i Coastal Communities Fund Round 3 Stage 2 Application

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

Our Destination Morecambe Bay partners

Contact Susannah Bleakley, Morecambe Bay Partnership Manager Morecambe Bay Partnership |The Factory | Castle Mills | Aynam Road | Kendal |Cumbria |LA9 7DE Tel: 01539 734888 | Mobile: 07552 063 607 | Email: [email protected]

Table of Contents

1. Executive Summary ...... v 2. Organisation Summary ...... 10 2.1 Morecambe Bay Partnership ...... 10 2.1.1 Building on our experience ...... 10 3. Scheme Background ...... 12 3.1 Morecambe Bay - Key Socio-Economic Issues ...... 12 3.2 Morecambe Bay – Untapped Tourism Potential...... 13 3.3 A new Brand – new opportunities ...... 14 3.4 Challenges: Why the Bay economy is under performing...... 15 3.6 Bay Visitor Numbers and Impact ...... 15 3.8 Tourism Trends ...... 17 3.8 Developing Destination Morecambe Bay...... 18 3.8.1 Marketing Destination Morecambe Bay...... 18 3.8.2 A Destination for All...... 18 3.8.3 A Destination for Cycle Tourism...... 19 3.8.4 A Destination to Celebrate...... 20 3.8.5 A Destination to Experience...... 20 4. Strategic Context...... 21 4.1 Aims and objectives ...... 21 4.2 Gaps in Services and Research...... 22 4.3 Achieving the Coastal Communities Fund Outcomes and Priorities...... 22 4.4 Project beneficiaries ...... 23 4.5 Knowledge about the beneficiaries ...... 24 4.6 Generation and Selection of Options...... 24 4.7 Fit with Other Projects...... 25 4.8 Strategic Fit – Broad Economic and Regional Strategies...... 25 4.9 Strategic Fit - Tourism Strategies ...... 26 5. Project Delivery ...... 27 5.1 Destination Morecambe Bay ...... 27 5.2 Scheme Themes and Projects ...... 27 5.3 Cross-cutting themes ...... 40 5.4 Job Creation, Outcomes and Outputs...... 40 5.5 Sustainability...... 42 5.6 Maximising Engagement in Destination Morecambe Bay ...... 43 5.7 Scheme Timetable and Costs ...... 43 6. Project Resources ...... 43 6.3 CCF Board and Partners ...... 44 6.4 Delivery Partners...... 44 7. Project Costs...... 44 7.1 Project Costs ...... 44 7.2 Financial Changes since submitting the Stage 1 Application ...... 45 8. Joint Funding, In-Kind Funding & Other Sources of Finance...... 45 8.1 Significant Added-Value Through Collaboration...... 45 8.2 Secured Funding - Value ...... 45 9. Financial Appraisal...... 46 9.1 Assumptions and project costs ...... 46 9.2 VAT on the Application Form...... 48 10. Marketing, Communication and Sales...... 48 11. Monitoring and Evaluation ...... 49 12. Risk Register ...... 50 13. Appendix 1 – Project Plan ...... 54 14. Appendix 2 - Supporting Information...... 54 1. Executive Summary

