Blackpool’S Sustainable Communities Strategy – Consultation Draft

SHAPING BLACKPOOL’S FUTURE

BLACKPOOL’S SUSTAINABLE COMMUNITY STRATEGY 2008 to 2028

Blackpool Local Strategic Partnership Contents Foreword

Foreword by the Chairman 2 I am delighted to introduce Blackpool Local Strategic Partnership’s new Sustainable Community Strategy which sets out a future vision Executive Summary 3 for the resort. What is a Sustainable Community Strategy? 4 The Strategy is about improving the quality of life for everyone who The Blackpool Local Strategic Partnership 4 lives, works, studies and visits Blackpool and sets out how we can work together to bring about real change. Whilst Blackpool is still the Our Values 6 most visited tourist resort in the UK we continue to face many challenges, economically, socially and environmentally. To overcome Links with other Strategies and Plans 7 these problems will require us all pulling together, working in partnership with community groups, businesses, agencies, Blackpool Today 8 government and individuals, sharing our ideas and resources. The Challenge for Blackpool 9 We have made considerable progress since we produced our first If present trends continue, Blackpool will be facing 13 Community Plan in 2004. Whilst the failure to gain the Regional Casino and People’s Playground funding was hugely disappointing, Delivering the Vision Blackpool has proved itself to be resilient over the last 12-months and has the determination to pursue and realise new opportunities for the  Goal 1: Improve Blackpool’s Economic Prosperity Creating 14 future. This new Strategy sees a further £750 of a million of public and Jobs and Opportunities for Local People private investment over the next 3 to 5 years into our town.

18  Goal 2: Develop a Safe, Clean and Pleasant Place to Live, The Strategy has the needs of the community at its heart and seeks to Work and Visit improve the town for the benefit of visitors and residents alike. I hope that over the next 20 years we will see the renaissance of Blackpool  Goal 3: Improve Skill Levels and Educational Achievement 21 as an outstanding, family-oriented resort that brings real  Goal 4: Improve the Health and Well-Being of the Population 24 improvements, making our town ‘a great place to visit, an even better place to live’. Delivering and Monitoring the Strategy 27 Councillor Peter Callow Key Plans and Strategies 28 Chairman of Blackpool Local Strategic Partnership Glossary of Terms 32 Leader of Blackpool Council Executive Summary Our vision for Blackpool requires nothing less than fundamental physical and economic change, securing wider social, health and environmental improvements.

Creating a sustainable future for Blackpool – a great place to visit, an even better place to live ‘Our aspiration is for Blackpool to have a prosperous, vibrant, high quality, all year round economy; generating healthier, better skilled and educated communities, enjoying a safer and more pleasant place. A place where children and young people are proud to grow up; where people aspire to live, play, work and establish business in; a place that brings prosperity to all local citizens and contributes to the long-term sustainable growth of the North West economy; a place that the UK is proud to proclaim as a great, high quality, culturally rich resort destination’

This vision will be realised by delivering four goals and the priority objectives within these: Goal 1: Improve Blackpool’s Economic Goal 2: Develop a Safe, Clean and Goal 3: Improve Skill Levels and Goal 4: Improve the Health and Well- Prosperity - creating jobs and Pleasant Place to Live, Work and Educational Achievement Being of the Population opportunities for local people Visit Objectives: Objectives: Objectives: Objectives:

1. Create high quality, all year-round reasons to 5. Provide high quality housing in 9. Improve educational achievement and 13. Reduce the difference in health come to Blackpool sustainable, mixed communities aspirations of Blackpool’s children and outcomes between Blackpool’s young people communities and others in the North 2. Establish Blackpool town centre as the sub- 6. Create a safer Blackpool West and the UK regional centre of the Fylde Coast 10. Support people into work 7. Create a cleaner and greener Blackpool 14. Encourage healthy lifestyles and 3. Promote enterprise 11. Ensure that the whole population has at emotional well-being for the whole 8. Create thriving and active communities least basic literacy and numeracy skills population 4. Improve sustainable transport and increase accessibility 12. Foster a workforce with the vocational 15. Provide quality adult social care services skills to meet the needs of Blackpool’s to enable vulnerable adults and older economy people to live independently

16. Reduce teenage conception rates and improve sexual health Transformational Actions Transformational Actions Transformational Actions Transformational Actions - Deliver the Talbot Gateway project which will - Reshape the Housing Market in inner - Deliver Building Schools for the Future - Build 3 new Primary Care Centres include a new civic centre, residential Blackpool providing new and refurbished on Whitegate Drive, South Shore areas, a library and learning centre, leisure secondary school buildings Hospital and Bispham facilities, retail units and transport - Refurbish 3,837 social housing interchange properties - Deliver the Primary School Capital - Increase the number of GPs in Programme refurbishing or rebuilding Blackpool with 3 new practices - Renew the Tramway delivering a modern - Transform Foxhall, South Beach and all of Blackpool’s schools tram system Claremont areas by developing - Establish a training school for regeneration Area Action Plans - Build a Studio School focusing on dentistry training 8 students per year - Complete the construction of the sea wall vocational learning reshaping the promenade as a key - Create a new Town Centre multi-agency - Help smokers quit attraction team to enforce standards, tackle anti- - Develop a new Higher Education social behaviour, and enhance safety Campus within the town centre and a - Raise awareness on the harm that - Improve St Johns Square and Cedar Square new Further Education Campus at a alcohol can cause harm and improve creating a vibrant pedestranised area more central location access for people dependent on drugs and alcohol - Deliver the Blackpool Gateway scheme - Redevelop the total estate of Blackpool improving access to the resorts attractions Sixth Form College to provide a high - Encourage healthy lifestyles by quality learning environment providing communities with access to

3 - Market the Central Station Site to secure healthy eating, lifestyle and general private investment activity and walking programmes

- Increase Blackpool International Airport’s - Reduce Teenage Pregnancy capacity What is a Sustainable Community Strategy?

Sustainable Community Strategies are the overarching plan for an area, guiding the priorities of other plans and strategies and play a key role in developing new ways of working between different agencies and partnerships. But what is a ‘sustainable community’? Sustainable communities are those which balance and integrate social, economic and environmental aspects of their community; meet the needs of existing and future generations; and respect the needs of other communities in the wider region and internationally.

In developing Blackpool’s Strategy we have talked to residents, local businesses, community groups and other stakeholders to understand what people want for the future of the town. We have also looked at a whole range of local conditions including the economic prosperity, housing, health, crime, education and the environment, and used information from a range of sources and strategies to assess the current position of Blackpool. From the consultations and the evidence base, we have identified what we think matters to the people of Blackpool, and the key issues and challenges facing the town. We then set out a clear vision for the town of where we want to be in 2028, defined the goals and objectives and detailed the key transformational projects and other actions which will help us to achieve that vision. The transformational projects due to their scale are likely to be delivered over an extended time period of some 10 to 15 years whilst other smaller projects will have a 3 to 5 year delivery period. The Blackpool Local Strategic Partnership

This document has been produced by the Blackpool Local Strategic Partnership (LSP) which brings together a wide range of organisations from the public, private, voluntary and community sectors, pooling resources and expertise to work together to improve the town as a place to live, work, play, visit and invest in. The main objective of the Blackpool LSP is to set out the vision for Blackpool and coordinate and drive the delivery of local services leading to improved outcomes for local people that go beyond the remit of any one partner.

The Blackpool LSP began its work in 2002 and this is the second Community Strategy we have produced. The Partnership has already delivered real improvements for example, through our multi-agency approach to Neighbourhood Management (known as Reassurance Plus) and the introduction of ‘Springboard’ – a multi-agency approach to helping deprived families. These achievements, amongst others, have resulted in the partnership receiving the best ‘green’ rating for performance from government. We are confident that we can continue with this success and will focus on sharing responsibility and resources for achieving priorities and targets, share data and information and best practice so learning can be transferred across partners.

