Raymond 07825 103594 [email protected]

Page 57 This page is intentionally left blank BLC 12 March 2015 Appendix 1

Devolved Highways Revenue Budget 2015/2016

Proposed Allocation Allocation 2015/2016 2014/2015 (£) (£)

Basic Maintenance Better Highways 380,000 380,000

Gully Cleansing 40,000 40,000

Verge Maintenance 25,000 25,000

Carriageway Markings 20,000 20,000 Sub total Bsic Maintenance 465,000 465,000

Road Lighting Lighting and Illuminated Signs 199,220 199,220

Traffic Signals 50,000 50,000

Energy 0 0 Sub total Road Lighting 249,220 249,220

Jubilee Bridge Operations and Maintenance 40,000 40,000

Total Barrow Highways Revenue Budget 754,220 754,220

Page 59 This page is intentionally left blank Agenda Item 11

COUNTY COUNCIL LOCAL COMMITTEE FOR BARROW

Meeting date: 12 March 2015

From: Corporate Director – Resources

BARROW HIGHWAYS ADVISORY SUB-GROUP – UPDATE REPORT FROM 11 FEBRUARY 2015

1.0 EXECUTIVE SUMMARY

1.1 This report details the discussions and recommendations of the Highways Advisory Sub-Group (HASG) for the Barrow Area which met on the 11th February 2015. It recommends that the Local Area Committee for Barrow notes the discussions and approves the recommendations detailed below. A copy of the HASG minutes are attached as Appendix 1. A copy of the reports which went to the HASG are attached as Appendix 2.

2.0 STRATEGIC PLANNING AND EQUALITY IMPLICATIONS

2.1 The HASG will help inform and apply the County Highways policy framework. It will help to meet the County Council’s key objectives of Greener, Safer, Better, Wealthier and Healthier. 2.2 The HASG will help identify equality implications within proposed highway and transportation schemes and issues of concern, and will help prepare more equitable solutions.

3.0 RECOMMENDATION

3.1 It is recommended that the Barrow Local Committee note the minutes of the meeting of the Barrow HASG which met on the 11th February 2015. 3.2 It is recommended that the Barrow Local Committee agree the recommendations in minute 44 detailed in Appendix 1 to this report that: (1) a summary flood report, including information on health and safety implications, be made available to the Local Committee on a quarterly basis; (2) a Drainage Task Group be established to investigate drainage issues comprising the following:-

Page 61 Members (4) Mr D Barlow Mr B Doughty Mr KR Hamilton Mr W McEwan

Officers (3) Steve Solsby, Assistant Director – Regeneration BBC Stuart Taylor, Drainage and Surface Water Officer Keiron Tetchner, Highways Network Manager 3.3 It is recommended that the Barrow Local Committee agree the recommendations in minute 48 detailed in Appendix 1 to this report and that The County of Cumbria (Various Roads, Barrow-in-Furness) (Consolidation and Minor Amendment of Traffic Regulations) (Order 2001) (Cavendish Street, Barrow-in-Furness) (Experimental Prohibition of Driving) Variation Order (No 33) 2014, (“the Experimental Order”) be brought into operation on a permanent basis, having taken into consideration the matters contained in Section 122(2) of the Road Traffic Regulation Act 1984 (referred to in paragraph 7.2 to this Report and also at paragraph 7.2 of the report to the HASG, which is attached as Appendix 2). 3.4 It is recommended that the Barrow Local Committee agree the recommendations in minute 49 detailed in Appendix 1 to this report regarding United Utilities that; (1) further information be made to a future meeting of the HASG;

(2) a formal letter be sent to United Utilities informing them that if there was evidence that the highway authority had responded to an event relating to a sewer fault they would be invoiced for the costs incurred by the County Council.

4.0 BACKGROUND

4.1 At the HASG meeting on the 11th February a number of reports and updates both written and verbal were presented to members covering numerous issues. 4.2 HASG Members initially received a local flood management update report this detailed numerous flooding issues including local “hotspots” and recent consents. Discussions centred around United Utilities and their interaction with the Highway Authority. The group were keen to be kept updated on issues and appreciated the report. 4.3 HASG members then received a number of reports for their information, this included an update into the County’s policy on private signs and A boards. A Better Highways monitoring report and an update on the ongoing Capital programme.

Page 62 4.4 Following this a report was put before members regarding the Cavendish Street, Experimental Prohibition of Driving Order. Members were informed that since this order had been introduced there had been a reduction in crime and disorder of approx. 10% in the area and during the experimental phase no objections had been received. Members were asked to therefore recommend the order be made permanent. This they supported. 4.5 During any other business members discussed communications between the Highway Authority and United Utilities especially regarding potentially sewer collapses and failures. It was agreed to write to UU informing them of their liabilities.

5.0 OPTIONS

5.1 It is recommended that members of the Local Committee note and agree the Recommendations of the HASG. 5.2 Alternatively, the Local Committee may decide to approve, amend, or reject, any of the proposed Recommendations.

6.0 RESOURCE AND VALUE FOR MONEY IMPLICATIONS

6.1 The resource and value for money implications in respect of each of the recommendations are set out in the original reports to the Highways Advisory Sub Group that are attached to this report as Appendix 2..

7.0 LEGAL IMPLICATIONS

7.1 In relation to the Recommendation referred to at paragraph 3.3 of this Report, the County Council, as Traffic Authority, must take into consideration the matters contained in section 122(2) of the Road Traffic Regulation Act 1984 (“the 1984 Act”) detailed below at paragraph 7.2, in considering whether it is expedient to agree to the bringing into operation, on a permanent basis, of the experimental order referred to therein, for the reason specified at section 1(1)(a) of the 1984 Act, namely for avoiding danger to persons or other traffic using the road or for preventing the likelihood of any such danger arising. 7.2 Under Section 122(2), the matters which must be taken into account in exercising that duty are: - (a) The desirability of securing and maintaining reasonable access to premises; (b) the effect on amenities of an area; (c) the national air quality strategy prepared under section 80 of the Environment Act 1995; (d) the importance of facilitating the passage of public service vehicles and of securing the safety and convenience of persons using or desiring to use such vehicles; and (e) any other matters appearing to the authority to be relevant.

Page 63 8.0 CONCLUSION

8.1 This report details the discussions and recommendations of the meeting of the HASG on the 11 February 2015. It recommends that the Local Committee note the minutes and approve the Recommendations set out in paragraphs 3.1 to 3.4 inclusive of this report.

Dominic Donnini Corporate Director – Resources

23 February 2015

APPENDICES

Appendix 1 Minutes of the Barrow HASG 11 February 2015 Appendix 2 Reports to Barrow HASG on 11 February 2015

Electoral Divisions: All Barrow

Executive Decision No

Key Decision No

If a Key Decision, is the proposal published in the current Forward Plan? N/A

Is the decision exempt from call-in on grounds of urgency? No

If exempt from call-in, has the agreement of the Chair of the relevant N/A Overview and Scrutiny Committee been sought or obtained?

Has this matter been considered by Overview and Scrutiny? No If so, give details below.

Has an environmental or sustainability impact assessment been No * undertaken?

Has an equality impact assessment been undertaken? No

PREVIOUS RELEVANT COUNCIL OR EXECUTIVE DECISIONS [including Local Committees]

No previous relevant decisions.

Page 64 CONSIDERATION BY OVERVIEW AND SCRUTINY

Not considered by Overview and Scrutiny

BACKGROUND PAPERS

No background papers

REPORT AUTHOR

Contact: Keiron Tetchner 01229 408010 [email protected].

Page 65 This page is intentionally left blank APPENDIX 1

BARROW HIGHWAYS ADVISORY SUB-GROUP

Minutes of a Meeting of the Barrow Highways Advisory Sub-Group held on Wednesday, 11 February 2015 at 10.15 am at Conference Room, Nan Tait Centre, Barrow-in-Furness

PRESENT:

Mr W McEwan (Chair)

Mr D Barlow Mr KR Hamilton Mr B Doughty

Also in Attendance:-

Mrs L Harker - Democratic Services Officer Mr A Lane - Local Flood Risk Manager Mrs A Meadows - Area Engagement Officer Mr K Tetchner - Highways Network Manager Mr S Solsby - Assistant Director - Regeneration (Barrow Borough Council) Mr S Taylor - Drainage and Surface Water Officer

42 APOLOGIES FOR ABSENCE

Apologies for absence were received from Mr J Murphy, Mr D Roberts, Mr B Sweeney and Mr M Worth.

43 MINUTES

The Sub-Group referred to minute 34 and raised their concerns that no training had taken place for all Local Committee Members on the Highways Information Management System (HIMS). It was agreed to bring this to the attention of the Senior Manager – Network Management.

During the course of discussion Members were informed that HIMS training would form an integral part of the new digital strategy.

The minutes of the meeting of the Sub-Group held on 9 December 2014 were confirmed as circulated.

Page 67 44 LOCAL FLOOD MANAGEMENT UPDATE

The Sub-Group received a Local Flood Management update based on a recent Making Space for Water meeting.

Members welcomed the report and highlighted that as flooding and resilience formed part of the local area plan communication with Members and the Area Engagement Officers was important. It was emphasised that flooding was a major issue in the Barrow area and that reports from resilience exercises should be reported to Members.

The Drainage and Surface Water Officer informed Members that refusal consents were usually on the basis that the application was either irrelevant or lacked information and confirmed that there had been no refusals in the Barrow area.

The local Member for Risedale raised serious concerns regarding subsidence due to sewage issues in the back streets in his division and the Barrow area generally. It was confirmed that this matter was being investigated by officers in conjunction with United Utilities and a report would be made back direct. It was agreed to establish a Subsidence Task Group to look at specific issues.

The Sub-Group discussed budgetary matters and it was agreed that copy of United Utilities Capital Programme would be beneficial to the Authority for their forward planning process.

A discussion then took place regarding Barrow flood hotspots where Members drew particular attention to issues at Parkers Pond and Cows Tarn Lane and the Highways Network Manager agreed to investigate these and report back direct.

During the course of discussion attention was drawn to a retailer in the Penrith area who supplied inflatable sandbags and the Drainage and Surface Water Officer agreed to investigate this and report back.

Members were encouraged to report any concerns regarding flooding to the Area Support Team initially and the information would be forwarded on to the Drainage and Surface Water Officer and ultimately United Utilities for investigation.

RECOMMENDED, that

(1) a summary flood report, including information on health and safety implications, be made available to the Local Committee on a quarterly basis;

(2) a Subsidence Task Group be established to investigate drainage issues comprising the following:-

Page 68 Members (4) Mr D Barlow Mr B Doughty Mr KR Hamilton Mr W McEwan

Officers (3) Steve Solsby, Assistant Director – Regeneration (Barrow Borough Council) Stuart Taylor, Drainage and Surface Water Officer Keiron Tetchner, Highways Network Manager

45 COUNTY 'A' BOARD POLICY

The Sub-Group received a report from the Corporate Director – Environment and Community Services which advised on the current policy as regards private signs and ‘A’ boards within the highway.

Members were informed that any unauthorised sign within the highway was deemed by law an obstruction. When such a sign was found a decision had to be made as to whether it was a significant obstruction, danger or potential danger to highway users and removal sought if necessary. If an objection was received to an unauthorised sign purely on the basis of its visual appearance or intrusion then the matter should be referred to the relevant planning authority.

During the course of discussion a health and safety concern was raised regarding a vehicle, similar to a mobile home, which had been parked in the Walney North division for a number of weeks and it was agreed to investigate this further in conjunction with the local police.

Members raised their general concerns regarding the placing of ‘A’ boards on narrow highways and the Highways Network Manager encouraged the Sub-Group to report any issues direct to him. During discussion Mr S Solsby confirmed that the Borough Council’s ‘Streetcare’ team would be able to remove signs which caused an obstruction.

RECOMMENDED, that the report be noted.

46 BETTER HIGHWAYS MONITORING REPORT

Members received a positive Better Highways Monitoring report from the Corporate Director – Environment and Community Services.

Page 69 The Sub-Group raised their concerns regarding the number of street light defects but acknowledged that resources in the team were a contributory factor and that they were being addressed. It was emphasised that all lighting defects should be raised initially through either the local County Council Member or the Highways Hotline.

RECOMMENDED, that the report be noted.

47 BARROW WORKS PROGRAMME 2014/15

Members welcomed the Barrow Works Programme for 2014/15 from the Corporate Director – Environment and Committee Services.

The Sub-Group were informed the A5087 Hindpool Road, Market Street to Strand would involve night-time closures and confirmed that all parties involved had been notified. Members emphasised the importance of communication to alert the public and other interested persons to the closure of highways due to maintenance.

A discussion took place regarding the BAE, Bridge Road scheme and concerns were raised about the potential reduction in lanes on the approach to North Road. Members were informed that this had been highlighted with BAE and would be pursued again in the future.

RECOMMENDED, that the programme be noted.

48 CAVENDISH STREET, BARROW - EXPERIMENTAL PROHIBITION OF DRIVING ORDER

Members received a report from the Corporate Director – Environment and Community Services which set out the background and updated the Sub-Group on the Experimental Prohibition of Driving Order for Cavendish Street, Barrow which came into operation on 14 April 2014.

RECOMMENDED, that the County of Cumbria (Various Roads, Barrow-in-Furness) (Consolidation and Minor Amendment of Traffic Regulations) (Order 2001) (Cavendish Street, Barrow-in-Furness) (Experimental Prohibition of Driving) Variation Order (No 33) 2014, (“the Experimental Order”) be brought into operation on a permanent basis, having taken into consideration the matters contained in Section 122(2) of the Road Traffic Regulation Act 1984 (referred to at paragraph 7.2 of the report).

Page 70 49 ANY OTHER BUSINESS

Members raised their concerns regarding the costs incurred to the Authority for the number of repeated site visits United Utilities made to issues relating to sewers on the back streets.

During the course of discussion Members agreed that the Authority should be reimbursed accordingly if there was evidence that the highway authority had responded to an event relating to a sewer fault, therefore, a formal letter would be sent to United Utilities to this effect.

RECOMMENDED, that

(1) further information be made to a future meeting of the Sub-Group;

50 DATE OF NEXT MEETING

It was noted that the next meeting of the Sub-Group would be held on Tuesday 21 April 2015 at 10.15 am in the Conference Room, Nan Tait Centre, Barrow.

The meeting ended at 12.25 pm

Page 71 This page is intentionally left blank Appendix 2 Local Flood Risk Management Team Summary report for Barrow Local Committee Barrow Making Space for Water Group 2nd December 2014

Consenting “ Ensuring that any changes to structures within an ordinary watercourse are regulated to ensure that said changes do not cause or increase the risk of flooding” Activity County wide figures: (Barrow in Furness in brackets)

2014/15 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Total Consent Refused 3 3 Consented 5 16 (2) 21 14 15 17 2 7 2 3 102 Emergency Consent 1 1 1 (1) 3

County wide Figures: (Barrow in Furness in brackets) 2012/13 2013/14 Consent Refused 10 4 Consented 68 140 (2) Emergency Consent 26 12 (1)

Live data http://hims.cumbria.gov.uk/wip3_no_login/map.aspx?cg=lfrm Flood Reports Activity County wide Figures: (Barrow in Furness in brackets)

Year 2011 2012 2013 2014 Reports 3 27 5 2 (1) Incidents 1 31 55 14

Only three reports are still to be published from the overall 37 reports, they are:

Alston, Yanwath and Middleshaw

Barrow in Furness had one report in Dalton in Furness that has now been published 27th October 2014

Flood Reports produced for the Barrow Area Locality/location Status Event Date Published Dalton-in-Furness Published Nov 2012 27/10/2014

Web http://www.cumbria.gov.uk/planning-environment/flooding/investigations.asp External

Page 73 Cumbria County Council

MSFWG Making Space for Water Groups (MSFWG) continue to be chaired by the Flood & Surface Water Officers from the Local Flood Risk Management Team. It was hoped that the quarterly report for the members would be introduced at a 1.5 hour session after each current local committee meeting. However, due to some Chairs not wanting this and scheduling difficulties the reports will be taken to the June meetings for each Committee. Layout and information will be shared with managers prior to submission with the committees. Activity Hotspots and Priorities per Area. (See listing below for Flood Hotspots in Barrow area)

West Allerdale Copeland d High 12 (3) High 27 (7) Medium 26 (10) Medium 19 (3) Low 17 (9) Low 18 (12) Total 55 Total 64 East Carlisle Eden High 5 (1) High 10 Medium 9 (1) Medium 8 (5) Low 20 (6) Low 8 (1) Total 34 Total 26 South South Lakeland Barrow High 9 High 5 Medium 31 (9) Medium 17 (1) Low 19 (6) Low 2 Total 59 Total 24

Note:- Cumbria Highway Concerns only in brackets

A priority has been devised for dealing with Hotspots: -

 High Internal flooding of five or more properties during a single event or internal flooding of one or more properties that has been experienced on more than one occasion in a 10 year period or there is a risk to life as a result of flooding.  Medium All other internal flooding that does not meet the criteria above  Low External flooding (including gardens, driveways and detached garages/sheds)

Recent flood incidents under investigation  Dowdales School, Dalton-in-Furness  Sandylands and Harrel Lane  Abbey Road, Furness Abbey,  Cows Tarn Lane, Walney Island  West Lane, Barrow in Furness  Newton Road, Dalton in Furness  Goose Green, Dalton in Furness

Live Data http://hims.cumbria.gov.uk/wip3_no_login/map.aspx?cg=lfrm

Serving the people of Cumbria Page 74 Error! No text of specified style in document.

RFCC MTP Project pipeline for LLFA schemes DEFRA funding is being released to help with an under spend this year. The schemes below are being accelerated from the proposed indicative 6 year Medium Term Plan (Plan still awaiting official release after 3 Dec GOV statement)

Forecast Project Name Location 2014/15 Remarks Nov Remarks Dec (£k)

Provision of a Low Crosby surface pump and 3 contractors about to Low Crosby 35 water fixed pump cabinet above be invited to tender. existing SW storage system

Investigation Field survey work and Gamblesby overland and instigation consultation with surface water Gamblesby 75 of storage and parish has been investigation watercourse completed. diversion works. Camera work Cumbria drainage required on Drainage details investigations (CCTV and Hotspots being collected other Investigations to Cumbria 50 nominated including maps for support MSfW Groups in across the tender briefing note Decision making, priorities county by for framework. and Options) MSFWG’s Carryout out Seascale - Railway Initial Appraisal Terrace, Whitrigg Beck - Initial assessments of scheme to surface water Seascale 20 awarded by EA to confirm design investigation initial PeterBrett associates and build assessment options Carryout out Seascale - Fairways - Initial Appraisal Initial assessments surface water Seascale 10 of scheme to awarded by EA to investigation initial confirm design PeterBrett associates assessment options

Carryout out Gosforth overland Initial Appraisal Initial assessments surface water Gosforth 25 of scheme to awarded by EA to investigation initial confirm design PeterBrett associates assessment options

Barrow in Furness has no schemes identified by LLFA in the medium term plan, however the Environment Agency (EA) have The Poaka Beck scheme Dalton in Furness. At this time no dates have been put forward as the EA are still awaiting official release.

Page 75 cumbria.gov.uk 3 Cumbria County Council

Planning

Cumbria County Council as Lead Local Flood Authority (LLFA) has been working with the Spatial Planning department and Barrow Borough Council. In this process CCC LLFA has been passing comment with regards to surface water and ordinary watercourse flooding concerns on future development proposals for the Barrow in Furness Local Development Plan. LLFA have passed comments on the following planning applications in 2014:  B07/2014/0105 Sherborne Avenue, Barrow in Furness  B07/2014/0360 Bradys Yard (Former) Wilkie Road, Barrow in Furness  B07/2014/0536 Manor Road / Rating Lane, Barrow in Furness  B07/2014/0151 Land at Dungeon Lane, Barrow in Furness  B07/2014/0782 Ulverston Road (Land adj to Our Ladys RC School)Dalton in Furness

Barrow Flood Hotspots Flood Priority Area / Address Owner Spot No. 4 H West Avenue UU, County Highways (CH) 5 H Wheatclose Road United Utilities(UU), CH 6 H Harrogate Street UU, CH 8 H Goose Green LLFA, Environment Agency (EA), UU, CH 9 H Hollygate Road (Olive Cl, Juniper Cl. & UU, CH Filbert Cl). 24 L Fairfield Lane - Hall Lane Barrow Borough Council (BBC);UU 2 M Btn. Falmouth St - Bristol St Black Butts CH;UU Lane 3 M King Street EA 7 M Sharp Street/ Steel Street CH 10 M Newton Village UU, CH 11 M Hawkswood Terrace UU, CH 13 M 2 Ramsden Street UU 14 M 80-82 Black Butts Lane UU 15 M North Scale UU 16 M Hallgarth UU 17 M Rating Lane UU 18 M Schooner Street UU 19 M Cavendish Street UU 21 M Mill Beck EA 22 M South Walney and Biggar Village BBC, EA 23 M Walney Promenade BBC, EA 311 M Sandylands and Harrel Lane BBC, CH, LLFA 312 M Abbey Appoach CH, LLFA 313 L Cows Tarn Lane BBC, CH, LLFA

Serving the people of Cumbria Page 76 BARROW HIGHWAYS ADVISORY SUB-GROUP

Meeting date: 11 February 2015

From: Corporate Director – Environment and Community Services

COUNTY ‘A’ BOARD POLICY

1.0 EXECUTIVE SUMMARY

1.1 This purpose of this report is to advise members on the current policy as regards private signs and A boards within the highway.

2.0 STRATEGIC PLANNING AND EQUALITY IMPLICATIONS

2.1 This report supports the aims and objectives of the Council Plan, Corporate Strategy and the Local Transport Plan through the efficient delivery of the Highways and Transport Programme in the Barrow area. 2.2 There are no equality implications arising from this report.

3.0 RECOMMENDATION

3.1 It is recommended that Highways Advisory Group note the content of the report.

4.0 BACKGROUND

4.1 At the previous meeting of Barrow Highways Advisory Sub-Group (HASG) in December 2014, the Group discussed the issue of small advertisement boards within the town which can cause obstruction. It was agreed that the current County Council’s Service Procedure would be examined and an information report brought to a future meeting to update members on the current policy. 4.2 Any unauthorised sign within the highway is deemed by law an obstruction. When an unauthorised sign is found a decision should be made as to whether it is a significant obstruction, danger or potential danger to highway users. If it is, then we should seek to remove it. If an objection is received to an unauthorised sign purely on the basis of its visual appearance/intrusion, then the matter should be referred to the relevant Planning Authority 4.3 The ways in which a sign or obstruction can affect the safety and convenience of highway users includes the following:

Page 77 o Obstructing the visibility at junctions, bends etc. o Obstructing free passage along the highway (including footways) by reducing the available width or height (this could particularly affect the safety of blind or partially-sighted people). o Blocking the view of authorised traffic signs. o Distraction and confusion of road users, especially drivers. o Causing drivers to make dangerous last-minute manoeuvres. o Construction or fixing which is structurally unsafe. 4.4 The County Council’s Service Procedure gives clear guidelines as follows: -

“THE POLICY

1.1 Policy Statement 1. Action by the Highway Authority to secure the removal of unauthorised signs within the highway should be confined to those cases which, in the opinion of the Assistant Director, Highways and Transport (is this still correct?), constitute a significant obstruction, hazard or potential hazard to users of the highway. 2. Any action to secure the removal of any other unauthorised sign (e.g. on amenity grounds), whether within or outside the boundaries of the highway, should be left to the Planning Authority to be dealt with as considered necessary under planning powers.” Much of the impetus for The Policy comes from Section 130 of the 1980 Highways Act which makes it the duty of the County Council as Highway Authority to assert and protect the rights of the public to the use of the highway, including any roadside waste which forms part of it, and to prevent the obstruction of the highway. However, what constitutes an obstruction will depend on the facts of each case. It may not be necessary to show that an obstruction has actually obstructed anything. A judgement in case law says “it is perfectly clear that anything which substantially prevents the public from having free access over the whole of the highway which is not purely temporary in nature is an unlawful obstruction” (Chief Justice Lord Parker of Waddington, Seekings v. Clarke (`1961)). 4.5 But there can be exceptions, one being with regard to the “de minimis” principle (de minimis non curat lex – the law is not concerned with trivia). A shop display projecting two feet six inches over a pavement sixteen feet wide and a display projecting eleven inches over a pavement seven feet nine inches wide were found by the courts to be unlawful obstructions which could not benefit from the de minimis principle. On the other hand, a rack of newspapers displayed by a newsagent, which projects only fractionally, was cited by the Court of Appeal as something to which de minimis could apply

Page 78 4.6 If a sign is deemed to be causing a significant obstruction, hazard or potential hazard to users of the highway, as referred to in The Policy, the following process should be followed; o If the sign presents a danger that should be removed without the delay involved in serving a notice on the owners for its removal, such as an “Aboard” dangerously sited in a footway or a sign likely to distract drivers’ attention at any but the quietest of junctions, remove it using our powers under Section 149(2) of the Highways Act 1980.(power of things so deposited on highways as to be a nuisance) (Please see the Legal Implications section of this report for further information) o If the owners can be identified, explain the situation and ask them to remove it. If they refuse, or it re-appears in a place where it is still causing an obstruction, but there is no immediate danger, but nonetheless the A board (or structure) is there without lawful authority (permission), then formal notice should be served on the person having control or possession of the structure (ie. the A board), under Section 143 of the Highways Act for its removal. (Please see the Legal Implications section of this report for further information).

5.0 OPTIONS

5.1 Members note the contents of the report.

6.0 RESOURCE AND VALUE FOR MONEY IMPLICATIONS

6.1 There are no direct financial implications within this report for the Local Committee.

7.0 LEGAL IMPLICATIONS

Section 130 of the Highways Act 1980 places a duty on the County Council, as Highway Authority to assert and protect public rights over any highway for which they are the highway authority, including any roadside waste which forms part of it. In addition, the County Council may assert and protect the rights of the public to the use and enjoyment of any highway in their area for which they are not the highway authority, including any roadside waste which forms part of it. 7.1 Section 137 of the Highways Act 1980 makes it an offence wilfully to obstruct free passage along the highway. The offence of obstruction of the highway derives initially from the common law whereby an unlawful act which prevented the public from freely, safely and conveniently passing along the highway could amount to a public nuisance. 7.3 Section 143 of the Highways Act 1980 enables a highway authority to bring about the removal of structures from the highway where they are there without lawful authority (permission). “Structure” would include an “A Board” as it is capable of causing an obstruction. Where a structure has been erected or set up on a highway other than under another provision of the Highways Act 1980 or some other enactment, the highway authority may by notice require the person having control or possession of the structure to

Page 79 remove it within such time as may be specified in the notice. If the structure is not removed within the time specified in the Notice, the authority may remove the structure and recover the expenses reasonably incurred by them in so doing from the person having control or possession of the structure, providing removal does not take place until the expiration of one month from the date of service of the notice. 7.4 Section 149 of the Highways Act 1980 provides two procedures for dealing with anything deposited on the highway which is causing a nuisance. Firstly, the highway authority may serve a notice on the person who deposited the item on the highway requiring its removal, followed by a complaint to the magistrates court and the obtaining of a disposal order in default. Secondly, in cases where there is a danger to highway users which requires removal without the delay involved in the notice procedure, the authority is expressly empowered to remove forthwith the thing which has been deposited on the highway and to recover the expenses reasonably incurred by the authority in removing it, or by making a complaint to a magistrates court for a disposal order under that section. These procedures apply to all highways, of whatever class, and whether or not maintainable at the public expense.

8.0 CONCLUSION

8.1 This report outlines to members the County Council’s current policy on A boards and signs in the highway. The report also details when action should be taken and the form of action to be taken depending on the particular circumstances. The issue of signs in the highway is not straightforward and it is hoped this report highlights to members the current County policy and the remedies available under the various sections of the Highways Act 1980.

Jim Savege Corporate Director - Environment & Community Services

26 January 2015

APPENDICES

No Appendices

Electoral Divisions: All

Executive Decision No

Key Decision No

If a Key Decision, is the proposal published in the current Forward Plan? N/A

Is the decision exempt from call-in on grounds of urgency? No

If exempt from call-in, has the agreement of the Chair of the relevant N/A Overview and Scrutiny Committee been sought or obtained?

Page 80 Has this matter been considered by Overview and Scrutiny? No If so, give details below.

Has an environmental or sustainability impact assessment been N/A undertaken?

Has an equality impact assessment been undertaken? N/A

PREVIOUS RELEVANT COUNCIL OR EXECUTIVE DECISIONS [including Local Committees]

No previous relevant decisions.

CONSIDERATION BY OVERVIEW AND SCRUTINY

Not considered by Overview and Scrutiny.