Aim of Destination Morecambe Bay Destination Morecambe Bay will make Morecambe Bay the best and most inspired example of sustainable tourism growth in the UK, creating a ‘must visit’ destination that offers a warm welcome to visitors old and new, supporting businesses to deliver more than 400 jobs. We aim to accelerate growth in the visitor economy through new marketing, promotion, facilities, signature events, transport infrastructure and business training. This ambitious Scheme will make Morecambe Bay one of the UK’s fastest growing destinations. It will generate a 3.1% uplift in tourism revenue around the Bay, creating 412 indirect jobs and safeguarding many thousands more, as well as 5 direct jobs paid directly for by the funding. This Scheme aims to:  Brand and market Morecambe Bay as a whole, unified destination for the first time (a place with nearly 15 million visitors)  Connect the Bay intellectually and physically as one of Britain’s most beautiful coastal landscapes  Deliver signature events and develop new creative and inspiring visitor offers  Deliver training and build capacity in the private sector to ensure high standards and encouraging more repeat visits. This Scheme will  Capitalise and build on £4M of previous investment pushing forward the momentum for growth and renaissance.  Deliver a ROI from £1.62m of £3,758 per job  Raise the quality and range of the visitor experience and lengthen the visitor season  Empowers ‘welcomers’ around the Bay to ensure a warmer welcome  Build on exceptional support and buy-in from business, public sector and local communities  Deliver a sustainable legacy from a balanced portfolio of projects  Improve information about hidden assets opening up the Bay to new visitors. This Scheme is developed from extensive research and backed by very strong statistic and evidence – ensuring the opportunities are well-evidenced. Themes and Projects The 25 projects within the Scheme are presented under the following headings:  Global marketing & promotion  Signature events and festivals  Visitor information & unlocking under-used sites  Access for all  Training & new business opportunities  Destination Morecambe Bay will: - Build cohesive, Bay wide themed marketing campaigns and packages for visitors - Create new bespoke visitor facilities and information points at key Bay locations - Open up the Bay to more visitors, including those with disabilities, through the provision of Trampers (rugged, 4-wheel, electric scooters) and new accessible routes for all - Create a new Electric Bike Network, strengthening the appeal of the new Bay Cycle Way to a wide variety of leisure markets and supporting green travel options - Use innovative technology, e.g. Google Trekker, to map, promote and market the Bay, it’s big views and important natural and cultural assets - Enliven/animate Grange’s derelict Art Deco Lido to inform, inspire and shape debate about it’s future - Create a Peoples’ Museum on Wheels to bring a contemporary resonance to the Bay’s heritage and engage local communities - Deliver signature events and festivals to showcase the Bay to a national and international audience - Implement measures to secure sustainable improvements in Bathing Water quality and signage at the most popular beaches to ensure they remain accessible to all in future - Support training for a new generation of Cross Bay Guides and develop the marketing skills and practices of the Bay’s tourism industry. - Create sustainable, long term economic growth in the visitor economy and better quality employment opportunities. Rationale – Capitalising on recent investment, securing significant added value It will capitalise on recent investment and implement the new Morecambe Bay brand. This will be the first time that the Bay has been marketed as one destination. Morecambe Bay has 14 million visitors a year. However, the average spend is low. Likewise, the proportion of overnight stays is much lower than neighbouring destinations. Jobs, Training, Opportunities, Conditions for Growth Independent analysis of the economic impact of the Scheme, SD 5.2, has concluded: “1) The Scheme can deliver a 3.1% uplift in tourism spend and employment by end of 2016 2) This is an increase in tourism revenue of £22.29 million 3) This equates to 412 new indirect jobs around the Bay as well as the 5 direct jobs created within the Scheme 4) The cost per job created will be £3,932 (at CCF contribution cost of £1.62M) 5) A further 10,358 jobs will be safeguarded. The economic benefits of the Scheme’s training and product development will help create a long-term and on-going uplift in performance in the private sector.” James Rebanks, Oct 2014. Beneficiaries The Scheme beneficiaries include: existing and new businesses, especially, but not only, tourism-related; individuals in work or looking for work; visitors; residents of the coastal communities and the wider area. The Scheme area is illustrated on the map in Section 3.6. In addition, the lessons learnt will be shared so other coastal communities can replicate successes and benefit from examples and lessons on how to develop sustainable economic growth. See Section 4.4. Destination Morecambe Bay Scheme Partnership and Board Cumbria County Council, will lead the Scheme with the Morecambe Bay Partnership team coordinating and managing delivery. The Partnership has an impressive track record of collaborative work, including delivering a CCF round 1 Scheme called 700 Days. Continuity with this existing CCF Board will ensure swift and effective delivery. This committed partnership includes local business groups, community groups, tourist boards, conservation and arts organisations, and local authorities, all of whom have signed up to work together to deliver a high quality Scheme with a lasting legacy. See section 2.2. Budget and timetable The total Scheme budget is £1,709,426 comprising a grant request of £1,619.807 from the Coastal Community Fund and £89,619 match funding, largely already secured. The timetable is just 23 months - from February 2015 to December 2016. The timetable and budget are detailed on the Project Plan in Appendix 1 and in Section 5. Resources and Delivery Resources include Morecambe Bay Partnership staff, including two specially recruited Scheme Officers, plus in-kind and cash contributions from partner organisations. Delivery will be managed by the Scheme Manager and overseen by the CCF Board. Individual projects will be delivered by the Co-ordinator, partner organisations and contractors. More detail is set out in Section 6 and in the Partnership Agreement, Supporting Document SD 7.11. Destination Morecambe Bay In summary, Destination Morecambe Bay has the potential to bring about transformational change for Morecambe Bay. It will create new jobs; raise skills; encourage investment by existing and new businesses; significantly improve the image of the Bay, the value, and the quality, of the visitor offer; offer new reasons to visit, support businesses to offer a more compelling and profitable product in a competitive global marketplace; and create the conditions for new economic opportunities. Investing in the visitor Economy creates not only a great place to visit, but creates a great place to live. A vibrant Morecambe Bay will play a significant role in giving inward investors the confidence to invest in the area and will help our businesses attract and retain a highly skilled workforce.

