Barrow Town Investment Plan Foreword 1

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

2 3 Contents 1

1. Executive Overview 06

2. Introducing Our Town 10

3. Issues and Opportunities for Barrow 26

4. Our Shared Vision 50

5. Our Town Investment Plan 70

6. Our Approach to Delivery 96

7. Acknowledgements 104

4 5 1 Executive 1 Overview

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

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

Our collective understanding of our approach and we have Barrow Learning Quarter Housing Renewal – a Local Cycling & Walking We estimate these of the issues and opportunities coalesced our community spirit – a new University Campus programme of renewal Infrastructure – a investments will return £4.4 in which lie ahead of Barrow around a #BrilliantBarrow in Barrow providing higher and renovation to improve transformative programme additional benefits for every provide the foundation for five campaign which has provided level skills alongside a new residential properties alongside of walking and cycling £1 of Towns Fund investment. thematic intervention areas, a successful platform to Skills Hub to meet the need investment in public realm infrastructure improvements establishing focused areas for engage community voices for advanced academic and and commercial shop fronts to which will drive local demand, Our partners are committed collaborative action and a set in the development of our technical skills and attract deliver health, wellbeing and provide health and well-being to the successful delivery of prioritised short-term Town Town Investment Plan. This, people to study and live in the environmental improvements benefits, improve access to of the Brilliant Barrow Deal investments which will alongside extensive public, town services and put Barrow at the Investment Plan and have unlock our potential: private and Third sector Marina Village – remediation forefront of active travel in the demonstrated this through engagement, has developed Community Wellbeing Hubs of a major strategic housing UK. active participation in the • Nurturing People & buy-in, ensured alignment and & Earnse Bay Outdoor site which will enable the plan development process Skills forged effective linkages to Centre – a network of hubs private sector to come forward Over the lifetime of the Town and clear project sponsorship. used by local people to and deliver the Masterplan to Investment Plan we will benefit Our project delivery • Thriving Places existing and proposed activity. Working collaboratively, we develop skills, access services widen the housing offer and 51,600 residents directly and partners have a strong • Supportive Business will use Towns Funding to lever and come together to build improve perceptions of Barrow generate: track record of delivery and Environment and maximise investment and thriving communities, and a technical competence. The new outdoor facility providing Place Development – the • £63.2 million in additional robustness of our approach • Clean Growth Potential catalyse a step change in the project will underpin the major GVA fortunes of Barrow’s economy. access to open spaces and is underpinned by a series of outdoor education investment being delivered in Strategic Outline Business • Critical Infrastructure Barrow through Towns Fund • £20.7m Social Return on Our ask is for £29.9m of Investment Cases. We want to build on and investment to deliver a bold Business & Enterprise and aligned initiatives through support our successes and transformational programme Support – a holistic package place promotion activity and • £19.9m Land Value Uplift of support available to local culture and leisure provision to strengths, and the existing over the next 20 years framed • £27.3m WEBTAG benefits good work of the private, public around seven priority projects: businesses and entrepreneurs attract residents, businesses, and third sector. Stakeholder to maximise private and social investors, students and visitors • 810 tonnes of CO2 engagement is at the heart enterprise potential and exploit to Barrow to access Barrow’s equivalent savings. supply chain opportunities in enhanced offer the town Our Investment Plan represents a transformational opportunity for our town. Working collectively with our community, public, private and third sector partners, with the support of Towns Fund, we will reveal the brilliance of Barrow.