BACKGROUND PAPERS

No background papers

REPORT AUTHOR

Contact : Keiron Tetchner 01229 408010 [email protected]

Page 81 This page is intentionally left blank Page 83 Page 84 Page 85 Page 86 Page 87 This page is intentionally left blank Current Increased Risk Position Barrow Works Programme 2014/15 Date: Minor Delay 26-Jan-15 Project on target

Programmed % Completion Current Project Budget Division Comments Code Allocation Scheme Name Work Type Councillor Start Date Complete Date Position PRN HD4C30001£ 10,000 A590 Park Rd/Walney Rd Surface dressing John Murphy Hindpool Jul-14 0% Scheme deferred until 15/16 HD4C30002 £ 204,000 A5087 Hindpool Rd Market St to Strand Surfacing John Murphy Hindpool 0% August to September HD4C30003 £ 212,244 A595 Ireleth Road/Tippin's Lane Retaining Wall Barry Doughty Dalton North 0% Scheme deferred until 15/16 Scheme extended with funding Dalton North 24-Nov 100% 05-Dec for A590 Park Rd/Walney Rd HD4B30002£ 150,000 Askham Level Crossing carry over Resurfacing/Footway

NPRN HD4A20005£ 58,500 Hawthwaite Lane, Barrow Drainage Barry Doughty Dalton North 06-Apr 100% 03-Jul Complete HD4B20015£ 63,848 Newton Road - Mine Collapse Verge & carrigeway. Dalton South 09-May 100% 16-May Complete HD4B20001 £ 81,863 Hollygate Road, Barrow Drainage Ernie Wilson Dalton South 28-Apr 100% 04-Sep Complete Funded from underspend on HD4C20001£ 55,000 Ilkley road, Barrow - Surfacing Surfacing Hawcoat Sep-14 100% 10-Sep Friar's Road HD4C20002£ 255,000 C6011 Park Road, Mill Brow to Millwood Surfacing David Roberts Hawcoat 11-Aug 100% 22-Aug Complete HD4B10005£ 13,992 Oxford Street Jct Furness Park Road New Roundabout New Barns 08-Apr 100% 25-Apr Complete HD4C20001 £ 90,000 U6159 Friars Lane, Monks Brow Surfacing Kevin Hamilton Risedale 04-Aug 100% 08-Aug Complete HD4C20005 £ 50,000 Minor Drainage 14/15 Drainage Various Various 02-Jun 64% Ongoing

Walney North 06-May 100% 03-Oct Complete HD4C20004£ 75,000 U6221 Haverigg Gardens Footway Footway Mel Worth HD4C20006 £ 125,000 Column replacement 14/15: Various Various 18% Re-design as utilising new LED Bank Lane, Ormsgill, Barrow - Replace 19 no BA55383 Ormsgill 0% technology and issues with lighting columns and 19 lanterns £ 45,082 private cabling works Ongoing works where failures BA55384 Various 0% £ 5,000 Various locations, Barrow - Bollard Replacement occur Re-design and utilisation of Lighting Ormsgill 0% £ 20,230 Cheviot Green col replacement Barrow new LED technology Various Barrow - One off Column and Sign Ongoing works where failures BA55385 Various 20-Sep 50% £ 37,323 replacements occur Cotswold Crescent, Barrow - Replace 22 no Awaiting new Lantern BA55386 Ormsgill 0% £ 30,239 lighting columns and 22 lanterns specification and re-design Various locations Barrow - LED Lantern Ongoing works where failures BA55387 Various 0% £ 17,000 replacements occur

£ 25,000 LED Lamps/Lanterns - Worcester St area Ian Harker to produce plans HD4C20008 £ 50,000 Pre Surface Dressing Patching 14/15 Patching Various Various Jan- Mar 0% HD4C20009 £ 20,000 Review of Traffic Regs 14/15 Lining/Signs Various Various 125% Budget Spent HD4C20010 £ 3,000 Disabled Parking 14/15 Lining/Signs Various Various 110% Budget Spent HD4C20011 £ 4,000 Speed Surveys/Monitoring 14/15 Surveys Various Various 43% Ongoing HD4C20012 £ 10,000 Walking Route Improvements Dropped Kerbs Various Various 37% HD4C20013 £ 20,000 Traffic signs & Road Markings Signs/Lines Various Various 101% Ongoing HD4B20016 £ 90,029 Additional Area Patching Patching Various 100% Complete Not all Beds complete due to Various Jul-14 100% HD4C20014£ 133,200 NPRN Surface dressing 14/15 Surface dressing Various late start of contract HD4C20015 £ 20,000 School Safety Improvements Misc Various Various Nov- Mar 1% 30% Ordered Community School Assesments Complete. Engagemen £ 35,000 School Safety Improvements Various 7% Local Committee Decision t Required Misc HD4C20016£ 45,000 U6122 Rakesmoor Lane Reconstruct footway Various Hawcoat Jul-14 100% 01-Nov Complete HD4C20017 £ 50,000 Minor Footway Patching Footway Various Various 84% Ongoing

Walney North Mar-15 0% HD4C20018£ 30,000 U6223 Cows Tarn Lane Drainage Mel Worth

Walney North Feb-15 0% HD4C20019£ 120,000 C6006 Promenade Mill Lane Drainage

£ 25,000 09-Apr 100% 07-May HD4B10007 Mill Lane Ped Safety Measures Build out 01/02/2014 Walney North Complete HD4C20020 £ 350,000 Minor Carriageway Patching Various Various 09-Jun 68% Ongoing HD4C20021 £ 1,000 Bus Stops/Shelters Misc Various Various Jan-15 0%

PRN DFT Additional Pothole £75,000 HD4C30004 £ 45,000 A590 County Coach Builders to Fire Station Half Carriageway inlays Hindpool 16-Mar 0% A590 County Coach Builders to Fire Station HD4C30004£ 30,000 Hand Patching Hindpool 16-Mar 0% various locations

HD4C20026 NPRN DFT Additional Pothole £254,550 39 HD4C20026 £ 6,000 Harris Street, Askam Pothole Repairs Dalton North 09-Mar 0% BA55440 £ 9,000 Duke Street, Askam Pothole Repairs Dalton North 11-Mar 0% Ordered HD4C20026 £ 6,000 Broughton Road, Dalton Pothole Repairs Dalton North 02-Mar 0% HD4C20026 £ 12,000 Station Road, Dalton Pothole Repairs Dalton South 19-Feb 0% HD4C20026 £ 9,000 Eskdale Drive/Thornton Drive Junction Pothole Repairs Dalton South 25-Feb 0% BA55412 £ 9,000 Dane Avenue Pothole Repairs Hawcoat 17-Nov 100% 21-Nov Complete HD4C20026 £ 12,000 Dalton Lane Pothole Repairs Hawcoat 03-Feb 0% BA55437 £ 15,000 Quary Brow/Ormsgill Lane Pothole Repairs Hawcoat 26-Jan 0% HD4C20026 £ 9,000 Wheatclose Road Pothole Repairs Hawcoat 16-Feb 0% BA55420 £ 6,000 Collingwood Street Pothole Repairs Hindpool 06-Jan 100% 07-Jan Complete HD4C20026 £ 6,000 Westgate Road Pothole Repairs Hindpool 22-Jan 0% HD4C20026 £ 9,000 Westmorland Street Pothole Repairs Hindpool 24-Nov 100% BA55420 £ 9,000 Crellin Street Pothole Repairs Hindpool 07-Jan 100% 15-Jan Complete HD4C20026 £ 9,000 Stafford Street Pothole Repairs New Barns 08-Jan 0% BA55411 £ 9,000 Hector Street Pothole Repairs New Barns 21-Nov 100% 21-Nov Complete BA55342 £ 9,000 Flass Lane Pothole Repairs New Barns 26-Jan 0% Ordered

Page 89 BA55429 £ 9,000 Infield Park Pothole Repairs New Barns 29-Jan 0% BA55409 £ 6,000 Afton Street (edge patching) Pothole Repairs Old Barrow 10-Nov 100% 31-Oct Complete BA55430 £ 12,000 Ramsden Dock Road Pothole Repairs Old Barrow 16-Jan 0% HD4C20026 £ 6,000 Smeaton Street Pothole Repairs Old Barrow 19-Dec 50% BA55414 £ 9,000 Penarth Street Pothole Repairs Old Barrow 05-Nov 100% 10-Nov Complete BA55417 £ 15,637 Fife Steet Pothole Repairs 28-Nov 100% 10-Dec Complete BA55406 £ 6,000 Sufolk Street Pothole Repairs Risedale 06-Nov 100% 04-Nov Complete HD4C20026 £ 6,000 Albert Place South Pothole Repairs Walney N 09-Dec 100% HD4C20026 £ 6,000 Mallard Drive Pothole Repairs Walney S 27-Nov 100% BA55416 £ 6,000 Westminster Ave Pothole Repairs Walney S 20-Nov 0% Complete HD4C20026 £ 9,000 Strathnaver Ave, Black Butts Jnc Pothole Repairs Walney S 01-Dec 0% HD4C20026 £ 9,000 Carr Lane Pothole Repairs Walney S 11-Dec 0% BA55418 £ 9,000 Juno Street Pothole Repairs Walney S 16-Dec 100% 16-Dec Complete BA55421 £ 12,000 Southampton Street Pothole Repairs Walney S 01-Dec 100% 09-Dec Complete HD4C20026 £ 6,000 Beach Crescent Pothole Repairs Walney S 14-Jan 0%

DFT Severe Weather Funding Further works to be carried out due Walney N 0% 21-Nov to under spend from original works HD4C80001£ 20,000 Walney Promenade Sea Wall damage Sea Walls carried out. HD4C20023 £ 20,000 A595 Greenscoe, Askam-in-Furness Culvert Drainage Dalton North 100% Complete 13/14 HD4C20024 £ 50,000 U6069 Newton Road, Dalton - Surfacing Surfacing Dalton South 15-Sep 100% 25-Sep Complete HD4C20025 £ 69,053 Area Patching Programme Patching Various 0%

APM Now included in NPRN

Capital Bridges

Walney N & S 65% Handrails to order HD4250500£ 12,000 Jubilee Bridge Maintainance 13/14 Jubilee Bridge M Worth/M Telford

Walney N & S 0% Scheme Deffered HD4251500£ 250,000 Jubilee Bridge M&E/Welfare Schemes 13/14 Jubilee Bridge M Worth/M Telford

Jubilee Bridge Walney N & S 0% Scheme Deffered HD4A80001£ 12,000 Jubilee Bridge Waterproofing M Worth/M Telford Continuing Works done under severe Various 40% HD4251000£ 12,000 Barrow Sea Walls maintenance Various weather Budget

ESS HD4109900 £ 3,000 C6010 Abbey Rd (urban routes) - Road Markings Measures Anne Burns Hindpool Feb-15 0% HD4B40002 £ 3,000 Barrow A590 Ormsgill between Junc. U6131 St Pius X School Studyand A590 Park RdBill Rbt McEwan Ormsgill Feb-15 10% Ongoing HD4A40001 £ 3,000 St Lukes Street - road markings Measures Kevin Hamilton Risedale Mar-15 0% Investigation Complete, report Roosecote Nov-14 90% HD4B40001£ 3,000 Barrow A5087 Roose Rd between Junc. U6159 Flass Lane andStudy Hindpool Rd Rbt Helen Wall to be drafted Feb-15

Walney N & S Dec-14 5% Ongoing - Site Visits done HD4B40003£ 3,000 Barrow A590 Jubilee Bridge between Jubilee Bridge Rbt and Junc.Study Bigger BankM Worth/M Rd. Telford HD4113100 £ 3,000 Greengate St/Bridgegate Lane Measures Feb-14 0%

Barrow - PTIS/Prep Pool HD4C50001 Barrow Waterfront HD4115400 Barrow Town Centre Pedestrian HD4B50001 £ 11,000 Signal Imp Abbey Rd/ Strand Mar-14 100% Complete HD4B50003 £ 24,000 Ormsgill Lane F/W Jan-15 10% Ordered

Revenue Bridges

Revenue HD4160302 £ 199,220 Street Lighting Revenue Various Various 72% Ongoing HD4160112 £ 399,000 Better Highways Various Various 68% Ongoing HD4160105 £ 30,000 Verge Maint Various Various 33% Risk of Overspend HD4160116 £ 40,000 Cleansing Gully Cleaning Various Various 68% Risk of Overspend HD4160105 £ 20,000 Tree Works Various 0%

HD4247200 Jubilee Bridge Operations Walney N & S 127% £ 40,000

Private Works/Recharge HD4824163 £ 36,000 BAE, Bridge Road Traffic Measures 0% Ongoing

Page 90 BARROW HIGHWAYS ADVISORY SUB-GROUP

Meeting date: 11 February 2015

From: Corporate Director – Environment & Community Services

CAVENDISH STREET, BARROW EXPERIMENTAL PROHIBITION OF DRIVING ORDER

1.0 EXECUTIVE SUMMARY

1.1 This report sets out the background and updates Members of the Highways Advisory Sub-Group (HASG) on the Experimental Prohibition of Driving Order for Cavendish Street, Barrow which came into operation on 14 April 2014. 1.2 Members are asked to recommend that Local Committee resolve to bring the Experimental Order into permanent operation.

2.0 STRATEGIC PLANNING AND EQUALITY IMPLICATIONS

2.1 The introduction of Traffic Regulation Orders is a devolved function of this Local Committee and helps support the County Council objective of meeting its causality reduction targets and its delivery of Community Strategy and Cumbria Agreement outcomes and Council Plan priorities, which are

 challenging poverty in all its forms;

 ensuring that the most vulnerable people in our communities receive the support they need; and

 improving the chances in life of the most disadvantaged in Cumbria. 2.2 The prioritisation, programming and design of highway improvement schemes have the potential to generate either beneficial or adverse impacts on people with mobility or vision impairments. The development of detailed proposals is undertaken in accordance with the County Council’s policies and procedures for equality and diversity.

Page 91 3.0 RECOMMENDATION

3.1 It is recommended that Members of the HASG recommend that Local Committee resolve that The County of Cumbria (Various Roads, Barrow-in-Furness) (Consolidation and Minor Amendment of Traffic Regulations) (Order 2001) (Cavendish Street, Barrow-in-Furness) (Experimental Prohibition of Driving) Variation Order (No. 33) 2014, (“the Experimental Order”) be brought into operation on a permanent basis, having taken into consideration the matters contained in Section 122(2) of the Road Traffic Regulation Act 1984 which are more specifically referred to at paragraph 7.2 of this report.

4.0 BACKGROUND

4.1 As a result of concerns from the Police and Barrow Borough Licensing Officers about revellers/pedestrians on Cavendish Street and conflicts with moving vehicles such as taxis at peak night trade times, the above Experimental Order was introduced to prohibit driving on the following lengths of road between the hours of 9 pm on a Friday, Saturday, Sunday and the day immediately prior to each Bank/Public Holiday, and 5 am the following morning, each week: - (a) Cavendish Street, from its junction with Dalkeith Street to its junction with the un-named back street between Scott Street and Preston Street; (b) Un-named back street from its junction with Scott Street and Preston Street; and (c) Back Scott Street/Cavendish Street, from its junction with Dalkeith Street and its junction with the un-named back street from its junction with Scott Street and Preston Street. 4.2 The restrictions operate by fold down signs operated by the Police. 4.3 A plan showing the extent of the restrictions and locations of the fold down signs is shown in Appendix 1. 4.4 Members will recall that at HASG 18 September 2013 a presentation was made to the meeting with a video of the problems occurring on Cavendish Street in the evening and the conflicts between pedestrians and vehicles. 4.5 Members will also recall that at Local Committee on 8 October 2013 the minutes of the 18 September HASG were presented and it was resolved to introduce a pilot weekend night-time road closure on Cavendish Street, Barrow-in-Furness for 6 months. This resolution did not allow the introduction of an Experimental Order. Therefore a further report was taken to Local Committee on 17 March 2014, which recommended the introduction of the Experimental Order. 4.6 The Experimental Order came into force on 14 April 2014 and remains in force for a maximum of 18 months from that date. 4.7 No objections were received to the Order continuing in permanent effect, during the statutory six month objection period, which expired on 14 October 2014.

Page 92 4.8 The prohibition has been well received & has continued to be very effective, Cumbria constabulary confirming that the scheme delivers their expectations, removing the previous chaos with a 10% reduction in alcohol related incidents. 4.9 HASG is therefore asked to recommend that Local Committee resolves that the Experimental Order be brought into force on a permanent basis.

5.0 OPTIONS

5.1 Members may decide to recommend to Local Committee to approve the recommendation to bring the Experimental Order into permanent operation at this time. 5.2 Members may decide to recommend to Local Committee that the Experimental order is brought into permanent operation in part (eg. on fewer streets) or that the restriction introduced on a permanent basis is less onerous, eg. reduction in the duration (times); modifications do not extend to making additions to the order; 5.3 Members may decide not to approve the recommendation to bring the Experimental Order into permanent operation at this time but to allow the experiment to run for a further period, noting that the Experimental Order will expire on 14 October 2015 if it is not brought into force before that date.

6.0 RESOURCE AND VALUE FOR MONEY IMPLICATIONS

6.1 The report recommends the permanent adoption of the experimental Traffic Regulation Order which has been in force since April 2014 6.2 The cost of the Experimental Traffic Regulation Order and associated signage works of £3.5k was funded from the £20k APM budget for Annual Review of Signs and Lines. There will be no additional costs incurred in connection with the implementation of the Experimental Order on a permanent basis, other than the usual legal and advertising costs associated with the making of the permanent order.

7.0 LEGAL IMPLICATIONS

7.1 The County Council, as Traffic Authority, must take into consideration the matters contained in section 122(2) of the 1984 Act detailed below at paragraph 7.2, in considering whether it is expedient to bring into operation the Experimental Order on a permanent basis as referred to at paragraph 3.1 of this report, for the reason specified at sections 1(1)(a) of the 1984 Act, namely for avoiding danger to persons or other traffic using the road or any other road or for preventing the likelihood of any such danger arising. 7.2 Under Section 122(2), the matters which must be taken into account in exercising that duty are: - (a) The desirability of securing and maintaining reasonable access to premises; (b) The effect on amenities of an area;

Page 93 (c) The national air quality strategy prepared under section 80 of the Environment Act 1995; (d) The importance of facilitating the passage of public service vehicles and of securing the safety and convenience of persons using or desiring to use such vehicles; and (e) Any other matters appearing to the authority to be relevant.

8.0 CONCLUSION

8.1 It is recommended that the Local Committee resolve to approve the bringing into operation of the Experimental Order on a permanent basis as set out in the recommendation.

Jim Savege Corporate Director - Environment and Community Services

January 2015

APPENDICES

Appendix 1 Cavendish Street, Barrow-in-Furness Proposed Prohibition of Driving

Electoral Divisions: Hindpool

Executive Decision Yes

Key Decision No

If a Key Decision, is the proposal published in the current Forward Plan? N/A

Is the decision exempt from call-in on grounds of urgency? No

If exempt from call-in, has the agreement of the Chair of the relevant N/A Overview and Scrutiny Committee been sought or obtained?

Has this matter been considered by Overview and Scrutiny? No If so, give details below.

Has an environmental or sustainability impact assessment been N/A undertaken?

Has an equality impact assessment been undertaken? No

Page 94 PREVIOUS RELEVANT COUNCIL OR EXECUTIVE DECISIONS

8th October 2013 County Council Local Committee for Barrow 17th March 2014 County Council Local Committee for Barrow

CONSIDERATION BY OVERVIEW AND SCRUTINY

Not considered by Overview and Scrutiny

BACKGROUND PAPERS

No background papers

REPORT AUTHOR

David Bell [email protected] Tel: 01229 408017

Page 95 This page is intentionally left blank Page 97 This page is intentionally left blank Agenda Item 12

COUNTY COUNCIL LOCAL COMMITTEE FOR BARROW

Meeting date: 12 March 2015

From: Corporate Director – Resources

BARROW CHILDREN AND YOUNG PEOPLE’S WORKING GROUP

1.0 EXECUTIVE SUMMARY

1.1 This report provides information regarding the work of the Children and Young People’s Working Group, and also proposes a revised focus and structure for the Working Group for Local Committee to consider.

2.0 STRATEGIC PLANNING AND EQUALITY IMPLICATIONS

2.1 Improved locality working is one of the ways the council is delivering on it priorities. The county council vision, included in the draft Council Plan, sets out that it will be ‘…. an effective and efficient organisation that delivers the best possible services for the people of Cumbria within its available resources, protects the most vulnerable, and works with others in the community to shape services and help find solutions for the future.’ The approach and work of the Children and Young People’s Working Group contributes to this vision. 2.2 The 0-19 funding is available for Local Committees to allocate within their areas to support positive outcomes, targeted and mainstream, designed to improve outcomes for children and young people and reduce inequalities. This funding can be targeted to initiate new activity or to enhance/compliment existing provision according to locally determined need. 2.3 Guidance agreed by Cabinet states that in allocating these funds, councillors should satisfy themselves that projects address at least one of the following criteria: Provide access to play, recreational, leisure or outdoor activities Provide access to care or educational activities

Page 99 Provide access to safe and enjoyable places for children and young people to go Provide access to holiday, weekend or out of school activities Enable children and young people’s involvement and participation eg forum, youth council, engagement, empowerment, decision making Support children and young people to take part in volunteering or community action 2.4 The Barrow Area Plan sets out the three targeted priorities for the area, which are Health and Well-Being, Education and Skills and Economic Development, and details how the Council is delivering its services in support of them. 2.5 Local Committee is mindful of equality issues and duly considers that its actions and decisions do not result in inequality of service provision or exclusion from participation. The work of Local Committee directly supports the Council’s wider equalities agenda.

3.0 RECOMMENDATION

3.1 That Members note the work of the Barrow Children and Young People’s Working Group at Appendix A 3.2 That Members consider the proposal to reshape and refresh the focus of the Children and Young People’s Working Group as outlined in paragraphs 4.2 to 4.8 3.3 That if Local Committee agrees Recommendation 3.2 above, they nominate Members to sit on this Group in future.

4.0 BACKGROUND

4.1 The Children and Young People’s Working Group met on 18th February 2015, and attached at Appendix A are the minutes of this meeting for Members’ information. 4.2 An all Member workshop was held on Friday 6th February 2015 with an aim to:  Identify the priorities of the Group going forward  Confirm the membership of the Group in the future  Develop an agenda format to support focussed discussions which enable Members to influence and support services for children and young people in Barrow. 4.3 This workshop was attended by both Members and representatives from Children’s Services, and following a detailed discussion Members agreed 5 priority themes that they would like the Working Group to focus on. It was acknowledged that these are very broad themes, and as such a number of specific elements for focus were identified within each theme. These are outlined below.

Page 100 Theme Support the Early Help Education Health and Gaps most Vulnerable (Universal) Physical Children in Activity Barrow Children Looked Early Help Educational CAMHS Gaps in After Services Achievement service

Children with Children’s Attendance Public Health Disabilities Centres Children in Need Children Inclusion Sports Specific Looked After Provision Elements Child Exploitation Medical Needs NEET Schools. Hospital Tuition 4.4 Following this workshop the Children and Young People’s Working Group considered the outputs from the session. It was felt that rather than having a very wide ranging membership it would be more appropriate to have a core group who would invite witnesses in as necessary to scrutinise particular issues as they are considered. 4.5 The suggested future membership of the Children and young People’s Working Group is:  Police Representative (youth community engagement lead)  Children’s Services Representative  A Young Person representative – Member of the Youth Parliament or Deputy Member of the Youth Parliament  Children in Care Council Representative  Barrow Borough Council Officer Representative  Barrow Borough Council Member Representative  5 County Council Local Committee Members  Public Health Representative 4.6 In order to manage this potentially vast workload and ensure that meetings remain focussed and deliver clear outcomes (whether in terms of input into key issues, constructive challenge, or directly in terms of financial contributions), Members suggested the development of a clear agenda format for the meetings. It was proposed that the Group consider one theme per meeting on a cyclical basis 4.7 The suggested substantive agenda items and a brief description of each element is outlined below: i. Thematic Discussion(s) (Consisting of one or more specific elements falling under a theme. The item could consist of written reports, presentations or discussions as appropriate, to enable the Group to fully review and understand the issues.)

Page 101 ii. Key statistical update, developing issues, and feedback from other Groups (including regular statistical information to help inform the Group. Examples may include, Numbers of Children Looked After, Public Health Statistics, Exam results etc. This item is also an opportunity to highlight any developing issues the Group may need to be aware of, and provide an opportunity for Members to feed back on work from other relevant groups eg. The Health and Wellbeing Forum).

iii. Reporting Back (This item will be the monitoring of the Group’s Action Plan and will include any appropriate updates of actions requested, or on the impact and outcomes of funding given.)

iv. Actions (The two elements to this agenda item are – 1. to confirm any actions the Group have requested arising from agenda item one [the thematic discussion]. And 2. To consider any requests for funding or support made to the Group.) 4.8 If this approach and agenda is adopted, the Area Team will work with Children’s Services to develop some additional information and guidance for people who will be attending the meetings. This will be in relation to specific agenda items, to confirm the types of information needed, how the Group works, and to manage expectations. 4.9 Barrow Local Committee are invited to consider the proposed approach to the Children and Young People’s Working Group, and if in support of this model, nominate Local Committee Members to serve on the Group.

5.0 OPTIONS

5.1 Members may accept the recommendations as outlined in this report. 5.2 Members may decide to amend recommendation 3.2, and agree alternative arrangements for the Children and Young People’s Working Group. 5.3 Members may decide not to support recommendation 3.2 and any proposed changes to the Children and Young People’s Working Group.

6.0 RESOURCE AND VALUE FOR MONEY IMPLICATIONS

6.1 There are no direct financial implications within this report for the Local Committee.

7.0 LEGAL IMPLICATIONS

7.1 There are no direct legal implications arising from this Report.

Page 102 8.0 CONCLUSION

8.1 In creating the Children and Young People’s Working Group, Members in their community leadership role are able to contribute to, inform and influence the work of the Children’s Services in the local area. As part of this work Members are constantly reviewing this system to ensure that it is as effective as possible. This review outlined above is part of that ongoing process.

Dominic Donnini Corporate Director - Resources

27 January 2015

APPENDICES

Appendix A – Minutes of the Children and Young People’s Working Group

Electoral Divisions: All in Barrow

Executive Decision Yes

Key Decision No*

If a Key Decision, is the proposal published in the current Forward Plan? N/A*

Is the decision exempt from call-in on grounds of urgency? No

If exempt from call-in, has the agreement of the Chair of the relevant N/A* Overview and Scrutiny Committee been sought or obtained?

Has this matter been considered by Overview and Scrutiny? No* If so, give details below.

Has an environmental or sustainability impact assessment been N/A* undertaken?

Has an equality impact assessment been undertaken? N/A*

PREVIOUS RELEVANT COUNCIL OR EXECUTIVE DECISIONS

No previous relevant decisions.

Page 103 CONSIDERATION BY OVERVIEW AND SCRUTINY

Not considered by Overview and Scrutiny.

BACKGROUND PAPERS

No background papers.

REPORT AUTHOR

Contact: Tracey Ingham , 01229 407578, [email protected]

Page 104 APPENDIX 1 BARROW CHILDREN AND YOUNG PEOPLE'S WORKING GROUP

Minutes of a Meeting of the Barrow Children and Young People's Working Group held on Wednesday 18th February 2015 at 3.30 pm at Conference Room, Nan Tait Centre, Abbey Road, Barrow-in-Furness, LA14 1LG PRESENT:

Cllr B Doughty Cllr W McEwan Cllr K Hamilton Cllr A Burns Cllr H Wall

Also in Attendance:-

Ms A Meadows - Area Engagement Officer Ms M McAveeney - Engagement Support Officer Ms D Holt - Partnership Development & Participation Officer K Holt - Furness Youth Council

PART 1 – ITEMS CONSIDERED IN THE PRESENCE OF THE PUBLIC AND PRESS

1 APOLOGIES

An apology for absence was received from, Mr J Barrett, Mr G Bassett, Ms L Murray, Ms T Ingham,

2 APPROVAL OF MINUTES

RESOLVED, that the Minutes of the meeting held on 17th December 2014 be confirmed as a correct record.

3 MATTERS ARISING

Furness Youth Council was looking at space for their pop-up shop. The ARC building was vacant at the moment however unsuitable as the services were not connected. Area Support had costs to hire Art Gene. Cllr Wall agreed to contact Phil Huck, Barrow Borough Council, to discuss reconnection of services for the ARC building.

4 RESHAPING

Discussion took place regarding re-shaping the C&YPWG. Members would focus on specific themes and elements. Each service would complete a witness statement circulated to members prior to the meeting. The purpose of the working group would be to be more strategic and have an opportunity to influence and support service delivery where needed.

Page 105 Updated Terms of Reference was circulated. Membership of the working group was discussed with a recommendation of 5 CCC elected members. Members made a recommendation to include BBC Housing Officer to the membership.

Feedback from Furness Youth Council regarding re-shaping/benefits of CYPWG.

 Youth Council awarded £10k for Helping Hand 2 years ago to distribute funds to local groups. No feedback detailing groups they had supported. Debbie agreed to investigate this and forward any information.  Time of meetings. If meeting times are to change, Furness Youth Council wishes to ensure it maintains a link with CYPWG.  Discussion around better engagement with young people and seeking their views when necessary on specific relevant issues. Possibly change time of meeting when it is school holidays to enable a young person to attend and bring another for support. Furness Youth Council were in the process of developing Constitution and Code of Conduct. Once this had been agreed it will be distributed to CYPWG and Local Committee members.

Children in Care were awarded funding to Children in Care Council 2 years ago from CYPWG, a celebration at the Town Hall was held to highlight the event with evaluations and feedback undertaken.