The Blackpool LSP is committed to engaging with the people of Blackpool to influence the future delivery of services and the development of neighbourhoods. We want to encourage good local leadership and create a feeling of well-being in our communities, which in turn will create strong and prosperous communities empowered to shape the future.

4 Sustainability Appraisal

A Sustainability Appraisal has been carried out on the Strategy which included partners and stakeholders from the public, private and third sector organisations. The results revealed very few negative impacts across the Strategy with the majority identified within Goal 1: Improve Blackpool’s Economic Prosperity - creating jobs and opportunities for local people. Some potential negatives were associated with large physical regeneration projects. However, each project will be subject to a specific Environmental Assessment and other Impact Assessments as appropriate. In addition, measures to mitigate negative impacts will be implemented within the Action Plan which accompanies this Strategy. Equality Impact Assessment

The Local Strategic Partnership aims to deliver a Sustainable Community Strategy that responds to the needs of a diverse community. Equality is a key value within the Strategy and we recognise that all people must have equal access to information and services to ensure they can fully participate in society. Therefore an Equality Impact Assessment has been carried out on the Strategy. The results will be used to ensure that through implementation of the Sustainable Community Strategy our activities do not discriminate against people, treat them unfairly or create barriers that prevent people from participating or benefiting from the outcomes.

5 Our Values

To underpin our vision and objectives for regenerating Blackpool, there are values that will guide the LSP to ensure effective delivery of the Strategy. Therefore we commit to the following:

OUR VALUE HOW THE LSP WILL ACHIEVE THIS VALUE By ensuring that the LSP has strong governance and performance  We will strive to work together to achieve continuous management arrangements and the ability to challenge itself to achieve improvement with available resources; the best for Blackpool and learn from best practice elsewhere.

 We will respect the rich diversity of our communities by By undertaking an Equality Impact Assessment on this Strategy. ensuring that we promote equality for all who live, work and visit the resort; By monitoring and taking steps to significantly improve the diversity of the Partnership membership ensuring that it reflects the community it serves.

By delivering a Community Cohesion Strategy for Blackpool and working towards developing a single Equality and Diversity Scheme.

By providing equality and diversity training for LSP representatives.

 We will value each individual in their uniqueness and By ensuring that each partner organisation focuses on meeting the support them in achieving their true potential; individual needs of all our communities, especially our most vulnerable adults, children and young people in helping them achieve their true potential.

 We will keep people informed, include local groups and By ensuring that we actively engage people at a local neighbourhood communities in decision making within the partnerships level in the design and delivery of services and focus on their priorities. wherever possible;  We will take every opportunity to promote Blackpool, its The LSP will market and celebrate Blackpool’s achievements and explore uniqueness and celebrate its achievements its unique potential for the future.

6 Blackpool Today

Blackpool is synonymous with fun and enjoyment. It is England’s largest and most popular seaside resort with approximately 10 million visitors annually. It is also the main retail, public administration, cultural and service centre for the wider Fylde coast (population estimated to be 328,800). Located in the North West of England, Blackpool covers 35 km2 of land, with 11.2 km (7 miles) of sea front. It supports a resident population of around 142,700 which is the most densely populated Borough in the North West. Birth rates are below the regional and national rates, and are outnumbered by the death rate. However the population is projected to increase in the future. There is a relatively low proportion of minority ethnic groups (1.6%) but above regional average of over 65s (19.1%), and Blackpool has the largest gay community in Lancashire along with a growing and vibrant faith sector.

Intensely urban and compact in form, Blackpool is characterised at its heart by the Resort Core, some 5km 2 containing the iconic Blackpool Tower, the three piers, the Winter Gardens, the town centre, the Golden Mile hosting an array of amusements and arcades, the ever popular Blackpool Pleasure Beach and the famous Illuminations, offering a rich and diverse cultural offer in its music, performing arts, entertainment, heritage and other varied leisure attractions. This is the town where the working class family seaside holiday began and where you can experience stunning coastal landscape. The Resort Core also contains dense neighbourhoods of holiday guesthouses and hotels supporting around 35,000 holiday bed spaces. Not conventionally recognised as an historic town, Blackpool’s extended period of prodigious development in the late 19 th century and growing popularity in the early to mid 20th century has left a tremendous legacy of late Victorian and early 20th century commercial resort architecture.

Away from the seafront and the town centre, Blackpool is predominantly residential in character. From pre-1920 terraced housing and inter-war mainly semi-detached suburbs through to modern estates on the periphery of the town, housing is the dominant built form. Even within the Resort Core a large proportion of hotels and guesthouses are domestic in scale and appearance and are permanent homes to hotel proprietors and their families as well as a temporary residence for visitors.

Blackpool has a workforce of around 62,000 economically active people with an economy that is underpinned by tourism and the service sector. Small businesses predominate with only around 70 companies employing more than 70 people each. The town is also an important administrative centre, accommodating a number of large Government offices. Although there is no tradition of heavy industry, the town’s small manufacturing sector includes local specialism in food and drink, and plastics.

The M55 connects the heart of the town to the national motorway network via the two-mile Central Gateway. Access by the national rail network is through Blackpool North Station with local rail services using stations at Blackpool Pleasure Beach, South Shore, and Layton. 37% of Blackpool’s households have no access to a car and rely primarily on public transport, including the Blackpool tramway, one of the oldest electric tramways in the world which runs for 11 miles from Starr Gate in Blackpool up to Fleetwood and carries around 6,500,000 passengers each year. Blackpool International Airport, located just across the Borough boundary in Fylde Borough, operates regular charter and scheduled flights throughout the UK and to over 25 European destinations, carrying 541,968 passengers during 2007.

7 Stanley Park is one of the largest municipal parks of its kind in the country and is a Grade II listed historic park and garden. Located near the geographical centre of the town it provides a quarter of the town’s open space. Blackpool has 13 Biological Heritage Sites and a Site of Special Scientific Interest at Marton Mere notified for its bird populations, dragonflies, butterflies, bats and orchids.

8 The Challenge for Blackpool

Many of the problems and issues facing the town are challenging, complex; and interrelated but this provides the opportunity for the solutions to be cross-cutting, and priorities to be addressed under more than one of the identified Goals. It is clear that Blackpool is experiencing extreme levels of deprivation as evidenced by our fall from 24th to 12th in the 2007 Index of Multiple Deprivation. This deprivation is particularly severe in localised pockets across Blackpool with 58,500 residents (41% of total population) living in the 20% most deprived Super Output Areas and 38,529 in the most deprived 10% (27% of the population).

The following information highlights some of the key challenges that Blackpool is facing. This evidence has been collected from topics such as employment, crime, education, health and lifestyle and is compiled into a report called Blackpool Figures, which can be downloaded at www.blackpool.gov.uk.

The Local Economy

The decline in the visitor economy and the subsequent lack of private sector investment has had a profound effect on the prosperity of Blackpool and its communities resulting in acute deprivation. National and local statistics from a variety of sources have identified that Blackpool has:

 a reduction in visitor numbers by some 2 million since 2002 to around 10 million combined with a reduction in stay from 5 days to 2 days and stagnation in the overall tourism related revenue between 2002 and 2006;  declining quality of the visitor offer within a tired and outdated infrastructure and urban environment;  91% of jobs in the service sector, including those directly related to tourism and characterised by part-time, low paid and seasonal work; the public sector accounts for 37.8% of public administration, education and health jobs;  a low value added economy with Gross Value Added (GVA) at only 67% of the UK level;  the lowest average wage in the North West and the 6th lowest in the UK (earning £86 per week less than the North West average and £105 less than the national average);  high levels of unemployment - 3.8% against a regional average of 2.6% (2008);  high worklessness levels, 23% of the working age population claiming a work related benefit;  over 11,300 people on Incapacity Benefit - 13% of working age adults and the 14th highest proportion of claimants in the UK.

