Barrow Town Investment Plan Subject to Approval Foreword 1

Barrow-in-Furness has an exciting future within its grasp: our town is home to some of the most sophisticated industries imaginable, at the forefront of the clean growth revolution, enjoying a natural environment that is second to none and a close-knit community with a real sense of identity. We are proud of our town and see these attributes as vital foundations for inclusive growth; bringing real benefit for our communities and the wider UK. Steve Cole But we are not without our challenges. Many of our residents face real difficulties around health, accessing employment and housing; Chair of Barrow-in- this affects well-being and life choices. Many of our young people Furness Town Deal choose to leave the town to access opportunities or experiences Board elsewhere. Businesses also report skills gaps restraining growth, and the town has very low levels of entrepreneurship. Our enabling infrastructure such as housing, employment sites, town centre offer, transport and digital connections require investment to ensure Barrow is attractive as a place to live, work and invest. We want to ensure that Barrow is a town for everyone, where residents can fulfil their aspirations, where young people choose to live, and where businesses can invest and grow. Our Brilliant Barrow Town Deal proposals seek to achieve this. Working with a wide range of partners, supported by a continuous process of engagement; we have identified a programme of Ann Thomson investment that can make a real difference to enhance quality of life, help people develop skills and improve their life chances, support Leader of Barrow businesses to start and grow, to improve our housing offer and to Barrow Borough Council promote inclusive and active forms of travel. Town Investment Plan These projects will make a real difference in enabling Barrow to embrace the opportunities ahead of us and address the challenges July 2020 we face. Working collectively, we are ready to deliver an ambitious Town Investment programme which, with the support of Government, will secure a brilliant future for Barrow.

2 3 Contents 1

1. Executive Overview 06

2. Introducing Our Town 10

3. Issues and Opportunities for Barrow 26

4. Our Shared Vision 50

5. Our Town Investment Plan 70

6. Our Approach to Delivery 96

7. Acknowledgements 104

4 5 1 Executive 1 Overview

Barrow-in-Furness is a town rich in natural capital, with a proud Our vision is underpinned by heritage of production and innovation fuelled by world-leading three pillars which cut across businesses and talented people who have created Barrow’s ten strategic objectives. history, shaped the present and will define its future. We have These lie at the heart of our a positive future within our grasp, led by the sheer scale of investment approach and will investment in the national submarine programme and the drive positive change through potential for growth leveraging our strategic assets. collective action: Our Brilliant Barrow Investment Plan is focused on a long-term • Inclusive economy strategy for change which capitalises on our opportunities and tackles the barriers holding us back from achieving maximum • Clean growth local economic impact and inclusive growth. Our shared vision for • Healthy places the town over the next 20 years is:

“To build on our economic strengths, rich industrial heritage, natural beauty and sense of community to develop a town that is economically dynamic and diverse, sitting at the forefront of innovation and green growth, viewed as a great place to live, study, work and visit and home to a healthy population that can deliver a prosperous, inclusive and fair future” 6 7 1

Our collective understanding We want to build on and Community Wellbeing Hubs Housing Renewal – a Place Development – the Over the lifetime of the Town of the issues and opportunities support our successes and & Earnse Bay Outdoor programme of renewal project will underpin the major Investment Plan we will benefit which lie ahead of Barrow strengths, and the existing Centre – a network of hubs and renovation to improve investment being delivered in 51,600 residents directly and provide the foundation for five good work of the private, public used by local people to residential properties alongside Barrow through Towns Fund generate: thematic intervention areas, and third sector. We will use develop skills, access services investment in public realm and aligned initiatives through establishing focused areas for Towns Funding to catalyse a and come together to build and commercial shop fronts to place promotion activity and • £63.2 million in additional collaborative action and a set step change in the fortunes of thriving communities, and a deliver health, wellbeing and culture and leisure provision to GVA of prioritised short-term Town Barrow’s economy. new outdoor facility providing environmental improvements attract residents, businesses, • £20.7m Social Return on Deal investments which will access to open spaces and investors, students and visitors Investment unlock our potential: Our ask is for £29.9m of outdoor education Marina Village – remediation to Barrow to access Barrow’s investment to deliver a bold of a major strategic housing enhanced offer • £19.9m Land Value Uplift • Nurturing People & transformational programme Business Support – a holistic site which will enable the Skills over the next 20 years framed package of support available private sector to come forward Local Cycling & Walking • £27.3m WEBTAG benefits around seven priority projects: to local businesses and and deliver the Masterplan to Infrastructure –transformative • Thriving Places • 810 tonnes of CO2 entrepreneurs to maximise widen the housing offer and programme of walking equivalent savings. Barrow Learning Quarter private and social enterprise raise perceptions of Barrow and cycling infrastructure • Supportive Business – a new University Campus Environment potential and exploit supply improvements which will We estimate these in Barrow providing higher chain opportunities in the town drive local demand, provide investments will return £4.4 in • Clean Growth Potential level skills alongside a new health and well-being benefits, additional benefits for every £1 Skills Hub to meet the need • Critical Infrastructure improve access to services and of Towns Fund investment. for advanced academic and put Barrow at the forefront of technical skills active travel in the UK.

Our Investment Plan represents a transformational opportunity for our town. Working collectively with our community, public, private and third sector partners, with the support of Towns Fund, we will reveal the brilliance of Barrow. 8 9 2 Introducing Our Town

Barrow-in-Furness is no ordinary innovation, from our roots in iron town. Located at the southern ore and steel making, to the largest tip of the Furness Peninsula in shipyard in the UK. The success South Cumbria we are rich in of our town is testament to our natural capital, framed by the talented people and world-leading sea on three sides: the Irish Sea, businesses who have created Morecambe Bay and the Duddon Barrow’s history, shaped the Estuary, and the Lakeland fells present and will define its future. on the other. We have a proud Our town is #brilliant and together heritage of production and we will shape the future of Barrow.

Barrow Barrow Figure 2.1: Barrow’s sub regional Context

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Barrow in Context

The Barrow Town Deal area covers the built-up urban core of Barrow, as well as parts of Key statistics: Walney Island and the urban fringe to the east of Walney Barrow contributed £1.53bn Channel. in GVA to the UK economy in £ 2018 Barrow is home to 67,100 residents 77% of borough residents live in the Town Deal area

Barrow hosts 31,430 jobs 89% of jobs are within the Town Deal area

Figure 2.2: Barrow in Context

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Our Evolution

Powered by industry Adapting through Navigating adversity World class ingenuity Progressive specialisation Diversification

The opening of the Furness As competition and diminishing The ironworks closed in 1963, Barrow is a centre of excellence construction. The site is Barrow is an active player in Railway in 1846 was the first returns made Furness ore followed by the steelworks in in marine engineering. The also at the centre of a major Britain’s energy supply chain significant step which drove extraction and steel making 1983. The shipyard continues shipyard in Barrow has national defence programme and home to one of the largest the phenomenal growth of more expensive, Barrow to be the dominant industry constructed numerous civilian to develop a new generation of wind farms in the world. The Barrow-in-Furness from a transformed itself from a steel in the town to this day ships from ocean liners for the nuclear deterrent submarines transferability of Barrow’s skills small fishing and farming town to a shipyard town, although the cyclical nature of likes of Cunard Line, Orient (the £40bn Dreadnought in advanced manufacturing, village of circa 150 residents facilitated by Barrow’s natural defence spending contracts Line and P&O amongst others, Programme) with a full order combined with energy assets to a Victorian boom-town. The attributes including a tidal port has contributed to peaks oil, gas and LNG tankers, to book until 2050 and beyond, such as the Morecambe Bay railway was built to transport and the availability of steel. and troughs in the workforce cargo ships; numerous naval placing Barrow at the forefront gas fields, renewable wind iron ore from nearby Dalton The town developed into a over time, with a significant surface ships including the of shipbuilding and innovation power resources, and supply and slate from Kirkby to the significant producer of naval downturn at the end of the iconic Royal Navy aircraft in the UK. There are currently chain links to nuclear power port at Barrow. The creation vessels, with a specialism in Cold War in 1991 contributing carrier HMS Invincible; and some 8,500 workers directly have facilitated growth in the of a local ironworks and blast submarines. The onslaught to high levels of unemployment some of the world’s most employed by BAE Systems in energy sector and provide furnaces in 1859, followed by of World War 1 accelerated in the town and population advanced submarines. The Barrow in addition to a large significant scope for further a steel plant in 1865, drove population growth further, decline as the shipyard BAE Systems’ site at Barrow contractor workforce and diversification and growth in Barrow’s subsequent growth reaching a peak of 90,000 workforce shrank to 5,800 is now developing the Royal indirect jobs created through the future. for the next 30 years. residents in 1917. in 1995. The economic and Navy’s cutting-edge attack the supply chain.

social consequences of this submarines, the Astute class, mass redundancy programme four of which are completed is still felt in the town today and a further three are under as shown by concentrations of deprivation, benefit dependency and low levels of aspiration.

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Orientation of our Town

Barrow was one of the Barrow Town Centre & Industrial Development: UK’s first planned towns, Surrounds: Barrow is the extends along the A590 characterised by a distinctive main commercial, retail and through Ormsgill including the Victorian character including cultural centre serving adjacent Kimberly-Clark paper mill. a grid iron plan of terraced borough settlements including streets, wide tree lined streets Dalton and Askam, and the Surrounding neighbourhoods: and use of local materials such wider Furness Peninsula. Barrow’s suburbs extend to the as red sandstone. Notable Dense terraced housing can be North to Hawcoat, to East to features include: found within the town centre Newbarns, Holbeck and Roose, and surrounding Parkside and onto Walney. Furness and Risedale wards. Former General Hospital is located industrial sites in Hindpool to the north of the town in including the dry dock, the Hawcoat. New housing Barrow Jute Works and the developments have taken Barrow Steel Works, have place across the town in recent been redeveloped over the years on redundant school years to include a mix of uses sites and on greenfield land in including out-of-town retail Holbeck and Hawcoat. parks, Furness Business Park, the Dock Museum, Furness College and emergency services.

Figure 2.3: Barrow’s neighbourhoods & character areas

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Barrow Island: Barrow Island Barrow Park: a 45-acre public accommodates the majority of park designated as Grade Barrow’s shipyard around the II on the Historic England’s Devonshire Dock Hall complex. Register of Historic Parks and Barrow Island is a conservation Gardens. The award winning area, with many listed park provides crown green buildings including shipyard bowling facilities, a putting buildings and tenement green, boating lake, display houses. The Port of Barrow glasshouse and children’s play is operated by Associated facilities, including a miniature British Ports and consists of railway. four docks: Buccleuch Dock, Cavendish Dock, Devonshire Dock and Ramsden Dock. The new Waterfront Business Park is currently being developed Central Barrow Conservation adjacent to the Port. Area: including prominent buildings, landmarks and heritage assets within three- character areas: Dalton Road, Walney Island: connected to Town Centre & Duke Street; the mainland by Jubilee Bridge Hindpool Road and Harbour and home to c.15% of the Side; and Abbey Road and borough’s population, many of Station Approach. whom live in Vickerstown, a Victorian planned estate built to house shipyard workers, which has conservation status. Walney provided the inspiration for the fictional Island of Sodor in the famed Thomas the Tank Engine books. Two nature reserves lie to the south and north of the island. The coast off Walney is framed by five offshore wind farms, including Walney Wind Farm which is one of the largest offshore wind farms in the world. 18 19 2

Our People Our Strategic Assets

Our World-leading Sectors

We have a distinctive shared Our strategic assets frame our Barrow is home to a growing and micro hydro opportunities, identity as ‘Barrovians’, growth potential. The Town economy underpinned by hydrogen gas, and carbon underpinned by a strong Investment Plan seeks to world-class marine, advanced capture and storage solutions. sense of community spirit and capitalise on these assets as manufacturing and energy Enabling sectors such as belonging and a willingness drivers for growth. sectors. These specialisms professional services, logistics, to help each other. Our will support Cumbria’s Local culture and digital, and visitor community and voluntary Industrial Strategy ambitions economy facilitate a supportive sector is second to none in for advanced manufacturing business environment in creating positive differences to and energy sectors. Barrow, whilst foundational the communities they serve. Barrow provides the gateway sectors such as health and We celebrate the people who to Britain’s Energy Coast. The social care, education and retail have shaped our growth town has a major role in energy are important in meeting the and will define our future production, with expertise in needs of our population and prosperity. We want to inspire gas, wind and nuclear energy. enhancing our quality of life. our future leaders by ensuring Further opportunities for all residents have equal access growth including future rounds to opportunities, and that our of offshore wind licensing, tidal young people are equipped generation potential, biomass with the skills, knowledge and aspiration to be the best they can be. We are proud of our town, but we recognise there is much to be done to make it an even better place to live. In developing our Town Investment Plan, our #BrilliantBarrow campaign celebrates all that is great about our town and coalesces our community spirit to take collective ownership of the actions contained within the Plan to facilitate our success.