RECOMMENDED, that the terms of reference be agreed;

5 0 – 19 BUDGET UPDATE

Allocation £10,000 has been spent and supported the following

• £4,419 agreed at Local Committee 14/11/14 to support Inspire Furness CiC

• £5,581 agreed at Local Committee 19/01/2015 to support Furness Education Consortium

RESOLVED, that the Barrow 0-19 budget update be received;

6 FURNESS YOUTH COUNCIL/CHILDREN IN CARE COUNCIL UPDATE

Debbie Holt gave an update on behalf of Lynne Murray A hand-out was distributed to members of the group highlighting work and events that had taken place.

RESOLVED, that the update be received;

7 CYBER BULLYING PROJECT UPDATE

A hand-out was distributed to members of the group to update them on the project. There was a need to encourage further Secondary Schools to register in the emotional resilience training.

Discussion took place around the launch event and the combination of a performance and exhibition.

RESOLVED, that the update be received;

Page 106 8 ANY OTHER BUSINESS

Will Adams from Furness Youth Council has been elected as Deputy Member of Youth Parliament, he would be attending Local Committee to officiate the membership. It was highlighted that there was poor voting in the Furness area, needs to be investigated to encourage young people to vote.

9 NEXT MEETING

TBC

Page 107 This page is intentionally left blank Agenda Item 13

COUNTY COUNCIL LOCAL COMMITTEE FOR BARROW

Meeting date: 12 March 2015

From: Corporate Director – Resources

GET CONNECTED – CHILD POVERTY GROUP

1.0 EXECUTIVE SUMMARY

1.1 This report provides information and offers recommendations for approval by Barrow Local Committee from the General Provisions budget.

2.0 STRATEGIC PLANNING AND EQUALITY IMPLICATIONS

2.1 Improved locality working is one of the ways the council is delivering on it priorities. The county council vision, included in the draft Council Plan, sets out that it will be ‘… an effective and efficient organisation that delivers the best possible services for the people of Cumbria within its available resources, protects the most vulnerable, and works with others in the community to shape services and to help find solutions for the future’. This request for funding meets the County Council priority ‘To safeguard children, and ensure that Cumbria is a great place to be a child and grow up’. 2.2 The Barrow Area Plan sets out the three targeted priorities for the area, which are Health and Well-Being, Education and Skills and Economic Development, and details how the Council is delivering its services in support of them. 2.3 Local Committee is mindful of equality issues and duly considers that its actions and decisions do not result in inequality of service provision or exclusion from participation. The work of Local Committee directly supports the Council’s wider equalities agenda.

3.0 RECOMMENDATION

3.1 That members agree an amount of £1,500 towards the Get Connected Child Poverty Project.

Page 109 4.0 BACKGROUND

4.1 Get Connected Child Poverty Steering Group is a sub-group of Barrow Borough Council’s Neighbourhood Management Team. Cumbria County Council initiated a working group in order to support their commitment to addressing child poverty. The group is a multi-agency working group and explores local solutions, exchange information and develop partnership approaches to child poverty. 4.2 The group received £10,000 from Cumbria County Council to establish a child poverty group and then £5,000 from Barrow Local Committee Children and Young People’s Working Group. 4.3 The group has received £250 from Barrow Community Safety Partnership, £500 from Barrow Borough Council and £10,000 in-kind support from Barrow Borough Council through Neighbourhood Management. 4.4 The project has been extremely successful and members were updated at the Barrow Local Committee on 19th January 2015 with a full breakdown of the activities that the group had been involved in. These ranged from Anything is Possible project with Inspiring Barrow, Clothes Bank with Women’s Community Matters and liaising with Love Barrow Families. 4.5 Barrow Local Committee at its meeting on 19th January 2015 awarded the group £1,500 from its General Provisions fund towards their request of £3,000. 4.6 The group had been advised to seek matched funding of the remaining £1,500 from Barrow Borough Council. If unsuccessful, then a further request of £1,500 is made to an appropriate Local Committee budget. 4.7 The group has been unsuccessful in obtaining the further £1,500 from Barrow Borough Council as it already contributes in-kind support through Neighbourhood Management. The remaining £1,500 is being recommended from Barrow Local Committee General Provisions fund.

5.0 OPTIONS

5.1 Members may decide not to support recommendation 3.1 but most note that this would impact on the level of support provided to the project.

6.0 RESOURCE AND VALUE FOR MONEY IMPLICATIONS

6.1 After its meeting on the 19th January 2015 Local Committee had General Provisions budget of £1,606 available for allocation. 6.2 Should the recommendation within this report be approved, £1,500 would be committed from the General Provisions budget leaving £106 available for future allocation.

7.0 LEGAL IMPLICATIONS

7.1 There are no direct legal implications arising from this Report.

Page 110 8.0 CONCLUSION

8.1 The supporting of this project ensure that the successful multi-agency working group continues to deliver projects that meet community need and meet the Cumbria County Council priorities and Barrow Local Area Plan.

Dominic Donnini Corporate Director - Resources

17th February 2015

APPENDICES

No appendices

Electoral Divisions: Barrow Borough electoral Wards Central & Hindpool

Executive Decision Yes

Key Decision No

If a Key Decision, is the proposal published in the current Forward Plan? N/A

Is the decision exempt from call-in on grounds of urgency? No

If exempt from call-in, has the agreement of the Chair of the relevant N/A Overview and Scrutiny Committee been sought or obtained?

Has this matter been considered by Overview and Scrutiny? No If so, give details below.

Has an environmental or sustainability impact assessment been N/A undertaken?

Has an equality impact assessment been undertaken? N/A

PREVIOUS RELEVANT COUNCIL OR EXECUTIVE DECISIONS

Barrow Local Committee 19th January 2015

CONSIDERATION BY OVERVIEW AND SCRUTINY

Not considered by Overview and Scrutiny

BACKGROUND PAPERS

No background papers

REPORT AUTHOR Contact: Alison Meadows, 01229 407576, [email protected]

Page 111 This page is intentionally left blank Agenda Item 14

COUNTY COUNCIL LOCAL COMMITTEE FOR BARROW

Meeting date: 12 March 2015

From: Corporate Director – Resources

LOCAL MEMBERS SCHEME (ELECTORAL DIVISIONS) REVENUE AND CAPITAL

1.0 EXECUTIVE SUMMARY

1.1 This report, seeking to commit elements of the 2012-13 and 2013-14 Local Revenue Scheme and Capital Scheme budgets, includes Members’ proposals that have been sufficiently worked up, to enable Local Committee to consider spending decisions.

2.0 STRATEGIC PLANNING AND EQUALITY IMPLICATIONS

2.1 Proposals coming forward under the Local Revenue Scheme should support a local project or programme of works which meet community needs, underpinning elements of the Council Plan/Local Area Plan and be competent expenditure within the scheme rules. 2.2 If these proposals are developed as a result of effective community engagement they will also contribute to increasing community perceptions of their ability to influence delivery of, including supporting delivery of the Council Plan priorities and the Barrow Local Committee Area Plan linking to enabling communities to live safely and shape services locally.

3.0 RECOMMENDATION

3.1 Members agree a contribution of £9,750.00 towards the Shedding Project costs for Art Gene from Walney South ward Local Member Revenue Schemes budget. 3.2 Members agree a contribution of £8,001.00 towards equipment for Mill Lane PCA from Walney North ward Local Member Revenue Schemes budget. 3.3 Members agree a contribution of £2,769.00 towards outdoor play area costs for Roosecote Nursery from Roosecote ward Local Member Capital Schemes budget.

Page 113 3.4 Members agree a contribution of £831.00 towards outdoor play area costs for Roosecote Nursery from Roosecote ward Local Member Revenue Schemes budget. 3.5 Members agree a contribution of £1,000.00 towards central heating system for Furness Cricket Club from Ormsgill ward Local Member Revenue Schemes budget. 3.6 Members agree a contribution of £1,441 towards a new water heater for Abbotsvale Community Association from Risedale ward Local Member Capital Schemes budget.

4.0 BACKGROUND

4.1 The 2012/13 and 2013/14 budget includes a Local Member Schemes budget. It is proposed that County Councillors can – through the Area Support Teams propose one or more local schemes for each division. These schemes are intended to help resolve local issues already identified through local community engagement and in line with the priorities within the Council Plan and specific local priorities within the Area Plan for the Local Committee Area. These proposals should be submitted to the Local Committee for approval. This budget is for one year only, but it has been agreed that the resources may be spent over a period of two years.

5.0 OPTIONS

5.1 Members can vary or reject any or all of the recommendations within the delegated framework of the scheme.

6.0 RESOURCE AND VALUE FOR MONEY IMPLICATIONS

6.1 After its meeting on the 19th January 2015 Local Committee had Local Members Revenue Schemes budget of £71,240 available for allocation. 6.2 Should all the recommendations within this report be approved £19,582 would be committed from the Local Members Revenue Schemes budget leaving £51,658 available for future allocation.

7.0 LEGAL IMPLICATIONS

7.1 There are no direct legal implications arising from this Report.

Page 114 8.0 CONCLUSION

8.1 The use of this revenue budget, when linked to the Council’s well-being powers does enable a flexible response to perceived local needs, and is capable of resolving some long standing blockages and frustrations for local people, having regard to wider community benefit as a key outcome.

Dominic Donnini Corporate Director – Resources

17th February 2015

APPENDICES

No appendices

Electoral Divisions: All Barrow Borough Electoral Divisions

Executive Decision Yes

Key Decision No

If a Key Decision, is the proposal published in the current Forward Plan? N/A

Is the decision exempt from call-in on grounds of urgency? No

If exempt from call-in, has the agreement of the Chair of the relevant N/A Overview and Scrutiny Committee been sought or obtained?

Has this matter been considered by Overview and Scrutiny? No If so, give details below.

Has an environmental or sustainability impact assessment been N/A undertaken?

Has an equality impact assessment been undertaken? N/A

PREVIOUS RELEVANT COUNCIL OR EXECUTIVE DECISIONS No previous relevant decisions

CONSIDERATION BY OVERVIEW AND SCRUTINY Not considered by Overview and Scrutiny

BACKGROUND PAPERS No background papers

REPORT AUTHOR

Contact: Alison Meadows, 01229 407576, [email protected]

Page 115 LOCAL REVENUE SCHEME PRO FORMA

CCC Electoral Division Walney South, Barrow Supporting Officer Alison Meadows Date to Local Committee 12th March 2015 Project Description – Shedding Project Total Cost £9,750.00

Shedding is a project to establish and support a new, multi-generational self-managed allotment society targeting residents on Walney in particular older men at risk of isolation, children and family groups. Art Gene has leased land next to Vickerstown School on Mill Lane, Walney. Residents will work with artists and architects to explore, remediate and develop land for self-managed allotments. They will design their own garden sheds and a shared community space. These structures will provide a focal point to generate publicity and interest in the allotment project, attract new users to gardening, healthy eating and physical activity, and perform a useful and necessary function for the allotment garden. Vickerstown School will be a strong partner in the project involving children and their families to ensure their main target audience is Walney residents however residents from elsewhere in the Borough could participate if they wished.

A small pilot project with primary schools pupils from Vickerstown Primary School have been working with a professional architect and artist to design and build temporary sheds on site. The project manager is now working with environmental charities, the local primary school and community groups to plan and deliver community engagement events on site and at the school. These will take place from January to March and will include a winter picnic and discussions on permaculture.

The idea for Shedding grew out of a series of Design Café community engagement events run by Art Gene in Barrow over the past two years. Some members of the group were quite vocal about the lack of space to grow food, and were inspired by a visit to a self-managed allotment. Art Gene has stayed in touch with these residents who will form the core of a new group and begin to explore possibilities, through trips to exemplar community garden and allotment projects, cooking demonstrations and talks with artists and architects.

The expected outcomes will be that more people take up gardening and grow their own healthy food, participants gain confidence in their ability to influence their environment, individuals acquire an appreciation of design in their environment and individuals increase their level of physical activity and improve their diets.

Number of people 1- 10  10 – 50 50 + ☺ benefiting

Breakdown of costs supported by estimates Yes Project manager and artist fees between April - October in order to: Deliver a two day training programme for up to 20 adult volunteers; Host three public ‘growth’ weekend events on site in April, June and September that are led by the volunteers; to include Vickerstown Primary School. Organise two day long visits (including coach hire and packed lunches) to other exemplar growing in the North West between April and June; Organising a one day celebration event in October which celebrates what the volunteers have achieved.

Page 116 Match funding – where necessary £13,500 Sir John Fisher Other funding bids in progress.

Estimated date of For this funding April-October. Further projects planned. completion Evidence of community support including link to Community Plan

Links to Barrow Local Committee Area Plan in terms of health and well-being. Strategic Fit – Council Plan, LAA outcomes, Community Strategy etc

AEO Comments The local member works very closely with this community and is fully supportive of the activities. Local Committee is very supportive in general and aims to work to improve their areas and empower local residents.

Page 117 LOCAL REVENUE SCHEME PRO FORMA

CCC Electoral Division Walney North, Barrow Supporting Officer Alison Meadows Date to Local Committee 12th March 2015 Project Description – Mill Lane PCA Total Cost £8,001.00 Community Infrastructure Mill Lane Parent Carer Association is a charity set up at Mill Lane Day Centre to improve the facilities at Mill Lane not provided by the Local Authority. In addition, they provide a forum for parents and carers to meet and discuss issues concerning people with severe learning difficulties.

The Association wishes to improve their facility to make it more interactive for the users and their funding request is to meet those requirements. They wish to improve their sensory room through sounds and lighting, improve the soft play room through sensory/tactile stimulation, gentle exercise kit for chair exercise groups, touch screen tablets, lap-top and projector with interactive whiteboard for educational and fun purposes.

Number of people 1- 10  10 – 50 50 + ☺ benefiting

Breakdown of costs supported by estimates Yes

Match funding – where necessary

Estimated date of When funding available completion Evidence of community support including link to Community Plan

Links to Barrow Local Committee Area Plan Strategic Fit – Council Plan, LAA outcomes, Community Strategy etc

ASM Comments The local member works very closely with this community and is fully supportive of the activities. Local Committee is very supportive in general and aims to work to improve their areas and empower local residents.

Page 118 LOCAL CAPITAL SCHEME PRO FORMA

CCC Electoral Division Roosecote, Barrow Supporting Officer Alison Meadows Date to Local Committee 12th March 2015 Project Description – Roose Nursery Total Cost £3,600.00 - £2,769.00 capital, £831.00 revenue Roose Nursery is a registered charity and in December 2014 received an outstanding OFSTED report.

The Nursery wishes to create a new community outdoor play area. This new outdoor provision will cater for the nursery as well as the Rainbows, Brownies and other children. The Nursery is required to create a play area and it has been designed to provide children and their parents/carers an opportunity to experience learning in an outdoor environment. It will provide a space where all can be inspired and excited to explore, to learn, to be safe.

This funding will contribute towards the costs of the project. It is anticipated the nursery play area will open for Easter 2015.

Number of people 1- 10  10 – 50 50 + ☺ benefiting Breakdown of costs supported by estimates Yes

Match funding – where necessary CCC Funding towards building costs only Nursery Reserves Lottery Sir John Fisher

Estimated date of Easter 2015 completion Evidence of community support including link to Community Plan

Links to Barrow Local Committee Area Plan Strategic Fit – Council Plan, LAA outcomes, Community Strategy etc

Page 119 LOCAL REVENUE SCHEME PRO FORMA

CCC Electoral Division Ormsgill, Barrow Supporting Officer Alison Meadows Date to Local Committee 12th March 2015 Project Description – Furness Cricket Club Total Cost £1,000.00 Community Infrastructure Furness Cricket Club based on Oxford Street is a well-used and popular cricket facility. The Club is affiliated to the English Cricket Board and is an English Cricket Board and Sport England Clubmark Accredited Club. The Club has been in existence since 1892 and is also a Community Amateur Sports Club. The Club has several qualified coaches in Cricket as well as Table tennis to support their training and coaching activities.

Aside from the main Clubhouse and changing room facilities the Club also has a well-used hall. The Hall is used by the League Table Tennis and for Intertown Table Tennis matches, coaching and training of young people, ballet classes and community groups such as Prostrate Cancer group, Furness Wine Club and children’s parties etc. This hall relies on the central heating to keep it warm through the gas boiler and radiators. The gas boiler is no longer working and the radiators which are over 40 years old are regularly breaking down. The Club also requires the central heating boiler for hot water to their changing rooms and showers.

The Club is applying for funding towards a new central heating boiler and renewing the radiators.

Number of people 1- 10  10 – 50 50 +  benefiting Breakdown of costs supported by estimates Quotations supplied.

Match funding – where necessary £1,000.00 Neighbourhood Grants Panel

Estimated date of When funding available completion Evidence of community support including link to Community Plan

Links to Barrow Local Committee Area Plan Strategic Fit – Council Plan, LAA outcomes, Community Strategy etc

ASM Comments The local member and the Local Committee is fully supportive of community facilities and the activities they provide.

Page 120 LOCAL CAPITAL SCHEME PRO FORMA

CCC Electoral Division Risedale Supporting Officer Alison Meadows Date to Local Committee 12th March 2015 Project Description – Abbotsvale Total Cost £1,440.96 Community Association Abbotsvale Community Centre is a well-used Centre by a number of different organisations who hire out their facilities. Abbotsvale Community Association manages the running of the Community Centre which is very well used by local community groups. The Committee encourages and participates in the Centre’s activities which include the Abbotsvale Over 55’s, Stackwood Over 55’s, Slimming World, Baby Clinics, Dance classes, Vale Tenants & Residents group and the Dads’ group. The Cheeky Monkeys Childcare business operates from the building but is a separate entity to the Centre.

The group received funding from the Neighbourhood Grants Panel a couple of years ago towards towards the cost of building works to renovate an existing toilet room into a small meeting room.

This funding is for capital costs to supply and fit a replacement water heater. Number of people 1- 10  10 – 50 50 +  benefiting

Breakdown of costs supported by estimates Quotation provided.

Match funding – where necessary

Estimated date of When funding available completion Evidence of community support including link to Community Plan

Links to Barrow Local Committee Area Plan Strategic Fit – Council Plan, LAA outcomes, Community Strategy etc

Page 121 This page is intentionally left blank Agenda Item 15

COUNTY COUNCIL LOCAL COMMITTEE FOR BARROW

Meeting date: 12 March 2015

From: Corporate Director - Resources

APPOINTMENT OF MEMBER TO MORECAMBE BAY PARTNERSHIP PROGRAMME BOARD

1.0 EXECUTIVE SUMMARY

1.1 This report requests that the Local Committee for Barrow appoints a member to the Morecambe Bay Partnership’s Programme Board for programmes that are externally funded by the Coastal Communities Fund.

2.0 STRATEGIC PLANNING AND EQUALITY IMPLICATIONS

2.1 The County Council is the Lead Organisation to a successful application, known as “Destination Morecambe Bay” for support from the Coastal Communities Fund (CCF) Round 3 on behalf of the Morecambe Bay Partnership. 2.2 The County Council is already the Lead Organisation for a CCF Round 1-funded programme, known as “700 Days” being delivered by the Morecambe Bay Partnership and which commenced in 2013. 2.3 In October 2014 Cabinet gave its approval for the Council to be the Lead Organisation to the CCF Round 3 bid on the understanding that if successful the subsequently formed programme board would have member representation from both Barrow and South Lakeland Local Committees to ensure alignment with Area Plans and the Council Plan. 2.4 The Destination Morecambe Bay bid (see Appendix 1) helps the Council meet elements of the Council Plan for 2014-2017 including:  To promote health and wellbeing, and tackle poverty  To protect and enhance Cumbria’s world class environment  To provide safe and well maintained roads and an effective transport network  To promote sustainable economic growth, and create jobs 2.5 Although an Equality Impact Assessment has not been conducted it is not thought that there would be any impacts.

Page 123 3.0 RECOMMENDATION

3.1 The Local Committee for Barrow is requested to nominate a member and a deputy to sit upon the programme board for the Morecambe Bay Partnership’s CCF funded schemes.

4.0 BACKGROUND

4.1 The Council has been engaged in partnership activity to develop the economy and environment of the Morecambe Bay estuary since the 1990s. 4.2 Under the name the “Morecambe Bay Partnership” (MBP) the Council employs an externally funded staff team and acts as Lead Organisation for and Accountable Body to external funding streams. Programmes are developed and delivered by the Council team and through partnerships which are established in respect of each programme. Each programme is supported by a programme board to aid delivery and provide a robust governance structure. 4.3 There is also a charitable organisation called the Morecambe Bay Partnership, set up in 2001 with the object of promoting the conservation, protection and improvement of the Morecambe Bay area. It was originally envisaged that the charity would deliver programmes that the MBP team now delivers and so the charity is now a partner to various programmes, providing local knowledge, advice and guidance to aid delivery. 4.4 In October 2014 approval was given by Cabinet for the County Council to once again act as the Lead Organisation to another bid to the Coastal Communities Fund for a programme called “Destination Morecambe Bay”. The programme was very wide reaching comprising a range of projects to improve the visitor economy and secure economic development opportunities. 4.5 A condition of the Council’s support was that a member from each of the Local Committees for Barrow and South Lakeland take up a place on the programme board to ensure alignment with Area Plans and the Council Plan and to improve governance arrangements. 4.6 In January 2015 the Coastal Communities Fund announced that the Destination Morecambe Bay bid had been successful only in part and an award of £297,542 to improve visitor facilities and create new cycling infrastructure was made. 4.7 Rather than create a separate board for this new programme it was decided that the projects funded through Round 3 would be overseen by the programme board that was formed for the previous Round 1-funded 700 Days programme. It is to this board that the Local Committee is asked to nominate a member for the term of the externally funded programmes. 4.8 The nominated member will be supported by a Council Officer who will prepare briefing notes ahead of programme board meetings to highlight any issues or concerns.

Page 124 5.0 OPTIONS

5.1 The Local Committee has the following options to consider: Option 1: To nominate a member and deputy to the board and to provide oversight of all the externally funded activity under one programme board of the Morecambe Bay Partnership’s CCF-funded programmes. Option 2: To decline to nominate a member to the board, however this would limit the Council’s influence over elements of the programme to be delivered in its area. Should the Committee decline to nominate it could still be kept informed of the programme via an Officer’s Report on a regular (quarterly) basis.

6.0 RESOURCE AND VALUE FOR MONEY IMPLICATIONS

6.1 There are no direct financial implications within this report for the Local Committee.

7.0 LEGAL IMPLICATIONS

7.1 Paragraph 29 Part 5 of the Constitution provides that Local Committee is empowered to make appointments to outside bodies (apart from Local Strategic Partnerships or bodies fulfilling that role) not dealt with by the Council or the Executive.

8.0 CONCLUSION

8.1 The Morecambe Bay Partnership has been successful in securing external funding for projects and programmes that can enhance the local area for both residents and visitors. 8.2 Member representation at the programme board would enable the Local Committee to contribute to the success of these programmes. 8.3 Member representation would also help ensure alignment to Area Plans, the Council Plan and would help improve programme governance.

Dominic Donnini Corporate Director - Resources

2nd March 2015

APPENDICES

Final Business Case “Destination Morecambe Bay” Cabinet Report.

Electoral Divisions: All Barrow

Page 125 PREVIOUS RELEVANT COUNCIL OR EXECUTIVE DECISIONS [including Local Committees]

Cabinet approval to act as Lead Organisation, October 2014

CONSIDERATION BY OVERVIEW AND SCRUTINY

Not considered by Overview and Scrutiny

BACKGROUND PAPERS

No background papers.

REPORT AUTHOR

Contact: Martin Allman, Sustainability & Environment Manager [email protected] Tel 07973 811179

Page 126 i Page 127 Coastal Communities Fund Round 3 Stage 2 Application

Destination Morecambe Bay Morecambe Bay’s Coastal Communities Scheme (Round 3) CCF3/E/170

Our Destination Morecambe Bay partners

Destination Morecambe Bay Business Plan ii 15 October 2014 Page 128 Table of Contents

1. Executive Summary ...... v 2. Organisation Summary ...... 10 2.1 Morecambe Bay Partnership ...... 10 2.1.1 Building on our experience ...... 10 3. Scheme Background ...... 12 3.1 Morecambe Bay - Key Socio-Economic Issues ...... 12 3.2 Morecambe Bay – Untapped Tourism Potential...... 13 3.3 A new Brand – new opportunities ...... 14 3.4 Challenges: Why the Bay economy is under performing...... 15 3.6 Bay Visitor Numbers and Impact ...... 15 3.8 Tourism Trends ...... 17 3.8 Developing Destination Morecambe Bay...... 18 3.8.1 Marketing Destination Morecambe Bay...... 18 3.8.2 A Destination for All...... 18 3.8.3 A Destination for Cycle Tourism...... 19 3.8.4 A Destination to Celebrate...... 20 3.8.5 A Destination to Experience...... 20 4. Strategic Context...... 21 4.1 Aims and objectives ...... 21 4.2 Gaps in Services and Research...... 22 4.3 Achieving the Coastal Communities Fund Outcomes and Priorities...... 22 4.4 Project beneficiaries ...... 23 4.5 Knowledge about the beneficiaries ...... 24 4.6 Generation and Selection of Options...... 24 4.7 Fit with Other Projects...... 25 4.8 Strategic Fit – Broad Economic and Regional Strategies...... 25 4.9 Strategic Fit - Tourism Strategies ...... 26 5. Project Delivery ...... 27 5.1 Destination Morecambe Bay ...... 27 5.2 Scheme Themes and Projects ...... 27 5.3 Cross-cutting themes ...... 40 5.4 Job Creation, Outcomes and Outputs...... 40 5.5 Sustainability...... 42 5.6 Maximising Engagement in Destination Morecambe Bay ...... 43 5.7 Scheme Timetable and Costs ...... 43 6. Project Resources ...... 43 6.3 CCF Board and Partners ...... 44 6.4 Delivery Partners...... 44 7. Project Costs...... 44 7.1 Project Costs ...... 44 7.2 Financial Changes since submitting the Stage 1 Application ...... 45 8. Joint Funding, In-Kind Funding & Other Sources of Finance...... 45 8.1 Significant Added-Value Through Collaboration...... 45 8.2 Secured Funding - Value ...... 45 9. Financial Appraisal...... 46 9.1 Assumptions and project costs ...... 46 9.2 VAT on the Application Form...... 48

Destination Morecambe Bay Business Plan iii 15 October 2014 Page 129 10. Marketing, Communication and Sales...... 48 11. Monitoring and Evaluation ...... 49 12. Risk Register ...... 50 13. Appendix 1 – Project Plan ...... 54 14. Appendix 2 - Supporting Information...... 54

Destination Morecambe Bay Business Plan iv 15 October 2014 Page 130 1. Executive Summary

Aim of Destination Morecambe Bay Destination Morecambe Bay will make Morecambe Bay the best and most inspired example of sustainable tourism growth in the UK, creating a ‘must visit’ destination that offers a warm welcome to visitors old and new, supporting businesses to deliver more than 400 jobs. We aim to accelerate growth in the visitor economy through new marketing, promotion, facilities, signature events, transport infrastructure and business training. This ambitious Scheme will make Morecambe Bay one of the UK’s fastest growing destinations. It will generate a 3.1% uplift in tourism revenue around the Bay, creating 412 indirect jobs and safeguarding many thousands more, as well as 5 direct jobs paid directly for by the funding.

Destination Morecambe Bay Business Plan v 15 October 2014 Page 131 This Scheme aims to:  Brand and market Morecambe Bay as a whole, unified destination for the first time (a place with nearly 15 million visitors)  Connect the Bay intellectually and physically as one of Britain’s most beautiful coastal landscapes  Deliver signature events and develop new creative and inspiring visitor offers  Deliver training and build capacity in the private sector to ensure high standards and encouraging more repeat visits. This Scheme will  Capitalise and build on £4M of previous investment pushing forward the momentum for growth and renaissance.  Deliver a ROI from £1.62m of £3,758 per job  Raise the quality and range of the visitor experience and lengthen the visitor season  Empowers ‘welcomers’ around the Bay to ensure a warmer welcome  Build on exceptional support and buy-in from business, public sector and local communities  Deliver a sustainable legacy from a balanced portfolio of projects  Improve information about hidden assets opening up the Bay to new visitors. This Scheme is developed from extensive research and backed by very strong statistic and evidence – ensuring the opportunities are well-evidenced. Themes and Projects The 25 projects within the Scheme are presented under the following headings:  Global marketing & promotion  Signature events and festivals  Visitor information & unlocking under-used sites  Access for all  Training & new business opportunities

Destination Morecambe Bay Business Plan vi 15 October 2014 Page 132  Destination Morecambe Bay Business Plan vii 15 October 2014 Page 133 Destination Morecambe Bay will: - Build cohesive, Bay wide themed marketing campaigns and packages for visitors - Create new bespoke visitor facilities and information points at key Bay locations - Open up the Bay to more visitors, including those with disabilities, through the provision of Trampers (rugged, 4-wheel, electric scooters) and new accessible routes for all - Create a new Electric Bike Network, strengthening the appeal of the new Bay Cycle Way to a wide variety of leisure markets and supporting green travel options - Use innovative technology, e.g. Google Trekker, to map, promote and market the Bay, it’s big views and important natural and cultural assets - Enliven/animate Grange’s derelict Art Deco Lido to inform, inspire and shape debate about it’s future - Create a Peoples’ Museum on Wheels to bring a contemporary resonance to the Bay’s heritage and engage local communities - Deliver signature events and festivals to showcase the Bay to a national and international audience - Implement measures to secure sustainable improvements in Bathing Water quality and signage at the most popular beaches to ensure they remain accessible to all in future - Support training for a new generation of Cross Bay Guides and develop the marketing skills and practices of the Bay’s tourism industry. - Create sustainable, long term economic growth in the visitor economy and better quality employment opportunities. Rationale – Capitalising on recent investment, securing significant added value It will capitalise on recent investment and implement the new Morecambe Bay brand. This will be the first time that the Bay has been marketed as one destination. Morecambe Bay has 14 million visitors a year. However, the average spend is low. Likewise, the proportion of overnight stays is much lower than neighbouring destinations. Jobs, Training, Opportunities, Conditions for Growth Independent analysis of the economic impact of the Scheme, SD 5.2, has concluded: “1) The Scheme can deliver a 3.1% uplift in tourism spend and employment by end of 2016 2) This is an increase in tourism revenue of £22.29 million 3) This equates to 412 new indirect jobs around the Bay as well as the 5 direct jobs created within the Scheme 4) The cost per job created will be £3,932 (at CCF contribution cost of £1.62M) 5) A further 10,358 jobs will be safeguarded. The economic benefits of the Scheme’s training and product development will help create a long-term and on-going uplift in performance in the private sector.” James Rebanks, Oct 2014. Beneficiaries The Scheme beneficiaries include: existing and new businesses, especially, but not only, tourism-related; individuals in work or looking for work; visitors; residents of the coastal communities and the wider area. The Scheme area is illustrated on the map in Section 3.6. In addition, the lessons learnt will be shared so other coastal communities can replicate successes and benefit from examples and lessons on how to develop sustainable economic growth. See Section 4.4.