Housing, Neighbourhoods and Environment

The declining economic fortune of the town has led to deterioration in Blackpool’s urban environment, the condition of residential and commercial properties, streets and open spaces and the perception of safety. This deterioration fuels the economic decline as it further reduces the number of visitors choosing to come to Blackpool. The poor quality of the urban environment, particularly in the inner areas of the Resort Core, has led to low levels of aspiration and community pride. This in turn has led to a lack of investment and maintenance of properties and spaces. Some of the key factors identified from research and consultation affecting the quality of our neighbourhoods and streets are:

9  Housing market imbalance – the proliferation of Houses in Multiple Occupation (HMOs) and private rented properties mainly as a result of guesthouses and small hotels struggling to survive economically converting their properties to bed-sits and flats, often occupied by benefit claimants;  many HMOs providing sub-standard housing conditions and promoting overcrowding in inner Blackpool, worsening persistent problems such as long- term ill health and child poverty;  high levels of violent crime of which 52% is alcohol related and 16.9% is domestic abuse related;  a high perception of crime despite overall crime reducing by 6% in 2007, the highest crime rates within the inner neighbourhoods;  in 2006/07 Blackpool recorded more incidents of anti-social behaviour than any other area in Lancashire  issues such as flytipping, graffiti and litter affect people’s feelings of safety and can increase their fear of crime  11% of the Borough’s population (15,509 people) were defined as transient1, many of these people have financial and family problems;  32% of the transient population are presented as homeless;  issues around community cohesion, transience and European workers, and the its influence on the stability of communities;  environmental risks which, if not tackled, will become a threat to both current and future generations as temperatures rise, extreme weather events become more frequent and flood risk becomes greater.

Skills and Education

Educational attainment and skill levels are key issues in the town and are serious barriers to the prosperity of Blackpool. The lowest levels of skills and education can be found in the more socially and economically deprived areas of the town. Although much progress has been made by schools and colleges, low educational attainment and consequent poor skill levels are the result of many interrelated issues, including a lack of job prospects within the town due to a declining economy; issues of child poverty; drug and alcohol abuse; and domestic violence.

It is recognised that there are strong links between outcomes for children and young people and social and economic prosperity. Aspirations of children and young people and their families are low. This impacts negatively on their attainment at school and their motivation to progress into further and higher education. Some key indicators highlight the problems:

 Blackpool has average levels of educational attainment at the end of the primary phase, and lower levels of educational attainment than national averages at all Key Stage 3, GCSE level and A-level;  Blackpool has one of the highest levels of population mobility of children and young people in the country. The annual turnover of pupils in some schools can be as high as 30% and transient pupils consistently under perform in comparison to stable pupils;  75% of Blackpool 16 and 17 year olds were participating in education or work-based learning compared to 81% in the North West in 2005;  The rate at which Blackpool’s young people progress into further and higher education is low. The percentage of the town’s adult population qualified to degree level or higher (14.9%) is half the national average (27.4%) and is below the average for the North West;  A high proportion of the adult working population, over 19,500 have no qualifications at all (23.6% compared with 13.8% nationally);  33.9% of Blackpool’s working age population have NVQ 3 and above compared to 42.4% in the North West and 44.4% in UK;  Blackpool has a workforce skills deficit of NVQ2 and above and in particular has a shortage of NVQ4 level jobs suitable for graduates;  Low numeracy skills together with a reliance on benefits has led to an increasing amount of debt for some individuals.

1 10 .

11 Health and Well-Being

Compared to England, the health of the resident population is one of the most serious issues facing Blackpool; overall data shows that proportionally more people in the Borough suffer levels of ill health and premature death than for England and Wales as a whole. Tackling health inequalities is a to priority for the LSP, and the partnership is focused on improving the health of the poorest groups and communities within Blackpool so that their standard of health is in line with those enjoyed by the rest of the country. Health inequalities are the result of a complex and broad range of factors; including the impact of unemployment, the effects of crime, poor educational achievement, inadequate housing, environmental conditions, and genetic make-up of individuals, gender, lifestyle and behaviour.

Some key health statistics highlight the problems facing Blackpool:

 the second lowest male life expectancy in England and a worsening position for women;  suicide rates are twice the national average for men;  the death rate from smoking is higher in Blackpool than in the North West and England averages;  estimated that 22% of adults in Blackpool binge drink;  rate of hospital admissions for alcohol specific conditions is above the England average;  the highest alcohol-related death rate in the UK;  high levels of multiple drug use with the highest problematic heroin and/or cocaine use in the North West (estimated to affect 2% of the adult population);  13.2% of working age adults are claiming Incapacity Benefit, with 80% of these being long-term claimants and with over 40% claiming due to ‘mental and behavioural’ reasons;  children under 5 have higher incidences of decay, fillings and missing teeth when compared with the average for England;  lower than regional average percentage of babies are breastfed at birth (42% in Blackpool compared to 66% for the North West at 78% for England);  teenage pregnancy rates of 6.6% of the female teenage population – the second highest in England.

12 We know that if we don’t act, present trends are likely to continue, and Blackpool will be facing:

 further decline in the tourism economy with visitor numbers continuing to fall as the resort fails to attract the private investment necessary to cease the deterioration of the resort offer and the urban fabric;

 growing housing imbalance in the inner areas as an increased number of guest houses, due to a lack of visitors, are forced to convert to HMOs to try and make a living;

 a continuation of a low wage economy with an increasing number of unemployed people and those claiming benefit as fewer jobs are available in a receding economy;

 increasing demand for HMOs and private rented accommodation as the transient population increases and the number of people on benefit rises, meaning others will find it increasingly difficult to afford to buy a decent home in a low wage economy;

 debt increasing as more and more individuals are unable to manage their finances which could possibly increase the risk of a mental illness, alcohol dependency, low self-esteem and lack of confidence;

 increasing health inequalities in areas such as life expectancy, premature death and alcohol, drug and sexual health related problems;

 increasing social problems associated with anti-social behaviour and a growing fear of crime;

 downward trends in educational attainment and skill levels which will result in a population unable to face the challenges of an increasingly competitive economy, leading to further exclusion from the job market and businesses unwilling to invest due to an unskilled workforce;

 an ageing and unhealthy population, with increasing demand on health and social care services, with younger educated people unable to find the right job prospects in their town, leaving to find careers elsewhere whilst skilled people from outside Blackpool are unwilling to move to a town that is unable to offer significant levels of skilled and professional jobs and good quality housing;

 worsening environmental problems linked to climate change threatening the viability of some of our coastal areas, impacting upon the health of vulnerable people and damaging the economy.

The Strategy can reverse these trends by presenting a long-term vision and practical actions to raise economic prosperity and quality of life in Blackpool.

13 Goal 1: Improve Blackpool’s Economic Prosperity - creating jobs and opportunities for local people

By 2028, Blackpool will have a stronger all year round economy providing high value jobs. Visitor numbers will have increased and families, couples and elderly people will enjoy a reinvigorated resort. The former Central Station site will have a new attraction and our visitor accommodation will be we nationally accredited. The town centre will have a quality retail offer and will be the natural first choice for Fylde Coast residents. Talbot Gateway, as an extension to the town centre, will offer an exciting range of civic and commercial facilities within a high quality public realm which captures the essence of a regenerated Blackpool. Our heritage will be preserved and we will work with partners to improve the quality of our cultural offer to become a key asset for the economy of the town. The town’s transport network will be recognised as one of the best in the country. Local businesses will be thriving and Blackpool will become an attractive location for inward business investment in the sub-region.

Our key objectives are to....