8 9 2 Introducing Our Town

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

Barrow Barrow Figure 2.1: Barrow’s sub regional Context

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Barrow in Context

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

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

Figure 2.2: Barrow in Context

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Our Evolution

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

The opening of the Furness As competition and diminishing The ironworks closed in 1963, Barrow is a centre of excellence construction. The site is Barrow is an active player in Railway in 1846 was the fi rst returns made Furness ore followed by the steelworks in in marine engineering. The also at the centre of a major Britain’s energy supply chain signifi cant step which drove extraction and steel making 1983. The shipyard continues shipyard in Barrow has national defence programme and home to one of the largest the phenomenal growth of more expensive, Barrow to be the dominant industry constructed numerous civilian to develop a new generation of wind farms in the world. The Barrow-in-Furness from a transformed itself from a steel in the town to this day ships from ocean liners for the nuclear deterrent transferability of Barrow’s skills small fi shing and farming town to a shipyard town, although the cyclical nature of likes of Cunard Line, Orient (the £40bn Dreadnought in advanced manufacturing, village of circa 150 residents facilitated by Barrow’s natural defence spending contracts Line and P&O amongst others, Programme) with a full order combined with energy assets to a Victorian boom-town. The attributes including a tidal has contributed to peaks oil, gas and LNG tankers, to book until 2050 and beyond, such as the Morecambe Bay railway was built to transport and the availability of steel. and troughs in the workforce cargo ships; numerous naval placing Barrow at the forefront gas fi elds, renewable wind iron ore from nearby Dalton The town developed into a over time, with a signifi cant surface ships including the of shipbuilding and innovation power resources, and supply and slate from Kirkby to the signifi cant producer of naval downturn at the end of the iconic Royal Navy aircraft in the UK. There are currently chain links to nuclear power port at Barrow. The creation vessels, with a specialism in Cold War in 1991 contributing carrier HMS Invincible; and some 8,500 workers directly have facilitated growth in the of a local ironworks and blast submarines. The onslaught to high levels of unemployment some of the world’s most employed by BAE Systems in energy sector and provide furnaces in 1859, followed by of World War 1 accelerated in the town and population advanced submarines. The Barrow in addition to a large signifi cant scope for further a steel plant in 1865, drove population growth further, decline as the shipyard BAE Systems’ site at Barrow contractor workforce and diversifi cation and growth in Barrow’s subsequent growth reaching a peak of 90,000 workforce shrank to 5,800 is now developing the Royal indirect jobs created through the future. for the next 30 years. residents in 1917. in 1995. The economic and Navy’s cutting-edge attack the supply chain. social consequences of this submarines, the Astute class, mass redundancy programme four of which are completed is still felt in the town today and a further three are under as shown by concentrations of deprivation, benefi t dependency and low levels of aspiration.

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Orientation of our Town

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

Figure 2.3: Barrow’s neighbourhoods & character areas

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

Our People Our Strategic Assets

Our World-leading Sectors

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

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

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Strategic Infrastructure Our Anchor Institutions

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

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Natural Capital Heritage Value

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

24 25 3 Issues and Opportunities for Barrow

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

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1. Nurturing People & Skills Building on our success Key Strengths

• A programme of investment in our education We have to ensure Barrow • We have strong social capital which binds system has supported three primary schools offers good jobs and greater our community together with a sense of to be rebuilt or refurbished through a £12.8m earning power for all belonging and a community support network scheme; a new £22.5m campus at Furness clearly evident in times of crisis such as the Barrow is home to 67,100 Academy, and £47m invested in modern recent pandemic people, of which 77% live college facilities at Furness College, including within the Town Deal area. We a new Advanced Manufacturing Technology • Barrow’s job opportunities in cutting edge need to create a strong talent Centre which received £1.426m in Local advanced manufacturing and energy pipeline to fuel our economy Growth Fund support sectors attracts workers from across the UK and the opportunities that and provides a progression route to higher • Furness Education and Skills Partnership lie ahead of us. Our major earnings was established in 2011, bringing education investments require higher providers and business together with a • We have a strong intermediate skills base, level skills to support growth. shared ambition to equip local young people with 34% of our residents holding NVQ L3 We need to align our supply with knowledge, skills and aspirations aligned and Trade Apprenticeship qualifications of skills with the demand for to current and future job opportunities. FESP (compared to 20% in England). We have an skills in the town, to ensure facilitates projects and events to support excellent vocational education offer and a our residents can access enterprise, innovation and skills development greater propensity towards apprenticeship high quality job opportunities. such as Skills Fest, Furness Big Bang Fair, destinations amongst our young people We need to bridge the gap Building My Skills, the Barrow Engineering between need and opportunity • We have an emerging platform of Higher Project and Happy and Healthy Lifestyles in Barrow to enable our Education provision to build upon. This residents to access the benefits • There is a greater propensity towards includes provision currently delivered within of economic growth and apprenticeship destinations in Barrow and Furness College through accredited links improve life chances. we have one of the highest numbers of to the University of Cumbria, Lancaster apprenticeship starts in the country, ranking University and UCLAN. The University 34th out of 533 parliamentary constituencies of Cumbria also directly supports major in 2018/19 employers including delivering courses to BAE Systems and the University Hospitals of • BAE Systems STEM Ambassadors deliver Morecambe Bay Trust. a range of activities from Key Stage 1 to Key Stage 5 to increase interest in STEM subjects and careers, increase aspiration and attainment, increase employability skills, enhance knowledge • Locally responsive Third Sector initiatives which work with young people and adults furthest from the labour market such as Drop Zone, the Well, and the Building Better Opportunities programme 28 29 3

Key Challenges:

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

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

2. Thriving Places

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

Figure 3.2: Resilient Places Plan

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

3. Supportive Business Environment

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

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

4. Clean Growth Potential

Barrow has made a We benefit from five Our town has a distinct role The coastal location of longstanding and diverse operational wind farms in the to play in responding to the Barrow means that we are contribution to the UK’s Irish Sea, including the Walney UK’s target of becoming vulnerable to the effects of Extension operated by Orsted Net Zero carbon by 2050 climate change, particularly energy requirements. We which is one of the world’s through leveraging our the effects of sea level rise need to ensure we help largest operational offshore natural resources to make and coastal erosion. Our CO2 lead the UK through the wind farms, generating clean an enhanced contribution to emissions in Barrow stood next chapter. electricity for nearly 600,000 the NP11 Energy and Clean at 408 kt in 2017, and have homes. Growth ambition and the reduced by 29% since 2012. Barrow is located at the heart UK’s Clean Growth Challenge. We need to play our part in of Britain’s energy economy. Barrow is a key part of the Barrow Borough Council the decarbonisation agenda Gas from the east Irish Sea nuclear supply chain and declared a climate emergency and maximise the transition to is landed and processed at supplies to nearby nuclear in July 2019 and made a clean energy. the Barrow Gas Terminals sites including Heysham commitment to reduce carbon operated by Spirit Energy. Power Station and Sellafield emissions through a Climate We need to support our Barrow Gas Terminal provides (nuclear reprocessing, waste Change Policy which sets out businesses to respond to this enough energy to heat 1.5m storage and decommissioning). the ambition for the borough policy imperative, to reduce homes across the UK. The nuclear technology to be net zero carbon no later their carbon footprint, and Figure 3.5 Our Green Credentials ( Per capita CO2 Emissions (t) ) Source: UK local authority and regional CO2 national statistics: 2005-17, BEIS, 2019 underpinning the nuclear than 2037. access new opportunities for submarine industry has scope growth in low carbon sectors. for diversification into the civil nuclear market.

40 41 3

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

5. Critical Infrastructure

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

Figure 3.6: Critical Infrastructure plan

44 45 3

Building on our success Key Strengths Key Challenges:

• The Connecting Cumbria initiative has • The compact nature and topography of • The peripherality of Barrow • Quality and reliable public • There are limited options improved access to superfast broadband in Barrow supports short journeys by walking means that we depend on transport services are an of employment premises Barrow, with over 99% of premises having and cycling. Barrow traditionally had a high long distance connections essential component of for purchase or letting access to superfast speeds modal share of walking and cycling but this to regional and national a sustainable travel plan. and there are gaps in the has reduced over time markets. However, our Efficient interchanges quality and type of premises • Pump priming support has been provided to transport links to and from between different modes available relative to demand unlock employment sites including £7.2m in • Regular rail services with new rolling stock Barrow need improvement. of transport facilitate Local Growth Fund support, alongside £1m from Barrow to Manchester Airport is The A590 is a critical route, movement and take-up • Whilst Barrow is well served in Cumbria Infrastructure Funding, through supporting improved connectivity to the as there is no alternative by superfast broadband, site assembly and preparation works to West Coast mainline direct route into Barrow • The Cumbria Coastline has access to Ultrafast bring forward the new Waterfront Business from the M6 motorway. The received little investment technology is very limited. • The Port of Barrow supports the activities Park adjacent to the Port of Barrow. Phase length and unpredictability and with a less frequent of BAE Systems and nuclear, gas and 1 of the new Waterfront Business Park was of this route presents a service and older rolling offshore renewable industries and provides completed in 2017 anchored by a 300,000 resilience challenge and a stock is less attractive to a valuable strategic asset sq ft logistics facility owned by BAE Systems. barrier to economic growth. travellers A new 16,000 sq ft ‘Waterfront Gateway’ • Superfast broadband coverage and access The A595 forms a key • Lack of charging Managed Business Centre secured ERDF to 4G mobile data coverage provides strategic link to the west infrastructure to support the funding to provide up to 28 office suites essential digital connectivity access but coast of Cumbria and is uptake of electric vehicles providing valuable grow on space within there is a need to look to the future and also affected by significant Barrow. The Business Park offers serviced access ultrafast and 5G connectivity. reliability, resilience and • While an important asset, development plots ranging from 0.66ha to safety challenges. Both of the Port of Barrow has the 4.66ha these vital connections are potential to act as a further identified in Transport for the driver for investment • Development of a Local Walking & Cycling North’s Strategic Transport Plan for Barrow, working with anchor • There are gaps in Plan Investment Programme employers such as BAE Systems to infrastructure for cycling implement sustainable travel plans which • Road congestion and and walking to support reduce single occupancy car journeys parking is a prominent issue, low impact zero emission through encouraging alternative modes of particularly around major commuting, to capture transport including public transport, cycling employment sites which transport demand from and walking has a negative impact on major employers, and to surrounding residential facilitate healthy lifestyles • Delivery of significant upgrades to North areas Road and Bridge Road junctions supporting the flow of traffic across the town.

46 47 3

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

48 49 4 Our Shared Vision

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

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

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

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

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

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

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

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

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

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

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

54 55 4

What will success look like?