Figure 2.4 Local Industrial Strategy Sectors: Growth & Specialisation in Barrow Source: BRES, ONS (2019)

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Strategic Infrastructure Our Anchor Institutions

Barrow’s physical isolation • Sea: The Port of Barrow and industry partners. Our anchor institutions are Partnership, Cumbria how we can build a better frames the need for vital and is operated by Associated The airport has recently those institutions which are Chamber of Commerce, the economy and deliver a range resilient transport connections British Ports and handles undergone redevelopment strongly rooted in Barrow, Department of Work and of local economic, social and to suppliers and markets 110,000 tonnes of traffic and expansion, including a providing significant scale Pensions, and representatives environmental benefits through to ensure our economy can per annum serving the new terminal and air traffic in employment and spend of our community, voluntary their activities and spend. function efficiently. Key assets energy and manufacturing control tower. The Lakes and holding land and assets. and business communities. Our anchor institutions can which support our connection sector. The Port is home Gliding Club also operates These include Barrow Borough Together, we are working create ‘sticky capital’ within to the world include: to five Operation and local leisure flights out of Council and Cumbria County collectively to maximise Barrow, which enables us to Maintenance bases for the airport. Council, education providers opportunities, remove keep money within our local • Road: our strategic road such as Furness College and network includes the A590 wind farms located off barriers to growth, and align economy by supporting local Barrow’s coast. The Port The provision of strategic the University of Cumbria, investment. businesses and local people, linking Barrow to the M6 sites is crucial to securing public service providers and Kendal, and the A595 also has the potential facilitate a circular economy, to accommodate cruise investment and facilitating supporting health and well- Through the Town Investment and support the realisation of linking Barrow to the west business start-up and being such as University Plan, we will lever our coast and Carlisle vessels enabling visitors to social and economic value from access South Cumbria and growth. The development Hospitals of Morecambe Bay anchor institutions and investment to ensure no-one is • Rail: connecting Barrow to the Lake District National of Waterfront Business Trust, Cumbria Police and strategic partnerships to left behind. Lancaster via the Furness Park. The Port has the Park is helping to meet Cumbria Fire & Rescue, and support community wealth- Line and onwards to potential to further grow its requirements, offering major employers such as building by developing the Manchester Airport and annual contribution to the a range of serviced BAE Systems. Our Town Deal connections between Barrow’s London via the West UK economy development plots. A new Board brings together our economy, wealth creation Coast Main Line, and managed business centre anchor institutions alongside and our residents. We will the Cumbrian Coast line • Air: BAE Systems own recently opened on the strategic partners such as work in partnership with our connecting Barrow to Walney Airfield, connecting site will provide valuable the Cumbria Local Enterprise anchor institutions to explore Carlisle via the west coast, Barrow to locations grow-on space for local including Whitehaven, across the UK through businesses and investing Sellafield and Workington private flights serving companies. BAE Systems, MoD, We need to maximise our strategic infrastructure assets as enablers of growth • Digital: Barrow is well- served by superfast broadband and 4G mobile coverage.

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Natural Capital Heritage Value

Barrow has a wealth of natural Barrow has one of the highest • Numerous listed buildings The Dock Museum provides an capital which makes the town levels of heritage assets in the along Abbey Road and important role in conveying the an attractive place to live country but with low levels of Duke Street, the main history of the town, focusing and work. The RSA Heritage heritage activity, indicating the thoroughfares of the on shipbuilding, steelworks, Index scored Barrow as one potential for levering growth. Victorian planned town, the Furness Railway and of the highest in the country, part of a proposed Heritage wartime Barrow. The Museum Our heritage assets include: rich in landscape, natural and Action Zone overseen by has recently secured £1m industrial heritage assets. The • The impressive ruins of Historic England in Heritage Lottery funding, town is framed by 60km of Furness Abbey are a matched by private, public • Barrow Park recognised as coastline and the spectacular popular visitor attraction. and third sector organisations a Grade II listed park on the Lake District fells. It is home to Built in the 12th century, which will celebrate our Register of Historic Parks some of the most important Furness Abbey was one ‘Shipyard Town’. and Gardens by Historic wildlife habitats in Europe. of the richest monasteries England Our heritage assets will be a Designated sites include the in England before it was catalyst for wider regeneration world-renowned Walney North destroyed in 15th Century. and help breathe new life into and South Nature Reserves, The Abbey contains our town. which, alongside Duddon multiple Grade 1 listed Estuary and Sandscale Haws, buildings and structures are all Sites of Special Scientific and is managed by English Interest. Parks and open Heritage spaces include the centrally located 45-acre Barrow Park • Piel Castle situated on Piel alongside playgrounds and Island, built in the early 14th allotments. The abundance century and managed by of beaches and waterfront English Heritage supports cycling, walking and • The Barrow Island adventure sports such as kite conservation area with surfing. historic shipyard buildings and tenements

24 25 3 Issues and Opportunities for Barrow

Barrow has a positive future The Investment Plan is focused We have distilled our issues and within its grasp, led by the on a long-term strategy for opportunities for Barrow into five core sheer scale of investment in the change in recognition that areas: national submarine programme we have entrenched barriers and the potential for growth holding back our potential. Our leveraging our clean energy plan and our priority projects 1. Nurturing People & Skills assets. However, if we are are responsive to the emerging 2. Thriving Places to fully capitalise on these impact of Covid-19 and is opportunities, we need to tackle focused on driving resilience 3. Supportive Business Environment the barriers holding us back into our economy to enable us 4. Clean Growth Potential from achieving maximum local to learn from our experiences 5. Critical Infrastructure economic impact and inclusive and recover and build back growth. stronger than ever as a more cohesive, innovative and Our Brilliant Barrow Investment digitalised community. We have Plan, alongside other aligned focused our resources in the initiatives, seeks to secure short-term to ensure we are investment to ensure all parts responsive to the opportunities of our community can benefit that lay directly ahead of us to from the strategic opportunities drive long-term transformation. for growth.

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Building on our success Key Strengths

1. Nurturing People & Skills • A programme of investment in our • We have strong social capital which binds education system has supported three our community together with a sense of primary schools to be rebuilt or refurbished belonging and a community support network We have to ensure Barrow through a £12.8m scheme; a new £22.5m clearly evident in times of crisis such as the offers good jobs and greater campus at Furness Academy, and £47m recent pandemic earning power for all invested in modern college facilities at Furness College, including a new Advanced • Barrow’s job opportunities in cutting edge Barrow is home to 67,100 Manufacturing Technology Centre advanced manufacturing and energy people, of which 77% live sectors attracts workers from across the UK within the Town Deal area. We • Furness Education and Skills Partnership and provides a progression route to higher need to create a strong talent was established in 2011, bringing earnings pipeline to fuel our economy education providers and business together and the opportunities that with a shared ambition to equip local • We have a strong intermediate skills base, lie ahead of us. Our major young people with knowledge, skills and with 34% of our residents holding NVQ L3 investments require higher aspirations aligned to current and future and Trade Apprenticeship qualifications level skills to support growth. job opportunities. FESP facilitates projects (compared to 20% in England). We have an We need to align our supply and events to support enterprise, innovation excellent vocational education offer and a of skills with the demand for and skills development such as Skills Fest, greater propensity towards apprenticeship skills in the town, to ensure Furness Big Bang Fair, Building My Skills, destinations amongst our young people the Barrow Engineering Project and Happy our residents can access • We have an emerging platform of Higher and Healthy Lifestyles high quality job opportunities. Education provision to build upon. This We need to bridge the gap • There is a greater propensity towards includes provision currently delivered within between need and opportunity apprenticeship destinations in Barrow Furness College through accredited links in Barrow to enable our and we have one of the highest numbers to the University of Cumbria, Lancaster residents to access the benefits of apprenticeship starts in the country, University and UCLAN. The University of economic growth and ranking 34th out of 533 parliamentary of Cumbria also directly supports major improve life chances. constituencies in 2018/19 employers including delivering courses to BAE Systems and the University Hospitals of • BAE Systems STEM Ambassadors deliver Morecambe Bay Trust. a range of activities from Key Stage 1 to Key Stage 5 to increase interest in STEM subjects and careers, increase aspiration and attainment, increase employability skills, enhance knowledge • Locally responsive Third Sector initiatives which work with young people and adults furthest from the labour market such as Drop Zone, the Well, and the Building Better Opportunities programme

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Key Challenges:

• Declining population, which skill shortage challenge our LSOAs in the Barrow is predicted to continue, they face, and the Town Deal area are within The impact of Covid-19 on our people with a net loss of young difficulties experienced in the 10% most deprived people leaving to study attracting talent to the area nationally; 13% of all and work elsewhere who children live in workless Barrow-in-Furness’ population has been Despite the Coronavirus Job Retention may not return; combined • Barrow is an identified households; and social disproportionality impacted by Covid-19 in policy there has been an immediate with an ageing population higher education ‘cold mobility is low, ranking terms of health and mortality. ONS data on increase in unemployment in the UK. In structure, which is spot’ with below average 280th out of 324 local Covid-19 death rates per 100,000 people Barrow there has been an increase of presenting Barrow with a participation in higher authorities tightening labour supply education in the face of between March 2020 and May 2020 69% in the number of people seeking Job increased demand for • Health inequality is a reveals a rate of 104 in Barrow, relative to Seeker’s Alliance and Universal Credit • Below average rates of higher level skills. Only significant feature, with 82 in England. between March 2020 and May 2020. labour market participation, 30% of our population hold Barrow ranking 4th out Young people in particular have been most Analysis of health exposure to Covid-19 with economic activity degree level qualifications, of 317 local authorities affected, with a claimant rate for 18-24 reveals that Barrow is exposed on the rates 13 percentage points compared to 44% in in England on the health year olds of 10.2% in Barrow compared basis of the proportion of the population below the national average, England; and only 13% deprivation index. Life to 8.7% in the UK. The negative effects of aged 70+, and significantly exposed as and barriers preventing of our 16-18 year olds expectancy is lower than economic recessions on people’s mental a result of the levels of health deprivation participation including high pursue higher education the national average and health are well-evidenced, with worries in Barrow. Deprivation increases the levels of long-term sickness destinations which is there is a significant life about employment, finance and debt impact of Covid-19 through a range of significantly lower than the expectancy gap between putting a significant strain on well-being. • Mismatch of skills and factors including overcrowding, income, national average (35%) the most deprived areas occupations, with Barrow employment, disability and health status Due to its employment composition, and the least deprived workers earning 11% more – all of which are present in Barrow and Barrow-in-Furness has been insulated from • High levels of disadvantage areas of the borough. than Barrow residents in our communities, will have played a part in the exposure the worst economic impacts of Covid-19. indicating our residents impacting on educational of Barrow to the worst of Covid-19 However, due to societal exposure factors are failing to grasp the performance, aspirations health outcomes. Furthermore, the role the town has borne the brunt of some higher-level employment and life chances. 30% of Covid-19 has played in delaying hospital of the worst health impacts of Covid-19 opportunities presented appointments will inevitably take its toll in nationally.

by economic growth. Only Barrow Town Deal Area longer term health outcomes. Indices of Deprivation School closures are likely to accentuate 33% of our residents are (where 0-1 is in most 10% employed in higher level deprived area nationally) The Coronavirus Job Retention policy has the socio-economic divide in educational 0-1 5-6 occupations, 15 percentage sought to reduce the rates of redundancy. attainment. Research by the Institute for 1-2 6-7 points below the national The sectoral composition of the town has Fiscal Studies found that children from 2-3 7-8 contributed to a lower rate of furloughed better off families are spending 30% average 3-4 8-9 workers in Barrow at 154 per 1,000 more time on home learning than those 4-5 9-10 • Skill gaps and shortages working age residents compared to 184 in from poorer families. Children have been are holding economic England. dependent on parental time and ability, growth back, 17% of and access to digital infrastructure, during Cumbrian employers report lockdown to support home learning, and skill gaps and 31% of all Barrow has high concentrations of deprived vacancies are defined as Figure 3.1 Index of families where this support will be lacking. skill-shortage vacancies. Multiple Deprivation in Consultation with major Barrow, 2019 employers in the town Source: English Indices of highlight the scale of the Deprivation, 2019 30 31 3

2. Thriving Places

We want Barrow to be • Spacious tree-lined We need to ensure that Barrow a prosperous town that avenues framed by offers a choice of good quality is sustainable, safe and affluent town houses along housing that is sustainable Abbey Road and around and affordable. The Local Plan offers a high quality of Croslands and Hawcoat identifies a number of housing life sites in locations across the • Infill housing estates from The character of our town providing a range of the 1980s onwards, such development opportunities neighbourhoods is defined by as Ratings Village on Flass distinctive housing: to deliver a wide choice of Lane and Beacon Hill new housing, which when • Dense Victorian grid • Edge of town new housing combined with regenerating iron terraces in the town estates offering lower the older and poorer quality centre, historic tenements density detached and housing, particularly in the of Barrow Island and the semi-detached housing in town centre, will provide this planned workers housing of Holbeck and Hawcoat offer. In addition a number Vickerstown of previously developed Opportunity Areas suitable • Large Council estates for housing and mixed use offering terraced, flats and development have also semi-detached housing been identified to support across Risedale, Newbarns, sustainable growth. Ormsgill, and Walney, many of which are now in private ownership