1. Create high quality all-year round reasons to come to Blackpool 2. Establish Blackpool town centre as the sub-regional centre of the Fylde Coast 3. Promote enterprise 4. Improve sustainable transport and increase accessibility

We will transform Blackpool by delivering the following:

 Deliver the £285 million Talbot Gateway project with the majority of work to be completed by 2014, which includes road and access improvements on north and south routes across the town centre, a major transport interchange around Blackpool North Station, civic relocation of 800 public sector jobs within new town centre offices, residential areas, a new Central Library with Learning Centre, leisure facilities and new retail units (objectives 2, 3, 4, 5, 6 and 10);

 Deliver an £85 million modern tram system by 2012 capable of transporting residents visitors and commuters along the Fylde Coast (objective 4);

 Complete the construction of the new sea wall by early 2010, and use this as a platform to create a high quality new seafront for Blackpool and deliver the aspirations of the People’s Playground through the development and implementation of individual seafront scheme proposals (objective 1and 2);

 Improve St Johns Square and Cedar Square by 2009, creating a vibrant pedestrianised area with 21 st century contemporary pavement cafes and markets. The scheme will encourage pedestrian movement between the Talbot Gateway project and Hounds Hill Shopping Centre increasing the time people spend in the town centre (objectives 2 and 4);

 Deliver the £2.62 million Blackpool Gateway project which will improve access to the resorts attractions, giving visitors a much more positive first impression. The scheme includes major improvements to the Lonsdale car park and Sands Way junction with 240 remodelled car parking spaces, 195 metres of new footpath and cycleway, 200 metres of upgraded highway and extensive landscaping, better traffic management and the creation of a plaza outside the football ground. A new contemporary housing development adjoining the site, to be provided adjacent to George Bancroft Park (objective 4, 5, 6 and 7);

 Market the Central Station site during 2008, to seek private investor interest in the development of the site (objective1);

 Increase the capacity of Blackpool International Airport, through a £6 million upgrade of the operational space to include expansion of its taxiways and aprons allowing more aircraft to operate from the airport, thus increasing usage which will create new jobs and security (objective 3, 10, and 4);

We will also....

 Deliver a £3.5 million Events Programme, ‘Keeping Blackpool Alive’ which includes staged events of a local, regional and national status over the next 2 years attracting more visitors (objective 1);

 Complete Regeneration by Light which focuses on Birley Street becoming a focal point with six imposing arches and a light and sound show that will add another dimension to Blackpool’s illuminations offer, whilst lighting displays will feature on the surrounding streets (objective 1);

 Deliver a £5 million Townscape Heritage Initiative aimed at improving the physical appearance and built quality of the town centre through grant aid for buildings and public realm within the Town Centre Conservation Area (objective 2);

 Provide support for around 400 hotels, guesthouses and self-catering establishments to achieve accreditation to national Visit Britain standards (objective 1);

 £14.7 million of Local Enterprise Growth Initiative (LEGI) funding will be used to create new business opportunities, through the following projects (objectives 3, 9 and 10): - Develop BlackpoolUnlimited.com as the web interface for business, seeking to engage over 5,000 businesses in all sectors; - Through the ‘Get Started Project’ seek to engage with 1,500 would-be entrepreneurs with practical advice, financial support and mentoring, seeking to enable around 600 people to start a new business with the majority trading after 2-years of start-up; 15 Goal 1: Improve Blackpool’s Economic Prosperity - creating jobs and opportunities for local people

- Through Skills for Success Project provide business development and investment support to 150 existing companies with the potential to grow and generate wealth and local job opportunities; - Open a new business development hub for creative and digital firms on the Fylde Coast, featuring a contemporary incubator centre with 14 easy-in easy-out business units, a hot desk facility for freelancers and undergraduate entrepreneurs, and a multi-use seminar and gallery showcase (Creative Industries Hub); - Through the Social Enterprises Solutions Project assist with the development of 15 new social enterprises; and provide intensive business support to 45 social enterprises to enable them to achieve their trading potential and maximise community benefit; - Develop a town-wide wireless network by 2009, allowing businesses access to wireless broadband technology on the move.  Maximising the development potential of employment land in close vicinity to Blackpool Business Park, and Blackpool International Airport, in particular to agree a Master Plan for the redevelopment of the Squires Gate Industrial Estate by March 2009 (objective 3 and 10)

 Develop new ways of working across the Fylde Coast with our neighbouring local authorities to improve economic development, planning, housing and transportation and promote the cultural offer and creative offer (sports, arts, heritage, theatre, music, environment) across Blackpool, Fylde and Wyre (objectives 1, 2, 3, 4, 5 and 10);

 Improve sustainable transport and accessibility including (objectives 2, 4, 6, 13 and 14):  seek to secure funds to re-model the Promenade highway between Cocker Square and the Sandcastle increasing the attractiveness of the Promenade, reducing traffic congestion and making the area more pedestrian-friendly;  improve and enhance facilities for coaches to drop off and pick up visitors to attractions and hotels within the heart of the resort;  improve signage for visitor traffic into the resort, including working with the Highways Agency on the M55, better signs for car parks and routes to the Promenade making them easier to access by 2011;  add two additional links to the existing national Cycle Network Route 62, a link along Central Promenade and a link enabling cyclists to cross Talbot Square;  investigate the possibility of becoming a cycle demonstration town, gaining extra funds to develop cycling routes and promote cycling as an efficient safe and healthy way of getting around;  deliver cycle training at a National Standard to a minimum of 500 children and young people and 70 adults each year;  all schools and other education establishments to have an active Travel Plan by 2011 and continue to develop walk to school campaigns.

Long-term future aspirations include....

 Work to secure agreement to proceed with phase 2 of the Hounds Hill development which includes developing the existing retail and

warehousing area adjacent to the Hounds Hill into a new restaurant, retail and hotel facility (objectives 2, 3,6 and 10);

 Develop a new vision and future for the Winter Gardens and consider alternative uses as one of Blackpool’s key venues (objectives 1 and 2);

 Investigate the national conference market and future opportunities in Blackpool by undertaking a feasibility study (objective 1);

 Work to secure the relocation of the Victoria and Albert Theatre Museum to Blackpool (objectives 1 and 2);

 Work to secure the potential of World Heritage status (objectives 1 and 2);

 Build on the 2012 Olympic ambition and deliver an outstanding Blackpool Olympiad attracting major sporting and cultural festivals and events (objectives 1, 13 and 14);

 All public sector agencies to promote where possible a policy of local sourcing and build the capacity of local businesses and third sector organisations so they benefit from public sector procurement (objective 3);

Key Measures - how do we know if we’re improving

Tourism jobs (absolute numbers and proportion of total employment)

Tourism businesses ( absolute numbers and proportion of total employment)

Visitor numbers (visitor numbers, duration of stay, visitor profile (origin and age)

Visitor spend (total spend and spend per head)

Visitor satisfaction (visitor satisfaction levels)

NI 153 Working age people claiming benefits in the worst performing neighbourhoods

NI 166 Median earnings of employees in the area

NI 171 VAT registration rate 17 Goal 1: Improve Blackpool’s Economic Prosperity - creating jobs and opportunities for local people

NI 116 Proportion of children in poverty

18 Goal 2: Develop a Safe, Clean and Pleasant Place to Live, Work and Visit

By 2028, Blackpool will provide a high quality, attractive and safe environment which offers good housing and high performing schools that attract families and professional couples. Communities will be thriving and active because neighbours know each other and there are local facilities where people can meet and interact. The quality of life for communities will be further enhanced by safe, open green public spaces and a clean environment with low levels of litter, graffiti, and drug and alcohol misuse, especially for those communities living in our priority neighbourhoods. Low levels of crime and anti-social behaviour and a strong civic pride will help build a vibrant and prosperous economy. Waste will be managed in a sustainable and integrated way, (re-using, recycling, composting and recovering more value from waste) biodiversity will be preserved and we will ensure that we tackle and adapt to the effects of climate change.