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

2. Organisation Summary 2.1 Morecambe Bay Partnership Cumbria County Council (CCC) is the lead organisation for Morecambe Bay Partnership’s large externally funded Schemes. Morecambe Bay Partnership (MBP) is a registered small charity that makes BIG things happen, working hard to bring to the communities, heritage and environment around the Bay in South Cumbria and North Lancashire. MBP’s services and activities engage with a huge range of sectors and interests around the Bay, via a network of contacts and through seminars and the annual Conference which attracts as many as 200 people each year, demonstrating incredible grass roots support for our programme of work and ambitions. The Bay is experience a ‘moment’ of change. From a low point of a few years ago, MBP have managed to secure several tranches of investment to start the process of change, and working collaboratively with partners to secure over £4M of external investment including: – £0.5M for 700 Days, Morecambe Bay’s Coastal Communities Fund (CCF) Scheme – £2M for Headlands to Headspace (H2H) a Heritage Lottery Landscape Scheme to celebrate and conserve coastal heritage, MBP lead – £0.81M from DEFRA for the Nature Improvement Area, led by Arnside & Silverdale AONB – £1.2M Source to Sea from the Catchment Restoration Fund to secure restoration aiming to improve water quality including bathing waters, RSPB lead. – Over £140k over 3 years, partly from CatchmentWise to secure community action and campaigns to improve bathing waters. This Scheme is carefully targeted at building on these early interventions, and adding further value to them to bring about a significant shift in the visitor economy. Morecambe Bay sits in the counties of Cumbria and Lancashire; and Barrow, South Lakeland, Lancaster and Wyre District Councils. The Partnership was formed in 1996 to make the Bay itself the focus of co- ordinated management crossing these administrative boundaries. Funding for the Partnership comes from the public and private sector and project funded grants. MBP is a small charity and formally constituted body, governed by Trustees. Cumbria County Council (CCC) is the lead organisation for the Partnership’s large externally funded Schemes which sit within the Environment and Community Services Directorate. The Partnership is supported by a full time Manager, employed by Cumbria County Council. Four staff work on the H2H Scheme, 1 staff member on bathing water quality and the 700 Days CCF Scheme supports a full time post. Additional support is provided by a committed group of volunteers and the Trustees. “We acknowledge the Partnership’s exceptional ability to have delivered over the past years a clear, energised and successful strategic leadership for a committed set of partners.” Maddi Nicholson, Art Gene (SD 8 #24) The Partnership is well respected locally and reaches into the heart of the communities around the Bay. It supports an award-winning Beach Care programme with four locally based volunteer groups who run a programme of events; largely beach cleans, throughout the year. MBP enjoys wide support from a broad range of economic, social and environmental organisations, including local authorities, private sector companies, other agencies and community organisations. 2.1.1 Building on our experience The Partnership draws on many years of experience of running collaborative programmes. We are aware of the challenges of partnership work, yet believe that this Scheme will be highly effective because the partners are action focused, command resources and influence, share a common vision, and are committed to collaborating to secure real added value for the Bay. Local stakeholders and decision makers have recognised the Bay’s huge untapped potential as a visitor destination and opinions are starting to change. There is an appetite for collaboration to create the conditions which will effect economic change by improving the Bay’s image and the value and quality of the visitor offer. Valuable insights and lessons learnt through the management and delivery of the CCF 700 Days Scheme since 2013 has informed the development of this Scheme. The success of Bay-wide partnership working is having a major impact on the confidence, vision and aspiration of the partners, however, we are fully aware that careful project planning and risk management is still essential. Regular communication and monitoring of projects is required, along with a clear understanding of the different roles and responsibilities. The partners in the Scheme have already agreed the terms of a draft Partnership Agreement (SD 7.1) in recognition of this. We know the public sector requires long lead in times when managing recruitment/contracts and a high degree of planning and preparation is necessary. However, as you can see from our comprehensive list of supporting documents we have already prepared contract briefs, job descriptions and project plans. Significant officer time has been put into developing all the necessary permissions from Cumbria County Council and a paper recommending approval is going for formal decision to the 23rd October Cabinet meeting.