Figure 3.2: Resilient Places Plan

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Building on our success Key Strengths Key Challenges: The impact of Covid-19 on our communities • Barrow Library has secured £1.2m from Cumbria County • Strong housing growth agenda • Barrow’s town centre is facing a significant vitality and Council to modernise and expand the offer is being pursued through viability challenge, with reduced footfall, a high proportion Covid-19 has deprived local delivery of the Local Plan of vacant units (around 17% and rising) and competing high streets of consumer • The emerging ‘Barra Culture’ £2.575m programme will support including the creation of a pressures from e-commerce and out-of-town retail spending – initially as a result creative people and places activity of the Government mandated new neighbourhood at Marina • Areas of high and entrenched deprivation remain, with lockdown, but set to continue • Barrow is part of the Morecambe Bay Cultural Compact Village to deliver aspirational Barrow ranking 31st out of 317 local authorities in England due to a recession induced awarded in 2019 by the Arts Council and quality housing on the Index of Multiple Deprivation, and 30% of LSOAs contraction in consumer within the 10% most deprived areas nationally • The recently secured £1m National Lottery Heritage Funding • Our unique natural capital spending. for the Dock Museum which will focus on the shipbuilding and which includes international • Barrow has high levels of health deprivation, ranking 4th At the end of April, spending engineering heritage of Barrow and national designations out of 317 local authorities, affecting quality of life and life in Barrow-in-Furness had including Duddon Estuary expectancy • The new Alfred Barrow Health Centre opened in November and Morecambe Bay and two dropped by 27% since the end 2019 after a £14m refurbishment. The new centre brings National Nature Reserves • Lack of variety in the housing offer, with c.50% terraced and of March, and more importantly together a number of primary and community health services 45% built pre-1919, to meet the aspirations of residents a 61% drop in non-grocery adjacent to a new ambulance station serving the area • Heritage value including the and workers and to meet the needs of an increasingly spending has put an already 12th century Furness Abbey, ageing population. Whilst Barrow has experienced growth fragile town centre in an even • The proposed Re:discover Barrow Heritage Action Zone will the 14th Century Piel Castle, in housebuilding, far fewer dwellings are being constructed more precarious position. restore and enhance the local historic character and support our distinctive Victorian relative to the size of the population at 18 net additional sustainable economic and cultural growth on and around the The profile Barrow received in character and maritime history dwellings per 10,000 residents compared to 43 across high street in the Central Barrow Conservation Area the national press due to the assets England exceptionally high number of • The Barrow Business Improvement District (BID) is a five-year • Significant potential to develop • The number of brownfield sites which are currently vacant confirmed Covid-19 cases has scheme set up in 2016 to promote and regenerate Barrow’s tourism activity around coastal which represent redevelopment opportunities, but carry impacted upon the external town centre and marine assets, heritage significant remediation costs and site constraints which need perception of Barrow and had • Historic programme of housing market renewal resulted in assets and maritime history to be addressed a negative impact on investor 300 houses subject to stock condition improvements and 180 and underpin our investment confidence. Further analysis • Poor quality and overcrowding in private housing stock properties cleared to facilitate the development of new housing proposition to residents and of the results found that the contributing to poor health outcomes. c.20% of privately aimed at improving choice and increasing demand businesses high number of cases was owned and privately rented housing in Barrow have category reflective of early and proactive • Improving access to good • Barrow Island Flats is a £3.4m loan programme to bring 1 Housing Health and Safety Rating System hazards testing by UHMBT which is quality health care through empty properties back into use, improve the quality of testament to the strength of the delivery of the new Alfred • Poor perception and image of Barrow deterring investment accommodation and stimulate demand for the flats alongside our healthcare system. Barrow health centre and an environmental improvement programme around the flats • Low quality of the built environment in some parts of town, provision of seed funding to including a lack of open and green space in the town centre • The Central Barrow Townscape Heritage Initiative scheme facilitate new hospital facilities has facilitated a high quality pedestrianised and landscaped at Furness General Hospital. • Barrow has limited access to cultural facilities which detracts environment in the town centre . from our quality of life offer and our ability to attract young people and working age residents into the area. 34 35 3

3. Supportive Business Environment

We need to make Barrow Our economy is distinctive in the best place to start that it has seen its productivity and grow a business and gap per head narrow in the past 10 years, driven by capitalise on our ideas productivity gains in high value The advanced manufacturing sectors such as manufacturing sector in Barrow is a large and which accounts for 42% strategically important sector of our total GVA. However, which will drive productivity the productivity gap within growth and competitive sectors is significant, and advantage, and provide the our sectors are considerably foundation for growth in other less productive than their areas of our economy. Barrow national counterparts. This is a centre of excellence for can be attributed to a range marine engineering and the of factors such as sub- UK submarine industry. sector composition, skills and occupational profile We recognise that our and shortages, technology fortunes are inextricably adoption and innovation Figure 3.4 The Productivity Challenge linked to national defence intensity, business ownership Source: Regional GVA (Balanced), ONS, 2019; Population Estimates, ONS, 2019 policy and spending patterns. and size structure. We need to ensure our businesses are resilient to change by strengthening their competitiveness within existing markets and support them to diversify into new markets.

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3. Supportive Business Environment

Building on our Key Strengths Key Challenges: The impact of success Covid-19 on our business base • The economy is strongly reliant on a very small number of businesses. The two largest employers – BAE Systems and Analysis of the presence of • Barrow is at the centre of • Presence of high value sectors which can support growth in Furness General Hospital – directly employ 35% of total businesses mandated to close a national programme to the economy. The manufacturing sector accounts for 42% jobs in Barrow with more jobs in the supply chain. These by government guidance in develop a new generation of Barrow’s economic output as measured by GVA. Barrow employers are strongly affected by government policy March 2020 identifies Barrow of nuclear deterrent has several ‘best in class’ firms delivering high levels of decisions which makes Barrow vulnerable to fluctuations in as falling in the middle cohort submarines. The £40 productivity public sector spending of local authorities in England billion Dreadnought as economically ‘exposed’ on • Barrow has well-defined employment clusters in advanced • Whilst Barrow has a small number of highly productive firms, Defence programme offers this measure. significant associated manufacturing and energy which define our value it has a ‘long tail’ of firms whose productivity performance is supply chain and spend proposition to investors and provide a magnet for innovation lagging where there is significant scope for improvement Across the UK Covid-19 has opportunities. The BAE and skills led to 23% of businesses • Barrow has a supressed entrepreneurial economy, with very Systems site is undergoing across all industries seeing • The presence of supply chain opportunities including BAE low rates of self-employment and a low business birth rate, major redevelopment to turnover fall by over 50%. Systems can support local SME involvement indicative of an industrial area with a dominant employer. provide a range of new Those businesses most There is also a low number of high growth businesses. The and upgraded capabilities • Our global companies are export-oriented, with the largest affected include construction current business support landscape in Barrow is fragmented to deliver this programme exported commodity (machinery and transport) exporting and wholesale and retail trade. and entrepreneurs and growing businesses cannot readily of investment predominantly to non-EU countries These businesses account for access support aligned to their needs 30% of the business base in • Kimberly-Clark, the paper • Innovation excellence in nuclear shipbuilding and energy • Barrow’s innovation activity levels are low across the wider Barrow which illustrates the mill producing products for held by key businesses such as BAE Systems, James Fisher economy, characterised by low numbers of patents and scale of impact locally. international brands such Marine & Sub Sea, Siemens Subsea, and Forth Engineering. low levels of R&D expenditure by the public sector, and our as Kleenex and Andrex, However, given the dominance innovation ecosystem to facilitate activity is weak is currently undergoing of sectors not mandated a £85m investment • Some sectors such as manufacturing are more exposed to to close in the town (such programme to improve automation and will be disproportionately affected by digital as manufacturing) and the production and drive disruption under-representation of self- manufacturing efficiencies employment, Barrow has • Businesses report issues in sourcing skilled staff which is been less affected in terms of • Barrow has a cluster of hindering their growth. the proportion of employment globally oriented innovative impacted by closures. manufacturing firms that supply to the nuclear and Consultation with major offshore wind, oil and gas employers in Barrow reveals sectors such as Siemens how productivity levels have Sub-Sea and James Fisher fallen as a result of skilled staff Nuclear. in the manufacturing sector being unable to work due to social distancing requirements. 38 39 3

4. Clean Growth Potential

Barrow has made a We benefit from five Our town has a distinct role The coastal location of longstanding and diverse operational wind farms in the to play in responding to the Barrow means that we are contribution to the UK’s Irish Sea, including the Walney UK’s target of becoming vulnerable to the effects of Extension operated by Orsted Net Zero carbon by 2050 climate change, particularly energy requirements. We which is one of the world’s through leveraging our the effects of sea level rise need to ensure we help largest operational offshore natural resources to make an and coastal erosion. Our CO2 lead the UK through the wind farms, generating clean enhanced contribution to the emissions in Barrow stood next chapter. electricity for nearly 600,000 UK’s Clean Growth Challenge. at 408 kt in 2017, and have homes. Barrow Borough Council reduced by 29% since 2012. Barrow is located at the heart declared a climate emergency We need to play our part in of Britain’s energy economy. Barrow is a key part of the in July 2019 and made a the decarbonisation agenda Gas from the east Irish Sea nuclear supply chain and commitment to reduce carbon and maximise the transition to is landed and processed at supplies to nearby nuclear emissions through a Climate clean energy. the Barrow Gas Terminals sites including Heysham Change Policy which sets out operated by Spirit Energy. Power Station and Sellafield the ambition for the borough We need to support our Barrow Gas Terminal provides (nuclear reprocessing, waste to be net zero carbon no later businesses to respond to this enough energy to heat 1.5m storage and decommissioning). than 2037. policy imperative, to reduce homes across the UK. The nuclear technology their carbon footprint, and Figure 3.5 Our Green Credentials ( Per capita CO2 Emissions (t) ) underpinning the nuclear access new opportunities for Source: UK local authority and regional CO2 national statistics: 2005-17, BEIS, 2019 submarine industry has scope growth in low carbon sectors. for diversification into the civil nuclear market.

40 41 3

Building on our Key Strengths Key Challenges: The impact of success Covid-19 on our clean growth agenda • Proximity to Higher • Competitive landscape • The Port of Barrow • Barrow plays a key role • Presence of the Port and with other UK areas Some changing of norms and provides a West Coast in UK gas infrastructure. waterfront land assets Education Institutions and major industry players who gearing up for lead roles behaviours during Covid-19 Operation & Maintenance Since Spirit Energy’s available for development has delivered positive change can lead innovation • Coastal location leaves us Hub serving five offshore Morecambe Bay gas into our clean growth agenda. wind farms in the Irish fields came on stream in • Barrow has well-defined vulnerable to the effects employment clusters in • An emerging investment sea that together account 1985, more than 6.5 trillion proposition linked to of climate change and Levels of walking and cycling for over 20% of the UK’s cubic feet of gas has been energy which define our highlights the net zero are up locally, and emissions value proposition to investors energy and clean growth current installed capacity extracted, processed and which can help secure imperative are down. The challenge will piped into the National Grid and provide a magnet for be maintaining these positive new trade and inward • Exploring options to extend • Barrow is a key player innovation and skills changes as we return to the in the Offshore Energy • Centrica operate one investment opportunities field life in Morecambe • World class engineering new normal. Alliance, a new cluster of the world’s largest • Active involvement in Bay’s gas fields and facilitating collaboration battery storage facilities skills base and HE/FE system maximise economic Energy supply chains have helping to create the next collaborative work and between key players in at Roosecote, with 49MW strategic partnerships such recovery of gas reserves, experienced a lack of demand the offshore sector in power output, providing generation of talent and facilitate continuous during the Covid-19 crisis. This innovation as the Cumbria LEP Clean North Wales and North energy resilience to meet Energy sector panel, the improvement and is impacting on profitability West England to achieve fluctuations in demand • The presence of supply chain North West Offshore Wind contribute to net zero and driving the need for cost increased benefits with the ability to provide savings. Low income families opportunities including the Alliance, British Energy • Securing investment in to local supply chain energy for around 50,000 have been particularly affected, offshore wind sector can Coast Business Cluster, innovative activity to businesses within coastal homes with the limitations placed on support local SME involvement and NP11 to develop the test new ideas and low communities. Barrow has their access to basic essentials sector carbon opportunities such the opportunity to secure • Some development • Innovation excellence in like fuel and power, which as carbon capture and further investment via in circular economy nuclear and wind energy held • Development of proposals highlights the importance of storage and hydrogen future rounds of offshore interventions such as a by key businesses to facilitate clean growth ensuring access to affordable production with clarity local heat networks. Our such as Low Carbon energy. wind licensing • Existing assets which can stakeholders are gearing Barrow to facilitate energy required on regulation, be repurposed to support • Already well positioned up for more of this activity efficiency in buildings and pricing and incentives Looking ahead, there will an in UK nuclear supply the development of the increased focus on healthy transport and the Cumbria • Supporting businesses to chain. Long term nuclear • We are already investing hydrogen economy such as places and the need to improve Climate Action Fund to identify and capitalise on investments elsewhere in in energy efficiency in wind generation capabilities, air quality which will drive support community-led clean growth opportunities Cumbria and Lancashire residential and commercial capacity for storage in demand for clean affordable buildings and we have climate action. could be leveraged in Morecambe Bay gas fields, • Ensuring that education energy production and significant scope and need Barrow access to the National and skills infrastructure improved energy efficiency to develop this agenda in Transmission System, and responds to industry performance in buildings. next 5 years and beyond. supporting infrastructure such requirements and enables This will support growth in as the Port, available sites and local residents to access employment in clean growth a skilled workforce. the new jobs being activities. created. 42 43 3