Destination Morecambe Bay Business Plan viii 15 October 2014 Page 134 Destination Morecambe Bay Scheme Partnership and Board Cumbria County Council, will lead the Scheme with the Morecambe Bay Partnership team coordinating and managing delivery. The Partnership has an impressive track record of collaborative work, including delivering a CCF round 1 Scheme called 700 Days. Continuity with this existing CCF Board will ensure swift and effective delivery. This committed partnership includes local business groups, community groups, tourist boards, conservation and arts organisations, and local authorities, all of whom have signed up to work together to deliver a high quality Scheme with a lasting legacy. See section 2.2. Budget and timetable The total Scheme budget is £1,709,426 comprising a grant request of £1,619.807 from the Coastal Community Fund and £89,619 match funding, largely already secured. The timetable is just 23 months - from February 2015 to December 2016. The timetable and budget are detailed on the Project Plan in Appendix 1 and in Section 5. Resources and Delivery Resources include Morecambe Bay Partnership staff, including two specially recruited Scheme Officers, plus in-kind and cash contributions from partner organisations. Delivery will be managed by the Scheme Manager and overseen by the CCF Board. Individual projects will be delivered by the Co-ordinator, partner organisations and contractors. More detail is set out in Section 6 and in the Partnership Agreement, Supporting Document SD 7.11. Destination Morecambe Bay In summary, Destination Morecambe Bay has the potential to bring about transformational change for Morecambe Bay. It will create new jobs; raise skills; encourage investment by existing and new businesses; significantly improve the image of the Bay, the value, and the quality, of the visitor offer; offer new reasons to visit, support businesses to offer a more compelling and profitable product in a competitive global marketplace; and create the conditions for new economic opportunities. Investing in the visitor Economy creates not only a great place to visit, but creates a great place to live. A vibrant Morecambe Bay will play a significant role in giving inward investors the confidence to invest in the area and will help our businesses attract and retain a highly skilled workforce.

1 SD = Supporting Document. A full list of the supporting documents is given in section 13. Throughout this Business Plan they are referred to as SD 1, SD 2, etc.

Destination Morecambe Bay Business Plan ix 15 October 2014 Page 135

2. Organisation Summary 2.1 Morecambe Bay Partnership Cumbria County Council (CCC) is the lead organisation for Morecambe Bay Partnership’s large externally funded Schemes. Morecambe Bay Partnership (MBP) is a registered small charity that makes BIG things happen, working hard to bring to the communities, heritage and environment around the Bay in South Cumbria and North Lancashire. MBP’s services and activities engage with a huge range of sectors and interests around the Bay, via a network of contacts and through seminars and the annual Conference which attracts as many as 200 people each year, demonstrating incredible grass roots support for our programme of work and ambitions. The Bay is experience a ‘moment’ of change. From a low point of a few years ago, MBP have managed to secure several tranches of investment to start the process of change, and working collaboratively with partners to secure over £4M of external investment including: – £0.5M for 700 Days, Morecambe Bay’s Coastal Communities Fund (CCF) Scheme – £2M for Headlands to Headspace (H2H) a Heritage Lottery Landscape Scheme to celebrate and conserve coastal heritage, MBP lead – £0.81M from DEFRA for the Nature Improvement Area, led by Arnside & Silverdale AONB – £1.2M Source to Sea from the Catchment Restoration Fund to secure restoration aiming to improve water quality including bathing waters, RSPB lead. – Over £140k over 3 years, partly from CatchmentWise to secure community action and campaigns to improve bathing waters. This Scheme is carefully targeted at building on these early interventions, and adding further value to them to bring about a significant shift in the visitor economy. Morecambe Bay sits in the counties of Cumbria and Lancashire; and Barrow, South Lakeland, Lancaster and Wyre District Councils. The Partnership was formed in 1996 to make the Bay itself the focus of co- ordinated management crossing these administrative boundaries. Funding for the Partnership comes from the public and private sector and project funded grants. MBP is a small charity and formally constituted body, governed by Trustees. Cumbria County Council (CCC) is the lead organisation for the Partnership’s large externally funded Schemes which sit within the Environment and Community Services Directorate. The Partnership is supported by a full time Manager, employed by Cumbria County Council. Four staff work on the H2H Scheme, 1 staff member on bathing water quality and the 700 Days CCF Scheme supports a full time post. Additional support is provided by a committed group of volunteers and the Trustees. “We acknowledge the Partnership’s exceptional ability to have delivered over the past years a clear, energised and successful strategic leadership for a committed set of partners.” Maddi Nicholson, Art Gene (SD 8 #24) The Partnership is well respected locally and reaches into the heart of the communities around the Bay. It supports an award-winning Beach Care programme with four locally based volunteer groups who run a programme of events; largely beach cleans, throughout the year. MBP enjoys wide support from a broad range of economic, social and environmental organisations, including local authorities, private sector companies, other agencies and community organisations. 2.1.1 Building on our experience The Partnership draws on many years of experience of running collaborative programmes. We are aware of the challenges of partnership work, yet believe that this Scheme will be highly effective

10 Page 136 because the partners are action focused, command resources and influence, share a common vision, and are committed to collaborating to secure real added value for the Bay. Local stakeholders and decision makers have recognised the Bay’s huge untapped potential as a visitor destination and opinions are starting to change. There is an appetite for collaboration to create the conditions which will effect economic change by improving the Bay’s image and the value and quality of the visitor offer. Valuable insights and lessons learnt through the management and delivery of the CCF 700 Days Scheme since 2013 has informed the development of this Scheme. The success of Bay-wide partnership working is having a major impact on the confidence, vision and aspiration of the partners, however, we are fully aware that careful project planning and risk management is still essential. Regular communication and monitoring of projects is required, along with a clear understanding of the different roles and responsibilities. The partners in the Scheme have already agreed the terms of a draft Partnership Agreement (SD 7.1) in recognition of this. We know the public sector requires long lead in times when managing recruitment/contracts and a high degree of planning and preparation is necessary. However, as you can see from our comprehensive list of supporting documents we have already prepared contract briefs, job descriptions and project plans. Significant officer time has been put into developing all the necessary permissions from Cumbria County Council and a paper recommending approval is going for formal decision to the 23rd October Cabinet meeting.

During the delivery phase of CCF 700 Days we have developed event management skills through hosting the 2020VISION Exhibition and understand the need for high levels of marketing activity to successfully engage the public. Visitor feedback has played a vital role in honing our development of the Scheme, and in developing new projects. One example is the test ride involving over 40 people on the new Bay Cycle Way which emphasised the demand for developing loops and spurs (Project 18) to encourage greater exploration of the area by leisure cyclists. Community and business consultation and involvement has been invaluable in developing unique products such as the Seldom Seen maps and Sense of Place toolkit. However, it has been challenging to engage small tourism businesses in training courses due to their own commitments and time constraints and it will be vital to package and deliver courses which reflect their needs and experiences in future. 2.2 Destination Morecambe Bay Board Cumbria County Council, the lead organisation for MBP, heads this Scheme, brings significant resources, the ability to cash flow this Scheme, financial stability and a rigorous accounting, legal and procurement system. MBP Officers will lead in co-ordinating and delivering the Scheme and managing the Scheme staff. The Board will take strategic decisions, contribute to effective delivery and ensure long-term benefits. Over 30 letters of support (SD 8) from our partners demonstrate the shared ambition to capitalise on, and secure economic advantage from, recent successes centred on Morecambe Bay and securing investment targeting tourism (700 Days), heritage (H2H) and the environment (NIA, S2S and CatchmentWise). 11 Page 137

The Destination Morecambe Bay Board will merge with the existing CCF 700 Days Board to ensure both Schemes are effectively managed, with projects delivered quickly, and partners benefit from shared learning, knowledge and experience. The current Chair, a widely respected senior Director of Cumbria Tourism, and core members will remain and the Board will welcome new partners specific to this Scheme. The Scheme enjoys the full support of both Cumbria and Lancashire’s tourist boards (Destination Management Organisations) who are fully engaged at a senior level and will support delivery. The Board brings together the right balance of skills, including the most creative minds; significant expertise and track-record in delivering large partnership projects; relevant knowledge of economic development, tourism, place-making, sustainable transport and visitor development. It has the skills and expertise to make strategic decisions, manage the Scheme and its resources, and the commitment and passion to deliver. The Board members have approved this application, agreed its objectives and worked together in developing the proposed projects. All have agreed to work in partnership to secure effective delivery and long-term benefits; and confirmed their specific roles and responsibilities, including where relevant, delivery of specific tasks. The draft Partnership Agreement is SD 7.1.

The Scheme Partners and Board members are:  Richard Greenwood, Development Director, Cumbria Tourism (Board Chair)  Martin Allman, Sustainability & Environment Manager, Cumbria County Council (Lead Organisation)  Cllr Kevin Hamilton, Chair, Barrow Local Area Committee, Cumbria County Council  Cllr Nick Cotton, Chair, South Lakeland Local Area Committee, Cumbria County Council  Susannah Bleakley, Morecambe Bay Partnership, Partnership Manager  Phil Huck, Executive Director, Barrow Borough Council  Maddi Nicholson, Founder and Artistic Director, Art Gene  Roger Carter, Chair, Bay Tourism Association  Anne-Marie Harrison, Economic Development Manager, Lancaster City Council  Justina Ma, Business Manager, Marketing Lancashire  Lucy Barron, Partner, Morecambe Bay Local Nature Partnership  Graham MacLean, Chair of Trustees, Morecambe Bay Partnership  Charlie MacKeith, Director/Owner, Sandy Gap CIC  Caroline Leigh, Group Economy & Asset Manager, South Lakeland District Council (SLDC).

3. Scheme Background 3.1 Morecambe Bay - Key Socio-Economic Issues Morecambe Bay suffers from some long-term structural economic and social issues that this project seeks to address. The need for intervention is well evidenced: The area includes communities suffering from severe deprivation (e.g. Barrow and Morecambe). And in the Scheme area taken as a whole 1 in 7 of the population are living in the top 10% most deprived areas in the England (Index of Deprivation 2010): 29% of the population in the area live in the top 10% most health deprived areas nationally. The population of key communities is aging, and in some communities there are high levels of economically inactive persons. Census data (SD 5.5) suggests that there are not enough jobs in the local area for those who want to work – at its simplest there are approximately 9,000 more people wanting work than jobs for them to do. There are high levels of outward migrating for work on a daily basis. Young people do not see their future here and many drift away.

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The key problem is that communities around the Bay have struggled to make the transition from manufacturing, heavy industry, fishing and traditional seaside tourism to new forms of economic activity. Some of the Bay’s tourism resorts have struggled to remain appealing in a new tourism marketplace. The resorts have suffered from poor brand appeal, lack of investment in their presentation, and have slumped towards lower and lower value tourism. Several of the towns around the Bay suffer from poor image, and have tried, not always successfully, to shake off the (often unfair) image of being post-industrial, with little to offer that is vibrant. World-class companies, such as GSK and BAE, have sites around the Bay but they find it difficult to attract highly skilled and high value employees to these sites, because of poor image and the perception of a poor quality of life. This is well expressed by Jackie Arnold of BAE in her letter of support (SD #25): “Attracting these skills has often been problematic in the past – the geographic isolation, matched with the perceived lack of activities has detracted from our employment proposition.” Image and perception have therefore become key economic issues. A significant part of the solution, in terms of the regeneration of the Bay as a place to live and work, has to be changing the way that locals and visitors think about the Bay. This project has a crucial role to play in bringing about that shift in perceptions. As Jackie Arnold of BAE goes on to say (SD #25): “The proposed bid to promote and market the Morecambe Bay area as a great place to visit, live and work will enhance the work our recruitment team are currently engaged with.” It is clear - the Bay needs re-imagining and re- positioning in people’s minds. 3.2 Morecambe Bay – Untapped Tourism Potential A number of independent studies have shown that tourism has significant growth potential, and should be a key part of the solution to the big issues. But it needs investment. The Bay has suffered because it has never been marketed as a whole, which means that it has never been presented as a coherent destination. Morecambe Bay crosses the boundaries of two tourist boards and several local authorities. Previous marketing, lead by administrative areas that mean nothing to the potential visitor, have broken up the experience and the product in to something fragmented, small and uncoordinated.

There is now a strong body of evidence2 detailing how tourism around the Bay underperforms relative to comparable neighbouring areas. To give just one powerful example:

Area Day visitors (M) Staying visitors (M) % of total that stay

Lake District 12.94 2.562 16.5%

South Lakeland 13.27 2.356 15.07%

Eden 3.433 0.831 19.4%

Copeland 2.637 0.418 13.5%

Allerdale 5.620 1.022 15%

Morecambe Bay 13.4 1.4 9.45%

2 SD 5.1 Morecambe Bay Visitor Economy Research , Cumbria Tourism Oct 2014. 13 Page 139

Raising the percentage of visitors that stay around Morecambe Bay (currently 9.45%) to the level, 13.5%, of Copeland (a broadly comparable area, with the lowest percentage of staying visitors of all the different areas of Cumbria) would raise the number of staying visitors around the Bay to 1.998 million. That would be 598,000 visitors each year that would stay instead of being simply a day visitor. If each of these stayed just one night the value would be £17.5 million of increased revenue (created by converting the value of 598,000 day visitors spending £32.27 each in to staying visitors for one night spending £61.55 – an uplift in value for those visitors of £29.28). That would create 324 jobs, just, it is worth repeating, by raising the performance to the level of the worst performing Cumbrian area. No wonder that for almost a decade now it has been an open secret that the Bay’s economy is a ‘Sleeping Giant’. This project is about waking up that Giant and realising some of its latent potential.

Recent investment, including from the CCF 700 Days Scheme, have kick-started growth by improving the visitor offer and experience through training local businesses, developing the Bay Cycle Way and creating new maps and business toolkits. It’s getting better but needs a sea change in the quality of welcome, the skills of operators, new and improved facilities and better marketing and promotion. There is much more to do if Morecambe Bay is to capture the appetite for growth, change and partnership working, and convert it into increased visitor numbers, spend and jobs which will benefit its communities in the long term. This Scheme is designed to do that.

Previous studies which have inspired our work, include the Genecon Report3 which highlighted the importance of - Increase spend per visit and overnight stays - Co-ordinating branding and marketing to develop a strong identity for the Bay - Improving connectivity and publicity of sustainable green transport routes, and - Raising the quality and range of offer to encourage visitors to stay longer. Recent investment, including from the CCF 700 Days Scheme, have kick started growth by improving the visitor offer and experience through training local businesses, developing the Bay Cycle Way and creating new maps and business toolkits. However, there is much more to do if Morecambe Bay is to capture the appetite for growth, change and partnership working and convert it into increased visitor numbers, spend and jobs which will benefit it’s communities in the long term. 3.3 A new Brand – new opportunities Over the past couple of years, the Bay has seen new investment which has created a new partnership culture, helping the Bay become recognised, by stakeholders, as a single visitor destination, ignoring the county and administrative divides. “Don’t allow boundaries to limit what needs to be done – visitors don’t recognise political boundaries” 4 This new attitude is summed up by the new branding strategy.3 This work started in 2013 and revealed that stakeholder and visitor focus groups held many positive associations with Morecambe Bay, yet negative ones with Morecambe. Lancaster City and Morecambe Bay were revealed as the area’s strongest brands but the ‘lack of visibility of Morecambe Bay as brand for tourists’ was also recognised. This work has inspired Lancaster City Council to lead a cross Bay partnership to develop new visitor facing branding for Morecambe Bay, with strong visuals and key messages about “an inspiring coastal area” encompassing outstanding scenery, natural beauty, big ever-changing views, culture, nature and wildlife, seaside, sand and walking for all.

3 Genecon Report Morecambe Bay and Duddon Regional Park, Developing the Concept, Genecon, May 2008 - attached SD 7 4 Destination Branding Strategy for Lancaster District, Presentation of Findings, Cairn Marketing Consultancy, Aug 2013 (SD 5.31-SD 5.33) 14 Page 140

Recent research by Research Team5 highlighted that the reasons for visiting the Bay were perceived to be visiting friends and family, exploring coastal towns/villages, enjoying the views/landscape, quiet relaxation and nature, followed by walking. Cycling and visiting historic sites weren’t perceived as a reason for visiting the Bay, however, suggesting that some of the Bay’s visitor offers aren’t being effectively promoted. 3.4 Challenges: Why the Bay economy is under performing The town of Morecambe has a poor image and the Bay is not recognised as a single, unified brand by visitors (see 3.2). It is peripheral to the Lake District and Lancashire, crosses the boundaries of two tourist boards and several local authorities, and has suffered from a lack of co-ordinated promotion with the involvement of too many fragmented and disparate groups in the past. Previous perceptions of poor image associated with seaside resorts, low skills and lack of vibrancy to the area has stifled the development of high-value tourism. There are challenges to address, however: - The biggest towns around the Bay – Barrow and Morecambe – suffer from high unemployment, incapacity and low skill levels. - Changing tourism trends resulting in falling revenues has meant Morecambe’s tourism offer has failed to keep up with customers’ expectation of quality. - Barrow suffers from an over-reliance on a single industry and is only slowly waking up to the opportunities presented by its outstanding natural and cultural environment. - Smaller settlements such as Carnforth and Grange have failed to secure significant public funding and look somewhat dated and jaded. - Ulverston businesses have recognised the need to compete with nearby towns (such as Kendal) and have formed a campaign to develop a Business Improvement District, in partnership with their large employers, GSK and Siemens. - In the rural areas, wages are low and employment can be seasonal. Rural poverty tends to be hidden by areas of wealth, consequently deprivation results in isolation and exclusion. - Large numbers of retired people mean the age structures of some communities are severely unbalanced. 3.5 Waking the Sleeping Giant Morecambe Bay is underperforming economically but the last 12 months has seen new levels of optimism among partners, businesses and the local community. The ‘Sleeping Giant’ identified in the Expert Group Report (see 3.1) is beginning to stir and further investment in the Morecambe Bay economy will ensure this momentum continues.

Partners have demonstrated that the Bay can successfully support a new programme of vibrant events and festivals (including the 2020VISION Exhibition, Vintage by the Sea festival and the BBC’s Autumn Watch coverage) which has attracted new audiences and raised the profile of the Bay with national audiences. 3.6 Bay Visitor Numbers and Impact A new baseline study6 has provided a geographical analysis of Morecambe Bay’s tourism economic impact area for the first time, revealing healthy visitor numbers but low visitor spend levels and huge capacity for further tourism growth. They key 2013 headlines for Morecambe Bay are:

5 LOVEmyBEACH Public Summary, Research Team, Oct 2013 (SD P19.6) 6 Morecambe Bay Visitor Economy Research, Cumbria Tourism, October 2014 (SD 5.1.1) 15 Page 141

 14.8 million visitors - 13.4 million day & 1.4 million overnight  18.1 million tourist days (total)  £718.3 million to the local economy  10,358 FTE posts  17,811 people employed in tourism  2012-2013 saw increases of 3.9% in tourist days, 3.4% in tourist numbers, 7.8% in tourism revenue, and 5% in tourism-supported employment  £10.67 day visitor average daily spend & £45.83 for staying visitors, significantly lower than for Cumbria at £21.15 for day visitors and £54.23 for staying visitors (18% higher)

Morecambe Bay - Tourism Economic Impact Area

3.7 Tourism – capacity, growth and employment In 2012-13, the Morecambe Bay area visitor economy performed better than Lancashire county and Lancaster district in terms of both visitor numbers and economic impact, but slightly less so than the county of Cumbria or South Lakeland district as shown in the table below. (The full STEAM report for Morecambe Bay can be found in SD 5.1.2). Performance of the visitor economy 2012-13 in relevant areas

% change visitor % change Area numbers economic impact Lancashire 1.3% 4.4% Lancaster 1.6% 6.3% Morecambe Bay 3.4% 7.8% Cumbria 3.5% 8.0% South Lakeland 4.1% 8.1%

However, Morecambe Bay attracts far greater numbers of day than overnight visitors so the spend per head of Morecambe Bay visitors is lower than that of Cumbria and the UK as a whole, suggesting that there is capacity to raise spending levels both from existing and new visitors to the area. In 2013, Cumbria and the Lake District received almost 40 million visitors, producing 52m tourist days, contributing £2.2 billion to the economy and providing employment for 32,805 FTE posts. Within Cumbria, Morecambe Bay straddles the districts of South Lakeland and Barrow. South Lakeland accounts for the greatest share of tourism revenue in Cumbria, whereas Barrow takes the lowest share. South Lakeland also accounts for a higher spend per trip and longer trip lengths compared to other districts of Cumbria. In 2013, South Lakeland received 15.6 million visitors, producing 21.4m tourist days, bringing in just over £1 billion to the region's economy and providing employment for 14,286 FTE posts. Barrow received 2.7m visitors, producing 3m tourist days, contributing £94.3m to the local economy and providing employment for 5,945 FTE posts. Tourism revenue grew by 6.8% between 2012 and 2013. In Lancashire, Lancaster district is of most relevance to Morecambe Bay and in 2013 Lancaster received 6.9 million visits, producing 9.02 million tourist days, contributing £381.6 million to the economy and providing employment for more than 5,679 FTE posts.

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The average occupancy levels for hotels and B&Bs were just 57% in Cumbria (and nationally 68%) in 2013, while for self-catering accommodation (including static caravans/chalets) this figure dropped to just 50% in Cumbria and just 41% annual pitch occupancy for the caravan and camping sector. The largest number of bed spaces in Morecambe Bay is provided by static caravans/chalets. Morecambe Bay generates significantly lower tourism revenue compared to the rest of South Lakeland. There is spare capacity in available tourist accommodation stock and significant scope to increase the performance of the visitor economy. Accommodation businesses and visitor attractions are performing below the levels of neighbouring destinations. Clearly, the challenge for the Bay is to raise the average visitor spend/day and convert more day visits to longer overnight stays, to bring tourism revenue more in line with overall South Lakeland levels. The tourism economy in the UK is set to grow by 3.8% per annum and the Government’s Tourism Policy aims to attract 4 million extra visitors to Britain over the next 4 years, creating 50,000 new jobs. The Government also intends to create 26,000 new jobs by increasing the number of UK residents who holiday at home.7 A report by the Tourism Alliance identifies the unique characteristics of the UK Tourism Industry which enables it to rapidly turn investment into employment. Significant spare capacity and short lead-in times for booking periods means that any additional marketing is rapidly translated into increased revenue and there is high latent demand for travel to the UK from overseas visitors. VisitBritain figures state that £54,000 of spending is needed to support a full-time tourism job. The tourism sector nationally is characterised by a very high proportion of SMEs and micro businesses. There are ‘low barriers to entry’ for starting a tourism business which means the sector is a significant incubator for entrepreneurs and new start businesses. In 2011 there were 21,540 new tourism businesses in the UK.6 Tourism employment is widely spread and diverse, covering accommodation providers to historic sites and farms to local pudding makers. In Morecambe Bay it is has the advantage of covering almost every village, further helping to support the businesses and services which many small communities rely on. 3.8 Tourism Trends There are several tourism trends, identified by VisitEngland, which will influence domestic tourism in future years. Morecambe Bay is well placed to take advantage of many of these trends in developing the Destination Morecambe Bay Scheme, as evidenced in section 3.8 below. Top trend predictions include:  Cycling with the need to facilitate infrastructure investments and improvements to cycle paths and provide support facilities in the form of specialist shops, bike hire workshops, information centres and cafes. VisitEngland’s research also shows that 25% of us (3.8 million) are keen to go on a cycling holiday.8 The cycling market is growing 10-15% per annum and will be worth over £3 billion by 2015.  Nature tourism, following the popularity of nature programmes (such as Autumn Watch and Country File) on TV, there is “a distinct trend towards holidays that connect with nature and pit people against the elements.”6  Nostaglia tourism which exploits people’s interest in the past and heritage, active tourism with a desire to de-stress, be active and healthy and people will be encouraged to try new types of holiday such as ‘skills tourism’. Increasingly visitors are seeking authentic and unique experiences which connect them to what makes a place special and memorable.

7 Tourism and Employment, Tourism Alliance, 2014 (SD 5.4) 8 VisitEngland Travel Trends 2014 17 Page 143

Wider demographic trends include an increase in inter-generational family holidays, a desire for good value and a demand for simplicity – greater choice and more access to information can lead to overload. Wider access to social media and digital devices mean that peer led recommendations will continue to compete with traditional information sources. 3.8 Developing Destination Morecambe Bay 3.8.1 Marketing Destination Morecambe Bay

Morecambe Bay has achieved significant numbers of visitors without Bay-wide cohesive marketing to date. All the research shows that this is attracting lots of people in spite of not being well promoted, and so it will perform significantly better with the product and promotional improvements of the kind this project will bring. There is huge potential to bring far greater economic benefit by increasing visitor numbers, staying visitors and spend.

The Bay now has a destination brand which can be used to create national and regional marketing campaigns, delivering messages to attract new audiences and encouraging them to do, see and spend more while in the area. The Bay’s tourism industry has an important role to play here and must gain the necessary skills and knowledge to compete against other national (and international) destinations when promoting their own businesses and the wider Destination Morecambe Bay.