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

56 57 4

Our Long Term Strategy

58 59 4 What does success look like? Population growing and young people attracted and retained locally Thematic Intervention Area Young people inspired to pursue rewarding careers and succeed in life Nurturing People & Skills More people with relevant skills for employment and entrepreneurship Retention of skilled local people through enhanced career Our Town Investment Plan will facilitate an attractive progression routes and nurturing environment to retain and attract young Barrow-based employers engaged and recruiting locally and working age people and provide the valuable talent our town needs to fuel the opportunities ahead. Retention of skilled local people through enhanced career progression routes Improved health and well being Focus Areas:

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

60 61 Barrow 4 Community

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

Focus Areas: Public service delivery aligned to need

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

Cumbria CVS

62 63 4

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

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

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

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

Focus Areas: Strategic Alignment Net Zero Target: realise the Clean energy testbed: climate change. We will work Deliver the Local Plan’s borough’s climate emergency our natural and clean growth with partners to explore how Major Opportunity Barrow Borough Local Plan 2016-2031 target to achieve net zero by we can protect our natural assets positions us well Areas: realise the economic 2037 through working with capital assets whilst improving Barrow Borough Council Climate Change Policy 2020-2025 to respond to the Clean and low carbon potential residents and businesses our environment to support Growth Grand Challenge of the Waterfront Business Cumbria County Council Plan 2018-2022 to enact change through economic growth and NP11 priorities by Park Strategic Employment changing the way we generate Cumbria Local Industrial Strategy working collaboratively with Opportunity Area and Energy and use energy Respond to further government and the private Uses Opportunity Area Northern Powerhouse Strategy sector to trial new ideas linked offshore leasing Maximise Sector Deals: to low carbon opportunities opportunities: identify Deliver the ambitions of UK Industrial Strategy working with Cumbria LEP such as hydrogen, CCUS, and and respond to further and BEIS to build on Barrow’s Low Carbon Barrow: a UK Clean Growth Strategy small modular reactors opportunities for offshore wind expertise in offshore wind programme focused on a range development in the Irish Sea of energy saving measures in and nuclear to identify the Natural capital: our and strengthen Barrow’s role public housing, public buildings, place-based interventions and natural capital will play a Select Delivery Partners as a serving Operational & business premises, and electric contributions Barrow can make vital role in helping Barrow Maintenance support base, vehicle provision. Barrow Borough Council towards growing the sectors achieve net zero emissions including through securing and increasing our resilience to investment in the Port Cumbria County Council Cumbria LEP Cumbria Growth Hub Higher Education Institutions Department for Business, Energy & Industrial Strategy Innovate UK Existing employers such as Spirit Energy, Orsted, Centrica, Vattenfall

66 67 4 H

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

Focus Areas:

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

Over the lifetime of the Town Investment Plan we will Our offer benefi t 51,600 residents directly and generate: • £63.2 million in additional GVA We want to build on and support our successes • £20.7m Social Return on Investment and strengths, and the existing good work • £19.9m Land Value Uplift of the private, public and third sector. Our plan provides an integrated response to the • £27.3m WEBTAG benefi ts opportunities presented by the level of proposed • 810 tonnes of CO2 equivalent savings private investment in Barrow, with Towns The cumulative impact of delivering a holistic set of Funding focused on maximising proposed and projects and programmes through the Town Investment Plan will unlock additional benefi ts, such as: stimulating new investment to catalyse a step change in the fortunes of Barrow’s economy. • remediation and development of a major strategic site, unlocking and delivering around 33,000 sqm This injection of resources will allow us to deliver of commercial fl oor space andand upup toto 550550 homeshomes interventions at scale to provide momentum and • housing renewal and carbon effi ciency equip us to better respond to the challenges and improvements of up to 220 homes opportunities which lie ahead. • 3,500 sq m public realm delivered Our tailored approach responds to the key drivers • 6.3 hectares of land brought forwardforward forfor naturenature of local growth and provides a strategic response conservation to national, Cumbrian and local challenges. • 11.5 km of walking and cyclingcycling routesroutes improvedimproved The programme of investment will tackle our • an additional 50,000 tourism visitors per annum deep-rooted challenges by delivering inclusive • an additional 18,100 Higher Education students economic growth through collective action and co-operation. • an additional 5,000 Level 3 students • an estimated additional 5,000 cycling trips in Barrow • improved broadband connectivity.

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

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

Our ask Phase 1 Feedback: Our ask is for a £29.9m investment towards a bold transformational programme to be delivered over the next 20 years. We estimate these Drafting and testing of the Town Deal Strategic Framework with stakeholders investments will return £4.4 in additional benefi ts for every £1 of Towns Fund investment. These additional benefi ts incorporate GVA, land value uplift, WEBTAG and Social Return on Investment. Phase 2 Engagement: We are confi dent in our ability to deliver and have robust assurance Launch of the #BrilliantBarrow campaign and website: www.brilliantbarrow.org.uk frameworks in place to ensure that each scheme is subject to a encouraging the community to ‘Have your say’ rigorous value for money assessment.