5. Critical Infrastructure

Barrow needs to offer a competitive infrastructure which facilitates the movement of people, goods and information Upgrading our infrastructure will allow our communities to interact, innovate and play a more active role in the labour • Transport infrastructure • Enhanced digital market, whilst opening markets has a vital role to play in connectivity will help us and trade opportunities across supporting our economic to overcome the barrier the globe: growth, enabling access to of physical distance and employment and services. through the provision of • The provision of suitable However, transport is a digital infrastructure and employment sites and major contributor to the digital skills will facilitate premises is an important climate change emergency our digital inclusion agenda. precondition of economic that we face, and we need growth to provide and enhance more sustainable travel choices to minimise emissions

Figure 3.6: Critical Infrastructure plan

44 45 3

Building on our success Key Strengths Key Challenges:

• The Connecting Cumbria initiative has • The compact nature and topography of • The peripherality of Barrow • Quality and reliable public • There are limited options improved access to superfast broadband in Barrow supports short journeys by walking means that we depend on transport services are an of employment premises Barrow, with over 99% of premises having and cycling. Barrow traditionally had a high long distance connections essential component of for purchase or letting access to superfast speeds modal share of walking and cycling but this to regional and national a sustainable travel plan. and there are gaps in the has reduced over time markets. However, our Efficient interchanges quality and type of premises • Site assembly and preparation works to transport links to and from between different modes available relative to demand unlock the new Waterfront Business Park • Regular rail services with new rolling stock Barrow need improvement. of transport facilitate adjacent to the Port of Barrow. Phase 1 of from Barrow to Manchester Airport is The A590 is a critical route, movement and take-up • Whilst Barrow is well served the new Waterfront Business Park was supporting improved connectivity to the as there is no alternative by superfast broadband, completed in 2017 anchored by a 300,000 West Coast mainline direct route into Barrow • The Cumbria Coastline has access to Ultrafast sq ft logistics facility owned by BAE Systems. from the M6 motorway. The received little investment technology is very limited. • The Port of Barrow supports the activities A new 16,000 sq ft ‘Waterfront Gateway’ length and unpredictability and with a less frequent of BAE Systems and nuclear, gas and Managed Business Centre will offer up to of this route presents a service and older rolling offshore renewable industries and provides 28 office suites providing valuable grow on resilience challenge and a stock is less attractive to a valuable strategic asset space within Barrow. The Business Park barrier to economic growth. travellers offers serviced development plots ranging • Superfast broadband coverage and access The A595 forms a key • Lack of charging from 0.66ha to 4.66ha to 4G mobile data coverage provides strategic link to the west infrastructure to support the coast of Cumbria and is • Development of a Local Walking & Cycling essential digital connectivity access but uptake of electric vehicles also affected by significant Plan for Barrow, working with anchor there is a need to look to the future and reliability, resilience and • While an important asset, employers such as BAE Systems to access ultrafast and 5G connectivity. safety challenges the Port of Barrow has the implement sustainable travel plans which potential to act as a further reduce single occupancy car journeys • Road congestion and driver for investment through encouraging alternative modes of parking is a prominent issue, transport including public transport, cycling particularly around major • There are gaps in and walking employment sites which infrastructure for cycling has a negative impact on and walking to support • Delivery of significant upgrades to North surrounding residential low impact zero emission Road and Bridge Road junctions supporting areas commuting, to capture the flow of traffic across the town. transport demand from major employers, and to facilitate healthy lifestyles

46 47 3

The impact of Covid-19 on our infrastructure Home working has become crucial for many individuals and businesses as a result of Covid-19. Google mobility data shows that across Cumbria there has been a fall of 51% of people travelling to places of work. Effective home working is reliant on adequate digital infrastructure. Barrow is well served by superfast broadband but less than 1% of premises in Barrow have access to gigabit capable Full Fibre and Ultrafast speeds. This will have a detrimental impact on productivity. Digital inclusion (the extent to which individuals and groups can access digital infrastructure) is a significant barrier in Barrow. NHS Digital identify groups who may be unable to access digital infrastructure and those highly prevalent in Barrow include: • older people • people in lower income groups • people without a job • people in social housing • people with disabilities • people with fewer educational qualifications who excluded left school before 16 Access to affordable digital provision is a key requirement to ensure we can support our residents to access education and public services online. This includes access to digital connectivity, hardware and software. Due to spatial restrictions public transport usage has fallen. Google Mobility Data covering Cumbria states that public transport usage has fallen by 57%. In addition to less travel to work trips there has also been a 61% decrease in travel to retail and recreation. Looking ahead, public transport will continue to be impacted by space restrictions and opportunities to facilitate cycling and walking will support active and safe travel in Barrow.

48 49 4 Our Shared Vision

The Barrow Town Deal • Putting our residents at the centre of our plan Board has come together through community led approaches which to champion future growth supports everybody to engage and thrive and investment in Barrow. • Collective action and partnership working, drawing The Board represents on the capacity and expertise of the public and the public, private and private sector and the Third Sector to deliver on the voluntary sectors and we full potential of Barrow recognise the value in the • Co-operation across anchor institutions, working collective strength of our collectively to maximise the benefit they bring to partnership to realise our the economy and people of Barrow potential. Our #Brilliant We will build on the combined strength Barrow Investment Plan is of our offer to harness the untapped genuinely collaborative in potential of Barrow and increase our approach which includes: contribution to UK economic growth.

50 51 The Brilliant Barrow Investment 4 Plan establishes our shared vision for the town over the next 20 years:

“To build on our economic strengths, rich industrial heritage, natural beauty and sense of community to develop a town that is economically dynamic and diverse, sitting at the forefront of innovation and green growth, viewed as a great place to live, study, work and visit and home to a healthy population that can deliver a prosperous, inclusive and fair future”

52 53 4 SO1. To put residents at the centre of public service delivery

Our shared vision provides SO2. To build on our strengths to help Barrow become an integrated and strategic P1: Inclusive economy a centre of excellence and innovation for advanced response to the opportunities manufacturing and clean growth and challenges presented by Barrow. £ SO3. To create a resilient local economy through greater Our vision is underpinned by diversification, enhanced competitiveness and providing a wider three pillars which cut across range of quality employment opportunities all our strategic objectives. These lie at the heart of our investment approach and will SO4. To grow the working age population by creating an drive positive change through attractive and vibrant place to live, work and visit collective action.

SO5. To equip people with the skills and confidence to achieve their P2: Clean Growth potential to take full advantage of opportunities

SO6. To strengthen progression pathways through a Our 3 cross Learning dynamic and integrated approach to school, further and cutting pillars higher education

H SO7. To reduce deprivation and improve the physical and mental health and well-being of our community

P3: Healthy Places SO8. To be a digitally connected and physically accessible town supporting walking, cycling and public transport

SO9. To deliver a more diverse and attractive housing offer while ensuring the continued renewal of our existing stock

SO10. To achieve a vibrant town centre, leisure and service offer supporting the role of Barrow as a regional centre while enhancing our rich built and cultural heritage

54 55 4

What will success look like?

Our Town Investment Plan The implementation of our Plan will realise positive outcomes for responds to national and sub- Barrow through a triple bottom line approach. These impacts will, regional policy aspirations for in turn, contribute to UK growth and prosperity.: economic growth. Positive Social Positive Economic Positive Environmental Outcomes Outcomes Outcomes • Effective and representative • Improved productivity • Attractive and sustainable partnerships and sustainable business places and spaces growth • Fair and equal society • Better connected and • Innovative and sustainable transport • Digitally and physically entrepreneurial activity connected communities • Reductions in CO2 • Diverse low carbon emissions and improved air • Improved access to quality economy quality and affordable homes • Better health and less The impact of the Barrow poverty Town Investment Plan by 2040 on the economy of the town • Improved life chances and will be measured through: educational outcomes • Increased economic output (as measured by Gross Value Added) - £63.2 million • Carbon savings (as measured by CO2) – 810 tonnes • Social Return on Investment (as measured by HACT indicators) - £20.7 million • Land value uplift - £19.9 million • WEBTAG impacts- £27.3 million.

56 57 4

Our Brilliant Barrow Investment Plan establishes a framework for action over the next 20 years (2020-2040). Our collective understanding of the issues and opportunities which lie ahead of Barrow provide the foundation for five thematic intervention areas, establishing focused areas for collaborative action and a set of Our Long prioritised short-term Town Deal investments which will unlock our Term Strategy potential. 58 59 4 What does success look like? Population growing and young people attracted and retained locally Thematic Intervention Area Young people inspired to pursue rewarding careers and succeed in life Nurturing People & Skills More people with relevant skills for employment and entrepreneurship Retention of skilled local people through enhanced career Our Town Investment Plan will facilitate an attractive progression routes and nurturing environment to retain and attract young Barrow-based employers engaged and recruiting locally and working age people and provide the valuable talent our town needs to fuel the opportunities ahead. Retention of skilled local people through enhanced career progression routes Improved health and well being Focus Areas:

Inclusive economy: ensure Support thriving Tackle health Graduate retention and that the principles of good communities: there are inequalities: the attraction: through creating Strategic Alignment growth and community wealth cold spots of worklessness, determinants of health are opportunities to study locally; building underpins the delivery Barrow Council Plan 2020-2024 unemployed young people, wide ranging and health and promoting job opportunities of the Town Investment Plan poor health and disadvantage well-being can be supported in Barrow to graduates Furness Education and Skills Partnership in Barrow which requires the Facilitate a demand- through access to good elsewhere; and creating Cumbria Skills Advisory Panel skills system, in conjunction quality housing, high quality graduate opportunities in our led skills system: ensure with other services, to address open spaces and green businesses through graduate Cumbria Local Industrial Strategy the supply of technical and these issues in a joined-up way infrastructure, and access higher-level skills are available placements and internships through an integrated public to employment, sports and Cumbria County Council Plan 2018-2022 locally to meet employer service delivery approach. leisure We will seek to better Explore alternative needs in Barrow. This includes Post-16 Skills Plan This will help us to make best understand the factors broadening the local Higher education provision: use of our available talent contributing to health inequality Education Offer, alongside explore the development of an and increase our workforce in Barrow through research providing progression Alternative Provision Centre Select Delivery Partners through connecting people to and targeted intervention, pathways to higher education in Barrow that provides the opportunities including active design opportunity for young people Barrow Borough Council and employment and University Hospitals of and bespoke preventative who are not able to access promoting the opportunities Morecambe Bay Trust Facilitate digital programmes to support health the curriculum in mainstream Cumbria County Council and benefits of skills inclusion: ensuring our investment to residents and well-being school to have a chance at Employers Furness Education & Skills residents and businesses success. Partnership Nurture ambition in have the digital skills and Secure social value – Cumbria Chamber of Commerce affordable access to the digital work with anchor employers Department for Education Barrow: build on good Department for Work & Pensions infrastructure, hardware to continue to build on existing practice of existing employer Cumbria LEP and software they need to activity providing financial and engagement in aspirational Education and skills providers participate fully in this digital in-kind support to projects that Department for Business, careers activity in schools and age deliver social and economic Inspira Energy & Industrial Strategy colleges, attract and retain value in Barrow apprentices and graduates Cumbria Police Cumbria CVS

60 61 Barrow 4 Community

What does success look like? Thematic Intervention Area Young and growing population Growing and diverse economy Thriving Places Increased footfall and visitor numbers Improved health and well-being Our Town Investment Plan will support activities Vibrant, attractive and healthy places that make Barrow a diverse, attractive and healthy Sustainable and high quality homes place to live, work and visit. New culture, sports and leisure assets Local and new businesses committed to inclusive growth

Focus Areas: Public service delivery aligned to need

Place development – Renew private and Revitalise and Enhance Barrow’s culture and tourism: social housing stock: repurpose Barrow outdoor activity offer: Strategic Alignment co-ordinate and promote make the most of our rich Town Centre: through a harness the opportunity assets to visitors include Barrow Council Plan 2020-2024 built heritage by repurposing programme of activity including presented by Barrow’s Morecambe Bay Cycleway, as attractive housing to meet Future High Street investment, waterfront landscape to deliver Barrow Borough Local Plan 2016-2031 England Coast Path; Dock today’s needs, with a focus on Heritage Action Zone, Barrow an enhanced outdoor activity Museum; Furness Abbey; Piel rejuvenating housing stock, Town Deal and Barrow offer to facilitate health and UHMBT Better Care Together Review Island; South Lakes Safari Zoo; improving energy efficiency well-being and attract visitors and develop a programme of Business Improvement District Cumbria County Council Plan 2018-2022 and quality in identified target and spend events to support growth in areas Healthy Town: Cumbria Local Industrial Strategy the visitor economy and retain preventative care and active Capture social value local spend; continue to secure Support planned design will shape Barrow from anchor businesses, Public Health England Strategy 2020-2025 investment in enhancing increase in new housing: as a healthy town where and major development existing assets - meet the Local Plan housing people can thrive and grow. and investment: ensure Explore the feasibility requirement of 119 net We will secure investment in new investment adds value Select Delivery Partners additional dwellings per health infrastructure, including of new major visitor for people living and working Barrow Borough Council annum to deliver a range of maximising the potential of locally to improve their quality attractions: linked to housing types and sizes which UHMBT seed funding for new of life and life chances. Cumbria County Council maritime heritage or sports-led provide quality and choice hospital provision and seek regeneration to secure investor/ including the delivery of Marina funding opportunities to tackle Homes England developer interest and deliver Village, a long term aspiration the determinants of health and University Hospitals of Morecambe Bay Trust a enhanced community culture of the Council, to increase our well-being contributing to the and leisure offer population and stem decline pervasive health inequalities Landowners and developers in young and working age that exist in Barrow population Registered providers Major employers & investors