Businesses workshops will ensure that the brand guidelines and strong marketing messages for Morecambe Bay can be disseminated to the high proportion of SME and micro businesses in the area, creating a cohesive brand identity and upskilling the industry in managing their own digital and social media marketing. 3.8.2 A Destination for All The destination branding strategy9 identified that Morecambe Bay should position itself as ‘an inspiring day out in the outdoors, accessible to all’. Vitalise, the disability charity, identified (summer 2014) that the UK’s tourism industry was underperforming when it came to accessibility and welcoming disabled people, with basic accessibility information difficult to obtain from UK attractions. Of the 52 venues who responded to their request, 63% were not fully wheelchair accessible and only 13% had all their staff trained in disability awareness. Another Vitalise survey found that 4 out of 10 people with disabilities said they had been physically unable to get into a venue they had previously been informed was accessible. By improving its overall offer and welcome to disabled visitors, Morecambe Bay can position itself better as a competitive UK visitor destination able to meet the needs of changing visitor expectations and better withstand the increased competition from other areas. A destination for all will have wider, far reaching benefits for disabled people, older people, families and the local community. Tourists with a health condition or impairment, and their travelling companions, spend over £2 billion each year in England. Research10 by VisitEngland found that 94% of disabled people feel it is important to find information on a destination’s accessible provision (including things to see and do, places to eat and drink, the surrounding environment and accommodation) before travel but only 39% find it easy to do so. Tourism businesses can develop the skills needed to provide a positive welcome to disabled visitors through training and workshops. Quite often small changes to their own business practices (rather

9 Destination Branding Strategy for Lancaster District, Presentation of Findings, Cairn Marketing Consultancy, Aug 2013 (SD 5.3.1 – 5.3.3) 10 Access Information Survey, VisitEngland, 2012 18 Page 144 than large physical development projects) are enough to make a real difference. Businesses owners need to learn how to accommodate the specific needs of visitors with a range of disabilities, including visual and hearing impairments as well as a diverse range of physical mobility disabilities (only 8% of the UK’s disabled population use a wheelchair11). The Wyresdale Wheels: Access for All project showed huge demand for access to the outdoors by disabled people when there were 98 bookings in the first 145 days of its Tramper hire project. 26 Trampers (electric, all-terrain wheelchairs) are now available in Lancashire for use on trails and off-road routes are now available. The Forest of Bowland AONB12 surveyed Tramper users in 2008, and made some useful recommendations which have informed the Destination Morecambe Bay project including; the need to promote Tramper trail routes in leaflets and online, providing good way marking and trail surface condition, promoting disabled friendly accommodation (to attract group bookings) along with places to eat and drink and other activities. 3.8.3 A Destination for Cycle Tourism The outstanding coastal views, relatively flat terrain and network of minor roads make the area ideal for cycling. CCF 700 Days is developing the Bay Cycle Way, signing and linking 145 kms of cycle route and creating a huge opportunity for increasing cycle tourism in Morecambe Bay. This new Scheme will build on this work by extending and improving the route with loops and spurs, new facilities and an iconic new visitor centre at its start, raising the profile of the Bay Cycle Way and creating an improved offer for families, leisure cyclists and enthusiasts. In 2012 VisitEngland identified that 1.3 million holidays and 18 million day trips in Great Britain involved cycling on a road or surfaced path. Their research13 in 2013 revealed that 25% of us (3.8 million) are keen to go cycling on holiday, and interest is higher in younger age groups (43% of 16-34 year olds are interested, compared to 14% of 55-64 year olds) and among parents with a child in the household (47%). This creates a huge opportunity to not only attract new, higher spending visitors to the Bay but also to attract a new audience of younger visitors (against the trend of an aging visitor demographic to Cumbria as a whole) who can be encouraged to repeat their visits throughout their lifetime. A report by British Cycling14 indicated a significant up-lift in the number of non-cyclists who have been motivated to take up cycling as a result of London 2012, with parents being particularly keen to encourage their children to cycle along with an increased level of cyclists generally taking up the activity for fun with family and friends. The UK cycle tourism market is worth over £1bn, with estimates that by 2019 the European cycle tourism market could be worth £20bn a year.15 National organisations such as Sustrans continue to promote the benefits of cycle tourism, both for health and to local economies.16 More locally, the Way of the Roses long distance cycle route generated approximately £3 million for the local economy in 2012, creating 60 FTE jobs and carrying 130,000 leisure cycle trips.17 The recommendations of a Scottish study18 in 2013 (which revealed that cycle tourism contributed £239.1 million per year to the Scottish economy) have informed the future development of cycle

11 Winning More Visitors, VisitEngland, p.3 12 Social & Economic Impact Survey Report, Forest of Bowland AONB, Summer 2008 13 VisitEngland Domestic Trip Tracker – Cycling Questions 2013 14 The Olympic Effect - A report prepared for Sky and British Cycling, September 2012. 15 Ibid via The Olympic Effect report 16 Sustrans 17 Way of the Roses, Cycle Route Economic Impact Report, Sustrans, September 2012 18 The Value of Cycle Tourism, Opportunities for the Scottish Economy, Transform Scotland, June 2013 19 Page 145 tourism in this Scheme; including the need to strengthen leadership and collaboration between stakeholders; focus promotional activities on key market segments, develop key themed areas for leisure cycle tourism, continue the development and marketing of cycle routes, enhance information provision and technology integration and continue to support cycle events. The recent development of an Electric Bicycle Network in the Lake District aimed to create a positive leisure cycling experience, particularly for new or returnee cyclists, and remove many of the barriers (lack of fitness etc.) found in traditional cycling. 50% of ‘ebike’ users in a survey19 had only cycled very occasionally or not at all during the previous 6 months, and 25% were likely to cycle more as a result of their experience. Cycling Plus editor Rob Spedding, says electric bikes are "A really good entry point into cycling," but that cycling needs to become "normal", supported by safe routes and infrastructure “nice wide car free cycle paths that some continental European places have."20 Destination Morecambe Bay and the Morecambe Bay Cycle Way provides a perfect opportunity for a new generation of leisure cyclists to get on their bikes, encouraged by the provision of electric bikes and safe, interesting routes and support services. 3.8.4 A Destination to Celebrate Bringing signature events and festivals to Morecambe Bay will raise its profile and image with new visitor audiences, as well as engendering a pride of place within local communities. Cumbria County Council, Lancashire County Council, South Lakeland District Council and Barrow Borough Council are experienced in hosting and coordinating high volume public events which attract huge numbers of people, as well as an international TV audience. In the last 3 years, these local authorities have managed starts, finishes and full stages of the Tour of Britain, as well as the Pearl Izumi Tour Series in Barrow, which have generated huge economic benefits to their local economies. In 2013, the Tour of Britain stage 2 between Carlisle and Kendal attracted an average live TV audience of 435,000, showcasing Cumbria and the Lake District internationally and to 70,000 spectators on the route. Approximately 38% of the spectators on the route were from Cumbria, while 61% lived elsewhere in the UK, with 1% from overseas.21 31% of the visitors to Cumbria and 20% of visitors to the North West had visited the area solely to watch the Tour, while a total of 27% had stayed overnight during their trip. Total expenditure was on average £138.59 for overnight visitors and £89.04 for day visitors. The net total expenditure of the event was reported to be £511,498 each in Carlisle and Kendal, £4,124,009 across Cumbria and £3,878,175 associated with this stage, supporting 51.4 FTE jobs.22 3.8.5 A Destination to Experience Morecambe Bay stretches from Walney Island in the north to Cockerham in the south, taking in towns like Barrow, Grange-over-Sands, Ulverston, Lancaster and Morecambe itself. Its register of assets is unprecedented, including wildlife habitats, historic promenades, hills and headlands, a stone circle, the railway, areas of industry and naturally, the ebb and flow of the tide. It holds a unique cultural richness; nationally important for its maritime and WWI&II heritage, with exciting new archaeological finds and a concentration of ritual and religious sites. The Bay is the largest intertidal area in the UK where four estuaries join in a horseshoe shaped expanse of sands, with tidal islands, hidden beaches, and exceptional heritage value. It is an outstanding landscape of a spectacular scale and grandeur and

19 Lake District Electric Bicycle Network, End of Season Report 2013, Go Lakes Travel Programme, Nov 2013 p.6/7 20 Electric Bikes – For People Who Don’t Cycle, BBC News 21 Economic Impact of the 2013 Tour of Britain, Stage 2 – Carlisle to Kendal, Frontline p.4-6 22 Economic Impact of the 2013 Tour of Britain, Stage 2 – Carlisle to Kendal, Frontline p.12 20 Page 146 internationally significant for wildlife, perhaps the UK’s most important biodiversity hotspot, supporting exceptional populations of birds.

A visitor survey from 201223 highlighted that people weren’t aware of the opportunities to explore and discover the variety of cultural, historic and natural assets around the Bay, suggesting that the Bay needs to raise the profile of these unique opportunities. Visitors are demanding unique, authentic experiences which bring the Bay’s assets to life. In 2014, demand outstripped the available places 10 fold when the RSPB at Leighton Moss held a high profile bespoke nature experience with naturalist and TV presenter Chris Packham. There is a very real risk of Bathing Water failures with the introduction of more stringent EU regulations in 2015, which presents a very serious challenge for Morecambe Bay. Failure for 4 years in a row would mean permanent signs warning against bathing, destroying the Bay’s image and having a real impact on its ability to attract visitors to its coastline. “We are particularly keen on this proposal as it will help us work together to raise the quality of the Morecambe Bay bathing waters, thereby enhancing the local visitor offer and protecting jobs and tourism across the area. Bathing water improvements are key to the health and well-being of local communities and successful results will enhance the Bay as visitor destination.” Neil Jack, Chair of Turning Tides (SD 8 #34)

4. Strategic Context 4.1 Aims and objectives Destination Morecambe Bay will make Morecambe Bay the best and most inspired example of sustainable tourism growth in the UK, creating a ‘must visit’ destination that offers a warm welcome to visitors old and new, supporting businesses to deliver more than 400 jobs. This Scheme will accelerate growth in the visitor economy delivering a balanced portfolio of projects which will deliver a well-rounded whole destination visitor offer. It will market Morecambe Bay as a whole destination for the first time and create exciting visitor offers and experiences which encourage new visitors, longer stays and higher levels of spend. It will harness the spare capacity of the private sector, empowering businesses around the Bay with the infrastructure connections, skills, knowledge and tools they need to be more effective and create a more compelling and inspiring visitor destination. The Scheme will build on early investments around the Bay to further improve the visitor offer and the quality of life for local residents, ensuring that the communities of the Bay are highly attractive places to live, work and invest in, as well as visit. Destination Morecambe Bay comprises a suite of projects to secure economic development opportunities, invigorate the visitor economy, provide training and improve quality of place. It will harness the progress, momentum and positivity created through other recent investments and new partnership relationships to consolidate, capitalise and strengthen tourism around the Bay. Destination Morecambe Bay will: - Build cohesive, Bay wide themed marketing campaigns and packages for visitors - Create new bespoke visitor facilities and information points at key Bay locations - Open up the Bay to more visitors, including those with disabilities, through the provision of Trampers (rugged, 4-wheel, electric scooters) and new accessible routes for all - Create a new Electric Bike Network, strengthening the appeal of the new Bay Cycle Way to a wide variety of leisure markets and supporting green travel options

23 Morecambe Bay Visitor Survey, Morecambe Bay Wildlife Network 21 Page 147

- Use innovative technology, e.g. Google Trekker, to map, promote and market the Bay, it’s big views and important natural and cultural assets - Enliven/animate Grange’s derelict Art Deco Lido to inform, inspire and shape debate about it’s future - Create a Peoples’ Museum on Wheels to bring a contemporary resonance to the Bay’s heritage and engage local communities - Deliver signature events and festivals to showcase the Bay to a national and international audience - Implement measures to secure sustainable improvements in Bathing Water quality and signage at the most popular beaches to ensure they remain accessible to all in future - Support training for a new generation of Cross Bay Guides and develop the marketing skills and practices of the Bay’s tourism industry. - Create sustainable, long-term economic growth in the visitor economy and better quality employment opportunities.

4.2 Gaps in Services and Research Section 3 set out identified gaps and challenges, such as physical and administrative boundaries, poor quality offer, poor image, lack of cohesive marketing – and the evidence of them.

4.3 Achieving the Coastal Communities Fund Outcomes and Priorities Destination Morecambe Bay has been designed to deliver the CCF priorities, to deliver regional strategic priorities and to add value and dovetail with current local programmes. The project team that developed it have excellent knowledge of the challenges, assets and needs of our area. The overarching criteria for this fund is that “Coastal communities will experience regeneration and economic growth through projects that directly or indirectly create sustainable jobs and safeguard existing jobs.” Destination Morecambe Bay will achieve this through a series of projects that directly and indirectly create sustainable jobs, safeguard existing jobs and make the Bay a more attractive place to live, work and visit. The CCF Priorities for England are as follows: 1 Economic diversification and innovation to create jobs in knowledge economy and high value sectors. 2 Support for SMEs through business development support, improvements to infrastructure and targeted incubation support where there is strong evidence of demand 3 Addressing seasonality by creating new patterns of demand for tourism; establishing unique selling points and distinctive market niches across a greater proportion of the year (festivals and events; marketing campaigns; conference and ‘destination’ infrastructure) 4 Improvements to public places that will increase the number of visitors, create direct and indirect employment opportunities, and make coastal communities more attractive places to live and work. 5 Unlock the potential of underutilised sites for development to facilitate new commercial premises, public space, environmental improvements and jobs. (Especially in relation to flood defence). 6 Replication of projects which have proven successful in securing sustainable economic development in one coastal community to other areas. The table below shows how the projects within this Scheme deliver against these priorities: Theme No Projects CCF Priorities Global Branding the Bay: 1 2, 3 marketing & marketing workshops and brand implementation promotion 2 Google Trekker 2, 3, 4,

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3 Partnership marketing programme with VisitEngland 2, 3 4 PR and social media promotion 2, 3 5 Regional and sub-regional marketing campaigns 2, 3 6 Post arrival marketing materials and itineraries 2, 3 Signature 7 Tour of Britain 3, 6 events and 8 Vintage by the Sea 3, 6 festivals 9 Bespoke Visitor Experiences 2, 3, 6 10 Sandy Gap visitor hub 2, 3, 4, 5 Visitor 11 Kents Bank station visitor hub 2, 3, 4, 5 information & 12 Enlivening the stations 2, 3, 4, 5 unlocking under-used sites 13 Viewing/animating Grange lido 2, 3, 4, 5 14 Pop-up museum 2, 3, 4, 5 15 Cycle infrastructure - ebikes 1, 2, 3, 4, 5 16 Trampers 1, 2, 3, 4, 5, 6 Access for all 17 Three special routes 1, 2, 3, 4, 5, 6 18 Loops and spurs 1, 2, 3, 4, 5, 6 19 Bathing waters 4, 6 20 Welcome All 1, 2, 3 Training & new 21 Welcoming Walkers and Cyclists 1, 2, 3 business 22 Welcome Sales training 1, 2, 3 opportunities 23 Lead, Motivate & Succeed 1, 2, 3 24 Cross Bay Walk Guides 1, 2, 3 Staffing and 25 Monitoring and evaluation, showcase event 6 overheads / CCF Manager, Officers and overheads 6

4.4 Project beneficiaries Morecambe Bay is a non-traditional tourist destination and so partners have worked hard to identify a number of specific audiences and beneficiary groups. Beneficiaries will include local communities and residents, business owners, large companies, employees, partner organisations and visitors. Also other coastal communities will be able to learn from the experience of this Scheme, as part of its legacy. Local communities will benefit by enhancing their skills and knowledge of Morecambe Bay, increasing their awareness of what makes the area special and distinctive and creating a pride of place. Increased numbers of visitors will use local services and buy local products, making such services more viable and sustainable in future. A growth in tourism related jobs and the creation of higher paid jobs in better performing businesses will also be a long term benefit of the scheme. Increased sense of place, through signature events and festivals and enlivening abandoned buildings will encourage the development and inward investment of non-tourism businesses. Tourism businesses within the Morecambe Bay area will benefit through improved marketing and promotion, an improved visitor offer and experience which will create new reasons to visit, stay longer and spend more. They will also benefit from partnership working, place-making work and training to improve their own business skills which will ultimately lead to increased productivity and profitability. Visitors will benefit by having a memorable holiday experience created by local people offering increased knowledge and guidance about how to make the most of their visit to the Bay. Disabled residents and visitors will benefit by having improved access to the outdoors and will receive an improved visitor welcome, tailored to suit their individual needs.

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Visiting and resident cyclists will benefit through new facilities and opportunities to increase the health and well-being by experiencing the outdoors through the Electric Bike Network, new cycle loops and spurs and special accessible routes. Partner organisations will benefit from increased opportunities to work successfully together, as well as with private sector partners, to develop long term, cross boundary partnerships which will be sustained beyond the life of this scheme. They will also benefit from the match funding levered to this scheme from other projects. Large companies and private sector businesses/investors (such as BAE Systems, Siemens and GlaxoSmithKline) will be better able to attract a skilled workforce from other areas of the UK due to high quality of life and opportunities offered by living in the communities around the Bay. Other Coastal Resorts will benefit as this scheme will provide a best practice model for the development of sustainable economic growth in other dispersed non-seaside coastal destinations around the UK. The model will demonstrate how to engage diverse communities and balance the management of sensitive environmental issues and the visitor economy. 4.5 Knowledge about the beneficiaries This Scheme has been developed from a robust and intimate knowledge of the area and an understanding of place. The assessment of the need, and the devising of the projects to meet it, has been based upon the research described in section 3 and consultation with business representatives. Local communities have taken part in several events through the current CCF 700 Days Scheme and their views have, and will continue to, shape projects which better deliver a sense of place within the Bay, such as the Pop-up museum. The Research Team survey (see section 3.2) highlighted the local communities perceptions for why people visit the Bay, and identified some clear gaps, suggesting the Bay’s offer could also be better promoted locally. Tourism businesses have been identified and engaged through the current CCF 700 Days Scheme, through Cumbria Tourism, Marketing Lancashire and Bay Tourism (a private sector trade association), all of which are represented on the CCF Board, and who have been closely involved in the development of this Scheme. Additional contacts are possible through local Chambers of Commerce and public sector partners. In a recent business survey conducted by Bay Tourism 87% of respondents said they thought their business would benefit from Morecambe Bay being promoted as a whole destination, and 80% agreed that businesses should work together to achieve this. Visitors have been assessed and identified in various ways. The Morecambe Bay Destination branding work identified that the area attracts families and 50+ adults from the B/C1/C2 profiles (aspiring to A). They appreciate nature, outdoor recreation and cultural heritage. There is clear evidence of growth in cycle tourism and strong recognition that the needs of disabled visitors need to be more carefully addressed. The Morecambe Bay Visitor Economy Research clearly identified that the challenge for the area was to increase visitor numbers, convert day visitors to staying visitors and encourage staying visitors to extend their stay and the Scheme offer has been developed with this aim in mind. Partner organisations have been closely involved in shaping this Scheme and will ensure it meets the needs of the wider audiences they represent. Large companies in Ulverston and Barrow, e.g. GSK and BAE, tell us they struggle to find the right skill levels for certain specialised posts within the local economy and need to attract a skilled workforce into the area by promoting Morecambe Bay’s assets. 4.6 Generation and Selection of Options Options for projects within the Scheme have been generated, canvassed and tested through:

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 Research and scoping studies as detailed in sections 3.1 & 3.2 above; - MBP and the key players who have crafted this Scheme are all active players contributing to the Bay’s current research. They hold a profound understanding of the geography, social economic context, regional framework and the Bay’s assets and opportunities.  Testing against the evidence about what will have the greatest impact (see sections 3.7-3.12);  Discussions with partner and stakeholder organisations, and with community representatives (both recently and in the last 5 years) about what they think could bring beneficial change to the Bay; - The partners have worked closely together for many years and have developed strong, trusting personal relationships making scoping and partnership discussions quick and effective.  Testing against fit with strategic economic plans (see section 4.8 below);  Fit and leverage with other projects (see 4.7 below);  Balancing the desire for transformational change on the one hand and considerations of feasibility and practicality on the other. The final projects selected, and their balance is a product of all these considerations and processes. 4.7 Fit with Other Projects Destination Morecambe Bay builds on, dovetails and significantly adds value to previous investments outlined in section 2.1 and received in part from CCF round 1. H2H is about heritage, Source2Sea is about water quality, CCF is about kick-starting growth in the visitor economy and Destination Morecambe Bay will harness all this investment to secure economic advantage for the benefit of the community. A clear example of how this Scheme builds on previous work is our ambition to further develop the cycle infrastructure, through the provision of an Electric Bike Network, and loops and spurs which enhance the interest of the Bay Cycle Way which is being delivered by CCF round 1. Further development of access for all is building on projects in H2H. The nature tourism visitor theme is building on the investment from the Nature Improvement Area. As recognised in a number of letters of support, the Scheme builds on and complements other initiatives in the area: “Morecambe Bay Partnership have already done some fantastic projects and are passionate about the area. In recent years the tourism economy has fallen dramatically. This funding will allow it to be reinvigorated once again.” David Morris MP (SD 8 #5) “We believe that this bid combines a perfectly timed opportunity to help create further economic impact and jobs across the whole of Morecambe Bay.” Andrew Dobson, Director of Regeneration, Lancaster City Council (SD 8 #10) “Cumbria Tourism have worked closely with partners around the Bay in preparing this application. It will provide enhanced leisure and recreational activity for the resident community and the influx of new employees who will be based at GSK and BAE.” Ian Stephens, Managing Director, Cumbria Tourism (SD 8 #13) The draft Partnership Agreement (SD 7.1) confirms that Board members will ensure the Destination Morecambe Bay Scheme co-ordinates and supports a wide range of specifically named initiatives such as H2H, Bathing Water initiatives, Go Lakes Travel and Destination Management Plans. 4.8 Strategic Fit – Broad Economic and Regional Strategies The Destination Morecambe Bay Scheme fits closely with local and national strategies and commissioned studies on economic and social development. The Scheme fits both the aims of those strategies, and the evidence on which they are based. The strategies and studies have been developed from a number of different perspectives, but come to similar conclusions. Some examples are set out below.

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The benefits of a sense of place, landscape, heritage and culture not only for tourism but for the wider economy are widely recognised. Cumbria LEPs Strategic Economic Plan24 recognises the significant growth potential of the visitor economy, despite being rural Cumbria’s highest value sector already. It seeks to increase visitor expenditure by over £500m and specifically references opportunities to develop Cumbria’s coastline, improve the number of higher value visitors from overseas and making innovative, integrated travel options an attraction in their own right, recognising that cycling and walking routes are an important part of the visitor offer. Investments are needed to significantly raise the international awareness, appeal and identity of Cumbria by hosting major, world class events and through targeted marketing by Cumbria Tourism. Similarly, the Lancashire Strategic Economic Plan25 recognises the visitor economy as a key employment sector critical to Lancashire’s productivity along with a need to deliver visitor destination priorities. Cumbria County Council’s Strategic Economic Plan26 is built on Cumbria’s world class rural landscape and strong Lake District tourism brand and South Lakeland District Council’s Economic Growth Strategy aims to secure improvements in productivity and employment through support for business growth and new enterprise, and recognising the environment, culture and communities as important economic assets in food, farming and tourism industries to create growth. More generally, the Scheme meets key priorities of all the local authorities in the Scheme area which include (i) enabling and delivering opportunities for sustainable economic growth, (ii) protecting and improving the environment, and (iii) improving health and reducing health inequalities, specifically through increasing the economic benefit provided by visitors (SLDC) and encouraging cycle tourism and events (SLDC) e.g.  Cumbria County Council’s Plan 2014-17  Lancashire County Council’s Corporate Strategy 2011-13  South Lakeland District Council’s Corporate Plan 2014-19  Lancaster City Council’s Corporate Plan 2014-16  Barrow Borough Council’s Key Priorities for 2011-2015 4.9 Strategic Fit - Tourism Strategies The Tourism Strategy for Cumbria aims to make improvements in marketing, business performance, quality, skills, infrastructure and sustainability27. It identifies a need to develop the tourism industry in ways which do not detract from Cumbria’s special landscapes and develop those experiences which sit well within the landscape.

A new Visitor Economy Strategy and Destination Management Plan for Lancashire is being developed to drive sector growth through a collaborative vision and defined growth priorities for the visitor economy. Whilst this strategic piece of work is not due to be completed until early in 2015, it is anticipated that this ambitious programme of work for Morecambe Bay will support emerging growth priorities for the sector. Lancashire’s emerging Destination Management Plan28 will establish a framework that will lead, influence and co-ordinate sector development and the delivery of

24 Cumbria Strategic Economic Plan 2014-2024 – The Four Pronged Attack, Cumbria LEP 25 Lancashire Strategic Economic Plan – A Growth Deal for the Arc of Prosperity, 2015-25 26 Cumbria’s Economic Ambition, Cumbria County Council’s Strategic Economic Plan 27 Making the Dream a Reality – The Tourism Strategy for Cumbria 2008-18, Cumbria Tourism 28 Destination Management Plan for Lancashire 2015-17, Blue Sail Consultancy for Marketing Lancashire 26 Page 152 measurable growth across the county. Known tourism investments in the pipeline include public realm improvements and restoration of the Winter Gardens Theatre in Morecambe.

Cumbria’s Destination Management Plan 2014-16 sets out some key priorities for action and investment to deliver a better visitor experience and a thriving visitor economy, which have informed the development of projects within this Scheme including; marketing, image building and brand strengthening; sustainable transport connections; investment in the public realm and access infrastructure; enhanced co-ordination and promotion of Cumbria’s rich arts and cultural offer and quality accredited food and drink; continued development and investment in growing outdoor activity markets – particularly the adventure walking and cycling sectors; and, a targeted approach to skills and business development within the tourism sector. The Scheme contributes to all 4 objectives of VisitEngland’s Strategic Framework for Tourism29 to maximise tourism’s contribution to the economy, employment and quality of life.  To increase England’s share of global visitor markets  To offer visitors compelling destinations of distinction – and partnership working to share the responsibility for creating a successful destination experience  To champion a successful, thriving tourism industry to create new employment opportunities and a skilled workforce (including, maximise the value of seaside resorts to the visitor economy)  To facilitate greater engagement between the visitor and the experience – through a warm welcome, great service, easy access to information and improved accessibility.

Cumbria Tourism’s Adventure Capital Strategy30 identifies cycling as a particular growth area, and recognises the need for, among other things, new routes, new links and family cycling.

5. Project Delivery 5.1 Destination Morecambe Bay Destination Morecambe Bay will create an exciting new visitor destination, which meets the expectations of the national and international market through co-ordinated, professional marketing and promotional campaigns, improved visitor facilities and infrastructure, signature events and festivals and business support and training. Visitors will be encouraged to stay longer, travel sustainably, spend more and repeat their visit in the future. A Scheme Manager and two Scheme Project Officers will be recruited to progress the overall Scheme and directly deliver some of the projects. Other projects will be the responsibility of delivery partners, with progress closely monitored by the Scheme staff. 5.2 Scheme Themes and Projects The 25 projects within the Destination Morecambe Bay Scheme are grouped into the following themes: Global Marketing and Promotion, Signature Events and Festivals, Visitor Information and Unlocking Under-Used Sites, Access for All and Training and New Business Opportunities.

Theme: Global Marketing & Promotion Develop and deliver a carefully targeted marketing programme, building on and embedding the thematic schemes, clusters, maps and materials developed in the CCF 700 Days Scheme and the

29 VisitEngland’s Strategic Framework for Tourism England 2010-2020 30 Adventure Capital UK Strategy (2009 – 2018), Cumbria Tourism 27 Page 153

Morecambe Bay Destination branding strategy and guidelines. The focus of the marketing and promotional activity will be on attracting carefully targeted domestic markets through a range of activities set out below. The marketing programme includes measures to:  attract new visitors  translate day trips into staying visits;  persuade existing Lake District visitors to explore the Bay area and return;  extend the stays of existing business and study trips to incorporate leisure activities;  persuade the growing number of weekday contractors in SW Cumbria to stay and enjoy the area at weekends; and  increase the stay and spend of existing visitors. The marketing and promotional activity also has the important long term goal of changing awareness and perceptions about Morecambe Bay.

Project 1: Branding the Bay: Implementing the brand and marketing workshops £40,000 Commissioned by MBP CCF team with technical support from tourist boards, and private sector partners. A series of marketing workshops will be held for the business community around the Bay to equip them with the skills, knowledge and expertise to effectively manage their own digital and social media marketing and PR campaigns. They will be shown how to use and manage the Morecambe Bay branding materials and logos within the guidelines to increase their own business levels while promoting and protecting the new Bay brand to create a cohesive, high quality and recognisable visitor brand and destination - Destination Morecambe Bay. This project will support the provision of high quality and sustainable marketing activities for Bay businesses far beyond the timescale of the CCF scheme. Outputs Project 1:  1 marketing project delivered  40 businesses supported Outcomes Project 1:  Increased occupancy, profit and productivity among Bay businesses  Contributes to growth in visitor numbers, expenditure and jobs

Project 2: Google Trekker £25,500 Led by: MBP CCF team working in partnership with Google and landowners Google Trekker records off-road journeys and adds the images to Google Maps (similar to Street View, but for footpaths). This project will work with the Google Trekker Loan Programme to map some of the many footpaths and hard to reach places around Morecambe Bay. The resulting images, available worldwide for free, will promote Morecambe Bay’s special, ever changing landscape and views and heritage and cultural assets to a new international audience. Morecambe Bay will be among the first destinations in the UK to map itself in their way, and can be viewed alongside other world class international destinations, such as Venice, on the Google Trekker website, expanding its reach and creating positive associations.

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The project will be carefully ‘stage-managed’ to ensure the images celebrate the Bay’s big view and heritage, and capture, eg, a lady haaf netter bringing in her catch, Cross Bay Walkers on the sands, a murmuration of starlings. MBP will be procure and contract the co-ordination of this work to a freelancer (see the brief SD P2.1) who will assess and inform the content and routes, liaise with local landowners to gain the appropriate permissions and film footage using the Google Trekker technology. Outputs Project 2:  100 km of Morecambe Bay footpath and cycle mapped and uploaded to Google Trekker  1 marketing project delivered Outcomes Project 2:  Contributes to growth in visitor numbers, expenditure and jobs

Project 3: Partnership marketing programme with VisitEngland £40,000 Commissioned by MBP CCF team, in partnership with tourist boards and VisitEngland and private sector partners. A focused marketing programme, which will offer some national reach and begin to raise awareness of, and change perceptions about the Bay’s attractions to a wider domestic (and potentially overseas) market. The Bay’s key cultural and natural assets will be promoted to a new audience of higher value, higher spending visitors (including cyclists, families, 50+ couples and empty nesters). The campaign will have trackable ‘call to actions’ to measure its effectiveness and enable data (such as email addresses) to be collected for use in future Bay specific campaigns. Outputs Project 3:  1 marketing project delivered Outcomes Project 3:  Contributes to growth in visitor numbers, expenditure and jobs

Project 4: PR and social media promotion £44,640 Commissioned by MBP CCF team with technical support from tourist boards, and private sector partners. A programme of focused PR and social media activity to raise awareness of, and change perceptions about, the Bay, highlighting it’s assets amongst domestic visitor markets. The activity will include familiarisation visits for the press and travel trade (including travel bloggers) and social media activity. It will focus on promoting the themes identified in the Bay branding strategy and the projects developed this and the previous 700 Days CCF Schemes - big views, rich cultural heritage, outstanding nature and wildlife, walking and cycling for all and the Bay Cycle Way. It will seek to build on the strength and reputation of well-established visitor destinations such as the Lake District to encourage shared trips and itineraries. Outputs Project 4:  1 marketing project delivered Outcomes Project 4:  Contributes to growth in visitor numbers, expenditure and jobs

Project 5: Regional and sub-regional marketing campaigns £55,000

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Commissioned by MBP CCF team through tourist boards, VisitEngland, and in conjunction with private sector partners. This project will design new marketing materials and advertising, to promote Destination Morecambe Bay in regional and sub-regional visitor and transport guides for the first time. These campaigns will engage new audiences and raise awareness of the Bay’s offer and the key themes of heritage and culture, food and drink, nature and the outdoors and walking and cycling, increasing the number of weekend break or longer stays to the area. For the first time, Morecambe Bay will have a presence and be marketed as a single sub-destination on the Tourist Board visitor facing publications and websites (Visit Lancashire and GoLakes). A new Morecambe Bay visitor destination site will be developed within visitlancashire.com, accessed by a unique url, such as visitmorecambebay.com, which will benefit from Lancashire’s existing marketing activity and web traffic. Additional materials could also be created to support the marketing activity such as new destination photography and short films depicting the visitor experience. A tailored marketing campaign will be developed to maximise spend from the area’s business visitors by encouraging them to extend their visit, stay longer and return with family and friends for leisure activities. Activity will be focused around the local major employers and contractors, the key conference venues and the Universities and FE Colleges in the area (Lancaster University, University of Cumbria, Lancaster and Morecambe College, Kendal College and Furness College). Outputs Project 5:  1 marketing project delivered Outcomes Project 5:  Contributes to growth in visitor numbers, expenditure and jobs

Project 6: Post arrival marketing materials and itineraries £55,000 Commissioned by MBP CCF team with technical support from tourist boards, and private sector partners. A series of marketing materials and visitor itineraries will be designed, developed and distributed to key visitor destination hubs across the Bay, including accommodation businesses, information centres, transport hubs, shops, cafes and attractions. These materials will use the new Morecambe Bay branding to guide, inform and inspire visitors to explore and experience more during their visit, creating a truly memorable stay they will want to extend and repeat. Wide ranging Bay themes will be promoted including heritage and culture, food and drink, nature and the outdoors as well as Bay festivals and activities and essential routes for walkers and cyclists. Materials will be available in a variety of formats including print and digital. This project will also inspire the Bay’s local communities to explore and experience their own area more, capturing additional local and Visiting Friends and Relatives markets as well as drawing more visits from neighbouring areas, such as the Lake District, Forest of Bowland and the Yorkshire Dales). Outputs Project 6:  1 marketing project delivered Outcomes Project 6:  Contributes to growth in visitor numbers, expenditure and jobs

Theme: Signature Events & Festivals Signature Events and Festivals will promote Morecambe Bay as an exciting and intriguing visitor destination, regionally and nationally and showcase some of its key cultural and heritage assets, the Bay Cycle Way and its unique natural environment.