Phase 2 Feedback: Iterative feedback to inform the draft Town Investment Plan and shortlisting of projects Stakeholder Engagement The development of our Brilliant Barrow Investment Plan is being overseen Phase 3 Engagement: by our Town Deal Board. The Board was established in January 2020 and Development of Project Stakeholder Engagement Plans and implementation through a is responsible for developing the vision, strategy and Town Investment Plan mixed method approach including surveys and focus group activity; testing the draft Town for Barrow, in consultation and collaboration with the community. Two Task Investment Plan with stakeholders and Finish Groups (the Plan Development Group and Communication and Over 1,000 individual Engagement Group) support the work of the Town Deal Board. The Town contributions Deal Board is accountable to Barrow Borough Council, the lead authority. Phase 3 Feedback: Stakeholder engagement is at the heart of our approach and we have coalesced our community spirit around a #BrilliantBarrow campaign Refi ning the project SOBCs and the fi nal Town Investment Plan which has provided a successful platform to engage community voices in the development of our Town Investment Plan, with over 1,000 individual 137,200 Twitter Phase 3 Commitment: contributions and signifi cant reach via thewww.brilliantbarrow.org impressions & 7,160 platform at the point of plan submission. engagements Secured letters of support from stakeholder organisations We have successfully engaged with the private sector to understand barriers to growth to ensure the plan is responsive to need and opportunity. In tandem, we have consulted with a wide range of strategic partners and Phase 4 Engagement: delivery bodies to develop buy-in, ensure strategic alignment, and forge Raise awareness of the fi nal Town Investment Plan and undertake tailored project effective linkages to existing and proposed activity. We will continue to foster development engagement to inform Full Business Cases a high degree of stakeholder engagement, interaction and support as part of a longer-term drive to positively transform Barrow. 101,050 Facebook A Stakeholder Engagement Plan to accompany the launch of Barrow’s reach & 10,300 Phase 5 Engagement: engagements fi nalised Town Investment Plan has been developed which articulates our Engage stakeholders in the implementation and delivery of projects commitment to ongoing dialogue and will ensure implementation of our Plan is responsive to stakeholder needs.

72 73 DALTON -IN- FURNESS 5

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

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

74 75 Barrow Learning Project Quarter 1

Project Description The creation of Barrow Learning Quarter, which will comprise both a University Campus and a Skills Timescales and • 2020/21- £0.01m Hub. Spend Profi le • 2021/22-£3.5m The new University Campus in Barrow will provide undergraduate and postgraduate higher • 2022/23-£5.6m education and training in key sectors for the town, including energy and advanced manufacturing, • 2023/24-£4.2m whilst supporting diversifi cation of the economy and enhancing competitiveness of the business • 2024/25-£0.04m base. The Campus will assist in increasing university attainment levels in Barrow, alongside aligning Total £13.4m skills requirements of key local employers with Barrow’s residents. It will also undertake R&D in collaboration with industry, and will support the University’s ambition to establish a nationally Outputs • A new university campus with 607 students recognised HE centre for advanced manufacturing excellence. joining per annum by 2025/26, and 1,482 students joining per annum from 2031. The new Skills Hub will help meet the need for advanced academic and technical skills and will support a longer-term proposal for the creation of an Institute of Technology focused on increasing • A Skills Academy for Level 3 qualifi cations digital capability across the economy. The Skills Hub will enhance the employability and progression with 800 students joining per annum by of sixth form and college students to higher education and on to employment. 2025. Crucially, the Learning Quarter will play a critical role in attracting learners (and particularly young • Increased and closer collaboration with key people) into the town. employers • Increase in the breadth of the local skills offer Project Rationale • Barrow is a major national industrial asset for the UK with one of the most important advanced that responds to local skill needs manufacturing clusters nationally. ONS data indicates that 25% of the workforce is employed in manufacturing, and at least 45% of GVA is generated from manufacturing. Outcomes • An additional 5,000 Level 3 learners by 2040 • Major employers such as BAE and a number of SMEs have confi rmed that a lack of higher • An additional 18,100 Level 4 learners by level skills is constraining growth and innovation. Barrow is currently a HE ‘cold’ spot with HE 2040 participation less than 25%, compared with 40% in England and 50% across the UK. • £59.7m additional net GVA secured by 2040 Strategic alignment The project aligns in the following ways with Barrow’s TIP Pillars: Estimated BCR • 4.0:1. • Clean Growth: the Learning Quarter would strengthen progression pathways into priority sectors including clean growth Barrow Learning Quarter • Inclusive Economy: the project would enable more local people to realise their potential and develop pathways to higher level skills and earnings. • Healthy Places: the Learning Quarter will be comprised of energy effi cient buildings with green spaces. The provision of healthcare and nursing courses will be increased and strengthened through research collaboration and knowledge exchange. Signifi cantly higher numbers of local residents will achieve healthcare qualifi cations. • The project aligns with Strategic Objectives SO2, SO5 and SO6 • This project aligns with the Town Deal ‘Skills and Enterprise’ theme • The project aligns with policies including the UK Industrial Strategy, UK Post 16 Skills Plan, Cumbria Local Industrial Strategy, and Cumbria Skills Strategy, and CLEP Skills Investment Plan Action • Delivery of a new university campus for the University of Cumbria and skills hub for Furness College on a town centre BAE owned site. The HE campus will raise skills levels for key sectors and raise HE participation for local people. Ask and Match • £13.4m Town Deal ask of a total cost of £23.4m Funding • BAE Systems are providing the site for the new Learning Quarter.