Cumbria CVS

62 63 4

What does success look like? Increased entrepreneurship and new private and social Thematic Intervention Area enterprises started Supportive Business Environment Increased profitability and enhanced business growth Target sectors growing and investing in Barrow Inward investment secured Our Town Investment Plan will support activities Resilient and diverse economy that will drive productivity growth and resilience in Growth in employment, skills and income our business base Technology trends and impacts understood

Focus Areas: Strategic Alignment Anchor Business Enhance Business Strengthen Local Supply Facilitate Soft Landing: Barrow Council Plan 2020-2024 Engagement and Support: review existing Chains: work with BAE develop the value proposition Barrow Borough Local Plan 2016-2031 Community Wealth business support provision in Systems on the implementation of Barrow as a place to building: strengthen strategic Barrow to identify gaps in the of their supply chain strategy invest and promote the Cumbria County Council Plan 2018-2022 relationships with Barrow’s eco-system. Build on county- to support development of the offer alongside supporting Cumbria Local Industrial Strategy largest employers to ensure wide offer to provide equitable local supply chain and their businesses to start, grow and expand in Barrow through their needs are being met, access to provision in Barrow capabilities to supply to them, Borderlands Inclusive Growth Deal facilitate local recruitment and develop bespoke support and other markets, to support advice and networking and procurement to maximise to develop the competitiveness diversification and resilience Northern Powerhouse Strategy Industrial Digitalisation: social and economic of SMEs such as a supply of the local economy and BAE work with our manufacturing UK Industrial Strategy value, support growth and chain development, innovation supplier base and energy sectors to investment aspirations, and and digitalisation support, ensure they are responsive deliver more jobs in Barrow low carbon support, and Provide incubation and to digital disruption and the international trade support, grow on space: ensure Select Delivery Partners and encourage development of Barrow businesses censure transformational effects of social enterprises Barrow businesses and inward AI and automation to ensure Barrow Borough Council employment is protected investors can access the sites Cumbria County Council Creating an ecosystem and premises they need to and new job opportunities to support social start up and scale up are exploited. Facilitate links Cumbria LEP between HEIs and business to enterprise: social develop product and process Cumbria Growth Hub enterprises have a valuable innovation. role to play in building a better Cumbria Chamber of Commerce Barrow through fulfilling a social purpose and realising Higher Education Institutions benefits for Barrow. Targeted Barrow BID support could enable the social enterprise sector to respond to Department for Business, Energy & Industrial Strategy opportunities and need where Innovate UK market failure is present Major employers 64 65 4

Thematic Intervention Area What does success look like? Net zero targets achieved Clean Growth Potential Carbon emissions decreasing Clean energy production increasing

Our Town Investment Plan will develop a clean Inward investment secured and green Barrow that supports economic growth, Increased profitability and enhanced business growth connectivity, and health and well-being Target sectors growing and investing in Barrow Growth in employment and income

Focus Areas: Strategic Alignment Net Zero Target: realise the Clean energy testbed: climate change. We will work Deliver the Local Plan’s borough’s climate emergency our natural and clean growth with partners to explore how Major Opportunity Barrow Borough Local Plan 2016-2031 target to achieve net zero by we can protect our natural assets positions us well Areas: realise the economic 2037 through working with capital assets whilst improving Barrow Borough Council Climate Change Policy 2020-2025 to respond to the Clean and low carbon potential residents and businesses our environment to support Growth Grand Challenge by of the Waterfront Business Cumbria County Council Plan 2018-2022 to enact change through economic growth working collaboratively with Park Strategic Employment changing the way we generate Cumbria Local Industrial Strategy government and the private Opportunity Area and Energy and use energy Respond to further sector to trial new ideas linked Uses Opportunity Area Northern Powerhouse Strategy to low carbon opportunities offshore leasing Maximise Sector Deals: such as hydrogen, CCUS, and opportunities: identify Deliver the ambitions of UK Industrial Strategy working with Cumbria LEP small modular reactors and respond to further and BEIS to build on Barrow’s Low Carbon Barrow: a UK Clean Growth Strategy opportunities for offshore wind programme focused on a range expertise in offshore wind Natural capital: our development in the Irish Sea of energy saving measures in and nuclear to identify the natural capital will play a and strengthen Barrow’s role public housing, public buildings, place-based interventions and vital role in helping Barrow Select Delivery Partners as a serving Operational & business premises, and electric contributions Barrow can make achieve net zero emissions Maintenance support base, vehicle provision. Barrow Borough Council towards growing the sectors and increasing our resilience to including through securing investment in the Port Cumbria County Council Cumbria LEP Cumbria Growth Hub Higher Education Institutions Department for Business, Energy & Industrial Strategy Innovate UK Existing employers such as Spirit Energy, Orsted, Centrica, Vattenfall

66 67 4 H

Thematic Intervention Area What does success look like? Reduced traffic and parking issues around large Critical Infrastructure employment sites Modal shifts towards active and sustainable travel Quality employment sites and premises Our Town Investment Plan will ensure Barrow has Reduced carbon emissions the enabling infrastructure to facilitate growth and opportunity and support sustainability objectives Improved health and well-being Full Fibre and enhanced mobile connectivity across Barrow

Focus Areas:

Improve digital Realise the potential Modernise the bus Highways Improvement Strategic Alignment connectivity: continued of Barrow Port: to network: modernised bus Programme: work to secure Barrow Borough Local Plan 2016-2031 expansion and roll-out of respond to future growth fleet, improved bus interchange junction improvements at key superfast and ultrafast prospects in clean growth, facilities in the town centre, and locations throughout Barrow Barrow Borough Council Climate Change Policy 2020-2025 broadband and improved advanced manufacturing and changes to the network and to support the delivery of Cumbria Infrastructure Plan mobile connectivity to visitor economy and shifts in fares to support sustainable growth as defined in the Local include full 4G provision and international trade travel, health and well-being, Plan; and town carriageway Cumbria Local Transport Plan development of 5G provision and a thriving town centre resurfacing to maintain Support development of Cumbria Coastal Defence Strategy Sustainable travel plans: use, improve journey and new employment sites Rail Improvement environment for all users Cumbria Local Industrial Strategy work with anchor businesses and premises: continued Programme – support to reduce single occupancy development of the Waterfront station improvements; capacity Major Road Transport for the North Strategic Transport Plan travel to work through Business Park to facilitate and line speed improvements Enhancement: support encouraging alternative modes UK Industrial Strategy local firm expansion and on the Cumbria Coast Line and improvements on major routes of transport including public secure inward investment, and Furness Line (A595 and A590) into Barrow UK Digital Strategy transport, cycling and walking delivery of further employment to improve connectivity to the UK Clean Growth Strategy land to meet the identified Enhance Local M6 and West Cumbria requirement in the Local Plan Cycling and Walking (19.4ha) Coastal Defences: Infrastructure: to reduce implement the Cumbria Select Delivery Partners carbon emissions, reduce Coastal Defence Strategy and Barrow Borough Council Associated British Ports congestion, support health and protect Walney coastline from well-being and develop the further coastal erosion. Cumbria County Council Energy Savings Trust visitor economy Cumbria LEP Developers/landowners Department for Transport Ministry for Housing, Communities & Local Government Transport for the North Network Rail Department for Culture, Media and Sport Stagecoach 68 69 5 Our Town Investment Plan

Over the lifetime of the Town Investment Plan we will Our offer benefit 51,600 residents directly and generate: • £63.2 million in additional GVA We want to build on and support our • £20.7m Social Return on Investment successes and strengths, and the existing • £19.9m Land Value Uplift good work of the private, public and third sector. We will use Towns Funding to catalyse • £27.3m WEBTAG benefits a step change in the fortunes of Barrow’s • 810 tonnes of CO2 equivalent savings economy. This injection of resources will allow The cumulative impact of delivering a holistic set of us to deliver interventions at scale to provide projects and programmes through the Town Investment Plan will momentum and equip us to better respond unlock additional benefits, such as: to the challenges and opportunities which lie • remediation and development of a major strategic ahead. site, unlocking and delivering around 33,000 sqm of commercial floor space and 602 homes Our tailored approach responds to the key drivers of local growth and provides a strategic • housing renewal and carbon efficiency improvements of up to 220 homes response to national, Cumbrian and local challenges. The programme of investment • 3,500 sq m public realm delivered will tackle our deep-rooted challenges by • 6.3 hectares of land brought forward for nature delivering inclusive economic growth through conservation collective action and co-operation. • 4.5 km of walking and cycling routes improved • an additional 50,000 tourism visitors per annum • an additional 18,100 Higher Education students • an additional 5,000 Level 3 students • an estimated additional 5,000 cycling trips in Barrow • improved broadband connectivity.

70 71 Establishment of a representative Town Deal Board and associated working groups

5 Our Town Development of a Town Deal Stakeholder Engagement Plan including stakeholder mapping Investment Plan Phase 1 Engagement: #MyTowns portal and One-to-One Stakeholder Engagement with public, private and third sector organisations

Phase 1 Feedback: Drafting and testing of the Town Deal Strategic Framework with stakeholders

Our ask Phase 2 Engagement: Our ask is for a £29.9m investment towards a bold transformational programme to be delivered over the next Launch of the #BrilliantBarrow campaign and website: www.brilliantbarrow.org.uk 20 years. We estimate these investments will return £4.4 in encouraging the community to ‘Have your say’ additional benefits for every £1 of Towns Fund investment. These additional benefits incorporate GVA, land value uplift, WEBTAG and Social Return on Investment. Phase 2 Feedback: We are confident in our ability to deliver and have robust Iterative feedback to inform the draft Town Investment Plan and shortlisting of projects assurance frameworks in place to ensure that each scheme is subject to a rigorous value for money assessment. Phase 3 Engagement: Development of Project Stakeholder Engagement Plans and implementation through a mixed method approach including surveys and focus group activity; testing the draft Town Investment Plan with stakeholders Stakeholder Engagement The development of our Brilliant Barrow Investment Plan is being overseen by our Town Deal Phase 3 Feedback: Board. The Board was established in January 2020 and is responsible for developing the vision, Refining the project SOBCs and the final Town Investment Plan strategy and Town Investment Plan for Barrow, in consultation and collaboration with the community. Two Task and Finish Groups (the Plan Development Group and Communication and Engagement Group) support the work of the Town Deal Board. The Town Deal Board is Phase 3 Commitment: accountable to Barrow Borough Council, the lead authority. Secure letters of support from stakeholder organisations We have coalesced our community spirit around a #BrilliantBarrow campaign which has provided a successful platform to engage community voices in the development of our Town Investment Plan. In tandem, we have engaged with a wide range of strategic partners and delivery bodies to develop buy-in, ensure strategic alignment, and forge effective linkages to Phase 4 Engagement: existing activity. Raise awareness of the final Town Investment Plan and undertake tailored project development engagement to inform Full Business Cases The critical building blocks in our plan development are shown on the adjacent flow diagram. A Stakeholder Engagement Plan to accompany the launch of Barrow’s finalised Town Investment Plan has been developed which articulates our commitment to ongoing dialogue Phase 5 Engagement: and will ensure implementation of our Plan is responsive to stakeholder needs. Engage stakeholders in the implementation and delivery of projects

72 73 DALTON -IN- FURNESS 5

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Barrow 8. Financial sustainability. Port An independent assessment of each project was undertaken with the findings presented to the Town Deal Board who then agreed a shortlist of 7 projects to take forward.