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Project 7: Tour of Britain £150,000 Led by Cumbria County Council Highways in partnership with the MBP CCF team. This project will bring a stage start or finish of the Tour of Britain professional cycle race to Morecambe Bay in September 2016. It will raise the profile of Morecambe Bay and the new Bay Cycle Way on a national and international stage, and promote the area as a rewarding destination for elite, enthusiastic and leisure cyclists, further increasing visitor numbers, higher levels of spend and encouraging sustainable travel. The event itself will bring immediate economic benefits to the Bay by attracting and hosting the cycle teams and thousands of spectators. Cumbria County Council has confirmed a four-year deal with SweetSpot, organisers of the Tour of Britain, to deliver a series of professional cycle races in the county between 2015 and 2018. By contributing financially to the cost of bringing the Tour to Cumbria, MBP expects to secure a stage start or finish at a key location around the Bay. The Tour of Britain will create a positive first impression of Morecambe Bay for a worldwide audience and provides the opportunity to create a lasting legacy in terms of raising perceptions, increasing visitor numbers and inspiring local Bay communities to take up cycling with the associated health and well-being benefits. Outputs Project 7:  1 new tourism event held  Tour of Britain stage start or finish held in Morecambe Bay in September 2016 Outcomes Project 7:  Contributes to growth in visitor numbers, expenditure and jobs.  Increases awareness of Morecambe Bay as a visitor destination

Project 8: Vintage by the Sea £30,000 Led by MBP CCF team in partnership with Lancaster City Council and private sector partners. In early September 2014, Vintage by the Sea held its successful second festival in Morecambe, attracting more than 40,000 visitors to the town over the weekend. Developed by Wayne and Gerardine Hemingway the festival celebrates the history of British creativity and Morecambe’s seaside background and Art Deco Midland Hotel provide the perfect backdrop. The festival has brought a unique event to Morecambe and is credited with helping to re-energise the town. However, this festival is still young and yet to establish itself as a sustainable, must see event in the Bay’s calendar. This project will provide additional funding to the festival over the next 2 years, to give the organisers some security to begin planning for 2015 and 2016 and lever in additional funding. It will provide an opportunity to spread the festival excitement and activity around the Bay. Outputs Project 8:  2 existing tourism events supported  Vintage by the Sea festivals held in September 15 and 16 Outcomes Project 8:  Contributes to growth in visitor numbers, expenditure and jobs.  Increases awareness of Morecambe Bay as a visitor destination

Project 9: Bespoke visitor experiences £45,000 Led by MBP CCF team in partnership with the CCF Board

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This project will create a series of unique visitor experiences, offering special and unusual activities which aren’t otherwise available to the public. The experiences will be designed around some of the Bay’s most distinctive and unique cultural, heritage and natural assets, and some will involve local personalities, talented individuals and perhaps recognised household names. They will use unusual locations to engender debate and harness interest and promotion through PR and social media. The project will develop and promote the experiences with the aim of proving visitor demand so they can be continued as sustainable business opportunities by the private sector in the longer term. MBP will procure and contract an expert team to develop, co-ordinate and promote the experiences working closely with the Scheme partners and Board (see brief SD P9.1). Some examples of the experiences currently being explored can be found in SD P9.2 and other suggestions include: Hidden History - Uncovering the past Abandoned buildings and the public fascination with dereliction to encourage new debate and revisiting of the overlooked. Suggestions include:  Photography workshops at the closed and derelict Grange Lido  Visits to the WW1 sites on Walney Island with a local historian and a ration tin lunch. Nature’s Secrets  Nature’s All Stars Experience – a nationally known naturalist to lead a tour of the areas star nature spectacles, followed by an evening meal and after dinner talk  Awesome Orchids – Uncover the area’s hidden orchids, followed by supper and talk with Kew Garden’s leading orchid specialist.  Butterflies and beer – seek the country’s rarest butterfly (the High Brown Fritillary) with a local enthusiast, before heading to the Old School Brewery for a tour and beer tasting. Outputs Project 9:  150 new visitors attending experiences  6 businesses supported Outcomes Project 9:  Contributes to growth in visitor numbers, expenditure and jobs

Theme: Visitor information & unlocking under-used sites This theme physically improves the visitor offer across Morecambe Bay through a series of practical projects which will bring redundant buildings back into use, enliven the abandoned and derelict Grange lido, provide innovative heritage interpretation through a mobile pop up museum and improve the visitor information at the Bay’s stations. These projects support economic innovation and create the conditions to support increased visitor numbers and higher levels of spend leading to increased local employment opportunities.

Project 10: Sandy Gap Visitor Hub £145,280 Led by Sandy Gap Limited This small capital project will bring a redundant building back to life to create a new bespoke visitor information point, café and cycle hub on Walney at the start of the Bay Cycle Way. The hub will include much needed visitor toilets, refreshment provision and a cycle repair/maintenance station at the start of the route and it will encourage further exploration of the Bay by providing maps, marketing materials and visitor information (designed in CCF 700 Days). The transformation will enable the creation of a new business at this site, employing 3 staff and creating 3 jobs (1 full-time and 2 part- time, 2.2 FTEs). The owners of Sandy Gap have designed products and services to enable charities and

32 Page 158 groups beginning the Bay Cycle Way to have a launch spectacle/media point and festival style celebrations which will create further buzz and recognition for Morecambe Bay. This project will link to Project 15 – Cycle infrastructure and Project 18 - Bathing waters.

For project details and budgets see the Capital Delivery Plan, Cost Plan and drawings in SD P10. Outputs Project 10:  1 new tourism business started  1 new tourism facility created  1 physical infrastructure project supported  Public realm improved (112 sq meters) Outcomes Project 10:  3 new jobs created (2.2 FTEs)  Contributes to growth in visitor numbers, expenditure and jobs

Project 11: Kents Bank Station Visitor Hub £15,000 Led by MBP CCF team in partnership with Network Rail and Northern Rail Kents Bank is one of the key meeting/greeting points for Morecambe Bay’s ‘Cross Bay Walks’ which attracts hundreds of visitors each year. This project will improve and enliven a small station building to develop a visitor information and viewing point to create a sense of arrival for the walkers at an informal reception point. Some minor improvements to the small building are required, including removing some vegetation to unblock the view, replacing a Bay facing window and creating access to a small viewing area behind the building. The project will site two viewing telescopes in this viewing area, and place visitor interpretation panels (about the historic Cross Bay Walks) and Seldom Seen maps (created in 700 Days) in this building and in the opposite platform waiting room. See full project description in SD P11. This project will link to project 12 - Enlivening the stations. Outputs Project 11:  1 new tourism facility created  Public realm improved (20 sq meters - ramp to shore and viewing area) Outcomes Project 11:  Visitors are encouraged to see, do, explore and spend more in Morecambe Bay  Contributes to growth in visitor numbers, expenditure and jobs

Project 12: Enlivening the stations £55,000 Led by MBP CCF team in partnership with Network Rail and Northern Rail A programme to bring artist designed, bespoke visitor information maps to the 12 stations across Morecambe Bay. The Seldom Seen map designs were created through community consultation and workshops in CCF 700 Days, and these designs will form the basis for the maps, placed at internal and/or external locations agreed in discussions with the station manager. They will be unique to each station’s location within Morecambe Bay, highlighting the key attractions, activities and opportunities for visitors in that area. The larger stations (Lancaster, Grange, Morecambe, Carnforth, Ulverston and Barrow) will have large, inspirational maps covering the whole Bay, while the smaller stations (Silverdale, Arnside, Kents Bank, Bare, Cark, Dalton and Roose) will have area specific designs. It’s hoped that the project will enliven all the stations but we are still working with the station managers to establish suitable locations and have taken a conservative estimate that 9 new tourism facilities will be created. See SD P12.1-4 for agreements and further information.

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This project will link to Project 11 – Kents Bank station visitor hub. Project 12: Outputs  9 new tourism facilities created Project 12: Outcomes  Visitors are encouraged to see, do, explore and spend more in Morecambe Bay  Contributes to growth in visitor numbers, expenditure and jobs Project 13: Viewing/animating Grange lido £45,550 Led by South Lakeland District Council in partnership with the MBP CCF team. Grange-over-Sands lido is a 1930’s coastal art deco lido which closed to the public over 20 years ago and now sits prominently on the prom, boarded and in ruins. It is widely regarded as an eyesore, and yet it is an important part of Grange’s heritage. It is fascinating to the public who peer through the hoardings to glimpse the faded grandeur inside. This project will replace the ugly hoardings with more aesthetically pleasing, artistically designed, sculptural fencing to improve the building’s external appearance and create visual access to this unique building. In so doing, the derelict lido will become an attraction again, and inspire debate and community engagement in its future restoration/ development plans. This project will also link to Project 9 – Bespoke Visitor Experiences, with the lido potentially being used for photography workshops and private tours. See the Capital Delivery Plan, Cost Plan and drawings (SD P13) for full details of this project. Project 13: Outputs  1 new tourism facility created Project 13: Outcomes  Coastal communities engaged in debating the future of the area’s heritage  Contributes to growth in visitor numbers, expenditure and jobs

Project 14: Pop-up museum £150,000 Led by Art Gene This project will create a Travelling Cabinet of Curiosities – a strange and wonderful artist-designed, sculptural structure on wheels whose curated collection tells the story of the communities around the Bay from Walney Island to Sunderland Point. It will travel to unusual places around the Bay, as well as to festivals, fairs and agricultural shows to delight and enthuse visitors and local communities about the Bay’s heritage and stories. This mobile work of art will contain content informed by Art Gene’s Design Café process in the 700 Days Scheme and so will genuinely reflect, celebrate and promote

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Morecambe Bay and its communities. It will provide a high quality offer to residents and visitors alike, encouraging longer visits and increased spend and raising the image and profile of the Bay. Project 13: Outputs  1 new tourism facility created Project 13: Outcomes  Contributes to growth in visitor numbers, expenditure and jobs

Theme: Access for all These projects will enable Morecambe Bay to improve its offer and welcome to a wider range of visitors, including the disabled, older people and families, positioning itself as an accessible UK visitor destination to target new loyal, higher spending visitors, and bring quality of life and economic benefits to the local community. Project 15: Cycle infrastructure – electric-bikes £86,820 Led by Scheme Co-ordinator in partnership with private sector partners This project will further improve the Bay Cycle Way to create the UK’s first long distance cycle route accessible by electric bike. MBP will procure and contract a specialist to co-ordinate and develop a new Electric Bike Network, supported by existing private sector Bay cycle businesses (see SD P15.3). The network will create new business opportunities through electric bike hire (and provision support kits), and the provision of public cycle repair stands and electric bike charge points. This will widen the appeal of the new Bay Cycle Way making it more accessible to entry level, leisure cyclists and families while supporting and encouraging sustainable travel options for visitors. This project will link to Project 10 - Sandy Gap visitor hub, Project 17 - three special routes and Project 18 - Loops and spurs. Outputs Project 15  4 businesses supported  1 new tourism facility  1 sustainable transport project Outcomes Project 15  Strengthens the overall tourism offer, encouraging new visitors and existing visitors to extend their stay and spend more  Contributes to growth in visitor numbers, expenditure and jobs

Project 16: Trampers £61,720 Led by MBP CCF team partnership with Cumbria and Lancashire County Councils Rights of Way Officers, with input from the H2H Access Focus Group. This project will improve access to the Bay to more visitors through the provision of 4 Trampers (rugged, 4-wheel, electric scooters) for disabled ramblers. The project will provide support for at least two local businesses, or social enterprises, to develop, run and manage a new Tramper network, with the aim of generating new business opportunities. The network will include Tramper hire (and support kits), maintenance and the provision of user training, as well as a trailer service to allow movement of Trampers around the Bay. MBP will recruit a specialist freelancer to support, develop and deliver this project so people with limited mobility will be able to access more routes and information about suitable routes around the Bay. The businesses will be further supported through customer service training, and the development of on-line booking facilities and promotional materials. More details

35 Page 161 including equipment, costs and the brief for the freelancer is provided in SD P16.1-3 & P16.5 and economic appraisals in P16.6-8.

Outputs Project 16  2 businesses supported  1 new tourism facility  1 new sustainable transport project developed Outcomes Project 16  Strengthens the tourism offer to disabled visitors, encouraging new visitors and existing visitors to extend their stay and spend more  Contributes to growth in visitor numbers, expenditure and jobs

Project 17: Three special routes £45,000 Led by MBP CCF team with support from Ramblers Association and technical input from the H2H Access Focus Group and County Rights of Way Officers This project will identify, develop, present and promote three special routes to enable more people to access Morecambe Bay’s rich cultural and natural assets, including those with a range of physical and sensory disabilities, families with prams and older visitors. The routes will be circular, where possible, and will offer a good geographic spread to the north, centre and south of the Bay. Existing routes will be used with minor infrastructure improvements made to remove restrictions and barriers, link paths or improve signage. The routes will all enable visitors to experience Morecambe Bay through views, sounds and smells, enhanced by visitor information, interpretation signage and printed and digital media. A key part of this project will be presenting and promoting information about the routes to new audiences. See SD P17.1 for full details. Links to Project 16 - Tramper users will be able to enjoy these routes. Outputs Project 17  1 new sustainable transport project developed  13 km of accessible route developed and publicised Outcomes Project 17:  Strengthens the tourism offer to disabled visitors and families, encouraging new visitors and existing visitors to extend their stay and spend more  Contributes to growth in visitor numbers, expenditure and jobs

Project 18: Loops and spurs £52,000 Led by MBP CCF team This project will develop a series of special loops and spurs routes, off the new Bay Cycle Route, which will encourage greater exploration of the Bay’s heritage and cultural assets, and can be promoted to new target markets, including families and leisure cyclists. Some minor infrastructure improvements (such as scrub clearance and minor top dressing) will be carried out on the routes, along with signage, interpretation and bike stands at the entrances to heritage attractions. The existing Bay Cycle Way maps will be redesigned to promote the new loops and spurs and additional promotional materials will be designed to target new audiences. Two loops and four spurs will be created:  Loops – Furness Abbey, Heysham to Sunderland Point  Spurs – Roa Island, Humphrey Head, North and South Walney Nature Reserves 36 Page 162

See SD P18.1-3 for full details. This project will link to Project 6 - Post arrival marketing materials and itineraries, and Project 15 - Cycle infrastructure – electric bikes. Outputs Project 18  1 new sustainable transport project developed  40 km of new cycle route developed Outcomes Project 18:  Contributes to growth in visitor numbers, expenditure and jobs

Project 19: Better Bathing Waters £116,663 Led by MBP LOVEmyBEACH Officer There is a very real risk of Bathing Water failures with the introduction of more stringent EU regulations in 2015 which presents a very serious challenge for Morecambe Bay. If the beaches were to fail for 4 years in a row this would mean permanent signs warning against bathing, tarnishing the Bay’s image and negatively impacting on the Bay’s ability to attract visitors. This project will improve the information about, and understanding of, the importance of continually improving the bathing water quality within Morecambe Bay in two ways: 19.1 Water-quality monitoring kiosks Two new, state of the art, water-quality monitoring kiosks will be installed in designated bathing water areas to provide up-to-date, publicly available information on the water quality. The Sandy Gap visitor centre on Walney and in Morecambe will be fitted with a kiosk, which intelligently and remotely monitors water quality for bathing purposes (replicating a successful prototype kiosk in Bude installed by the Environment Agency see SD P19.3-4). The interactive kiosk will also provide visitor information about the Bay at times when the centres are closed. 19.2 Behaviour change research and campaign MBP has already run a successful ‘LOVEmyBEACH’ public awareness campaign telling the Bay’s communities ‘what not to pour, what not to flush’. However, in order to be more effective and reach larger numbers of the community a better understanding of public behaviour and motivations is needed. Consultants will be engaged to research behavioural change and recommend ways to effect behavioural change among the public. This work will develop an informed and effective behavioural change campaign to encourage the Bay’s communities to act differently in order to improve bathing water quality. It will be further supported by the provision of new facilities (dog waste bins, dog waste bag dispensers etc.) according to the research recommendations. This project relies on a 50% contribution towards the salary and hosting costs of the LOVEmyBEACH Officer. The other 50% has been confirmed as match funding from United Utilities and the Environment Agency (evidenced in SD 9.19). The LOVEmyBEACH Officer will manage, procure and let contracts for the kiosks and their installation, the behavioural change research study and the development of a behavioural change campaign strategy. Outputs Project 19:  1 community project supported  5 bathing waters safeguarded (protecting the Bay’s reputation and image) Outcomes Project 19:  Increase in economic activity linked to the promotion of bathing waters  Contributes to growth in visitor numbers, expenditure and jobs.

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Theme: Tourism Training The training theme ensures Morecambe Bay’s tourism operators have the necessary skills and knowledge to offer exceptional visitor experiences to a new audience of niche and higher spending visitors. They will be encouraged to use their own resources to make small improvements to their products and services which will have a big impact on the visitor experience. Maintaining a world class visitor welcome and experience will support competitiveness and growth and deliver greater economic benefits and jobs to the communities around Morecambe Bay. See further project information under SD P20-23. Project 20: Welcome All Total cost: Projects 20 – 23: £45,756 Led by Marketing Lancashire, in partnership with Cumbria Tourism, and the Scheme Board. This project will deliver Welcome All customer service and disability awareness training to tourism businesses across the Bay. Recognising that it is often the environment which causes problems for many people with mobility or sensory disabilities, this course provides participants with practical advice and cost–effective ideas to enhance service quality. By pro-actively meeting the needs of disabled visitors, Bay businesses can target a new, often loyal, audience and encourage them to see, do and spend more during their visit. It will link closely with Project 14 (Trampers) and Project 15 (Three Special Routes) to create connected knowledge about the unique visitor experiences to be offered to disabled visitors across the Bay. Outputs Project 20: 48 individuals receiving non-vocational training 15 businesses supported

Project 21: Welcoming Walkers and Cyclists Led by Marketing Lancashire, in partnership with Cumbria Tourism, and the Scheme Board. This course will encourage tourism businesses from around the Bay provide an exceptional visitor experience to the growing number of walkers and cyclists visiting the Bay and using the new Bay Cycle Way. It will highlight how businesses can capitalise on the new opportunities for walking and cycling, market themselves to this niche visit group effectively and develop products and services to meet their needs. Leisure cycling across the area will also be promoted through the new Cycle Lancashire website, providing further opportunities to capitalise on this visitor market. Bay businesses will be able to attract more visitors to the Bay, increasing their productivity and performance to safeguard and grow sustainable jobs. Outputs Project 21: 48 individuals receiving non-vocational training 15 businesses supported Outcomes Project 21:  Increased occupancy, profit and productivity among Bay businesses  Contributes to growth in visitor numbers, expenditure and jobs.

Project 22: Welcome Sales Training Led by Marketing Lancashire, in partnership with Cumbria Tourism, and the Scheme Board.

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This new national Welcome to Excellence course for the sector will be launched late in 2014 following industry demand. The course equips businesses with the skills needed to increase sales, leading to business growth, economic benefits and new sustainable jobs. Outputs Project 22: 48 individuals receiving non-vocational training 15 businesses supported Outcomes Project 22:  Increased occupancy, profit and productivity among Bay businesses  Contributes to growth in visitor numbers, expenditure and jobs

Project 23: Lead, Motivate and Succeed training Led by Marketing Lancashire, in partnership with Cumbria Tourism, and the Scheme Board. Lead, Motivate and Succeed is aimed at first time managers and team leaders who may not have a leadership or management qualification. National research recognises leadership and management as one of the main skills gaps within the industry. This course will enable managers and business owners to motivate and direct their staff to achieve greater levels of profit and productivity, ultimately resulting in economic growth and new sustainable jobs. Outputs Project 23: 24 individuals receiving non-vocational training 12 businesses supported Outcomes Project 23:  Increased occupancy, profit and productivity among Bay businesses  Contributes to growth in visitor numbers, expenditure and jobs

Project 24: Cross Bay Walk Guides £25,500 Led by MBP CCF team, in partnership with Lancaster City Council & the Scheme Board. This project will safeguard the future of the hugely popular and unique Cross Bay Walks which are currently threatened by health and safety legislation and an aging Queen’s Guide to the Sands. Cedric Robinson, is the 25th, and only, Official Guide to the Sands (appointed in 1963). His highly specialised guided walks attract 20,000 people annually, bringing £1.2 million to the local economy. Cedric is now in his 70s, and the Bay needs to find a successor or successors to safely lead groups across the sands. This project will develop an appropriate qualification or award which meets health and safety requirements and will enable a new generation of guides to be trained and appointed in the future. See training provider outline brief for the contract to develop a new course in SD P24. The project will encourage knowledgeable local people to develop small businesses as visitor guides and their services will be marketed at new visitor audiences, increasing the numbers of people who can safely take part in Cross Bay Walks and bringing economic benefits to the area. Outputs Project 24: 10 trainees gaining qualifications 2 new tourism businesses started Outcomes Project 24:  Securing the future of the Cross Bay Walks, and increasing their capacity/visitor numbers  Contributes to growth in visitor numbers, expenditure and jobs.

Project 25: Scheme Monitoring, evaluation & showcase event £40,000

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The Scheme will be independently evaluated at the end of years 1 and 2, and a showcase event will be held at the end of year 2 to share lessons learnt with project partners, stakeholders and the local community and celebrate success. The focus of this event will be the long term sustainability of the projects, their legacy and continuation. Additional evaluation and research is planned to improve the intelligence available on the Lancashire side of the Bay and conduct visitor and business surveys. (See section 11 for full details.) Scheme staff and associated costs £250,378 A Scheme Manager and 2 Scheme Project Officers will deliver projects on behalf of the Destination Morecambe Bay Board, liaise with partners, monitor progress across the Scheme and provide the Secretariat to the Board. The post of Scheme Manager will be the extension of a contract which would otherwise end and the other two posts are new jobs created. The Scheme Manager will be employed from February 2015 and the Scheme Project Officers from April 2015 until December 2016. (See section 9.1 and the Project Plan for full details of costs.) 5.3 Cross-cutting themes Several themes run through the overall programme and each and every project:  Celebrating, protecting and preserving the Bay’s unique natural environment and heritage assets  Connecting Morecambe Bay – physically and emotionally  Partnership and collaboration  Developing world class tourism businesses, products and services  Sustainability – creating a long term legacy far beyond the life of the programme.

5.4 Job Creation, Outcomes and Outputs Destination Morecambe Bay will achieve the CCF aim and outcome by ensuring that Morecambe Bay’s coastal community will experience regeneration and economic growth through a series of projects that directly and indirectly create sustainable jobs and safeguard existing jobs. We will achieve this by delivering a holistic Scheme of projects which will attract more new day visitors to Morecambe Bay and persuade more people (who previously came for the day) to stay overnight, and encourage the current staying visitors to extend their stay by an extra night.

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Rebanks Consulting was commissioned to deliver an independent analysis of the job creation and economic impact of this Scheme. Their report31 is attached (SD 5.2). It concludes that this Scheme will: 1. Create 412 FTE jobs 2. Provide 3.1% uplift in tourism revenue 3. Increase tourism spend to £740 million (from £713 million) 4. Attract 1% more (134,000) new day visitors, bringing £4.3 million of new spend 5. Convert 3.5% of current day visitors to staying visitors, worth £13.77 million of new spend 6. Converts 5% of current staying visitors to stay an extra night, worth £4.18 million 7. Create £22.25 million of new tourism spend in total

We have used the multiplier figure of £54k of tourism spend creating one job, rather than the more generous CCF guidance figure of £50k per job (because this was used by VisitEngland in its evaluation of the RGF ‘Growing Tourism Locally’ campaign. This is a multiplier that seems to meet the rigorous expectations of the Treasury). So our job creation figures are more conservative than they might be. (A 3.1% uplift using the CCF multiplier figure would create 445 jobs from the same uplift). We have further refined our growth target to be clear about the impact we plan to have on both day and staying visitors. This is important because the logic of the Scheme is about encouraging both new international visitors but also encouraging existing visitors to stay longer.) By securing three changes to the visitor market around the Bay (see numbers 4, 5 and 6 above) the project will secure the £22.25 million shift that will create jobs. In addition, the Scheme will deliver 5 direct jobs (3 staff to manage the CCF Scheme at MBP and 2 at the Sandy Gap Visitor Hub), 270 training places, support 40 businesses and 24 projects, deliver 6 marketing projects and generate new business opportunities. The economic benefits of the Scheme’s training and product development will help create a long-term and on-going uplift in performance in the private sector. By the end of the Scheme (31st December 2016) Destination Morecambe Bay will deliver:

Indicator Count/results Direct jobs created 5 Jobs Indirect jobs created 412 Safeguarded jobs 10,358 Business supported 40 Business Social enterprises supported 2 Increase in visitor numbers 134,400 New visitor expenditure £22.29 million Tourism New tourism facilities created 15 New tourism businesses started 3 New tourism events supported 2 Non vocational trainees 300 Skills Trainees gaining qualifications 10 Public realm created or improved 122 sq metres Infrastructure

31 Rebanks Consulting 2014, Independent Analysis of Economic Impact (SD 5.2). 41 Page 167

Physical projects supported 24 Environmental Sustainable transport projects 4 Capacity building Community projects supported 1 Public sector funding £158,850k Leveraged funding Private sector funding £287,789k Marketing projects delivered 6 Bathing waters safeguarded 5 Other New walking/cycling routes developed/ promoted 53 km Replicable model – collaborative working 1

5.5 Sustainability This Scheme has been developed to ensure long-term benefits to Morecambe Bay and similar coastal destinations around the UK. We recognise the importance of reducing the carbon footprint of tourism by encouraging longer stays. This greatly reduces the carbon footprint per day. We are working for local benefits and maximising local economic sustainability by supporting and working with local businesses and suppliers. It is hoped that Destination Morecambe Bay will become a model scheme which can be replicated in other coastal, non-seaside locations, highlighting how strong partnership working can revitalise coastal communities. At the end of the Scheme, Morecambe Bay Partnership will  host a dissemination event to celebrate success, discuss lessons learnt and share the transformative experience with partners, the local community and other national interest groups and destinations  take responsibility for long term management to continue the Partnership working beyond the initial funding the Scheme, or support the most effective method for providing this for the works undertaken. All the projects involved in the scheme will have a lasting legacy beyond the life of the two year funded programme, and will be continued by the partner organisations:  Private sector tourism businesses will recognise the need to invest in the continued marketing of the area via the DMOs and local associations, as well as their own training.  Sandy Gap Visitor Centre will be a self-sustained café and information hub (see cash flow forecast SD P10.4).  South Lakeland District Council will use public reaction and debate to inform and progress future development plans for Grange lido.  Bespoke visitor experiences will be continued by local businesses who will be assured of market demand and future revenue streams.  The Pop-up Museum will become a community resource and a stewardship/sustainability plan will be developed before the end of the Scheme.  The proven economic impact of festivals will lever future public and private sector investment  The future of Cross Bay Walks will be secured and strengthened by new trained guides launching new business opportunities.  Local businesses will be well placed to continue electric bike and Tramper hire commercially.  The 412 indirect jobs created will be through sustainable growth within the tourism industry (as detailed in section 5.4 above) created by marketing the Bay as an exciting destination, improving the tourism offer and helping tourism businesses improve their quality and

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performance. These jobs will be sustainable in the long term, and will continue to increase, beyond the life of the programme.  The project will also ensure that Morecambe Bay is a more attractive place to live, work and visit.