Major • Securing match funding Interdependencies 76 77 Community Wellbeing Hubs Project & Earnse Bay Outdoor Centre 2

Project Description To develop a network of three community wellbeing hubs in Barrow’s most deprived areas. The Timescales and • 2020/21- £0.8m hubs will serve as trusted spaces which will be used by local people to develop skills, access Spend Profi le • 2021/22-£3.1m services and come together to build thriving communities. They will also support access to • 2022/23-£0.4m and use of digital technology and support the work to reduce health inequalities. These hubs • 2023/24-£0.1m will be underpinned by a new outdoor centre at Earnse Bay which will provide access for local • 2024/25-£0m communities to open spaces and outdoor education. There are positive discussions regarding the Total £4.5m2 proposals for Earnse Bay, and the scope for this to link into the development of Eden Project North 2 Difference in total due to rounding and its overall work around the Bay area. Outputs • Three new community wellbeing hubs for All four centres will encourage positive lifestyle choices by providing viable alternatives and Barrow increasing experiences and aspirations. • One new outdoor activity centre This proposal will be at the heart of the community recovery following the Covid-19 pandemic, supporting community resilience at a grassroots level for some of Barrow’s most vulnerable Outcomes • The project is expected to deliver signifi cant residents, alongside improving health and wellbeing and developing skills across the town. outcomes of around £10.7m net Social Return on Investment, comprising physical Project Rationale • A large proportion of Barrow’s town centre is highly deprived: 30% of LSOAs (12 in total) in the activity, skills and digital impacts. Barrow-in-Furness Town Deal Area are within the most 10% deprived areas nationally. • Shaped by detailed consultation with local • Virtually all of Barrow-in-Furness is in the top half of all areas nationally for health deprivation, communities the activities and specifi c outcomes with a signifi cant proportion of the town in the most 10% deprived. of the Hubs and Outdoor Centre will be locally • A huge challenge in addressing these deprivation and health inequalities is the low levels of tailored to local need and opportunities with skills across Barrow to enable job entry and career progression. Only 30% of the population these and further defi ned as part of the Full hold degree level qualifi cations (compared to 44% in England). Business Case development. Strategic alignment The project aligns in the following ways with Barrow’s TIP Pillars: Estimated BCR • 2.0:1 • Clean Growth: The outdoor centre and community well-being hubs will be highly environmentally sustainable and maximise Barrow’s natural capital. • Inclusive Economy: this project aims to engage and assist the most excluded communities in Community Hubs Barrow. • Healthy Places: the outdoor centre will provide a space for physical exercise and both the outdoor centre and hubs will promote mental wellbeing in the community. • The project aligns with Strategic Objectives SO1, SO5 and SO8. • This project aligns with the Town Deal ‘Skills and Enterprise’ theme • The project aligns with policies including the UK Industrial Strategy, Cumbria Local Industrial Strategy, One Public Estate, UK Digital Strategy, Public Health England’s Health Matters Policy and Borderlands Inclusive Growth Deal.

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

Major • Securing delivery partner for the outdoor facility Interdependencies

78 79 Business & Project Enterprise Support 3

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

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

Delivery Partners • Barrow Borough Council, Cumbria LEP, intermediaries and procured delivery partners

Ask and Match • £1m ask of a total cost of £1.05m Funding • Barrow Borough Council providing £50,000 in match funding

Major • Community wellbeing hubs delivered as physical locations for business support project Interdependencies