We participated in an external ‘check and experts in strategy, economics and regeneration, challenge’ process led by Cumbria LEP and provided constructive feedback which we using a ‘Star Chamber’ approach which took into account in our plan development. provided scrutiny of our plans by national Figure 5.1: Barrow Town Investment Plan

74 75 Barrow Learning Project Quarter 1

Project Description The creation of Barrow Learning Quarter, which will comprise both a University Campus and a Timescales and • 2020/21- £0.01m Skills Hub. Spend Profile • 2021/22-£3.5m The new University Campus in Barrow will provide undergraduate and postgraduate higher • 2022/23-£5.6m education and training in key sectors for the town, including energy and advanced manufacturing, • 2023/24-£4.2m whilst supporting diversification of the economy and enhancing competitiveness of the business • 2024/25-£0.04m base. The Campus will assist in increasing university attainment levels in Barrow, alongside Total £13.4m aligning skills requirements of key local employers with Barrow’s residents. It will also undertake research and R&D collaboration with businesses, and will support the University’s ambition to Outputs • A new university campus with 607 students establish a nationally recognised HE centre for advanced manufacturing excellence. joining per annum by 2025/26, and 1,482 students joining per annum from 2031. The new Skills Hub will help meet the need for advanced academic and technical skills and will support a longer-term proposal for the creation of an Institute of Technology focused on • A Skills Academy for Level 3 qualifications increasing digital capability across the economy. The Skills Hub will enhance the employability and with 800 students joining per annum by progression of sixth form and college students to higher education and on to employment. 2025. • Increased and closer collaboration with key Project Rationale • Barrow is a major national industrial asset for the UK with one of the most important employers advanced manufacturing clusters nationally. ONS data indicates that 25% of the workforce is employed in manufacturing, and at least 45% of GVA is generated from manufacturing. • Increase in the breadth of the local skills offer that responds to local skill needs • Major employers such as BAE and a number of SMEs have confirmed that a lack of higher level skills is constraining growth and innovation. Barrow is currently a HE ‘cold’ spot with HE Outcomes • An additional 5,000 Level 3 learners by 2040 participation less than 25%, compared with 40% in England and 50% across the UK. • An additional 18,100 Level 4 learners by 2040 Strategic alignment The project aligns in the following ways with Barrow’s TIP Pillars: • £59.7m additional net GVA secured by 2040 • Clean Growth: the Learning Quarter would strengthen progression pathways into priority sectors including clean growth Estimated BCR • 4.0:1. • Inclusive Economy: the project would enable more local people to realise their potential and develop pathways to higher level skills and earnings. Barrow Learning Quarter • Healthy Places: the Learning Quarter will be comprised of energy efficient buildings with green spaces. The provision of healthcare and nursing courses will be increased and strengthened through research collaboration and knowledge exchange. Significantly higher numbers of local residents will achieve healthcare qualifications. • The project aligns with Strategic Objectives SO2, SO5 and SO6 • This project aligns with the Town Deal ‘Skills and Enterprise’ theme • The project aligns with policies including the UK Industrial Strategy, UK Post 16 Skills Plan, Cumbria Local Industrial Strategy, and Cumbria Skills Strategy

Action • Delivery of a new university campus for the University of Cumbria and skills hub for Furness College on a town centre BAE owned site. The HE campus will raise skills levels for key sectors and raise HE participation for local people. Ask and Match • £13.4m Town Deal ask of a total cost of £23.4m Funding • BAE Systems are providing the site for the new Learning Quarter.

Major • Securing match funding Interdependencies

76 77 Community Wellbeing Hubs Project & Earnse Bay Outdoor Centre 2

Project Description To develop a network of three community wellbeing hubs in Barrow’s most deprived areas. The Timescales and • 2020/21- £0.8m hubs will serve as trusted spaces which will be used by local people to develop skills, access Spend Profile • 2021/22-£3.1m services and come together to build thriving communities. They will also support access to • 2022/23-£0.4m and use of digital technology and support the work to reduce health inequalities. These hubs • 2023/24-£0.1m will be underpinned by a new outdoor centre at Earnse Bay which will provide access for local • 2024/25-£0m communities to open spaces and outdoor education. There are positive discussions regarding the Total £4.5m proposals for Earnse Bay, and the scope for this to link into the development of Eden Project North and its overall work around the Bay area. Outputs • Three new community wellbeing hubs for All four centres will encourage positive lifestyle choices by providing viable alternatives and Barrow increasing experiences and aspirations. • One new outdoor activity centre This proposal will be at the heart of the community recovery following the Covid-19 pandemic, Outcomes • Learners assisted supporting community resilience at a grassroots level for some of Barrow’s most vulnerable • £10.7m net Social Return on Investment, residents, alongside improving health and wellbeing and developing skills across the town. comprising physical activity, skills and digital Project Rationale • A large proportion of Barrow’s town centre is highly deprived: 30% of LSOAs (12 in total) in the impacts. Barrow-in-Furness Town Deal Area are within the most 10% deprived areas nationally. Estimated BCR • 2.0:1 • Virtually all of Barrow-in-Furness is in the top half of all areas nationally for health deprivation, with a significant proportion of the town in the most 10% deprived. • A huge challenge in addressing these deprivation and health inequalities is the low levels of skills across Barrow to enable job entry and career progression. Only 30% of the population hold degree level qualifications (compared to 44% in England).

Strategic alignment The project aligns in the following ways with Barrow’s TIP Pillars: • Clean Growth: The outdoor centre and community well-being hubs will be highly environmentally sustainable and maximise Barrow’s natural capital. • Inclusive Economy: this project aims to engage and assist the most excluded communities in Community Hubs Barrow. • Healthy Places: the outdoor centre will provide a space for physical exercise and both the outdoor centre and hubs will promote mental wellbeing in the community. • The project aligns with Strategic Objectives SO1, SO5 and SO8. • This project aligns with the Town Deal ‘Skills and Enterprise’ theme • The project aligns with policies including the UK Industrial Strategy, Cumbria Local Industrial Strategy, One Public Estate, UK Digital Strategy, Public Health England’s Health Matters Policy and Borderlands Inclusive Growth Deal.

Actions • Delivery of three community wellbeing hubs at Ormsgill, Barrow Island, and Hindpool/Central. • Delivery of an outdoor activity and education facility at Earnse Bay. Delivery Partners • Cumbria County Council, Barrow Borough Council, Cumbria Police, DWP, Third Sector, Eden Project North partners Ask and Match Funding • £4.5m Town Deal ask

Major • Securing delivery partner for the outdoor facility Interdependencies

78 79 Business & Project Enterprise Support 3

Project Description The project will enable a comprehensive and supportive business environment to develop in Timescales and • 2020/21- £0.15m Barrow, with a focus on ensuring that a holistic package of business support is available to local Spend Profile • 2021/22-£0.25m businesses and entrepreneurs to maximise investment and supply chain opportunities in the town. • 2022/23-£0.25m Project Rationale • Barrow has an entrepreneurial deficit, demonstrated by the relatively low levels of self- • 2023/24-£0.2m employment (4.3% in the Town Deal area compared to 15.5% nationally). Of the businesses • 2024/25-£0.15m that do start, only 50% survive longer than 5 years. Total £1.0m • Barrow needs to diversify its business base given the overreliance on major employers in the Outputs • Business productivity and growth supported town. • Programme of grants to local SMEs • Barrow has major investment opportunities presented by the advanced manufacturing and clean growth sector which local firms can access through supply chain and innovation support. Outcomes • 160 individuals supported to start their own • This project responds to the overarching market failures in business support, which are centred businesses a coordination failure between support networks, preventing businesses accessing and • 60 SMEs supported to access supply chain understanding the support available. opportunities Strategic alignment The project aligns in the following ways with Barrow’s TIP Pillars: • 70 SMEs supported to improve their • Clean Growth: the programme is focused on supporting Barrow’s key growth sectors, productivity including clean energy, and facilitating the decarbonisation agenda. • £4.2m net additional GVA secured • Inclusive Economy: this project aims to assist entrepreneurs and SME’s in Barrow, who have • £0.3m net Social Return on Investment found it difficult to access support in the past to overcome barriers to start up and grow. Estimated BCR • 3.4:1 • Healthy Places: the programme will provide a business recovery programme for businesses affected by Covid-19, which will have important mental health outcomes. • The project aligns with the Strategic Objectives SO2, SO5 and SO8. • The project aligns with the Town Deal theme of ‘Skills and Enterprise’ • The project aligns with policies including the UK Industrial Strategy, Cumbria Local Industrial Strategy and the Borderlands Inclusive Growth Deal. Business & Enterprise Support

Actions • Business recovery programme: including a programme of financial support for businesses impacted by COVID-19 • Innovation and digitalisation programme: supporting businesses to establish their online digital presence and scale up activity • A supply chain support programme to enable local SMEs to access supply chain opportunities in future growth sectors • A social enterprise support programme to support entrepreneurs to start and grow businesses in Barrow in response to local need

Ask and Match • £1m ask of a total cost of £1m Funding Major • Community wellbeing hubs delivered as physical locations for business support project Interdependencies

80 81 Housing Renewal Project Programme 4

Project Description Renewal and renovation of housing stock across Barrow has been a Council priority for Timescales and • 2020/21- £0m approximately 30 years, and the Council has run a programme of Housing Market Renewal. This Spend Profile • 2021/22-£1.1m programme would deliver a transformative impact for Barrow’s homes, improving up to 220 • 2022/23-£1.1m residential properties across the town, alongside an investment in public realm and commercial • 2023/24-£1.3m shop fronts. This would have a significant impact on local people’s health and wellbeing, deliver a • 2024/25-£0.5m range of environmental improvements through carbon savings, and improve perceptions of Barrow Total £4.0m as a place to live. Outputs • Up to 220 homes improved Project Rationale • The housing in the central Barrow wards is mostly traditional, older housing with a lack of high-quality, aspirational homes to attract and retain people. A significant proportion of • 39 commercial properties with shop fronts housing stock is in bad condition: 18-21% of privately owned and privately rented housing in improved Barrow has category 1 Housing Health and Safety Rating System hazards. • 3,500 sq m of public realm delivered

• The market has failed to address this through a coordination failure, as homes are owned by Outcomes • £7.3m Social Return on Investment many individuals. • 45 tonnes CO2 savings per annum • There are significant positive externalities that will result from housing market renewal, which • Improved perceptions of Barrow as a place are not directly priced by the market. The environmental and social benefits of the housing to live renewal programme will be greater than the benefits that can be captured by individual bodies acting in isolation. Estimated BCR • 1.7: 1 Strategic alignment The project aligns in the following ways with Barrow’s TIP Pillars: • Clean Growth: the programme will deliver carbon emissions savings and provision of green space. • Inclusive Economy: the priority areas for investment in the programme are centred around the most deprived parts of Barrow. • Healthy Places: investment in housing conditions and public realm will deliver a range the priority areas for investment in the programme are centred around the most deprived parts of Barrow. Housing Renewal • The project aligns with Strategic Objectives SO4, SO8 and SO9. • This project aligns with the Town Deal theme of ‘Urban Regeneration’ • The project aligns with policies including the UK Industrial Strategy, Cumbria Local Industrial Strategy, UK Net Zero Target 2050, Cumbria Housing Statement, Borderlands Inclusive Growth Deal, and Barrow Borough Local Plan. Actions • £1.3m component to refurbish 39 commercial properties and 16 residential properties on Rawlinson Street • Property improvements, including energy efficiency, refurbishment and re-assembly of up to 200 residential properties in one of the two identified priority areas • Public realm and green space investment in one of the two identified priority areas Delivery Partners • This programme will be delivered by Barrow Borough Council, who have a proven track record in delivery of housing renewal programme Ask and Match Funding • £4.0m Town Deal ask of a total cost of £4.4m. • £400,000 match funding from Barrow Borough Council

Major • None identified Interdependencies 82 83 Marina Village Project 5

Project Description The remediation of a large brownfield site within Barrow-in-Furness. This would enable the private Ask and Match • £1m Town Deal contribution to site remediation and sector to come forward and deliver a Masterplan of predominantly high-quality, family homes, Funding preparation costs alongside mixed-use leisure and cultural space and a nature conservation area. Delivery of the • Match funding requests with Homes England and Cumbria Masterplan would transform the Marina Village site into an area that both widens the housing LEP offer within Barrow and raises perceptions of the town. • £0.7m match funding secured from Barrow Borough Council Project Rationale • The Marina Village site has a number of complex and interdependent physical site constraints • No private sector contributions for the remediation works, that need to be addressed before the market can deliver housing on the site. but the Masterplan will be delivered by the private sector. • The market has failed in bringing forward this site for development as essential site Major • Reliant on private sector to bring forward Masterplan once remediation and ecological translocation works need to be undertaken before the site is Interdependencies the site is remediated suitable. • Reliant on remainder of public sector funding being Strategic alignment The project aligns in the following ways with Barrow’s TIP Pillars: secured

• Clean Growth: the programme will remediate a major site into one that is environmentally Timescales and • 2020/21- £0m sustainable, provides a significant nature conservation area alongside low carbon Spend Profile • 2021/22-£0.6m development. • 2022/23-£0.4m • Inclusive Economy: the provision of commercial space will provide much needed sites and • 2023/24-£0m premises for local firms as well as inward investors, a nature conservation area accessible to • 2024/25-£0 the whole community, and family-led housing providing much needed homes to families in Total £1.0m Barrow. • Healthy Places: the Marina Village site will provide green space for local people to access for Outputs • 26-hectare brownfield site remediated health and wellbeing. • Up to 550 homes delivered • The project aligns with Strategic Objectives SO3 and SO10. • 3.3 hectares of mixed-use commercial space • The project aligns with the Town Deal theme of ‘Urban Regeneration’ • 6.3 hectares of land for nature conservation