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

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

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

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

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

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

Area Day visitors (M) Staying visitors (M) % of total that stay Lake District 12.94 2.562 16.5% South Lakeland 13.27 2.356 15.07% Eden 3.433 0.831 19.4% Copeland 2.637 0.418 13.5% Allerdale 5.620 1.022 15% Morecambe Bay 13.4 1.4 9.45%

Raising the percentage of visitors that stay around Morecambe Bay (currently 9.45%) to the level, 13.5%, of Copeland (a broadly comparable area, with the lowest percentage of staying visitors of all the different areas of Cumbria) would raise the number of staying visitors around the Bay to 1.998 million.

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

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

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

Previous studies which have inspired our work, include the Genecon Report3 which highlighted the importance of - Increase spend per visit and overnight stays - Co-ordinating branding and marketing to develop a strong identity for the Bay - Improving connectivity and publicity of sustainable green transport routes, and - Raising the quality and range of offer to encourage visitors to stay longer. Recent investment, including from the CCF 700 Days Scheme, have kick started growth by improving the visitor offer and experience through training local businesses, developing the Bay Cycle Way and creating new maps and business toolkits. However, there is much more to do if Morecambe Bay is to capture the appetite for growth, change and partnership working and convert it into increased visitor numbers, spend and jobs which will benefit it’s communities in the long term. 3.3 A new Brand – new opportunities Over the past couple of years, the Bay has seen new investment which has created a new partnership culture, helping the Bay become recognised, by stakeholders, as a single visitor destination, ignoring the county and administrative divides. “Don’t allow boundaries to limit what needs to be done – visitors don’t recognise political boundaries” 4 This new attitude is summed up by the new branding strategy.3 This work started in 2013 and revealed that stakeholder and visitor focus groups held many positive associations with Morecambe Bay, yet negative ones with Morecambe. Lancaster City and Morecambe Bay were revealed as the area’s strongest brands but the ‘lack of visibility of Morecambe Bay as brand for tourists’ was also recognised. This work has inspired Lancaster City Council to lead a cross Bay partnership to develop new visitor facing branding for Morecambe Bay, with strong visuals and key messages about “an inspiring coastal area” encompassing outstanding scenery, natural beauty, big ever-changing views, culture, nature and wildlife, seaside, sand and walking for all. Recent research by Research Team5 highlighted that the reasons for visiting the Bay were perceived to be visiting friends and family, exploring coastal towns/villages, enjoying the views/landscape, quiet