5. Provide high quality housing in sustainable, mixed communities 6. Create a safer Blackpool 7. Create a cleaner and greener Blackpool 8. Create thriving and active communities

 With the support of English Partnerships invest £35 million (subject to project approval) into re-shaping the housing market in inner Blackpool (objectives 5, 6, 7, 8, 9 and 13);

 Develop Area Action Plans for Foxhall, South Beach Area and Claremont. These plans will drive forward the transformation of these neighbourhoods setting out their future role in the New Blackpool providing a new development framework for their regeneration (objectives 3, 4, 5, 6, 7, 8, 9, 13 and 14);

 Create a team to enforce against poor quality housing and illegal creation of Houses in Multiple Occupation (HMOs) especially in holiday areas where they may discourage private investment (objectives 5, 6, 7, 8, 9 and 13);

 Over the next 5-years invest £66 million of awarded funding to Blackpool Coastal Housing to improve 3,837 properties by refurbishing kitchens and bathrooms, upgrading central heating, electrical upgrades, external refurbishment (outside works including roofs, brickwork, doors and windows), insulation measures and environmental works (objective 5, 6, 7, 8 9 and 13);

 Continue to deliver Reassurance Plus in our priority neighbourhoods (Central, South and Grange Park) with a focus on extending the scheme to the town centre bringing together a multi-agency team to enforce standards, tackle anti-social behaviour and enhance safety (objectives 2, 6, 7, 8, 9 and 13);

We will also....

 Continue to deliver the Transience Action Plan that will support those people who experience a transient lifestyle by increasing the efficiency and effectiveness of public services (objectives 5, 6, 8, 9, 13 and 14);

 Start work on a £31.9 million 5-year scheme to improve street lighting, replacing 72% of the street lighting columns (approximately 13,000) in total and 85% of traffic signals points (approximately 1,750) (objective 6).

 Launch a 12-month high profile campaign ‘Blackpool Is Getting Clean and Tidy’ (BIG CAT) which will feature initiatives and events to make improvements and raise public awareness in issues such as litter, waste and recycling, trading standards, bulb and tree planting (objectives 6, 7 and 8);

 Deliver the alcohol initiative ‘Nightsafe’ which will raise awareness and create campaigns regarding sensible drinking to ensure a safe night- time economy (objectives 2, 6, 13, 14 and 16);

 Deliver a Positive Activities for Young People (PAYP) Programme which will offer diversionary activities (objectives 6, 8, 9, 13 and 14);

 Develop a Coordinated Community Response to Domestic Abuse and increase the reporting of Domestic Abuse by 10% by March 2009. (objectives 6, 13 and 14);

 Reduce the number of serious traffic casualties suffered by children by 50% and the number of all road casualties by 11% by applying 20 mile per hour speed restrictions in ‘hot spot’ areas (Talbot and Brunswick, Revoe and Mereside Wards) and providing road safety training for 97% of primary school children, 55% of secondary school pupils, and to a minimum of 20 community groups each year by 2010 (objectives 6, 4 and 13);

 Invest in excess of £1million to enhance and improve 24 children’s play areas within local community parks by 2012 (objectives 7, 8 and 14);

 Ensure that all community parks are working towards and achieving Parks Green Flag Status. By the end of 2008 we will have achieved accreditation for the following parks; Louie Horrocks Park, Watson Road Park, Stanley Park and Salisbury Gardens, and during 2009 we seek accreditation for Marton Mere Local Nature Reserve (objectives 6, 7, 8, 13 and 14);

 Tackle and adapt to the effects of climate change including (objectives 7): - in partnership with Lancashire County Council, we will provide a Waste Technology Park to be located in Thornton, in Wyre for 2012/13; - extend our work on domestic energy efficiency to reduce CO² emissions per capita by 12% - supply 50,000 Blackpool homes with low energy light bulbs over the next 3-years; - investigate the potential for renewable energy generation in Blackpool and jointly with neighbouring authorities; - carry out an assessment of Blackpool's vulnerability to weather and climate and how services and strategies need to adapt;

 Preserve and enhance Blackpool’s important ecological assets such as Marton Mere and the Coastline and actively promote them through education and inclusion programmes (objectives 7, 8, 9, 13, 14).

Long-term Future Aspirations include...

 Deliver 8,000 new homes by 2021, of which 2,000 will be affordable (objectives 5, 6, 7, 8, 9, 13 and 14);

 Develop a new community, leisure, health and fitness centre and library linked to a new Primary Care Health Centre within the Bispham area (objectives 3, 8, 9 10, 13 and 14).

 Create a Business Improvement District to incorporate the central Promenade which will enable local businesses to work together on various initiatives to improve the location with the aim of increasing the number of people visiting the area (objectives 2, 6, 7 and 8);

Key Measures - how do we know if we’re improving NI 7 Environment for a thriving third sector

NI 20 Assault with injury crime rate

NI 30 Rate offending rates of prolific and priority offenders

NI 32 Repeat incidents of domestic violence 21 Goal 2: Develop a Safe, Clean and Pleasant Place to Live, Work and Visit

NI 110 Young people’s participation in positive activities

NI 111 First time entrants to the Youth Justice System aged 10-17

NI 154 Net additional homes provided

NI 186 Per capita C0² emission in the Local Authority area

NI 192 Household waste recycled and composted

NI 195 Improved street and environmental cleanliness (levels of graffiti, litter, detritus and fly posting)

22 Goal 3: Improve Skill Levels and Educational Achievement

By 2028, Blackpool’s local people will be well educated and have the necessary training and skills to contribute to economic growth across Blackpool and the Fylde Coast which in turn will enhance their quality of life. All young people will leave school with the necessary qualifications to undertake post-16 learning. There will be increasing participation in higher education and vocational qualifications such as modern apprenticeships and work-based learning. Adult skills levels will have improved so that no-one lacks basic literacy and numeracy skills and everyone will have access to develop further skills, creating a population with better employment prospects. Our improved skills levels and educational attainment will attract businesses and support a thriving and competitive economy, fostering entrepreneurship. Blackpool will retain and attract creative and innovative people benefiting the local, sub-regional and regional economy.

9. Improve educational achievement and raise the aspirations of all Blackpool’s children and young people 10. Support people into work 11. Ensure the whole population has at least basic literacy and numeracy skills 12. Foster a workforce with the vocational skills to meet the needs of Blackpool’s economy

We will transform Blackpool by:

 Deliver Building Schools for the Future (BSF) which will invest £140 million to provide new and refurbished school buildings with new computer systems, cultural and sports facilities. Building will begin in 2010 with significant work to be completed by 2015 (objectives 8, 9, 11, 12 and 13);

 Start work on refurbishing or rebuilding all of Blackpool’s primary schools to ensure state of the art education facilities. This is part of a 15- year Capital programme which begins April 2009 (objectives 8, 9, 11 and 14);

 Build a new 14-19 Studio School by 2012. This will be an innovative school with a focus on vocational learning (objectives 9, 12 and 13);

 Redevelop the total estate of Blackpool Sixth Form College by 2012 in order to provide high quality academic and vocational learning (objectives 9, 12);

 Develop a new town centre campus for Blackpool and the Fylde College at its existing Palatine site and provide a £100 million move of the Further Education campus to a more central location to provide state of the art educational facilities both of which will help generate higher paid jobs and increase educational attainment (objectives 9, 10 and 12);

 In partnership develop a Fylde Coast Employment and Skills Strategy to develop better intelligence and understanding of current skills and

future skill requirements of employers in the Blackpool and Fylde coast area (objectives 10, 11, 12, 13 and 12);

We will also....