80 81 Housing Renewal Project Programme 4

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

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

Major • None identifi ed Interdependencies 82 83 Marina Village Project 5

Project Description The remediation of a large brownfi eld site within Barrow-in-Furness. This would enable the private Ask and Match • £1m Town Deal contribution to site remediation and preparation costs sector to come forward and deliver a Masterplan of predominantly high-quality, family homes, Funding • Match funding requests with Homes England and Cumbria LEP alongside mixed-use leisure and cultural space and a nature conservation area. Delivery of the • £0.7m match funding secured from Barrow Borough Council Masterplan would transform the Marina Village site into an area that both widens the housing • In isolation of other funding contributions, Towns Funding would offer within Barrow and improves perceptions of the town. ensure PP, EIA, assembly and ecological mitigation works can be put in place, leaving it shovel ready for further investment to be levered and Project Rationale • The Marina Village site has a number of complex and interdependent physical site constraints increasing investor confi dence with both the public and private sector. that need to be addressed before the market can deliver housing on the site. • No private sector contributions for the remediation • The market has failed in bringing forward this site for development as essential site works, but the Masterplan will be delivered by the remediation and ecological translocation works need to be undertaken before the site is private sector. suitable. Major • Reliant on private sector to bring forward Interdependencies Masterplan once the site is remediated Strategic alignment The project aligns in the following ways with Barrow’s TIP Pillars: • Reliant on remainder of public sector funding • Clean Growth: the programme will remediate a major site into one that is environmentally being secured sustainable, provides a signifi cant nature conservation area alongside low carbon Timescales and • 2020/21- £0m development. Spend Profi le • 2021/22-£0.6m • Inclusive Economy: the provision of commercial space will provide much needed sites and • 2022/23-£0.4m premises for local fi rms as well as inward investors, a nature conservation area accessible to • 2023/24-£0m the whole community, and family-led housing providing much needed homes to families in • 2024/25-£0 Barrow. Total £1.0m • Healthy Places: the Marina Village site will provide green space for local people to access for health and wellbeing. Outputs • 26-hectare brownfi eld site remediated • The project aligns with Strategic Objectives SO3 and SO10. • Up to 550 homes delivered • The project aligns with the Town Deal theme of ‘Urban Regeneration’ • 3.3 hectares of mixed-use commercial space • The project aligns with policies including the UK Industrial Strategy, Cumbria Local Industrial • 6.3 hectares of land for nature conservation Strategy, National Planning Policy Framework and Barrow Borough Local Plan Outcomes • £19.9 million land value uplift Actions Match funding is required to undertake essential site remediation works to make the site suitable • Clean growth for the private sector to develop. The actions will address: • Enhanced townscape that is more attractive and accessible to residents, • Signifi cant contaminated land issues 3. The Masterplan businesses and visitors • Large populations of common lizards and slow worms on the site 3.1 THE MASTERPLAN FRAMEWORK Estimated BCR • 1.5:1* • The potential for ground water contamination INTRODUCTION Density Road is also linked into the network. The north- * incorporating all public sector funding, not just £1m TIP gap funding Marina Village will respond to the existing context south pedestrian link also connects into the • Diversion of statutory infrastructure awayThe masterplan from creates thean overarching development plan to and the opportunities area that the site presents to central green space providing easy access. create a sustainable and vibrant Marina Village, create a range of densities that enable the showcasing this key area. The Marina Village delivery of a successful and sustainable new Green Streets • Demolition of redundant buildings andMasterplan redundant seeks to transform underground this waterfront neighbourhood. structures The three areas proposed range The loop road is a key element of the site location into an area that both widens the from Low (30dph), Medium (35dph+) and High structure. Abundantly lined with trees, this street housing offer within Barrow and importantly Density (45dph+). Densities increase towards will provide a clear structuring element linking raises perceptions of the place. the waters edge. The interface with existing green spaces and supporting legibility. • A cut and fi ll exercise across the site to address site levels neighbourhoods is respected through lower This area will become an attractive waterside density homes that will create strong development Habitat location in which to live, work and enjoy leisure blocks and streets. A large proportion of Marina Village is dedicated • Acquisition of the remaining land parcelsactivities. A new neighbourhood will provide to nature conservation. This is predominantly a range of homes, and employment and local MOVEMENT aligned around the south and eastern areas services will help sustain both new and future where large habitat areas will accommodate a residents. The new Marina Village neighbourhood Marina Village will be interwoven with the existing diverse range of species. will be interwoven with a green and blue network movement network, utilising existing pedestrian Delivery Partners • The remediation of the site would be undertakenthat links into the existing diverseby Barrowhabitat and and Borough public transport routes, Council. and improving access Provision is made for approximately 6.3ha for landscape setting. The area will support and quality to the existing dock area. reptile habitat, this includes the southern bun. Marina Village create opportunities for investment, building on A further 2.4ha for bird habitat, this includes • The development of the Masterplan wouldexisting local beactivity brought by world class employers forward New Dock byRoad a private sectorboth partner, SuDs provision and to 20m landscape buffer such as BAE Systems. A potential new dock road is realigned along the to Buccleuch Dock. The southern tip of