3 Genecon Report Morecambe Bay and Duddon Regional Park, Developing the Concept, Genecon, May 2008 - attached SD 7 4 Destination Branding Strategy for Lancaster District, Presentation of Findings, Cairn Marketing Consultancy, Aug 2013 (SD 5.31-SD 5.33) 5 LOVEmyBEACH Public Summary, Research Team, Oct 2013 (SD P19.6) relaxation and nature, followed by walking. Cycling and visiting historic sites weren’t perceived as a reason for visiting the Bay, however, suggesting that some of the Bay’s visitor offers aren’t being effectively promoted. 3.4 Challenges: Why the Bay economy is under performing The town of Morecambe has a poor image and the Bay is not recognised as a single, unified brand by visitors (see 3.2). It is peripheral to the Lake District and Lancashire, crosses the boundaries of two tourist boards and several local authorities, and has suffered from a lack of co-ordinated promotion with the involvement of too many fragmented and disparate groups in the past. Previous perceptions of poor image associated with seaside resorts, low skills and lack of vibrancy to the area has stifled the development of high-value tourism. There are challenges to address, however: - The biggest towns around the Bay – Barrow and Morecambe – suffer from high unemployment, incapacity and low skill levels. - Changing tourism trends resulting in falling revenues has meant Morecambe’s tourism offer has failed to keep up with customers’ expectation of quality. - Barrow suffers from an over-reliance on a single industry and is only slowly waking up to the opportunities presented by its outstanding natural and cultural environment. - Smaller settlements such as Carnforth and Grange have failed to secure significant public funding and look somewhat dated and jaded. - Ulverston businesses have recognised the need to compete with nearby towns (such as Kendal) and have formed a campaign to develop a Business Improvement District, in partnership with their large employers, GSK and Siemens. - In the rural areas, wages are low and employment can be seasonal. Rural poverty tends to be hidden by areas of wealth, consequently deprivation results in isolation and exclusion. - Large numbers of retired people mean the age structures of some communities are severely unbalanced. 3.5 Waking the Sleeping Giant Morecambe Bay is underperforming economically but the last 12 months has seen new levels of optimism among partners, businesses and the local community. The ‘Sleeping Giant’ identified in the Expert Group Report (see 3.1) is beginning to stir and further investment in the Morecambe Bay economy will ensure this momentum continues.

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

6 Morecambe Bay Visitor Economy Research, Cumbria Tourism, October 2014 (SD 5.1.1)

 14.8 million visitors - 13.4 million day & 1.4 million overnight  18.1 million tourist days (total)  £718.3 million to the local economy  10,358 FTE posts  17,811 people employed in tourism  2012-2013 saw increases of 3.9% in tourist days, 3.4% in tourist numbers, 7.8% in tourism revenue, and 5% in tourism-supported employment  £10.67 day visitor average daily spend & £45.83 for staying visitors, significantly lower than for Cumbria at £21.15 for day visitors and £54.23 for staying visitors (18% higher) Morecambe Bay - Tourism Economic Impact Area 3.7 Tourism – capacity, growth and employment In 2012-13, the Morecambe Bay area visitor economy performed better than Lancashire county and Lancaster district in terms of both visitor numbers and economic impact, but slightly less so than the county of Cumbria or South Lakeland district as shown in the table below. (The full STEAM report for Morecambe Bay can be found in SD 5.1.2). Performance of the visitor economy 2012-13 in relevant areas

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

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

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

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

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

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

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

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

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

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

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

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

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

23 Morecambe Bay Visitor Survey, Morecambe Bay Wildlife Network

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Project 10: Sandy Gap Visitor Hub £145,280 Led by Sandy Gap Limited This small capital project will bring a redundant building back to life to create a new bespoke visitor information point, café and cycle hub on Walney at the start of the Bay Cycle Way. The hub will include much needed visitor toilets, refreshment provision and a cycle repair/maintenance station at the start of the route and it will encourage further exploration of the Bay by providing maps, marketing materials and visitor information (designed in CCF 700 Days). The transformation will enable the creation of a new business at this site, employing 3 staff and creating 3 jobs (1 full-time and 2 part- time, 2.2 FTEs). The owners of Sandy Gap have designed products and services to enable charities and groups beginning the Bay Cycle Way to have a launch spectacle/media point and festival style celebrations which will create further buzz and recognition for Morecambe Bay. This project will link to Project 15 – Cycle infrastructure and Project 18 - Bathing waters.