 Develop two new Children Centres, one in the north and one in the south of the Borough by March 2009 (objectives 9, 11,12 and 13);

 Ensure every child has an individual learning opportunities Passport by 2009 (objectives 9);

 Bridge the digital divide by providing computers for pupils from the most deprived neighbourhoods with access to town-wide wireless network. The wireless network will be in place in central Blackpool area by 2008 with the whole town covered by 2010. (objectives 9);

 Provide alternative learning options for 14-19 year olds through the introduction of new diplomas covering construction, creative media, travel in tourism, business and finance, and society, health and development to provide a shift in vocational learning (objectives 9 and 12);

 Create centres of excellence in Science, English and Mathematics and introduce the International Baccalaureate to improve skills required for international citizenship at the Blackpool Sixth Form College (objectives 8, and 9);

 Enable 3,000 students aged 14-19 in all secondary schools and Further Education Colleges in Blackpool to participate in the HERO Project, an exciting range of enterprise activities within the curriculum (objectives 3, 10 and 12);

 Expand work-related Higher Education provision at Blackpool and The Fylde College to contribute to a better qualified and skilled workforce (objectives 9, 10, 12 and 13);

 Support Blackpool and the Fylde College’s new Aviation Academy providing aeronautical engineering and customer service training for 250 students over the next 3 years (objectives 3, 9, 10 and 12);

 Provide over 500 new construction training places for adults through the ‘Blackpool Build Up Project’ over the next 3-years, aimed primarily at unemployed residents, to ensure they have the right skills to take up employment opportunities arising from the physical regeneration of Blackpool (objectives 3, 9, 10 and 12);

 Expand the ‘Priority Offer Scheme’ which will assist and support local people into jobs by enabling clients from Connexions, Positive Steps, Progress Recruitment and Work Steps to apply for internal jobs advertised by Blackpool Council. This scheme will be extended to include other public sectors organisations in the future (objective 10);

 Continue to support and resource the Third Sector in raising levels of attainment and access to jobs, for example, through the Volunteer Bureau (objective 10);

 Deliver a 3-year Ambassadors Programme/ Taxi Driver Training for a BTEC qualification in Transporting Passengers by Taxi or Private Hire Vehicle’ focusing on customer care; (objectives 2, 4 and 12)

 Improve basic skills in literacy and numeracy in the working age population (objectives 10 and 11): - ensure all our school leavers are equipped with basic skills in literacy and numeracy (level 1 in literacy and entry level 3 in numeracy or higher); - ensure people in work, especially the public sector, have access to the support and provision necessary to address basic skills deficiencies; - ensure a lack of basic skills are addressed as part of any back-to-work provision for workless residents.

 Improve the proportion of the working age who are qualified to at least Level 2 or higher (objectives 10, 11 and 12); - ensure all public sector staff are encouraged to achieve a minimum level 2 qualification or higher; - encourage employers to take-up key initiatives such as Train2Gain to enable employees access to level 2 and higher skills provision; - improve the choice and flexibility of business-led vocational courses at all levels from Blackpool and the Fylde College, and other private training providers.

 Build 2 brand new ‘state of the art’ special needs support centres (primary and secondary) for children and young people who have Special Educational Needs by 2015 (objectives 9, 11 and 12);

Measures - how do we know if we’re getting there NI 75 Achievement of 5 or more A* - C grades at GCSE or equivalent including English and Maths (Threshold)

NI 117 16 to 18 year olds who are not in education, training or employment (NEET)

NI 161 Learners achieving a Level 1 qualification in literacy

NI 162 Learners achieving an Entry Level 3 qualification in numeracy

NI 163 Working age population qualified to at least Level 2 or higher

26 Goal 4: Improve the Health and Well-Being of the Population

By 2028, the health inequalities gap between Blackpool’s communities and others in the North West and UK will have been narrowed due to the wider determinants of health being addressed as the quality of available housing stock has improved, more people are in employment and have better paid jobs and young people leave school with good educational achievement with high aspirations to continue into Further and Higher education. Communities have healthy lifestyles as the number of people who smoke will have reduced, people drink sensibly, eat healthy and undertake physical activity and drug misuse is at an all-time low as. Everyone has a high standard of access to healthcare and social facilities and as result there has been a big increase in the take up of preventative health care services such as cancer screening and immunisation.

13.Reduce the difference in health outcomes between Blackpool’s communities and others in the North West and UK 14.Encourage healthy lifestyles and emotional wellbeing for the whole population 15.Provide quality adult social care services to enable vulnerable adults and older people to live independently 16.Reduce teenage conception rates and improve sexual health

 Build 3 new primary care centres in the next 5-years on Whitegate Drive, South Shore Hospital site and in Bispham providing GP services, outpatients appointments, X Ray and other treatment services (objectives 10, 13 and 14);

 Recruit an additional 12 GPs for 3 new practices and provide services for those who do not wish to be registered with a GP (objectives 10, 13 and 14);

 Establish a dental school by September 2008 which will train 8 students per year (objectives 10, 13 and 14);

 Ensure that anyone who wants to quit smoking will be able to access specialist support within 2 working days (objectives 13 and 14);

 Raise awareness on the harm excessive drinking can cause by developing local initiatives and campaigns that encourage sensible drinking (objectives 13 and 14);

 Ensure that anyone with a drug or alcohol problem will be able to access services and be assessed within 2-weeks (objectives 13 and 14);

 Provide residents (living within Waterloo, Bloomfield, Tyldesley, Victoria, Talbot, Brunswick, Claremont and Grange Park Wards) with access to healthy eating, lifestyle and general activity and walking programmes (objectives 13 and 14);

 Reduce the number of teenage pregnancies by increasing the availability of Sexual Health Services, including access to advice on relationships and access to long acting contraception, as well as by raising the aspirations of young people throughout Blackpool (objective 9 and 16).

We will also....

 Provide free gym inductions for residents over the age of 50 at Blackpool Council leisure facilities during 2008 (objectives 13 and 14);

 People in receipt of Incapacity Benefit will have the opportunity to access physical activity programmes at Blackpool Council leisure facilities, as well as people with mental health problems (objectives 13 and 14);

 Provide all residents with a disability the opportunity to access disability leisure/ sports clubs operated at Council-run facilities (objectives 13 and 14);

 Provide free all-year-round neighbourhood community sports coaching programmes for children and young people living in Blackpool (objectives 13 and 14);

 Increase the number of children and young people taking part in two hours of PE and sport each week (objectives 13 and 14);

 Develop new preventative and treatment services to help reduce the rise in obesity in children and their families (objectives 13 and 14);

 Promote breastfeeding raising awareness of the health benefits to both mother and baby and in partnership work towards achieving Baby Friendly Accreditation (objective 13 and 14);

 Children within schools will have a new service to improve health and reduce mental health problems (objective 13 and 14);

 Provide new Cancer Screening and Vaccination Programmes: residents aged 60 – 75 years will receive screening for bowel cancer, women 47 – 73 years will be screened for breast cancer and girls aged 12 will receive a new vaccine to prevent a virus which causes cervical cancer (objectives 13 and 14);

 Launch Blackpool Vitaline as a social enterprise by the end of June 2008 and explore the option of the Media Office Bureaux becoming a social enterprise by September 2008 (objective 15);

 Provide a new Independent Living Centre on Whitegate Drive for people with a physical disability to access services and the support they

need to live active, healthy and independent lives in 2008 (objective 15);

 Provide expanded free Telecare services for vulnerable residents living in Blackpool enabling them to stay safe and independent at home (objective 15);

 Start building 2 extra care housing schemes by March 2009, one in the south in Cherry Tree Road, and one in the north in Ashfield Road providing 90 units (objective 15);

 Provide services that help people who may be experiencing financial problems through projects including (objectives 3, 13 and 14): - establish a town wide, Credit Union to reduce reliance on loan sharking, which will decrease transience and increase opportunities for work; - continuing assistance for Advice Link to ensure those most in need are accessing all the benefits and services that they are entitled to; - providing debt advice at GP surgeries;

 Deliver 20 more supported living units for vulnerable people, including those with mental health illnesses by March 2010 (objective 15);

 Build a new Mental Health Inpatient Unit within the next 10 years (objective 15);

Key Measures - how do we know if we’re improving NI 120 All-age all-cause mortality rate

NI 8 Adult participation in sport

NI 40 Drug users in effective treatment

NI 112 Under 18 conception rate

NI 123 16+ current smoking rate prevalence

NI 136 People supported to independently through social services (all ages)

NI 141 No. of vulnerable people achieving independent living

30 Delivering and Monitoring the Strategy

This Strategy will be reviewed annually by the Local Strategic Partnership to ensure that actions are being delivered which meet the needs and aspirations of the local community and the long-term vision remains on track. An Annual Report will also be presented to Area Panels ensuring continuous engagement and dialogue with the community.