• The project aligns with policies including the UK Industrial Strategy, Cumbria Local Industrial Outcomes • £19.9 million land value uplift Strategy, National Planning Policy Framework and Barrow Borough Local Plan • Clean growth Actions Match funding is required to undertake essential site remediation works to make the site suitable • Enhanced townscape that is more attractive and for the private sector to develop. The actions will address: accessible to residents, businesses and visitors • Significant contaminated land issues 3. The Masterplan Estimated BCR • 1.5:1* • Large populations of common lizards 3.1and slowTHE worms MASTERPLAN on the site FRAMEWORK * incorporating all public sector funding, not just £1m TIP gap funding • The potential for ground water contamination INTRODUCTION Density Road is also linked into the network. The north- Marina Village will respond to the existing context south pedestrian link also connects into the • Diversion of statutory infrastructure awayThe masterplan from creates thean overarching development plan to and the opportunities area that the site presents to central green space providing easy access. create a sustainable and vibrant Marina Village, create a range of densities that enable the showcasing this key area. The Marina Village delivery of a successful and sustainable new Green Streets • Demolition of redundant buildings andMasterplan redundant seeks to transform underground this waterfront neighbourhood. structures The three areas proposed range The loop road is a key element of the site location into an area that both widens the from Low (30dph), Medium (35dph+) and High structure. Abundantly lined with trees, this street housing offer within Barrow and importantly Density (45dph+). Densities increase towards will provide a clear structuring element linking raises perceptions of the place. the waters edge. The interface with existing green spaces and supporting legibility. • A cut and fill exercise across the site to address site levels neighbourhoods is respected through lower This area will become an attractive waterside density homes that will create strong development Habitat location in which to live, work and enjoy leisure blocks and streets. A large proportion of Marina Village is dedicated • Acquisition of the remaining land parcelsactivities. A new neighbourhood will provide to nature conservation. This is predominantly a range of homes, and employment and local MOVEMENT aligned around the south and eastern areas services will help sustain both new and future where large habitat areas will accommodate a residents. The new Marina Village neighbourhood Marina Village will be interwoven with the existing diverse range of species. will be interwoven with a green and blue network movement network, utilising existing pedestrian Delivery Partners • The remediation of the site would be undertakenthat links into the existing diverseby Barrowhabitat and and Borough public transport routes, Council. and improving access Provision is made for approximately 6.3ha for landscape setting. The area will support and quality to the existing dock area. reptile habitat, this includes the southern bun. Marina Village create opportunities for investment, building on A further 2.4ha for bird habitat, this includes • The development of the Masterplan wouldexisting local beactivity brought by world class employers forward New Dock byRoad a private sectorboth partner, SuDs provision and to 20m landscape buffer such as BAE Systems. A potential new dock road is realigned along the to Buccleuch Dock. The southern tip of Marina eastern perimeter of the built area to connect to Village will also include habitat retained for be identified. The Marina Village Masterplan has evolved in the dock access south of Marina Village, ensuring roosting birds. consultation with a range of stakeholders and future proofing. The re-siting of the dock road client representatives. access will also enable public realm improvements All these areas will have controlled public access at St. George’s Square and an attractive new through provision of structured routes, such as A number of options were developed during the gateway to connect into the mixed use area. nature trails and the retention of the NCN700 Extract taken from Marina process and these were amalgamated to create a route. preferred option. This preferred option provided Street Hierarchy the basis for the masterplan. The masterplan Village Masterplan Framework The site main gateway access from Salthouse Sustainable Urban Drainage comprises a number of key components as set Road, connects into a strong loop that enables Marina Village will incorporate a SuDs system out below. a legible street network to be created. The loop that comprises swales and ponds to the north (February 2020) road is strengthened visually as a green street and south of the site. To the north the structure LAND USE further supporting legibility across Marina Village. will provide an attractive visual feature to the Salthouse Road gateway clearly demarcating Marina Village will predominantly comprise new Pedestrian /Cycle Routes Marina Village entrance. 84 homes, alongside a vibrant new local centre A strong north-south pedestrian and cycle link 85 and employment area. The mix of land uses connects from the Salthouse Road/ Marsh Street To the south SuDs provision will be sited within complement each other but are not dependent junction across the Marina Village and links into the nature conservation area. on each other for delivery. the existing National Cycle Network (NCN) 700 at the southern side of the site. This route will Housing form a key link into existing neighbourhoods and PLACEMAKING The masterplan aims to deliver c.450 homes over the town centre beyond. The NCN 700 will be a residential development area of approximately retained within the site in its current location, Marina Village is set within attractive historic Masterplan Framework 11.9ha. Typical residential density will range providing an attractive waterside route. and waterside contexts. Placemaking will draw from 30dph upwards across the site, responding on these unique settings, interlinking natural Key to context and site conditions. Further homes Public Transport and built environments to create a new, vibrant (c.60) could be accommodated within the Mixed The site benefits from existing bus routes along community. Use area also within higher density development. Salthouse Road, and the proposed loop road enables future potential extension into the site Gateways Homes will comprise a mix of types and tenures, for existing or future bus routes. The gateways to Marina Village are sited along responding to market need. This would typically the northern perimeter. Three key vehicular and include a mix of detached, semi detached, mews pedestrian gateways are identified as St Georges and apartment homes. GREEN BLUE INFRASTRUCTURE (Cavendish Dock Road), the main gateway access at Salthouse Road and the new dock road Affordable homes should be provided to accord Marina Village will be underpinned by an attractive gateway. with the Council policy at time of planning green and blue infrastructure. This will support approval. Should any variation to this policy be legibility around the site and also provide amenity Two further pedestrian and cycle gateways are sought, this should be accompanied by evidence and habitat space. located at the Salthouse Road/ Marsh Street with regards to viability to ensure deliverability of junction and Buccleuch Dock edge. Marina Village. Landscape / Green Space St Georges Gateway provides a particular DEVELOPMENT SCHEDULE Mixed Use A network of spaces are created across Marina opportunity for enhancement, with the resiting of The mixed use area is approximately 3.3ha in Village. This both links in with existing provision, the dock access and associated HGV movements. and creates a new and attractive greenspace A development schedule has been prepared Number of Site size, and would accommodate uses including a Improvements should respect and enhance the to align with density zones set out on the plan Homes Area significant employment offer alongside a small network to create a balance between amenity Conservation Area setting. The re-use of existing and habitat space. overleaf, this achieves 454 homes. The number Total 454 11.9ha local centre. The local centre element could listed buildings within this area will also form an of homes on site could be increased further by comprise convenience retail, hotel and public important part of placemaking development. increasing density within the high density area. Potential Breakdown aligned with Density Zone house/ restaurant facility. This area will become The key amenity spaces for new and existing Plan on following page: residents to access are set around the loop road, By applying a 65dph in this area a further c.104 an attractive waterside hub of activity linked into Views Low Density (30dph) 87 2.9ha to create ease of access and a legible network homes can be achieved, increasing site capacity the wider area. Views cross Cavendish and Buccleuch docks will of space. These include green space at the site to 558 homes. A capacity testing layout has also Medium Density (35dph) 133 3.8ha form an integral part of the Marina Village setting. main entrance to create a gateway (incorporating been prepared to test these density zones. This is Further homes could also be sited within this The movement network and green infrastructure High Density (45dph+) 234 5.2ha SuDs features), a central green space and a attached at Appendix I. area, these will be higher density accommodation will support connections that benefit from this pocket park. The existing play space at Vulcan and could include older persons accommodation. unique and attractive waterside setting.

32 Marina Village Masterplan Marina Village Masterplan 33 Brilliant Barrow Place Project Development 6

Project Description The Brilliant Barrow Place Development project will underpin the major investment being delivered Timescales and • 2020/21-£0m in Barrow through Towns Fund and aligned initiatives. The proposition will attract residents, Spend Profile • 2021/22-£0.3m businesses, investors, students and visitors to Barrow to access Barrow’s enhanced offer. The • 2022/23-£0.3m project will focus on the positioning of Barrow as a tourism destination and develop Barrow’s • 2023/24-£0.2m cultural offer and sense of identity through a range of activities. The project seeks to maximise • 2024/25-£0.2m the economic income from the tourism industry, to help diversify the local economy and capture • 2025/26-£0.1m on existing opportunities, whilst enhancing the local culture and leisure offer and capturing local Total £1.0m spend. Outputs • Enhanced programme of events and Project Rationale • Barrow has a number of visitor facing assets but has had significantly fewer visitor numbers activities for all ages than more traditional visitor facing locations in Cumbria and the surrounding area. • Public investment is required to increase the profile of the borough and attract visitors to Outcomes • Social Return on Investment of £2.4m Barrow, whilst also providing activities for residents to partake in and enjoy. • Footfall of at least 50,000 people in Barrow • Project will enhance Barrow’s unique heritage culture and natural assets and galvanise our town centre, with an estimated 20% of sense of pride attendees from outside Barrow and 3,000 overnight visitors. Strategic alignment The project aligns in the following ways with Barrow’s TIP Pillars: • An additional local spend of £0.9m and • Clean Growth: the project will maximise sustainable use of Barrow’s natural capital assets. charity donations of £80,000 • Inclusive Economy: the programme will help to diversify the economy of Barrow, through • Increased sense of pride and belonging for growing the visitor economy and generating jobs for local people. residents • Healthy Places: the project will promote active lifestyle choices through the generation of • Increased health and wellbeing through community events around Barrow. enjoyment and physical activity, particularly • The project aligns with Strategic Objectives SO3, SO4, SO8 and SO10. in the outdoors • The project aligns with the Town Deal theme of ‘Urban Regeneration’ Estimated BCR • 2.3:1 • The project aligns with policies including the UK Industrial Strategy, Cumbria Local Industrial Brilliant Barrow Place Strategy, The Great Britain Tourism Action Plan, Tourism Sector Deal, Tourism Strategy for Development Cumbria, The Bay Prosperity and Resilience Strategy and Barrow Borough Local Plan.

Action • An FTE ‘Place Development Officer’ to coordinate the #BrilliantBarrow place proposition alongside aligned initiatives. • Marketing and promotional activities over five years which will include visitor/investor focused campaigns. • Funding support for current festivals and events, as well as two larger flagship events; a music festival and a lights festival. • Capital investment on a digital screen for event promotion and showcasing. • A feasibility study looking to develop a new attraction in Barrow.

Delivery Partners • The project will be delivered by Barrow Borough Council, in partnership with Cumbria Tourism and Barrow BID.

Ask and Match • £1m Town Deal ask for a total cost of £1m Funding

Major • None identified Interdependencies

86 87 Local Cycling and Walking Project Infrastructure 7

Project Description A transformative programme of walking and cycling infrastructure improvements within Barrow, Timescales and • 2020/21- £0.2m delivering a high-quality network connecting key transport nodes. This will drive local demand for Spend Profile • 2021/22-£2.15m walking and cycling, provide health and wellbeing benefits, improve access to services from all • 2022/23-£2.15m communities and put Barrow at the forefront of active travel in the UK. • 2023/24-£0m Project Rationale • Investing in cycling and walking infrastructure delivers a range of positive externalities which • 2024/25-£0m are not priced by the market. Total £4.5m • This includes delivering clean growth for Barrow through lower carbon emissions and enabling Outputs • 11.5 km of enhanced cycle provision local people to make affordable and healthy transport decisions. • Attractive and sustainable travel routes will enhance the perception of Barrow as a place to Outcomes • WEBTAG benefits of £27.3m live and work • Uplifts of up to 67% in cycling over a 20-year Strategic alignment The project aligns in the following ways with Barrow’s TIP Pillars: period, equating to approximately 5,000 additional cycle trips per year. • Clean Growth: the programme would facilitate employers in the town to be better connected through sustainable and environmentally friendly means. • Improved sustainable and affordable transport options to and from places of work • Inclusive Economy: investment in walking and cycling infrastructure benefits the whole and Barrow town centre community of Barrow. Estimated BCR • 6.2:1 • Healthy Places: the programme would encourage local people to make healthier active transport decisions. • The project aligns with Strategic Objectives SO9, SO10 and SO8. • This project aligns with the Town Deal ‘Connectivity’ theme • The project aligns with policies including the UK Industrial Strategy, Cumbria Local Industrial Strategy, UK Net Zero Target 2050, Government Cycling and Walking Investment Strategy, Cumbria Cycling Strategy, Cumbria Transport Plan, and Barrow Borough Local Plan.

Action • Abbey Road – from Furness Abbey to Hindpool Road (part of NCN70): approximately 4 km Local cycling and walking of cycle routes connecting key locations such as Furness Hospital and the town centre at Hindpool Road. This would also integrate with Barrow Station • Walney Road (A590) – from Sowerby Wood to BAE Systems: approximately 4.5km of enhancement and extension to the existing sub-standard cycle infrastructure, connecting key employers and residents in the north to BAE systems and other employers at Devonshire Dock • Roose Road (A5087) – from Roose to Hindpool Road (part of NCN700): approximately 3 km of cycle routes connecting key locations such as the rail station and town centre at Hindpool Road Delivery Partners • Cumbria County Council

Ask and Match • £4.5m Town Deal ask Funding • Match funding options to scale up the project are being explored with key private sector employers in Barrow.

Major • Feasibility exercise required incorporating site visits and engagement with stakeholders with Interdependencies all three sites

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Enabling Aligned Asks of Future High Street Asks of Government Our Town Deal and Future High Street visitor attraction and public service hub, a new projects firmly align, and we have pursued a Barrow Town Square to create footfall, and a Government collaborative approach to ensure the principles Central Transit Hub to connect people to the of complementarity and added value is town centre. In addition to the project The activities of the Town Investment Plan will support aligned embedded in our approach. This application for funding aligns strongly specific funding sought, we initiatives and existing funding asks and streams. There are a number The Future High Street Fund bid is a £25m with a number of the identified Town Deal are also seeking revenue of existing funding applications with Government and this Town application for funding to deliver four integrated projects, through strengthening Barrow’s offer investment of £100,000 per Investment Plan requests an enhanced consideration of them, due to projects to reinvigorate the high street in and identity, revitalising the high street, and annum to facilitate a TIP their importance in delivering the overarching Town Investment Plan. Barrow, including a modernised market hall, supporting existing businesses. Programme Management the transformation of Barrow Town Hall as a Function. Barrow Borough Council, as accountable body, will need to manage the investment programme and Artist impression of the proposed projects as part of the Future High Street the required monitoring and Fund bid (image produced by Optimised Environments (OPEN)). reporting requirements. As a small authority which has experienced funding cuts of 40% since 2010 (a decrease of £6m per annum) additional resource support will be necessary to undertake this function and see the fullest range of benefits materialise.