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

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

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

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

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

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

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

Project 16: Trampers £61,720 Led by MBP CCF team partnership with Cumbria and Lancashire County Councils Rights of Way Officers, with input from the H2H Access Focus Group. This project will improve access to the Bay to more visitors through the provision of 4 Trampers (rugged, 4-wheel, electric scooters) for disabled ramblers. The project will provide support for at least two local businesses, or social enterprises, to develop, run and manage a new Tramper network, with the aim of generating new business opportunities. The network will include Tramper hire (and support kits), maintenance and the provision of user training, as well as a trailer service to allow movement of Trampers around the Bay. MBP will recruit a specialist freelancer to support, develop and deliver this project so people with limited mobility will be able to access more routes and information about suitable routes around the Bay. The businesses will be further supported through customer service training, and the development of on-line booking facilities and promotional materials. More details including equipment, costs and the brief for the freelancer is provided in SD P16.1-3 & P16.5 and economic appraisals in P16.6-8.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

7. Project Costs 7.1 Project Costs

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

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

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

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

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

9. Financial Appraisal 9.1 Assumptions and project costs

1. Branding the Bay – marketing workshops and brand implementation - Expert opinion by the DMOs and local authorities on the cost of similar projects delivered elsewhere in Cumbria and Lancashire, and MBP experience in delivering business workshops. 2. Google Trekker – Discussions with Google reveal no cost to loan the equipment but project cost is based on using a freelance contractor to co-ordinate the project and walk the routes, based on previous experience/knowledge of local contractors. 3 – 6. Partnership marketing programme, PR and social media promotion, marketing campaigns and itineraries - Expert opinion by the DMOs and local authorities on the cost of similar projects delivered elsewhere in Cumbria and Lancashire. 7. Tour of Britain – Contribution of £150k to secure a stage start or finish of the Tour against the Cumbria County Council investment of several hundred thousand pounds. 8. Vintage by the Sea – Expert opinion about a sensible contribution to help sustain the festival over a 2 year period. 9. Bespoke visitor experiences – Expert opinion based on the knowledge of delivering other projects. 10. Sandy Gap Visitor Hub – Capital and revenue costs provided by architect to RIBA Stage 4 (see project plan/capital cost plan (SD P10) 11. Kents Bank Station Visitor Hub – Costs based on delivery of similar projects and quotes (see SD P11). 12. Enlivening the stations – Costs based on detailed quotations (see SD P12.3-4) 13. Viewing/animating Grange lido – Capital costs provided by SLDC experts and detailed on project plan/capital cost plan (SD P13) 14. Pop-up museum – Detailed cost breakdown provided by Art Gene who won the delivery tender (see SD P14) 15. Cycle infrastructure – electric bikes – Costs based on quotes for equipment (see SD P15) and knowledge about delivery of similar projects for freelance support. 16. Trampers - Costs based on quotes for equipment (see SD P16) and knowledge about delivery of similar projects for freelance support. 17. Three special routes – Costs based on delivery of similar projects. 18. Loops and spurs - Costs based on delivery of similar projects and quotes (see SD P18). 19. Bathing waters – Costs based on delivery of similar projects, quotes for monitoring kiosks and salary costs of the LOVEmyBEACH Project Officer (see SD P19) 20 – 24 Welcome training – Costs based on detailed project quotes provided by Marketing Lancashire, who hold the Welcome to Excellence licence for Lancashire (see SD P20-24). 25 Cross Bay Walks guides – Costs based on knowledge of similar training provision through experience of other project delivery. 26. Scheme Evaluation & Showcase Event - Based on knowledge of the cost/previous experience of contracting similar evaluations, studies and STEAM reports, and delivering conferences/events in the local area. Scheme Staff & associated costs - Based on a Manager’s salary cost of £30,311 per annum, for 30 hours per week with an increment after 6 months to £31,160 and a further allowance for a 2% rise in year 2, plus on-costs, travel and training. As a responsible employer, Cumbria County Council has included £2,088 for redundancy in the budgets. If it becomes clear that this payment will not be necessary (perhaps the Manager leaves early or the post is to be continued) then we would request that this amount is reallocated within the Scheme. The 2 Scheme Project Officers salary costs are based on a salary of £24,892 with an increment after 6 months to £25,727 and a further allowance for a 2% rise in year 2, plus on-costs, travel and training. A redundancy cost of £1,350 each as also been allowed here but is unlikely to be needed as the staff will be employed for less than 2 years. If not needed, again, we would request that this amount is reallocated within the Scheme. Recognising the principles of full cost recovery, a modest amount has been included for line management, legal/procurement costs and administrative support. See application form for details. 9.2 VAT on the Application Form The application form (section 4.2) requires us to show VAT although Cumbria County Council will reclaim VAT and so no VAT will be paid. In order to complete the form, we have added 20% to all items except salary, although in reality the picture may be more complicated. For example, the final showcase event costs will include VATable (refreshments) and non-VATable (room hire) elements.