Many of the proposed priorities and actions under the four goals already feature prominently in the plans and strategies of the agencies that make up the Blackpool Local Strategic Partnership. Many of the priorities and performance measures will also be taken forward through the Local Area Agreement.

The new Strategy also requires new governance arrangements to be put in place with the LSP to reflect a focus around the four goals. This will be progressed during 2008. The Partnership will continue to reflect the key contributions of the public, private and third sector organisations.

A detailed Action Plan will be prepared to accompany this Strategy which will set out the responsibilities to ensure they are delivered. The Action Plan will be cross-referenced to projects and programmes that are already being delivered by the Partnership and other agencies through related strategies and plans. It will also include the Local Area Agreement (LAA) targets.

The current LAA is performance managed quarterly. The new Sustainable Community Strategy will be performance managed in the same way with performance reports being presented quarterly at LSP meetings.

31 Links with other Strategies and Plans

The Sustainable Community Strategy, through its goals and objectives, guides other plans and strategies for the area. The Strategy itself has to reflect statutory local and regional plans (see Figure 1), for example the Regional Economic Strategy, the Regional Spatial Strategy and the Local Development Framework (LDF). The LDF provides the ‘spatial expression’ of this Strategy. The LDF reinforces the vision and addresses the long- term challenges by setting out key spatial plans for the area such as the supply and location of new housing and the accessibility to facilities such as health centres, schools and youth facilities. Another key document is the Local Area Agreement (LAA), which is the main delivery plan for the Strategy. The content of the LAA has been revised in light of this Strategy and is agreed between the Blackpool LSP and the Government. The key Strategies and Plans section provides further detail.

Figure 1

32 These pages give reference to some of the key regional and sub-regional strategies and plans which contain further details and targets to support delivery of the Vision.

Regional Plans or Lead Organisation Web Address Strategies

North West Economic Strategy North West Regional http://www.nwda.co.uk/publications/strategy/regional-economic-strategy-200.aspx 2006 Development Agency

Strategy for Tourism in North West Regional http://www.nwda.co.uk/PDF/tourism%20strategy0307.pdf England’s North West 2003/10 Development Agency

North West Regional Spatial Government Office North West http://www.go-nw.gov.uk/gonw/Planning/RegionalPlanning/?a=42496 Strategy

North West Regional Transport Government Office North West http://www.gos.gov.uk/gonw/Transport/RegionalTransportStrategy/?a=42496 Strategy

North West Regional Housing Government Office North West http://www.go-nw.gov.uk/gonw/PeopleSustainableCommunities/Housing/ Strategy (RHS) 2005

Rising to the Challenge - A North West Regional http://www.nwda.co.uk/PDF/climatechange.pdf Climate Change Action Plan for Development Agency England’s North West 2007/09

North West Regional Skills North West Regional http://readingroom.lsc.gov.uk/Lsc/NorthWest/nw-statement-of-skills-priorities0710.pdf Partnership Annual Statement Development Agency of Skills Priorities for 2007/10

North West Lancashire Skills Learning and Skills Council http://readingroom.lsc.gov.uk/lsc/NorthWest/nwr-northwestskillsforlifestrategy-FINAL- for Life Strategy March2007.pdf

33 Sub-Regional Plans or Lead Organisation Web Address Strategies

Central Lancashire City Region Lancashire Economic http://www.lancashire-ep.org.uk/files/downloadcentre/document_85.pdf Development Programme Partnership

Lancashire and Blackpool Lancashire and Blackpool http://www.culture.gov.uk/Cap/eip/eip_docs/blackpool/post_info/LB_VES_Strategy.pdf Visitor Economy Strategy Tourism Board 2006/16

A Greener Strategy for a Lancashire Municipal Waste http://www.lancashire.gov.uk/corporate/web/view.asp?siteid=3722&pageid=12252&e=e Greener Future - Lancashire Management Steering Group Municipal Waste Management Strategy 2001/20

Lancashire Minerals and Waste Mineral and Waste Policy http://www.lancashire.gov.uk/environment/lmwlp/index.asp Development Framework Group

Lancashire Climate Change Lancashire Climate Change http://www.lancashire.gov.uk/environment/envpolicy/climate/pdfs/consultation_cc_strategy.pdf Strategy 2008/13 Partnership

Lancashire Green Lancashire Environment Forum http://www.lancashire.gov.uk/environment/lmwlp/pdf/Lancashire%20Green%20Infrastructure Infrastructure Strategy %20Strategy.pdf

Lancashire Bio-diversity Action Lancashire’s Biodiversity http://www.lancspartners.org/lbap/biodiversity_action_plans.asp Plan (BAP) Partnership

The Strategy Plan ‘Policing Lancashire Constabulary http://www.lancashire.police.uk/index.php?id=59 Lancashire’

34 Local Plans or Lead Organisation Web Address Strategies

Local Area Agreement Blackpool Council http://www.idea.gov.uk/idk/aio/4607338 2005/08

Local Development Blackpool Council http://www.blackpool.gov.uk/Services/G-L/LocalDevelopmentFramework/Home.htm Framework

Blackpool Local Plan Blackpool Council http://www.blackpool.gov.uk/NR/rdonlyres/23A0550B-FF53-4BB2-928A- 2001/16 180B1F197611/0/LocalPlanJune2006.pdf

Local Transport Plan Blackpool Council http://www.blackpool.gov.uk/NR/rdonlyres/A1DA3C01-F6DD-40D1-94B3- 2006/07 – 2010/11 5AD865CEB726/0/SecondLTPscreenversion.pdf

Visitor Economy Strategy Blackpool Council http://www.blackpool.gov.uk/NR/rdonlyres/46C2C371-67E4-4A42-9763- 2006/10 25F7B7F8C343/0/25visitoreconstrat.pdf

Heritage Strategy Blackpool Council http://www.blackpool.gov.uk/NR/rdonlyres/72E179C2-0F76-4B95-AF15- FF3FCDFC6FA1/0/19HeritageStrategy2006.pdf

Local Enterprise Growth Blackpool Council http://www.blackpool.gov.uk/NR/rdonlyres/B97C71A9-7155-403C-BD56- Initiative Plan – LEGI, E0DAFA8675F8/0/15LEGIfinal.pdf September 2006

Blackpool Resort ReBlackpool http://www.reblackpool.com/documents/UpdateBrochure_Oct07_lowres.pdf Masterplan

Re-Blackpool Business Plan ReBlackpool http://www.reblackpool.com/reblackpool/default.aspx 2008/11

‘ The Future’ Blackpool Blackpool Airport Ltd http://www.blackpoolinternational.com/pdfs/MASTERPLAN.pdf International Airport Master Plan

Children and Young Blackpool Council http://www.blackpool.gov.uk/NR/rdonlyres/1BCCD6B6-C5EC-4A49-A8A7- People’s Plan 2006/09 526CAD0C27C4/0/childrenyngpeoplesplan.pdf

Blackpool Community Blackpool Council http://www.bsafeblackpool.com/ Safety and Drugs

35 Local Plans or Lead Organisation Web Address Strategies

Partnership Plan 2008/11 PCT Operational Plan Blackpool Primary Care http://www.blackpoolpct.nhs.uk/home.html Trust Health and Well-being Blackpool Council http://blackpoolbc/dmsdocroot/Chief%20Executive/Corporate%20Goal%20-%20Stronger Improvement Plan %20Communities/20082007102955_IMPROVEMENT%20PLAN%20-%20Final%20update %2025.04.06b.pdf

Alcohol Harm Reduction Blackpool Primary Care http://www.blackpoolpct.nhs.uk/home.html Strategy Trust

Teenage Pregnancy Blackpool Council and http://www.blackpool.gov.uk/Services/A-F/CouncilStrategiesPoliciesandPlans/Publications/ Strategy Blackpool Primary Care Trust