5.6 Maximising Engagement in Destination Morecambe Bay ‘One in four (27.2%) of the UK population having a long-standing health problem or disability.’ (Source: VisitEngland) Disabled people are one of the new target audiences of this Scheme. Project partners are committed to equality and inclusion across all aspects of the project with a particular emphasis on access. To this end, the Scheme Board will adopt the social model of disability which recognises that disabled people are, in the main, active and participating members of the community, prevented from being included through multiple barriers. The social model celebrates disabled people and calls for equal treatment and access. By disabled people we refer to people with any impairment: physical and sensory impairments, learning disabilities and survivors of the mental health system. Opening up the Bay to many more visitors will present a wide range of access challenges. Project partners are committed to addressing those challenges through making sure that access issues and those measures taken to address them have been fully informed by user groups as well as organisations such as; Accessible Countryside, Disabled Ramblers Association, RADAR, Tourism for All, SCOPE, National Trust, English Heritage and Arts Council England. If appropriate the Scheme Board will complete an Equality Impact Assessment for the Scheme. 5.7 Scheme Timetable and Costs The Project Plan is attached as Appendix 1 details the outputs, expenditure, milestones and project leads for the 25 projects, arranged by themes. A breakdown of quarterly expenditure is shown for each project, and it shows the fit to the Coastal Community Fund objectives.

6. Project Resources 6.1 Scheme staff A CCF Scheme Manager and two Project Officers will deliver projects on behalf of the Scheme Board (2.8 jobs in total). They will deliver projects, co-ordinate the overall programme, liaise with partners and monitor progress. The staff will be employed by Cumbria County Council, recruited through Council HR procedures and in-line with CCF requirements, and follow all Council policies and procedures including HR, legal and procurement. A job profile for the Project Officers is attached (SD P26). The post of Scheme Manager will safeguard a job through the extension of a contract which would otherwise end and the other two posts are new jobs created. This Scheme will also fund 50% of the salary costs of the current LOVEmyBEACH Officer, whose post is in jeopardy. The other 50% of her salary has been match funded by United Utilities and the Environment Agency. Freelance and contract support will be procured and contracted to offer additional project support when necessary including to Projects 1-6, 15, 16, 19-25. Delivery partners (6.3 below) will use a combination of existing staff (largely as in-kind contributions) and contractors, and will follow standard procurement rules. 6.2 CCF Scheme Organisational Structure

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The Scheme Manager and Officers will be supported and line managed by the current Morecambe Bay Partnership Manager. The Scheme Manager will report to the CCF Board. The Board, comprising all the partners in the Scheme, will steer the project and be responsible for the successful delivery of the Scheme. Cumbria County Council as lead organisation is a key player on the Board.

Morecambe Bay CCF Board Partnership Manager

CCF Manager

CCF Project CCF Finance & LOVEmyBEACH Officer Support Officer Officer

We anticipate the Board will meet quarterly. Progress Reports will be issued to a wider group of partners twice a year. 6.3 CCF Board and Partners Cumbria County Council, as lead for this Scheme, brings significant legal, financial and procurement expertise as well as robust, tested systems. The Scheme will be coordinated and delivered by highly experienced Morecambe Bay Partnership staff who also bring in-depth knowledge of the Bay, its assets, communities and opportunities. The Scheme enjoys the full support of Cumbria and Lancashire’s tourist boards (DMOs), and the Bay’s local authorities, who are fully engaged at a senior level and are committed to making this Scheme a success. Other partners have been selected for their relevant expertise, Bay Tourism Association is the private sector tourism association, and the Local Nature Partnership brings specialist knowledge of the sensitivities and opportunities of our outstanding natural environment. The partners on the Board have worked together to develop this application, shaped its objectives and strongly support this final submission. A draft agreement is in place to ensure effective partnership working, delivery and secure long term benefits; and specific roles and responsibilities have been drafted. (SD 7.1) 6.4 Delivery Partners All delivery partners have or will be competitively procured. For Project 14, Pop-up Museum, £150K, Art Gene have already been selected via an openly-advertised tender process. However, the following are exceptions: Project 10, £145K, Sandy Gap CIC are the owners of the building, which is at the start of two long distance cycle routes. Project 13, £47.5K, South Lakeland District Council own Grange Lido. Project 7, part of £150K would be the fee for SweetSpot the only licence-holders for the Tour of Britain.

7. Project Costs 7.1 Project Costs

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A detailed breakdown of project costs is provided on the Project Plan - Appendix 1 and in the Supporting Documents SD P1 - SD P25 which include quotes and cost estimates for capital and equipment purchases as appropriate. Please see SD 13 for income and spending forecasts. 7.2 Financial Changes since submitting the Stage 1 Application The stage 1 application indicated a capital element of £513,780, which has now decreased by £22,560 to £431,220. The total ask from CCF in stage 1 was £1,621,060, and this has decreased slightly by £1,253 to £1,619,807. The stage 1 application indicated a total programme of £1,876,270 including in-kind match funding. Here this has increased to £2,066,446 because our partners have committed further support to the programme in cash and in-kind match funding totalling £446,639 (see section 8.2 below). Some of the budgets for particular projects have been reallocated within the overall Scheme budget as we have gained a clearer idea of costs, gained through quotes and estimates, and more thoroughly developed projects to their deliverable stages. The Destination Marketing Campaign budgets were increased on the advice of our Tourist Board partners who have a great deal of experience in delivering these types of national and regional campaigns. The financial changes are due to securing more detailed costs and scoping the projects outlined in stage 1 more thoroughly to ensure they are deliverable within the CCF timescales.

8. Joint Funding, In-Kind Funding & Other Sources of Finance 8.1 Significant Added-Value Through Collaboration The Destination Morecambe Bay Scheme will run in parallel with 3 major Bay-focused initiaitives: (i) MBP’s £2M Landscape Partnership Scheme, Headlands to Headspace (H2H) an HLF funded a programme to celebrate and conserve the coastal heritage, (ii) the Nature Improvement Area (NIA), a £0.6M programme to improve nature and its connection to communities, visitors and the economy. The lead partners of these initiatives have a very strong track-record of successful collaboration, and (iii) the remaining term of the CCF 700 Days Scheme. There is a commitment to ensure these programmes co-ordinate by e.g.: sharing communication networks, joint promotion, co-ordinated work programmes, sharing volunteer networks, etc. By working with the DMOs on the marketing campaigns ensure the Scheme uses the area’s existing expertise, knowledge and experience while making significant cost savings. For Morecambe Bay to establish its own digital portal would be expensive, but by building a presence within the existing Tourist Board websites accessed through its own URL will ensure attractive cost savings and timely and effective delivery. Similarly, any marketing activity will also benefit from the tourist boards own consumer channels to drive additional website traffic and consumer databases. Running these initiatives in parallel will secure tremendous added value – and presents a transformational opportunity for the visitor economy of Morecambe Bay. 8.2 Secured Funding - Value

Source Amount Comments Direct match expected. From VisitEngland, local Destination Marketing £110,000 authorities & private sector to the marketing Campaigns (P1, 3, 4, 5, 6) campaigns (projects 1, 3 – 6) Direct match expected. From Lancaster City Council Vintage by the Sea (P8) £20,000 as a contribution to sustaining this event (project 8).

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Direct match secured. Contribution to capital costs Sandy Gap CIC (P10) £45,619 from the building owners. (Evidence in SD 9.10) CatchmentWise, United Direct match secured. Contribution to Utilities and Environment £40,000 LOVEmyBEACH Project Officer salary costs to deliver Agency (P19) Project 19. (Evidence in SD 9.19) Direct match secured. Contribution to Project 13 – Grange Lido – SLDC (P13) £4,000* Grange Lido CCC Highways and local In-Kind. Support from partners for management of £55,000 authorities (P7) the Tour of Britain. (Evidence in SD 9.7) In-kind. Value of loan of Google Trekker equipment, Google Trekker (P2) £50,000 gift in-kind. TBC CCF Board, Delivery and other In-kind. Support from partners (estimate 13 Partners: Management, £32,500** partners, 10 days/yr. each, 2yrs at £250/day) promotion, delivery ** Evidenced by Partnership Agreement. In-kind. Support from H2H volunteers for Project 16 H2H Volunteer support (P 16, (83 days @ £150), Project 17 (30 days @ £50 and 17 £20,600 * 17, 18) days @ £150) and Project 18 (40 days @ £50 and 14 days @ £150) * In-kind. Support from the CIC owners and Sandy Gap CIC (P10) £27,930 contractors to deliver the project. (Evidenced by letter SD 9.2). In-kind. Support from partners to deliver project 13. Grange Lido – SLDC (P13) £18,500 37 hours @ £350 and 37 hours @ £150. Evidenced in an email (SD 9.13) In-kind. Support in-kind to delivery - Project 15 (10 H2H Officer support (P15, 16, £4,500 * days @ £150), Project 16 (10 days @ £150), Project 17, 18) 17 (6 days @£150), Project 18 (4 days @ £150). * Kents Bank Station (P11) £1,700 In-kind. Support from local volunteers. Visitor contrib.ns to Bespoke Charges. A modest charge per experience of £75 £11,250 visitor experiences (P9) per person – Project 9 Private sector contribution to Charges. A modest delegate fee of £30 for the £5,040 training course fees, (P21-24) Welcome training courses. Projects 21-24 Totals £446,639 * Evidenced by letters of support.

Altogether, these bring £446,639 in match funding (largely) already secured into the Destination Morecambe Bay Scheme.

9. Financial Appraisal 9.1 Assumptions and project costs

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1. Branding the Bay – marketing workshops and brand implementation - Expert opinion by the DMOs and local authorities on the cost of similar projects delivered elsewhere in Cumbria and Lancashire, and MBP experience in delivering business workshops. 2. Google Trekker – Discussions with Google reveal no cost to loan the equipment but project cost is based on using a freelance contractor to co-ordinate the project and walk the routes, based on previous experience/knowledge of local contractors. 3 – 6. Partnership marketing programme, PR and social media promotion, marketing campaigns and itineraries - Expert opinion by the DMOs and local authorities on the cost of similar projects delivered elsewhere in Cumbria and Lancashire. 7. Tour of Britain – Contribution of £150k to secure a stage start or finish of the Tour against the Cumbria County Council investment of several hundred thousand pounds. 8. Vintage by the Sea – Expert opinion about a sensible contribution to help sustain the festival over a 2 year period. 9. Bespoke visitor experiences – Expert opinion based on the knowledge of delivering other projects. 10. Sandy Gap Visitor Hub – Capital and revenue costs provided by architect to RIBA Stage 4 (see project plan/capital cost plan (SD P10) 11. Kents Bank Station Visitor Hub – Costs based on delivery of similar projects and quotes (see SD P11). 12. Enlivening the stations – Costs based on detailed quotations (see SD P12.3-4) 13. Viewing/animating Grange lido – Capital costs provided by SLDC experts and detailed on project plan/capital cost plan (SD P13) 14. Pop-up museum – Detailed cost breakdown provided by Art Gene who won the delivery tender (see SD P14) 15. Cycle infrastructure – electric bikes – Costs based on quotes for equipment (see SD P15) and knowledge about delivery of similar projects for freelance support. 16. Trampers - Costs based on quotes for equipment (see SD P16) and knowledge about delivery of similar projects for freelance support. 17. Three special routes – Costs based on delivery of similar projects. 18. Loops and spurs - Costs based on delivery of similar projects and quotes (see SD P18). 19. Bathing waters – Costs based on delivery of similar projects, quotes for monitoring kiosks and salary costs of the LOVEmyBEACH Project Officer (see SD P19) 20 – 24 Welcome training – Costs based on detailed project quotes provided by Marketing Lancashire, who hold the Welcome to Excellence licence for Lancashire (see SD P20-24). 25 Cross Bay Walks guides – Costs based on knowledge of similar training provision through experience of other project delivery. 26. Scheme Evaluation & Showcase Event - Based on knowledge of the cost/previous experience of contracting similar evaluations, studies and STEAM reports, and delivering conferences/events in the local area. Scheme Staff & associated costs - Based on a Manager’s salary cost of £30,311 per annum, for 30 hours per week with an increment after 6 months to £31,160 and a further allowance for a 2% rise in year 2, plus on-costs, travel and training. As a responsible employer, Cumbria County Council has included £2,088 for redundancy in the budgets. If it becomes clear that this payment will not be

47 Page 173 necessary (perhaps the Manager leaves early or the post is to be continued) then we would request that this amount is reallocated within the Scheme. The 2 Scheme Project Officers salary costs are based on a salary of £24,892 with an increment after 6 months to £25,727 and a further allowance for a 2% rise in year 2, plus on-costs, travel and training. A redundancy cost of £1,350 each as also been allowed here but is unlikely to be needed as the staff will be employed for less than 2 years. If not needed, again, we would request that this amount is reallocated within the Scheme. Recognising the principles of full cost recovery, a modest amount has been included for line management, legal/procurement costs and administrative support. See application form for details. 9.2 VAT on the Application Form The application form (section 4.2) requires us to show VAT although Cumbria County Council will reclaim VAT and so no VAT will be paid. In order to complete the form, we have added 20% to all items except salary, although in reality the picture may be more complicated. For example, the final showcase event costs will include VATable (refreshments) and non-VATable (room hire) elements.

10. Marketing, Communication and Sales

5 projects in this Scheme focus specifically on marketing Morecambe Bay as a whole for the first time and these are detailed separately on the project plan and in section 5 of the business plan. The marketing and communication activity detailed here related to the overall Scheme and CCF funding as a whole. The scheme will be publicised in various ways to attract different audiences/beneficiaries as follows: Overall promotion/awareness raising of the Scheme and funding award  Press releases issued widely including special interest magazines via Cumbria County Council’s communications team and the PR teams within both Cumbria and Lancashire tourist boards.  General presentations to community groups, Parish Councils, and other interest groups, and at conferences and local events.  Social media channels including Twitter and Facebook – particularly via the well-used Tourist Board channels.  Dedicated Scheme webpages on MBP website, and web promotion via all partners.  All printed materials, websites, PR and project information will be required to acknowledge the funder as part of their contract obligations. Tourism businesses will be engaged in the project via:  Access to the tourist boards databases (Destination Management Systems for Cumbria and Lancashire), and mailings and promotion from Cumbria Tourism, Marketing Lancashire and Bay Tourism Association (private sector members).  Targeted emails, letters, and telephone campaigns about specific activities businesses can benefit from (e.g., training, business development and marketing promotions).  Press releases, dedicated Scheme webpages on MBP website, use of social media, Twitter, Facebook, word of mouth via networks of contacts.

Overall promotion/marketing of Morecambe Bay to new visitors  The two tourist boards (Cumbria Tourism and Marketing Lancashire) will take the lead for promoting Morecambe Bay to new visitor markets, making close links to their on-going work but creating a greater focus, and new reasons to visit the Bay, within the Scheme.  Members of the Bay Tourism Association will promote through their channels.  British Cycling, Sustrans and GoLakes Travel will promote the cycling opportunities through print and web. 48 Page 174

Word of Mouth  With the success of the Scheme, more and more local people and businesses will appreciate the special qualities of the Bay. Word of mouth recommendations about what to see, do and experience in the area will continue to spread.

11. Monitoring and Evaluation

The Scheme staff will be responsible for the day-to-day monitoring of progress across the Scheme and an outline draft monitoring and evaluation plan has been developed (SD P25.1) The team will liaise regularly with all partners and report to the Scheme Board, supported by the MBP Manager. All partners will also be asked to report progress of their individual projects to the Board. External evaluation at the end of years 1 and 2 has been built into the cost of delivering the scheme to ensure that outcomes are being measured and achieved. By evaluating progress at the end of year 1, adjustments and improvements can be made to ensure successful outcomes by the end of year 2. The baseline study MBP: Visitor Economy Research completed in October 2014 will be repeated at the end of the Scheme to create a robust economic picture of the Bay and measure improvements. STEAM, the model used to measure the Volume and Value of Visitors in a destination will also be commissioned annually (from the end of the project) using the now defined Morecambe Bay area. This model will help to measure the success in the years beyond the lifetime of the funding. It is intended that this work will have a long term sustainable impact on the number and spend of visitors in Morecambe Bay. A key future aim is to address some of the current research gaps in the Lancashire side of the Bay, to improve the STEAM and visitor economy information. Lancashire Bay businesses will be encouraged to take part in regular occupancy surveys and partners will work together to improve their knowledge about bed stock. This work will be completed in partnership with Bay Tourism and Marketing Lancashire. The Tour of Britain conducts independent economic impact research on each stage of the event and this will be evaluated and disseminated. Individual projects will be evaluated on an on-going basis by the partners responsible for delivery. For example, feedback will be sought from delegates after every training or business development event to assess satisfaction, impact and whether the individual will initiate change as a result. This will enable future courses to be changed appropriately. We intend to complete periodic visitor surveys at events or in locations hiring electric bikes or Trampers, for example, to assess their overall experience of the Bay. Similarly, Bay tourism businesses will be asked to complete business surveys to provide intelligence about the impact of the Scheme.

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12. Risk Register

Note: - this does not attempt to show every possible risk, but to highlight the most serious. Impact and likelihood are scored according to the table below. Traffic light colours allocated according to the combinations of impact and likelihood firstly with no controls and then after the current controls. Impact Score Likelihood Score 1) Insignificant 1) Very unlikely - may only occur in exceptional circumstances 2) Minor 2) Unlikely - could occur at some time 3) Moderate 3) Possible - should occur at some time 4) Major 4) Likely – will occur in some circumstances 5) Very severe 5) Very likely – will probably occur in most circumstances

5. Very likely 4. Likely 3. Possible 2. Unlikely 1. Very unlikely 1. Insignificant 2. Minor 3. Moderate 4. Major 5. Very severe

1. Staffing – Fail to Recruit Key Staff or Delays to Recruitment Impact of un-controlled risk Existing Controls Further Action Required 1. Delays to start-up of Scheme Job descriptions ready and Ensure all CCC HR recruitment 2. Heavy demands on existing evaluated. systems are ready early in 2015 to staff resources. Team experienced in following CCC allow swift recruitment. recruitment processes. Use freelance staff as appropriate. Uncontrolled Risk Score - 20 Residual Risk Score - 12 Lead Responsibility/ Owner Impact = 5 Impact = 3 CCC Manager and MBP Manager. Likelihood = 4 Likelihood = 4 Uncontrolled Risk Score = 20 Residual risk = 12

2. Staffing – Loss of Key Staff Impact of un-controlled risk Existing Controls Further Action Required 3. Loss of momentum of Scheme Support staff development; ensure Ensure systems in place to allow 4. Loss of key information rewarding work and pleasant swift and efficient replacement. 5. Heavy demands on staff conditions. Use CCC HR systems. Conduct exit interviews and resources to resolve. Ensure all key information is manage handover of information recorded on central system shared and responsibilities. by team. Hold register of potential Use freelance staff as appropriate. freelance support staff. Uncontrolled Risk Score - 16 Residual Risk Score - 6 Lead Responsibility/ Owner Impact = 4 Impact = 2 CCF Manager and MBP Manager. Likelihood = 4 Likelihood = 3 Uncontrolled Risk Score = 16 Residual risk = 6

3. Financial - Costs Overruns Impact of un-controlled risk Existing Controls Further Action Required 6. Unable to deliver full Scheme All equipment costs are based on Monitor and report quarterly to on time. quotes. Salaries based on current CCF Board and funder against 7. Damage relationships with pay levels with 2% increase, T&S, targets outputs and budget funder and risk of claw-back. training, redundancy and allocations. Consider securing 50 Page 176

8. Damage to CCC & MBP increments included. Team is additional funding through further reputation experienced in working with CCC grants recognising lead times can 9. Damage to Partnership financial teams and systems. be long. working. Uncontrolled Risk Score - 15 Residual Risk Score - 6 Lead Responsibility/ Owner Impact = 5 Impact = 3 CCF Manager and for item 3 - CCC Likelihood = 3 Likelihood = 2 Environment Partnership Manager Uncontrolled Risk Score = 15 Residual risk = 6 and MBP Manager.

4. Financial – Poor Financial Management - Large programme with multiple projects and more than one funding stream. - Failure of staff to understand and deliver reporting requirements of projects and funders Impact of un-controlled risk Existing Controls Further Action Required 10. Risk of claw-back or financial Team is experienced in delivering Monitor and report quarterly to penalties. large complex programmes with CCF Board and funder against 11. Heavy demands on staff multiple funding streams and has targets outputs and budget resources to resolve. strong financial and monitoring allocations. 12. Damage to CCC & MBP systems in place. Team Maintain close working with CCC reputation and to partnership. understands importance of regular finance team. communication with funders. Uncontrolled Risk Score - 15 Residual Risk Score - 6 Lead Responsibility/ Owner Impact = 5 Impact = 3 CCF Manager and for item 3 - CCC Likelihood = 3 Likelihood = 2 Environment Partnership Manager Uncontrolled Risk Score = 15 Residual risk = 6 and MBP Manager.

5. Financial – State Aid Impact of un-controlled risk Existing Controls Further Action Required 13. Risk of claw-back. The County Council will comply On-going liaison with County 14. Unable to deliver full Scheme with its contract procurement Council legal and procurement 15. Damage to CCC & MBP rules. Where a grant is provided it specialists. reputation and to partnership. will be either under De Minimis or under General Block Exemption Regulation. Uncontrolled Risk Score - 9 Residual Risk Score - 6 Lead Responsibility/ Owner Impact = 3 Impact = 3 CCF Manager and CCC Legal team. Likelihood = 3 Likelihood = 2 Delivery partners responsible for Uncontrolled Risk Score = 9 Residual risk = 6 their own State Aid assessments.

6. Delivery – Delays - Failure to deliver programme within funders requirements. Impact of un-controlled risk Existing Controls Further Action Required 16. Partners fail to progress plans High degree of readiness with Continue to progress permissions after submission leading to project plans in place. Some and update project plans during delays to start-up permissions still to be obtained, assessment period. 17. Lack of progress leading to However the processes required failure of part of Scheme. are understood, underway and Work with partners and e.g. station 18. Loss or claw-back of grant. described in the project plans. managers and planners as 19. Reputation and partnerships Good continuity of staff and team appropriate. damaged. highly experienced in delivery. Uncontrolled Risk Score - 9 Residual Risk Score - 6 Lead Responsibility/ Owner Impact = 3 Impact = 3 CCF Manager and CCC Highways Likelihood = 3 Likelihood = 2 and Cycling Officer. Uncontrolled Risk Score = 9 Residual risk = 6

7. Delivery – Tour of Britain - Inherently a risky as a large project and final agreement not secured

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Impact of un-controlled risk Existing Controls Further Action Required 20. Failure to secure a stage of the CCC have Cabinet approval and a Continue to press for a stage in the tour in the geography and formal agreement with tour Bay area. timescale required. organisers SweetSpot. CCC and 21. Extreme weather or other SweetSpot have recently worked Support work on route. external factors cause the together very successfully and the Support and secure financial event to fall below events have been very popular. package. expectations. Uncontrolled Risk Score - 9 Residual Risk Score - 6 Lead Responsibility/ Owner Impact = 3 Impact = 3 CCF Manager and CCC Highways Likelihood = 3 Likelihood = 2 and Cycling Officer. Uncontrolled Risk Score = 9 Residual risk = 6

8. Delivery – Pop-Up Museum - Inherently risky project; it is large creative project and concept is innovative Impact of un-controlled risk Existing Controls Further Action Required 22. Failure of large project Project has been procured and Monitor and maintain close 23. Community fails to engage delivery team have very strong working between CCF team and 24. Community and partners do track record and products have delivery partners. not like final product been widely embraced and Continue community engagement 25. Damage to CCC & MBP popular. Continuity with previous events. reputation and to partnership. community engagement processes. Uncontrolled Risk Score - 12 Residual Risk Score - 6 Lead Responsibility/ Owner Impact = 3 Impact = 3 CCF Manager. Likelihood = 4 Likelihood = 2 Uncontrolled Risk Score = 12 Residual risk = 6

9. Delivery – Sandy Gap Visitor Hub - Inherently risky, a large project with external delivery partners Impact of un-controlled risk Existing Controls Further Action Required 26. Failure of large project Delivery team have a good track Monitor and maintain close 27. Income is not as expected and record. working between CCF team and project becomes unsustainable Cycling cafes currently very popular delivery partners. 28. Community and partners do and business plan is considered not like final product. sound. Uncontrolled Risk Score - 9 Residual Risk Score - 6 Lead Responsibility/ Owner Impact = 3 Impact = 3 CCF Manager. Likelihood = 3 Likelihood = 2 Uncontrolled Risk Score = 9 Residual risk = 6

10. Delivery – Low take up of training events and poor use of brand marketing Impact of un-controlled risk Existing Controls Further Action Required 29. Failure of key projects Demand has been proven through Monitor and maintain close 30. Brand impact low research (Cairn Consultancy and working between CCF team and 31. Team diverted to selling Bay Tourism). Brand development delivery partners. training. involved wide-scale consumer and Develop and deliver appropriate business testing. Welcome courses recruitment and marketing. Work are respected and have been well with existing networks including received by industry. tourist boards. Uncontrolled Risk Score - 12 Residual Risk Score - 6 Lead Responsibility/ Owner Impact = 4 Impact = 3 CCF Manager. Likelihood = 3 Likelihood = 2 Uncontrolled Risk Score = 12 Residual risk = 6

11. Delivery – Office Move Impact of un-controlled risk Existing Controls Further Action Required

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32. Disruption to activity Remote working systems in place Sensible planning to ensure lease 33. Team exposed to change. and tested. renewed or new premises found Uncontrolled Risk Score - 12 Residual Risk Score - 4 Lead Responsibility/ Owner Impact = 3 Impact = 2 MBP Manager. Likelihood = 4 Likelihood = 2 Uncontrolled Risk Score = 12 Residual risk = 4

12. Governance / Compliance - Failure to comply with law or regulation. Acting in breach of trust. Impact of un-controlled risk Existing Controls Further Action Required 34. Disruption to activity Training needs identified to ensure Management audit and CCF Board 35. Team exposed to change. that key staff have good knowledge reporting should highlight issues. of rules and regulatory requirements and these are refreshed and tested regularly. Uncontrolled Risk Score - 8 Residual Risk Score - 4 Lead Responsibility/ Owner Impact = 4 Impact = 4 MBP Manager. Likelihood = 2 Likelihood = 1 Uncontrolled Risk Score = 12 Residual risk = 4

13. Governance / Compliance - Failure or breakdown of the lead partner relationship. Impact of un-controlled risk Existing Controls Further Action Required 36. Disruption to activity Process underway for review of Clarification of expectation and 37. Team exposed to change. governance arrangements and arrangements. Alternative expected to be complete Dec 2015. arrangements set up. Uncontrolled Risk Score - 8 Residual Risk Score - 4 Lead Responsibility/ Owner Impact = 4 Impact = 4 MBP Manager and CCC Manager. Likelihood = 2 Likelihood = 1 Uncontrolled Risk Score = 12 Residual risk = 4

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13. Appendix 1 – Project Plan

Appendix 1 – Project Plan – this details monthly expenditure, timescales and project leads for the 25 projects, arranged by themes.