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Marina Village Electric Bus Fund Low Carbon Barrow Institute for A590, A595 and Local Roads Technology The remediation of the Marina An application has been Barrow Borough Council is Village site requires funding made to the Department for seeking £750,000 from the £10 million to fund an Institute The A590 and A595 play The upgrade of these routes support to unlock the site and Transport, seeking funding Cumbria LEP Growth deal for Technology as part of the a critical role in connecting will directly support the strategy enable the private sector to to deliver a fully modernised for a £2m programme of Skills Hub at Furness College. Barrow-in-Furness and its within the Town Investment bring forward the residential- decarbonised bus network, investment across Barrow to Furness College has applied key industries to the wider Plan and it is important for the led Masterplan. Government through the implementation reduce carbon emissions. The to be one of the eight Wave UK via the M6 and the major Government to support current funding is essential to of a range of physical investments include energy Two Institutes who will share nuclear sites in West Cumbria. proposals to upgrade the A595 supporting the realisation of infrastructure measures, linking efficiency projects in public £120m of capital investment. They also support the role at Grizebeck and along its this major development site as major local employers and the housing and public buildings, This project aligns closely of Barrow-in-Furness as an wider route. Alongside this, it is a new vibrant neighbourhood town centre more efficiently. electric vehicle charging with the development of the important regional centre and considered essential to develop with up to 550 new homes. infrastructure in key locations, a Barrow Learning Quarter and in helping communities access a programme of improvements, This project aligns closely small grants programme and a will further enable Barrow to services and take advantage including further dualling with the Walking and Cycling series of public and stakeholder improve its higher education of employment and training which would transform the Infrastructure priority project, engagement workshops. The and skills offer, tailoring digital opportunities within south and performance of the A590 and as it will assist in Barrow programme will safeguard 18 skills provision to local growth west Cumbria. the ability of Barrow-in-Furness developing a modernised and FTE jobs, assist 25 businesses, sectors, including clean growth, to contribute to the wider sustainable transport offer that save 100 tonnes carbon advanced manufacturing and Despite the important role of success of the UK economy. allows residents and visitors per annum and support 25 health and social care. these routes, they are affected to make sustainable transport community organisations/ SME by significant reliability and Alongside these strategic decisions. It also aligns closely businesses. resilience challenges, with these links; within the Town with the Housing Renewal representing a significant barrier Investment Plan, there is a Programme, which is another This project also aligns closely to the success of Barrow-in- clear aspiration to promote priority project aiming to with a number of the priority Furness. Working closely with active and sustainable travel reposition Barrow’s economy projects that are centred local partners, Cumbria County modes, supporting this, it is to one that is centred around around clean growth in Barrow Council and Cumbria LEP have important that road networks clean growth and energy and reducing carbon emissions. proactively worked to promote within Barrow have the efficiency. the importance of these routes capacity to accommodate the being enhanced; a need traffic impacts of investment recognised within Transport for in the town. Supporting the North’s Strategic Transport the Barrow Local Plan, a Plan. The upgrade of these range of necessary junction routes will directly support improvements have been the strategy within the Town identified, these will provide Investment Plan and it is capacity needed to support considered important for the growth and it is important for Government to support current these to be delivered; while proposals to upgrade the developer contributions will A595 at Grizebeck and along be important in this regard, its wider route. Alongside this, it is important for further it is considered important for funding to be made available Highways England to develop by Government where gaps a programme of improvements emerge. to transform the performance of the A590. 92 93 5

Freeports The Bay Prosperity & Furness and Cumbrian Line Resilience Strategy

Cumbria LEP is currently A Freeport within Cumbria The three adjacent authorities The Furness Line and Network Rail are currently developing proposals for a has the potential to directly of Barrow, Lancaster and Cumbrian are central to the investigating upgrades to Cumbria Freeport proposal. It align to key sectoral strengths South Lakeland comprise connectivity of Barrow-in- the Cumbrian Coast Line and is anticipated that the Barrow and opportunities including a dynamic, functional Furness seeing frequent trains building on this, it is important Port is included as part of in advanced manufacturing economic area with world between the town, Lancaster for the Government to support this. As well as traditional nuclear, wind, hydro and class assets. The authorities and Manchester together with the upgrade of the line; likewise port activities it acts as a key oil and gas and even wave have formed an Economic important links up the west it is important that Network service port for the offshore energy. Reflecting this, Partnership, providing the key Coast to Carlisle. These links Rail to now start to explore oil and gas sector and for the Government support for a strategic forum for economic are vital, however both routes steps that can enhance journey national nuclear submarine Freeport incorporating Barrow development issues in the are affected by capacity and times on Furness Line and to programme. The Waterfront is considered to be represent a Morecambe Bay area. The line speed constraints. The strengthen integration with the Business Park located adjacent significant opportunity for both Strategy is framed around need for these to be improved West Coast Mainline. to the port has seen extensive Barrow-in-Furness and the eight themes for collaborative is reflected within Transport for public investment, including wider UK. working which will deliver the North’s Strategic Transport support from CLEP, and is now bigger, better and more Plan. fully available for development. effective solutions. Our ask of government is for a two-year funding commitment to provide capacity building resource to develop collaborative projects which will deliver productivity gains and contribute more effectively to the levelling up agenda of UK government.

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Town Deal Financial Profile The following table illustrates the Our project asks of the Towns Fund can proposed spend profile of the £29.9m be summarised as follows: Towns Deal ask:

Table 6.1 Project Summary Asks Table 6.2 Town Deal Spend Profile - Programme

Project Capital Revenue Total Collaborative Asks Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Total Barrow Learning £13.4m £0m £13.4 Institute of Technology Quarter 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Community Wellbeing Hubs & Earnse Bay £4.1m £0.4m £4.5m Projects £1.0m £11.1m £10.2m £5.8m £0.9m £0.3m £29.4m Outdoor Centre £29.9m Programme Business Support £0m £1.0m £1.0m Management £0m £0.1m £0.1m £0.1m £0.1m £0.1m £0.5m Housing Market £4m £0m £4m Renewal Based on the £29.9m Towns The committed and planned • £2m proposed from Deal ask, the programme costs additional funding leverage Cumbria LEP for Barrow Marina Village £1.0m £0m £1.0m Homes England are split: across the programme Learning Quarter Future High Street comprises a mix of private Place Development £0m £1.0m £1.0m • 90% capital sector, community and other • Proposed Institute of Fund Technology match of • 10% revenue public sector sources. It Local Walking & £1.1m for Barrow Learning £4.5m £0m £4.5m Electric Bus Town includes: Cycling Infrastructure The overall costs of delivering Quarter the projects that make up • £0.4m committed from Programme • £2.5m proposed investment £0m £0.5m £0.5m our Town Investment Plan Barrow Borough Council Management for the Housing Renewal from partners for Barrow are £50.9m, with the Town Learning Quarter Total £27.0m £2.9m £29.9m Deal investment representing Programme. an intervention rate of 58%. • £4.4m committed internal • £7.5m application to This excludes the programme funds through asset sales, Homes England for Marina management costs. reserves, revenue funding Village repayments and loan • £3.6m proposed Cumbria facility from University LEP and/or Barrow Borough of Cumbria for Barrow Council funding for Marina Learning Quarter Village. 96 97 6

Town Deal Business Case Accelerator Funding Development Plan

Within the Government All Barrow Town Deal projects The projects agreed in the • Delivery plans • Agreed projects, including response to COVID-19 have developed a Strategic Heads of Terms deal will swiftly (including procurement BCRs Barrow has been provisionally Outline Business Case (SOBC) progress to Full Business and management allocated an additional aligned to HM Treasury’s Cases. Each SOBC identifies methodologies) • Details of business case £750,000 of funding to be Five Case Model which a business case development assurance processes spent in 19/20. This funding strengthens the robustness plan establishing the support • Monitoring and evaluation followed for each project plans. will be used for a number of and deliverability of our Town required to develop the detail • An update of actions taken complementary investments Investment Plan. Each project required to finalise the business We anticipate drawing on in relation to the Heads of including acquisition of has a Project Delivery Group, case and draw down funding. the resources provided by Terms key conditions and key sites to support the with a designated project Areas for development include: our Towns Fund Coordinator requirements development of Marina Village, lead organisation, responsible • Underpinning studies to assist us in this process. revitalise and repurpose for advancing business case Independent appraisers • A delivery plan key spaces in the town to development and stakeholder including market assessments, feasibility, will complete a Green book • A monitoring and support Place Development engagement to ensure the appraisal of the business evaluation plan and aligned initiatives such project is robust, deliverable, cost assessment and income projections cases to provide the required as Future High Streets, and aligned to a clear case for assurance, for review and • Confirmation of funding enhance Barrow’s outdoor intervention and represents • Project designs approval by the Town Deal arrangements and financial activity offer aligned to Place good value for money. Board. profiles for each project Development and Community • Planning consents • Confirmation of approvals Wellbeing Hubs and Earnse Once detailed business cases • Stakeholder engagement have been developed and of planning applications Bay Outdoor Centre. These plans investments will support approved, we will submit • Letters of approval from Covid-19 recovery and provide • Statutory requirements a Town Deal Summary the Town Deal Board and a platform for Towns Deal such as State Aid, Document to the Towns Hub Barrow Borough Council investment. Environmental Impact setting out: Assessments, and The Plan Delivery Group Equalities Impact will provide oversight and Assessments scrutiny of the business case development phase.

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Key Milestones Governance Structures

Our key milestones include: Our approach is underpinned Barrow Borough Council, the The Plan Delivery Group by strong partnership working lead Council for the Town Deal, will oversee the delivery of • Heads of Terms agreement and effective collaboration. will be the accountable body the Town Deal projects and – October 2020 The Barrow Town Investment for the Town Deal. Barrow advise the Town Deal Board • Development and Plan will be governed by the Borough Council will have on progress. The Marketing Assurance of Full Business Brilliant Barrow Board which responsibility for managing and Communications Group Cases – November 2020 - will evolve from the current and administering funds on will communicate progress to March 2021 Town Deal Board and include behalf of the Town Deal Board, the wider community through representation from the public, reporting on performance, the #Brilliant Barrow online • Draw down of Funding private and Third sector. The and ensuring appropriate platform. for Accelerator Projects – Brilliant Barrow Board will: governance and assurance November 2020 compliance. Building on the Project Delivery Groups will • Agree strategic direction positive partnership working oversee project level activity • Submission of Town Deal and priorities and report on performance Summary – March 2021 to date, Barrow Borough Council propose to a Service to the PMO, the Plan Delivery • Approve all Town Deal Group and Barrow Borough • Full Implementation – April activity Level Agreement with Cumbria 2021 – March 2026. County Council to support Council as the accountable • Review progress the role of Barrow Borough body. • Oversee evaluation activity Council as accountable body by providing a Programme Figure 6.1 Governance Structure • Make recommendations to Management Office (PMO) the accountable body. function. The Brilliant Barrow Board will be supported by the work of the Major Projects Programme Board. The role of the Major Projects Programme Board is to align activity between major projects; it is intended that this will maximise synergies between projects and complementary initiatives. 100 101 6 6

Assurance and Scrutiny Process

The Town Deal Board in a compliant manner, • Quarterly Progress Reports will establish a robust consistent with approved to be shared with the accountability and assurance business cases and in Brilliant Barrow Board and framework. It is proposed line with programme MHCLG to include output that this will be implemented requirements and spend performance through a Service Level Agreement with Cumbria • Progress Monitoring • Implementation of any County Council who are Reports and collation of changes in response to highly experienced in financial information submitted performance issues and and project management by each project to record lessons learnt activity, achievement and and providing accountable • Production of annual body functions for central to explain variation from expected profiles accounts and responses to government funding. This role audit requirements will include: • Assurance checks on • Due diligence checks • Programme management accuracy and eligibility on the use of Town Deal on project delivery of the Town Deal funding organisations in line with a and co-ordination of funding by projects, through the verification of monthly programme implementation programme governance to plan fulfil the Accountable Body or quarterly financial requirements returns and annual project • Development of tender compliance checks specifications and • Robust performance • Progress reports and procurement processes, management systems where project activity is to against agreed KPIs programme risk register to highlight issues related be commissioned • The preparation of to the Town Deal’s • Oversee the evaluation project-specific funding performance, including process (interim and final) agreements to ensure monitoring, tracking and to consider the success of projects are delivered achievements on a monthly the Town Deal in meeting basis its objectives.

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Acknowledgements

The Brilliant Barrow Board thanks all contributors to the development of our Brilliant Barrow Investment Plan, including our community, public, private and third sector partners who contributed to the identification of issues and opportunities and the generation of ideas and actions. Particular thanks go to those who shared photographs and positive thinking to bring our plan to life and to illustrate how ‘brilliant’ Barrow can be. #BrilliantBarrow

104 Produced on behalf of the Borough of Barrow-in-Furness by Hatch Regeneris and Optimised Environments.