Local Policing Plan 2008/11 Lancashire Constabulary http://www.lancashire.police.uk/fileadmin/users/documents/Lancashire_Police_Authority_Local_Policing_ Plan_2008_-_2011.pdf

Decent Homes Delivery Blackpool Coastal Housing http://www.bch.co.uk/ Plan

Physical Disabilities Blackpool Primary Care http://www.blackpoolpct.nhs.uk/home.html Strategy Trust

Supporting People Blackpool Supporting http://www.blackpool.gov.uk/NR/rdonlyres/0AEB8B34-C516-4A82-BDAD- Strategy 2005/10 People Partnership 4EF378CFFC46/0/CPA48SupportingPeopleStrategy.pdf

‘ All Different All Equal’ Blackpool Council and http://www.blackpool.gov.uk/NR/rdonlyres/B88A4FC9-071B-4375-860E-ECE9608F19A9/0/cepfinal.pdf Comprehensive Equality Blackpool Primary Care Policy and Delivery Plan Trust

Older People's Strategy Blackpool Council http://www.blackpool.gov.uk/NR/rdonlyres/5D8F06EE-FCEA-4247-88E2-A43E485D8E2A/0/J88849.pdf 'Celebrating Age, Experience and Aspiration

The following Strategies and Plans will be developed and implemented over the next 3-years to support delivery of the Vision:  Local Area Agreement 2009-11  Blackpool Regeneration Strategy 36  Fylde Coast Employment and Skills Strategy  Community Cohesion Strategy  Community Engagement Strategy  Older People’s Strategy  Housing Intervention Strategy  Housing Strategy  Homelessness Strategy  Health Inequalities Strategy (Blackpool Council and PCT)  Fylde Coast Cultural Strategy  Fylde Coast Multi Area Agreement  Blackpool Town Centre Strategy  Working towards a single Equality and Diversity Scheme

37 GLOSSARY OF TERMS

Affordable Housing - Affordable housing includes social rented housing and intermediate housing (e.g. shared ownership) provided for households whose needs are not met by housing market.

Anti-social Behaviour - Any activity that impacts on other people in a negative way

Business Improvement District - Blackpool Business Improvement District (BID) is a partnership of all town centre businesses, organisations working for the improvement of business and the environment for the benefit of all.

Child Poverty - Child poverty is a significant lack of the basic needs required for healthy physical, mental, emotional, and spiritual development. Child poverty is also defined as a lack of opportunities (capability deprivation), a lack of control over one’s life, as social isolation and as discriminatory treatment at the hands of others.

Climate Change - The process by which human activities, most specifically the combustion of fossil fuels, is believed to be altering the earth's climate, leading to unpredictable and adverse weather conditions.

Compact - The Compact is a set of principles within which the statutory, voluntary and community sector agree to work.

Community Cohesion -The need for communities to share common values, whilst at the same time valuing and celebrating the inherent diversity that exists in all communities.

Community Leadership - Community leadership is about councils enabling local communities to steer their own future working together to promote a shared vision for the locality.

Credit Unions - A community based local savings and loan schemes that is managed and run by trained volunteers. Credit unions offer people who live or work in the area a chance to save regularly (by cash, standing order, payroll deduction or at a collection point) and to borrow at a reasonable rate of interest.

Decent Homes Standard - In ‘Sustainable Communities: Building for the Future’, the Government reaffirmed its commitment to establish the Decent Homes Standard for all Council housing by 2010. A decent home is one which is wind and weather tight, warm and has modern facilities.

Deprivation - A term used to describe an area that is at a disadvantage to another area, in terms of income, employment, health, educational attainment, skills and training, housing, living environment and crime.

Equality Impact Assessment - The purpose of an Equality Impact Assessment is to improve the work of the Partnership by making sure it does not discriminate in the way that it provides services and employment and that, where possible, it does all it can to promote equality and good relations between different groups. 38 Gross Value Added (GVA) - A measure of income and output in economic terms used to estimate value of goods and services in an economy.

39 Houses in Multiple Occupation (HMOs) - A term used to describe a property, usually privately owned and rented, that houses three or more tenants in two or more households, who share kitchen, bathroom or toilet facilities. This is usually a house, or where a house has been converted entirely to bed-sits or other non-self-contained units.

Index of Multiple Deprivation (IMD) - The Index of Multiple Deprivation 2007 combines a number of indicators, chosen to cover a range of economic, social and housing issues, into a single deprivation score for each small area in England.

Local Area Agreement - A 3-year agreement between Central Government and a local area. The agreement sets out priority issues for local action and what partners will deliver.

Local Development Framework (LDF) - The Local Development Framework for Blackpool is a statutory document that ensures that the priorities of the Sustainable Community Strategy are taken into consideration in planning decisions and special planning for future development in Blackpool.

Local Services - All services provided by the Local Authority, Primary Health Trust, Fire Service, Police etc. e.g. Libraries, doctors, advice services, leisure services.

Local Strategic Partnership (LSP) - The main vehicle for developing a vision for transforming a place and tackling hard cross-cutting social problems that cannot be delivered by one agency alone.

Neighbourhood Management – A term used to describe a partnership of local residents, together with key agencies and service providers. These partners work with a neighbourhood manager, or a small neighbourhood management team, responsible on the ground, helping to improve and join up services, address service gaps and focus action on local priority areas and problems.

Multi-area agreement – Brings together key players in flexible ways to deal with economic development issues that are best tackled in partnership.

Multi-agency - Many agencies working together in partnership to deliver joint outcomes.

Partnership - Network of organisations working together towards a common goal.

Performance Indicator - A way of measuring how a service is performing against its objectives. Performance indicators may be collected for local or national purposes.

Population Density - Persons per square kilometre.

Procurement - The process of acquiring goods and services from third parties. Various policy drivers encourage local authorities to review procurement services and modernise procurement practices to achieve greater efficiencies.

40 Public Services - Services that are wholly or partly funded through taxation. They include national, regional and local government and statutory agencies.

Reassurance Plus - A multi-agency partnership within Blackpool designed to directly and swiftly respond to the public’s concerns with a long-term goal to make people safer and feel safer in their own neighbourhood. Super Output Area (SOA) - A term used to describe a geographical area with a population of approximately 1,500 people. These were developed because larger Ward level statistics did not allow direct comparison between areas and may mask localised problems.

Social Enterprise - A term used to describe a business or service with primarily social objectives whose surpluses are principally reinvested for that purpose in the community, rather than being driven by the need to maximise profit for shareholders and owners.

Social Exclusion - A term used to describe what happens when people or areas are excluded from essential services or everyday aspects of life that most people take for granted. Socially excluded people or areas can become trapped in a cycle of related problems such as employment, poor skills, low incomes, poverty, poor housing, high crime, bad health and family breakdown.

Stakeholder - People who have an interest in an organisation or process, including users, customers, partners, employees, residents, owners, government and regulators.

Sustainability Appraisal - A process which examines the social, environmental and economic effects of the strategies and policies in a local development document to ensure that the decisions that are made accord with sustainable development.

Sustainable Development - Sustainable Development means improving quality of life without compromising the future. A process of planning in local authorities, which integrates social, economic, and environmental perspectives, and must include significant discussion with the communities involved.

Transience – used to describe the movement of people with a high degree of residential mobility, which sometimes accompanies a chaotic or unsettled lifestyle.

Thematic Partnership - A sub-group of the Local Strategic Partnership, tasked with delivering the themes of the Sustainable Community Strategy.

Third Sector - A term used to describe charitable, faith, and voluntary organisations.

Worklessness - A term used to describe all those who are out of work but who would like a job. Definitions of worklessness include: unemployed claimants; those who are actively out of work and looking for a job; and those who are economically inactive.

41 Contact details

Partnership’s Team Blackpool Council Town Hall Blackpool FY1 1AD Tel: 01253 477493 Fax: 01253 477126 E-mail: [email protected]

To request this document in large print, on audio-cassette or computer disk and Braille formats, please contact the Partnership’s Team on the above details.