10. Marketing, Communication and Sales

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

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

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

11. Monitoring and Evaluation

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

12. Risk Register

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

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

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

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

3. Financial - Costs Overruns Impact of un-controlled risk Existing Controls Further Action Required 6. Unable to deliver full Scheme All equipment costs are based on Monitor and report quarterly to

on time. quotes. Salaries based on current CCF Board and funder against 7. Damage relationships with pay levels with 2% increase, T&S, targets outputs and budget funder and risk of claw-back. training, redundancy and allocations. Consider securing 8. Damage to CCC & MBP increments included. Team is additional funding through further reputation experienced in working with CCC grants recognising lead times can 9. Damage to Partnership financial teams and systems. be long. working. Uncontrolled Risk Score - 15 Residual Risk Score - 6 Lead Responsibility/ Owner Impact = 5 Impact = 3 CCF Manager and for item 3 - CCC Likelihood = 3 Likelihood = 2 Environment Partnership Manager Uncontrolled Risk Score = 15 Residual risk = 6 and MBP Manager.

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

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

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

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Likelihood = 3 Likelihood = 2 and Cycling Officer. Uncontrolled Risk Score = 9 Residual risk = 6

7. Delivery – Tour of Britain - Inherently a risky as a large project and final agreement not secured Impact of un-controlled risk Existing Controls Further Action Required 20. Failure to secure a stage of the CCC have Cabinet approval and a Continue to press for a stage in the tour in the geography and formal agreement with tour Bay area. timescale required. organisers SweetSpot. CCC and 21. Extreme weather or other SweetSpot have recently worked Support work on route. external factors cause the together very successfully and the Support and secure financial event to fall below events have been very popular. package. expectations. Uncontrolled Risk Score - 9 Residual Risk Score - 6 Lead Responsibility/ Owner Impact = 3 Impact = 3 CCF Manager and CCC Highways Likelihood = 3 Likelihood = 2 and Cycling Officer. Uncontrolled Risk Score = 9 Residual risk = 6

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

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

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

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Likelihood = 3 Likelihood = 2 Uncontrolled Risk Score = 12 Residual risk = 6

11. Delivery – Office Move Impact of un-controlled risk Existing Controls Further Action Required 32. Disruption to activity Remote working systems in place Sensible planning to ensure lease 33. Team exposed to change. and tested. renewed or new premises found Uncontrolled Risk Score - 12 Residual Risk Score - 4 Lead Responsibility/ Owner Impact = 3 Impact = 2 MBP Manager. Likelihood = 4 Likelihood = 2 Uncontrolled Risk Score = 12 Residual risk = 4

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

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

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13. Appendix 1 – Project Plan

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

14. Appendix 2 - Supporting Information

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

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

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

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

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

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

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

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