14. Appendix 2 - Supporting Information

Index to Supporting Documents 1 Index SD 1 Index to Supporting Documents. A full list of the supporting documents is given here. Throughout the Business Plan they are referred to as SD 1, SD 2, SD 3 etc. and files are named accordingly. 2 Financial Procedures SD 2.1 Contract Procurement Rules SD 2.2 Financial procedures and levels of delegation - Latest annual accounts - not submitted as the lead applicant is a local authority 3 Changes SD 3 Changes to your project since submitting your stage one application form - Changes to one or more of your partnerships since submitting your stage one application form - none - not submitted 4 Policies SD 4.1 Cumbria County Council: Equality For All Policy – 2012-16 SD 4.2 Cumbria County Council: Local Safeguarding Children Board – chapter 1 remainder at: http://www.cumbrialscb.com/professionals/policies.asp#CCContent SD 4.3a&b Sandy Gap CIC Equal Opportunities Policy & Form SD 4.4 Sandy Gap CIC Safeguarding Children and Vulnerable Adults 5 Feasibility studies SD 5.1 Visitor Baseline Studies – Cumbria Tourism, Helen Tate, October 2014 SD 5.2 Independent Analysis of Economic Impact of this Bid – James Rebanks, October 2014 SD 5.3.1- SD 5.3.3 Morecambe Bay Brand and Destination Planning/Scoping – Cairn Consultancy and Cactus Creative, August 2013 – April 2014 SD 5.3.4 Morecambe Bay Brand Guidelines, Cairn Consultancy and Cactus Creative October 2014 SD 5.4 Tourism Alliance, Tourism and Employment, 2014 SD 5.5 Census Data 2011,via Ginny Murphy, Cumbria Observatory 6 Projects Quotes, Cost estimates, Outline Briefs, Correspondence & Various SD P1, P3, P4, P5, P6 Briefs for marketing programme & campaigns SD P2 Google Trekker SD P2.1 Brief for Google Trekker Freelancer SD P2.2-7 Correspondence with Google Trekker, including contract templates SD P2.8 Background – Press Article on Google Trekker SD P7 Tour of Britain SD P7.1 CCC Cabinet Paper on Tour of Britain, financially confidential material removed SD P7.2 Press Article on Tour of Britain coming to Cumbria

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SD P9 Bespoke Visitor Experiences SD P9.1 Brief - Bespoke Visitor Experiences SD P9.2 App 2 Bespoke Visitor Experiences - nature SD P10 Sandy Gap SD P10.1 Sandy Gap Capital Delivery Plan SD P10.2 Sandy Gap Capital Cost Plan SD P10.3 Sandy Gap Drawings SD P10.4 Sandy Gap Cashflow SD P10.5 Role Profile – Sandy Gap Café Manager SD P10.6 Role Profile – Sandy Gap Café Catering and Information Assistant SD P11 Kents Bank Station SD P11.1-5 Kents Bank Station Visitor Hub summary sheet, drawings and costs SD P11.2 Quotes for tourist telescopes SD P11.3 Photos of Site SD P11.4 Email correspondence with Station Manager re Kents SD P12 Enlivening the Stations SD P12.1-3 Enlivening the Stations summary, Quotes for sign manufacture, Budget and costings SD P12.4 Confirmation from Transpennine Station Manager to proposal SD P13 Grange Lido SD P13.1 Grange Lido Capital Delivery Plan SD P13.2 Grange Lido Capital Cost Plan SD P13.3.1 Grange Lido Copy of title SD P13.3.2 Grange Lido Copy of title plan 1 SD P13.3.3 Grange Lido Copy of title plan 2 SD P13.4 Grange Lido Additional Project Plan inc Risk SD P13.5 Grange Lido Drawings and photos SD P13.5.1 Survey 15-1-1039_12 SD P13.5.2 Site Plan 15-1-1039_14 SD P13.5.3 Site Photos 15-1-1039_15 SD P13.5.4 Railings Proposed 15-1-1039_13 SD P13.5.5 Railing Design Prom Boundary SD P13.6 Grange Lido Archaeological Building Recording SD P13.7 Grange Lido Structural Condition Survey Annex SD P13.8 Grange Lido Structural Condition Survey Report SD P14 Pop-Up Museum SD P14.1-4 Pop-up Museum summary sheet, drawings, images, costings SD P15 Cycle Infrastructure SD P15.1 Cycle Infrastructure summary sheet SD P15.2 Costings for Electric bikes and support pack SD P15.3 Brief for contractors SD P15.4 Go Lakes Travel evaluation SD P15.5 Quotes for bike repair stands SD P16 Trampers SD P16.1 Trampers summary sheet SD P16.2-4 Quotes for Trampers SD P16.5 Brief for Freelancer to Develop Tramper Programme SD P16.6-8 Various evaluations and background on Lancashire Tramper programme

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SD P17 Three Special Routes SD P17.1 Three Special Routes Summary Sheet SD P18 Loops and Spurs SD P18.1 Loops and spurs summary sheet SD P18.2 Map of Bay Cycle Way and Loops and Spurs SD P18.3 Quotes for Convivial Bike Stand SD P19 Bathing Waters SD P19.1 Job description / Role Profile - Better Bathing Waters Officer SD P19.2 Outline Brief for Research Contract SD P19.3 Better Bathing Waters Kiosks Summary SD P19.4 Outline pricing SD P19.5 Natural England Research Report – public engagement with undersea environment SD P19.6 LoveMyBeach Public Summary SD P20-23 Estimate and Quotes for Welcome Training SD P24 Outline for Cross Bay Guides Training Contract SD P25.1 Monitoring and evaluation plan SD P25.2 Self Evaluation Guidance SD P25.3 Monitoring and evaluation delivery brief SD P26 Job description / role profiles for new posts paid for from the CCF grant SD P26.1 Role Profile – CCF Manager SD P27.1 Role Profile – CCF Project Officer SD P27.2 Role Profile – CCF Finance and Support Officer

7 Draft Legal Agreements SD 7.1 Draft Partnership Agreement SD 7.2 Draft Sandy Gap Agreement for Lease

8 Letters of Support SD 8 Letters of Support SD 8.1 Index to Letters of Support including excerpts of text from letters SD 8.2 Letters of support from relevant stakeholders

9 Match and In-Kind Funding SD 9 Evidence of joint funding or ‘in principle’ approval for any joint funding you have obtained. SD 9.2 email showing estimate of in-kind costs when Canals and Waterways Trust used Google Trekker .eml (Project 2) SD 9.7 Tour email of in-kind costs - highways support etc. for Tour.eml (Project 7) SD 9.10 Sandy Gap evidence ofin kind.pdf (Project 10) SD 9.19 Evidence from CatchmentWise to show match funding to (Project 19 – Bathing Waters) 10 Partnership Structure SD 10 Morecambe Bay Partnership Organisational Structure – a simplified structure is shown in section 6.2 SD 11 Project Plan – this is the same document as Appendix 1. SD 12 Project Summary SD 13 Income and Spending Forecasts

56 Page 182

SD 14 Delegated Authority Signed copy of the delegated authority from Jim Savege – Director of Environment and Community Services, Cumbria County Council authorising application SD 15 Infographic (A3)

57 Page 183 This page is intentionally left blank Agenda Item 16 BARROW LOCAL COMMITTEE 12 March 2015

LOCAL AUTHORITY GOVERNOR VACANCIES FOR NURSERY, PRIMARY AND SECONDARY SCHOOLS

Schedule of Vacancies

STATUS AND NAME NO OF LA OF SCHOOL GOVERNOR NOMINATIONS NOMINATED VACANCIES BY

VOLUNTARY AIDED St James’ CE Junior School, 1 No nomination received Barrow

Sacred Heart Catholic Primary 1 No nomination received School

Holy Family Catholic Primary 1 No nomination received School

VOLUNTARY CONTROLLED St George’s CE School 1 No nomination received

COMMUNITY SCHOOL Ramsden Infant School 1 No nomination received

Victoria Junior School, Barrow 1 No nomination received in Furness

Dane Ghyll Community 1 No nomination received Primary School

Barrow Island Community 1 No nomination received Primary School

Cambridge Primary School 1 The governing body has reconstituted under The School Governance (Constitution) (England) Regulations 2012. Under the framework of these regulations there is only provision for one Local Authority Governor which is currently filled. Please note the remaining vacancy will be removed from the next schedule. Lindal & Marton Primary 2 No nomination received School

Page 185 SCHEDULE OF VACANCIES FOR SCHOOLS RECONSTITUTED AFTER 1 SEPTEMBER 2012

STATUS AND NAME NO OF LA NOMINATIONS NOMINATED OF SCHOOL GOVERNORS BY TO BE APPOINTED MAINTAINED NURSERY Hindpool Nursery School 1 Ms Joan Stark School 13 Oakwood Drive Ulverston LA12 9HB COMMUNITY SCHOOL Vickerstown Primary School 1 No nomination received

Page 186 Agenda Item 17

COUNTY COUNCIL LOCAL COMMITTEE FOR BARROW

Meeting date: 12 March 2015

From: Corporate Director – Resources

MONITORING REPORT

1.0 EXECUTIVE SUMMARY

1.1 Appendix A to this report is the 2014/15 Monitoring Report for Barrow Local Committee.

2.0 STRATEGIC PLANNING AND EQUALITY IMPLICATIONS

2.1 Improved locality working is one of the ways the council is delivering on it priorities. The draft council plan includes the vision for the county council that it will be ‘…an effective and efficient organisation that delivers the best possible services for the people of Cumbria within its available resources, protects the most vulnerable, and works with others in the community to shape services and help find solutions for the future.’ 2.2 The Barrow Area Plan sets out the three targeted priorities for the area, which are Health and Well-Being, Education and Skills and Economic Development, and details how the Council is delivering its services in support of them. 2.3 Local Committee is mindful of equality issues and duly considers that its actions and decisions do not result in inequality of service provision or exclusion from participation. The work of Local Committee directly supports the Council’s wider equalities agenda.

3.0 RECOMMENDATION

3.1 That Members note the content of the information contained within the report at Appendix A.

Page 187 4.0 BACKGROUND

4.1 Appendix A details a number of outstanding projects and initiatives which Area Support at a local level has taken forward and monitor on behalf of Local Committee. As projects are completed, and Local Committee is satisfied with progress, the item is removed from the report. 4.2 This monitoring framework allows Members to clearly follow the current status of each project supported and decisions taken at previous meetings. It provides an efficient system to ensure that all projects and initiatives are progressed and evaluated within agreed timescales.

5.0 OPTIONS

5.1 There are no options as this report is for information only.

6.0 RESOURCE AND VALUE FOR MONEY IMPLICATIONS

6.1 There are no additional financial implications associated with this report. All financial commitments have been previously brought to Local Committee and the recommendations approved.

7.0 LEGAL IMPLICATIONS

7.1 There are no direct legal implications arising from this Report which is for information.

8.0 CONCLUSION

8.1 Members are invited to comment on the content of the monitoring report.

Dominic Donnini Corporate Director - Resources

26 February 2015

APPENDICES

Appendix A - Monitoring Report 2014/15

Electoral Divisions: All in Barrow

Executive Decision No

Key Decision No

If a Key Decision, is the proposal published in the current Forward Plan? N/A

Is the decision exempt from call-in on grounds of urgency? No

Page 188 If exempt from call-in, has the agreement of the Chair of the relevant N/A* Overview and Scrutiny Committee been sought or obtained?

Has this matter been considered by Overview and Scrutiny? No If so, give details below.

Has an environmental or sustainability impact assessment been N/A* undertaken?

Has an equality impact assessment been undertaken? N/A*

PREVIOUS RELEVANT COUNCIL OR EXECUTIVE DECISIONS

No previous relevant decisions.

CONSIDERATION BY OVERVIEW AND SCRUTINY

Not considered by Overview and Scrutiny.

BACKGROUND PAPERS

No background papers

REPORT AUTHOR

Contact: Tracey Ingham, 01229 407578, [email protected]

Page 189 Page 190 Appendix A – Monitoring Report 2014/15

COMMUNITIES DATE 1ST COST/BUDGET AGREED & (£) TO LOCAL ITEM WARD DATE ISSUE/DESCRIPTION OUTCOMES/OUTPUTS CURRENT COMMITTEE OFFICER UPDATED STATUS/INFORMATION

1 Dalton N 21st January Rural Projects Officer To support the From March 2013 the Rural £12K from A Knowles/A & S 2014 communities of Dalton N Projects Officer was reduced 2013/14 GP for Meadows & S through delivery of a to a part time post and is 2014/15 Tel: 407577 work programme for now solely funded by Local £6K from 407576 Page 191 Page Local Committee. Committee. A programme of Members work has been developed for Revenue 2014/15. Quarterly update Scheme reports to LC – next update due May 2015 include as part of Community Engagement update.

2 All 5th June Sports Equity/Barrow Increased participation Support of Sports Equity Funding for BSC Alison 2006 Sports Council opportunities for BME activity. Quarterly updates to agreed until Meadows and disabled community Local Committee. Update March 2015. Tel: 407576 to access sport next due May 2015. Funding agreed for Children’s Services for Sports Equity 2015/16. COMMUNITIES DATE 1ST COST/BUDGET AGREED & (£) TO LOCAL ITEM WARD DATE ISSUE/DESCRIPTION OUTCOMES/OUTPUTS CURRENT COMMITTEE OFFICER UPDATED STATUS/INFORMATION

3 All 10th Financial Inclusion Supporting the local Regular performance update £57,060 J Rasbash November (Money and Debt community to become reports to LC. Money Advice 2009 Advice Contract and (and remain) free of debt Barrow Credit Union opened Contract with Credit Union Supporting the most on 22nd February 2013. The CAB Development) vulnerable communities Credit Union also offers

Page 192 Page through the creation of a outreach to Askam, Dalton & borough wide credit Lindal. Regular update union. reports to LC. 4 Walney N Community Asset To support community Report to Local Committee. Officer time Alison Transfer – Walney groups to make a Officer working with groups Meadows / Central, Vickerstown difference in their to develop a joined-up Georgina Football & Walney communities approach and business case. Ternent Terriers Football – Agreed remain on CAT Playing fields at register until March 2015. Earnse Bay Unlikely to proceed with CAT – reassess August 2015. 5 All 13th July Dong Energy Creation of the largest Presentation at August ‘13 Officer time T Ingham 2012 windfarm in Europe LC meeting. Regular Tel: 407578 engagement with company to continue. Local Committee members visited O & M Site and a further visit is planned for those unable to attend. Updates required on a regular basis. COMMUNITIES DATE 1ST COST/BUDGET AGREED & (£) TO LOCAL ITEM WARD DATE ISSUE/DESCRIPTION OUTCOMES/OUTPUTS CURRENT COMMITTEE OFFICER UPDATED STATUS/INFORMATION

6 Hindpool 12th Unadopted public Improved physical Lack of maintenance evident. Officer time Kieron September realm planting on environment of the town. 5 year maintenance element Tetchner 2012 Gyratory system of contract coming to an end. Discussions ongoing as to who is to undertake. To be resolved prior to spring 2015. Page 193 Page

7 All 12th Barrow Care Home Excellent residential care On site and progressing well. Officer time Sean Reed September for vulnerable members Local Committee to be kept 2012 of the community informed

8 All 8th October, Keep our Future Afloat Effective campaigning to Update to be provided to £5k T Ingham 2013 build public, industrial next Local Committee General Tel: 407578 and political support Meeting Provisions

9 All 17th March School Road Safety To ensure that young Assessment and £5K (study) Victoria Upton 2014 Assessment and people are able to prioritisation of school School Crossing Engineering Safety access school safely crossing Patrols Schemes facilities/engineering safety £34,558 (future schemes. schemes) Studies and assessment School Crossing complete. Works approved Patrols by LC and currently being ordered. COMMUNITIES DATE 1ST COST/BUDGET AGREED & (£) TO LOCAL ITEM WARD DATE ISSUE/DESCRIPTION OUTCOMES/OUTPUTS CURRENT COMMITTEE OFFICER UPDATED STATUS/INFORMATION

10 Ormsgill 17th March Community Asset To support community Officer Time Alison 2014 Transfer – Barrow groups to make a CAT application approved at Meadows/ Celtic for playing fields difference in their September 2014 Cabinet Georgina at Newby Terrace communities with Solicitors at present. Ternent Page 194 Page

11 All 17th March Furness Better The Furness area retains To contribute towards an £5K Sam Wheelan 2014 Connected a good quality train economic study, funded by General service and the line is key stakeholders. Provisions not down-graded Update to come to May 2015 following the re- Local Committee meeting franchising in 2016 12 All 14th RDPE Leader To improve and support Initial report provided, Cllr Officer time Paul Dodson November Programme rural economic Barry Doughty nominated 2014 development with Cllr John Murphy as substitute for 2019-2020. Regular update reports to Local Committee Agenda Item 18

LOCAL COMMITTEE CHAIRS AND LEADERSHIP

Minutes of a Meeting of the Local Committee Chairs and Leadership held on Tuesday, 27 January 2015 at County Offices, Kendal at 10am

PRESENT:

Mr SF Young (Chair)

Mrs PA Bell (Vice-Chair) Mr J Mallinson Mrs HF Carrick Mr W McEwan Mr GD Cook Mr FI Morgan Mr N Cotton Mr EW Nicholson Mr KR Hamilton Mrs W Skillicorn Mr G Humes Mr M Stephenson

Also in Attendance:-

Mrs J Crellin - Assistant Director - Finance Mrs J Currie - Senior Democratic Services Officer Mr P Dodson - Area Manager - Eden Ms G Elliott - Area Manager - Copeland Mr J Grisenthwaite - Assistant Director - Community Services Ms T Ingham - Area Manager - Barrow Mrs K Johnson - Area Manager - South Lakeland Mr A Moss - Assistant Director - Highways, Transport and Fleet Ms L Shaw - Area Manager - Allerdale Mrs D Wood - Chief Executive

PART 1 – ITEMS CONSIDERED IN THE PRESENCE OF THE PUBLIC AND PRESS

53 APOLOGIES FOR ABSENCE

An apology for absence was received from Mr C Weber.

The Chair welcomed Mr Dodson to his first meeting of the Local Committee Chairs and Leadership.

54 MINUTES OF PREVIOUS MEETING

The minutes of the previous meeting were agreed with the following amendment:-

Mr G Cook and Mrs K Johnson be added to the list of attendees.

Page 195 In relation to Minute No 47 – Strategic Planning (Proposal 7) the Chair of Barrow Local Committee said he had not received the information promised at the last meeting. The Assistant Director – Highways updated the Chair on the work that had been undertaken in relation to this. A camera survey had been carried out in this location, and the results of this were awaited. However, the Assistant Director – Highways reiterated that the responsibility for the defects to the back lane were the responsibility of UU, and that the county council should no longer carry out repairs in this location.

In relation to Minute No 47 – Strategic Planning (Local Committee Allocations – Revenue) the Chair of South Lakeland Local Committee asked a question in relation to unspent balances for Local Member Schemes. The Assistant Director – Finance said this would be dealt with under item 4 on today’s agenda.

In relation to Minute No 50 – CCC Representation on the Leader/Programme Groups there had been an action for the Corporate Director – Environment & Community Services to ensure papers for the Leader/Programme Group meetings were sent out to Chairs and Vice Chairs. The Chairs reported that they had not received any papers for these meetings, and it may be that none had been held. The Area Manager (Eden) said he was aware that an AGM had been held recently and he AGREED to circulate the minutes from that meeting. The Chair asked the Area Manager to ensure that all papers were sent out to the local committee Chairs and Vice Chairs in future (Action: PD).

55 LOCAL COMMITTEE CHAIRS - FEEDBACK ON BUDGET CONSULTATION

It was AGREED that items 3 and 4 be taken together see Minute 56 for details.

56 LOCAL COMMITTEE BUDGET ALLOCATIONS 2015/16

The Assistant Director – Finance presented a report which updated members on the 2015/16–2017/18 budget and Medium Term Financial Plan position. She also outlined the savings propositions relating to local committees. The report also advised members of the indicative revenue and capital allocations for local committees for 2015/16 based on propositions presented to Cabinet on 23 October 2014. She wanted to give the chairs and vice chairs the opportunity to see the proposals going forward and comment on them.

Local Committee Chairs had previously had the opportunity to discuss the proposed savings at their meeting on 21 November 2014. This paper reminded members of the impact of the proposed revenue savings.

Budget propositions in the public consultation document that were of particular interest to Local Committees were:

 Proposal 7; Investing in Roads; and  Proposal 8; 15% Reduction to Highways Expenditure

Page 196  Proposal F; Reshaping the Highways Strategic Asset Management Team  Proposal G; Joined up Community Engagement  Proposal J; Reducing Local Committee Bureaucracy

The Assistant Director took members through the arrangements for Early Help Services, following a report to Cabinet in July 2014. The paper to Cabinet proposed that £170,000 was transferred from the total budget of the 11-19 year budget to local committees to provide universal open access services for 11-19 year olds. This was equivalent to the current cost of those universal services provided by smaller community youth groups that received funding of less than £20,000 per annum via the existing contract.

Subsequently in December Cabinet agreed that in order to ensure service continuity and to achieve both greater control and flexibility for the provision of both universal and targeted services, there would be a transition of services for young people aged 11-19 to an in-house service delivery model. In order to effectively manage the change Cabinet agreed to extend the contracts with the current providers for a period of six months.

The result of this decision was that for 2015/16 only six months of the £170,000 11- 19 year olds universal open access services budget would be available to local committees. The existing contracts would continue until 30 September and hence from 1 October local committees would be able to determine how those services would be provided. The allocation of the £85,000 from 1 October 2015 would be based on the updated 0-19 allocations (based on updated population data).

In relation to local committee revenue allocations the Assistant Director – Finance said that as the Council’s overall resources reduced, Cabinet, in allocating these budgets and services to Local Committee, had increased the flexibility in how local committees managed their budgets.

Allocations to individual committees were calculated based on the formula agreed by Cabinet on 3 March 2011; population adjustments had been made relating to the notional base budget for the General Provision and 0-19 services.

There was a reduction of £330,000 to Local Committee Budgets for 2015/16 resulting from the proposed saving 8–15% reduction to Highways Expenditure. This had been apportioned using the same formula as the overall highways budget allocation. The change in respect of saving proposal 7 was a nil impact as Local Committee budgets had reduced for this amount in 2014/15 and this proposed saving would continue that saving into 2015/16.

Overall the indicative Local Committee Budgets for 2015/16 is £7.614m, which is £330,000 less for the Highways saving plus £85,000 for the 11-19 part year allocation. The 2014/15 budget was £7.859m.

The 2012/13 and 2013/14 budgets included a Local Member Schemes budget. These budgets were for one year only, but it was agreed that the resources may be spent over a period of two years. Underspending on the 2013/14 Member Schemes budget was carried forward to 2014/15.

Page 197 Local Committees had subsequently sought guidance in relation to the treatment of balances at the end of 2014/15 in relation to this budget line. The Assistant Director said that it was likely that Cabinet would recommend to Council that any underspends on the Local Members Scheme at 31 March 2015 should be carried forward for a further two years i.e. the money must be spent by 31 March 2017.

The Highways Capital budgets merged into one budget (from 1 April 2012) and it was for individual Local Committees to determine priorities in order to maintain the highway and deliver the Integrated Transport Plan.

The budget consultation document contained Proposal 7 in respect of Highways capital and revenue budgets where it was proposed to replace £2.500m of revenue budget with £2.500m capital resources to invest in more intensive structural work on some roads for a second year following the successful adoption of this approach in 2014/15, this would ensure that a more cost-effective approach to maintaining our road network was delivered. The changes to both the revenue and capital allocations were equivalent, therefore for each Local Committee area the level of reduction in highways revenue funding was equally matched with the increase in highways capital funding.

The Chair of South Lakeland Local Committee asked for clarification on the length of time members would have to spend the Local Member Schemes. The Leader confirmed that the recommendation of Cabinet would be for this to be extended until 2017. However, the ultimate decision on this would be made by full council.

The Chair of Allerdale Local Committee asked if there were any proposed changes to ring-fenced budgets. The Leader confirmed that there were no proposed changes to ring-fenced budgets and that it was proposed to use the same rules as last year for underspends and overspends being carried forward. However, he reiterated this would be a full council decision.

The Vice Chair of South Lakeland asked that on the presumption that the proposed budget changes would be agreed, if it would be possible for Chairs and Vice Chairs to receive an early briefing as soon as possible after the full council meeting on how these changes may impact on local committee budgets. This was AGREED.

The Chief Executive was asked to comment on the detail behind proposals G and J. She explained that in relation to proposals G there were a number of staff currently working in all directorates dealing with community engagement. This proposal was about bringing all these posts together within Community Services to remove duplication and reduce costs.

In relation to Proposal J the Chief Executive explained that the council was looking for a more streamlined and effective way of providing services to local committees, especially around highways and the amount of officers attending meetings.

Page 198 The intention, to help reduce to bureaucracy around highways, was to set up a Highways Improvement Board by mid February, and local committees would be asked to nominate representatives to sit on this. It would be their decision whether it was the current Highways WG Chair, or an alternative member. The group would be chaired by the Cabinet Member for Highways and Transport. The Chief Executive then detailed an example of changes to implementation of TROs which could help reduce the bureaucracy and improve efficiency and effectiveness. The members then debated the proposal and the possible implications for this.

Members were concerned that the proposal suggested could leave individual members vulnerable on social media. The Chair advised that under the proposal the final decision would be made by officers, not members, which should lessen the vulnerability. However, ultimately if there were any TROs deemed as contentious or affecting a number of electoral divisions, there would still be the option for these to be referred to local committees to consider.

Although some members had concerns about these proposals, most of them were in support of it, and felt it would definitely make local committees more efficient and effective.

The Chair outlined to members the issues surrounding the changes to the contracts for Early Help services agreed by Cabinet, and who the successful contractors were for each of these. In relation to changes to youth service provision the Chair asked all local committees and Area Managers to be particularly vigilant during the transition period to ensure that the current youth services were maintained. Although members supported these changes the Cabinet Member for Public Health and Community Services felt it would be advantageous to provide a briefing note for all members on these changes. This was AGREED.

57 UPDATE ON THE PROPOSALS TO TRANSFER THE RESPONSIBILITY OF ON STREET PARKING ENFORCEMENT AND RESIDENTS PARKING PERMITS TO LOCAL COMMITTEES

The Chair of Eden Local Committee asked for an update on the transfer of the responsibility for on-street parking enforcement and parking permits.

In terms of enforcement the Chair said all areas were at different stages:-

Allerdale - already back in house Barrow - back in house from 23 March Carlisle - back in house from 1 February Copeland - already back in house Eden - back in house from 1 February South Lakeland already back in house

Page 199 In relation to Allerdale and Copeland the Assistant Director – Highways updated members on the ongoing work being undertaken to ensure a smooth transition for ticketing. Once all the services were back in house, more work would be done on the back office systems supporting this service. In Carlisle and Eden it was ‘business as usual’ for now. Consultation would take place with members, at an appropriate time.

The Chair of Copeland Local Committee said he had noticed a vast improvement in the enforcement within Copeland since it came back in house. He said the Enforcement Team was very responsive and the service was much more effective than previous.

The Chair of South Lakeland Local Committee asked for an update on the current situation within South Lakeland. He had not received any information since the service had been returned to the County Council. The Chair said the County Council was now responsible for enforcement in South Lakeland, but there were still issues to be resolved in this area around joint enforcement.

Future proposals for parking permits had not yet been agreed, but it was hoped that a new system would be operational within the next 12 months.

The Chair of Eden Local Committee felt that members would need to be consulted upon these proposals before they were implemented. These comments were noted.

58 UPDATE ON THE PROPOSALS FOR THE PILOT PUBLIC HEALTH GRANT SCHEME IN RELATION TO HEALTHY WEIGHT TO BE ADMINISTERED BY LOCAL COMMITTEES.

The Area Manager (South Lakeland) presented a briefing note which outlined how a pilot grant stream had been identified from within the Public Health ring-fenced funding to help promote local projects that addressed the healthy weight agenda prioritising children and families. The fund would support projects that would change attitudes and behaviours towards healthy eating and physical activity using local assets. This could be through additional activity, education or improving access.

The number of adults that were overweight and obese in Cumbria was higher than the national average for both adults and children. It was hoped to halt the continued rise in unhealthy weight prevalence in adults both and children and aim for a sustainable downward trend.

To raise awareness and encourage local projects that could address this a countywide pilot fund of £150k had been identified from carried over ring-fenced Public Health funding to be used for low cost, evidence based projects (up to £5,000) . It had therefore been agreed to allocate £25,000 to each Local Committee area over the next 12 months (from January 2015) to develop this focus and local based solutions.

Page 200 With the pilot fund being limited to £25k per Local Committee area it was anticipated that some projects may be jointly funded from the Healthy Weights Fund, other community grants and potentially partner contributions. The pilot fund would be delegated to the Area Manager, in accordance with the Neighbourhood Grants process, with consultation with Members undertaken through existing local arrangements (eg grants panels/working groups/neighbourhood forums) or as a minimum, consultation with the Chair and Vice-Chair.

Grants for this fund will be awarded to community based projects and initiatives that will support the healthy weight agenda which include interventions/projects that aim to:

• Increase physical activity • Encourage/educate people to eat a healthy diet • Improve access to healthy food • Support individuals that are overweight and obese to lose weight • Build knowledge, skills and capacity in the local community • Evidence community need

Funded activities must be one or more of the following

• Initiatives that target children or families (children being seen as 0-16 and priority given to 0-11 years) • A new activity • Developing or improving an existing activity • Extending the range or scale of an activity that the applicant already does such as offering an activity in a new area or with a different population/group • Help to develop activities to sustain them in the future – such as training staff or volunteers (or both) to provide food/physical activity or buying new equipment that will be used well in the future

Grant applications would be processed in a similar way to the community grants. A project plan identifying the key benefits and outcomes would also be completed with the applicant. This would provide the baseline for the assessment and ongoing monitoring to ensure the project met its intended objectives and outcomes.

The Area Support Teams would process the application in the normal way and ensure groups and projects met the standard criteria. The Public Health Team would provide specific advice and support and confirm that the project/initiative would support the general aims required. The local members would also be consulted prior to the final decision by the Area Manager.

It was envisaged that Area Managers would work with the public health team to discuss possible projects.

The Chair thanked the Area Manager for the briefing.

Page 201 59 SCHOOL CROSSING PATROLS AT ACADEMY SITES

The Vice Chair of South Lakeland raised the issue of School Crossing Patrols and the difficulty in appointing to vacancies. He felt that there was very little flexibility for local committees within the current system especially in relation to reallocation of budgets if appointments could not be made. Underspent budgets could only be used for road safety schemes and patrols could only be decommissioned by having another survey done, which had a cost associated with it.

The Chair said if local committees had any suggestions on how the services could be provided more efficiently and effectively then Cabinet would be willing to listen.

Members then had a detailed discussion on this, and suggestions were made on how the system may be improved in future, including the possibility of job shares, The Chair was aware that a Scrutiny Review had been undertaken on this in the past and he asked that this be circulated to all local committee Chairs (Action: JC).

60 DATE & TIME OF NEXT MEETING

The next meeting will be held on 13 April 2015 at 10am in The Courts, Carlisle.

The meeting ended at 12.10 pm

Page 202