Marina eastern perimeter of the built area to connect to Village will also include habitat retained for be identifi ed. The Marina Village Masterplan has evolved in the dock access south of Marina Village, ensuring roosting birds. consultation with a range of stakeholders and future proofing. The re-siting of the dock road client representatives. access will also enable public realm improvements All these areas will have controlled public access at St. George’s Square and an attractive new through provision of structured routes, such as A number of options were developed during the gateway to connect into the mixed use area. nature trails and the retention of the NCN700 Extract taken from Marina process and these were amalgamated to create a route. preferred option. This preferred option provided Street Hierarchy the basis for the masterplan. The masterplan Village Masterplan Framework The site main gateway access from Salthouse Sustainable Urban Drainage comprises a number of key components as set Road, connects into a strong loop that enables Marina Village will incorporate a SuDs system out below. a legible street network to be created. The loop that comprises swales and ponds to the north (February 2020) road is strengthened visually as a green street and south of the site. To the north the structure LAND USE further supporting legibility across Marina Village. will provide an attractive visual feature to the Salthouse Road gateway clearly demarcating Marina Village will predominantly comprise new Pedestrian /Cycle Routes Marina Village entrance. 84 homes, alongside a vibrant new local centre A strong north-south pedestrian and cycle link 85 and employment area. The mix of land uses connects from the Salthouse Road/ Marsh Street To the south SuDs provision will be sited within complement each other but are not dependent junction across the Marina Village and links into the nature conservation area. on each other for delivery. the existing National Cycle Network (NCN) 700 at the southern side of the site. This route will Housing form a key link into existing neighbourhoods and PLACEMAKING The masterplan aims to deliver c.450 homes over the town centre beyond. The NCN 700 will be a residential development area of approximately retained within the site in its current location, Marina Village is set within attractive historic Masterplan Framework 11.9ha. Typical residential density will range providing an attractive waterside route. and waterside contexts. Placemaking will draw from 30dph upwards across the site, responding on these unique settings, interlinking natural Key to context and site conditions. Further homes Public Transport and built environments to create a new, vibrant (c.60) could be accommodated within the Mixed The site benefits from existing bus routes along community. Use area also within higher density development. Salthouse Road, and the proposed loop road enables future potential extension into the site Gateways Homes will comprise a mix of types and tenures, for existing or future bus routes. The gateways to Marina Village are sited along responding to market need. This would typically the northern perimeter. Three key vehicular and include a mix of detached, semi detached, mews pedestrian gateways are identified as St Georges and apartment homes. GREEN BLUE INFRASTRUCTURE (Cavendish Dock Road), the main gateway access at Salthouse Road and the new dock road Affordable homes should be provided to accord Marina Village will be underpinned by an attractive gateway. with the Council policy at time of planning green and blue infrastructure. This will support approval. Should any variation to this policy be legibility around the site and also provide amenity Two further pedestrian and cycle gateways are sought, this should be accompanied by evidence and habitat space. located at the Salthouse Road/ Marsh Street with regards to viability to ensure deliverability of junction and Buccleuch Dock edge. Marina Village. Landscape / Green Space St Georges Gateway provides a particular DEVELOPMENT SCHEDULE Mixed Use A network of spaces are created across Marina opportunity for enhancement, with the resiting of The mixed use area is approximately 3.3ha in Village. This both links in with existing provision, the dock access and associated HGV movements. and creates a new and attractive greenspace A development schedule has been prepared Number of Site size, and would accommodate uses including a Improvements should respect and enhance the to align with density zones set out on the plan Homes Area significant employment offer alongside a small network to create a balance between amenity Conservation Area setting. The re-use of existing and habitat space. overleaf, this achieves 454 homes. The number Total 454 11.9ha local centre. The local centre element could listed buildings within this area will also form an of homes on site could be increased further by comprise convenience retail, hotel and public important part of placemaking development. increasing density within the high density area. Potential Breakdown aligned with Density Zone house/ restaurant facility. This area will become The key amenity spaces for new and existing Plan on following page: residents to access are set around the loop road, By applying a 65dph in this area a further c.104 an attractive waterside hub of activity linked into Views Low Density (30dph) 87 2.9ha to create ease of access and a legible network homes can be achieved, increasing site capacity the wider area. Views cross Cavendish and Buccleuch docks will of space. These include green space at the site to 558 homes. A capacity testing layout has also Medium Density (35dph) 133 3.8ha form an integral part of the Marina Village setting. main entrance to create a gateway (incorporating been prepared to test these density zones. This is Further homes could also be sited within this The movement network and green infrastructure High Density (45dph+) 234 5.2ha SuDs features), a central green space and a attached at Appendix I. area, these will be higher density accommodation will support connections that benefit from this pocket park. The existing play space at Vulcan and could include older persons accommodation. unique and attractive waterside setting.

32 33 Brilliant Barrow Place Project Development 6

Project Description The Brilliant Barrow Place Development project will underpin the major investment being delivered Timescales and • 2020/21-£0m in Barrow through Towns Fund and aligned initiatives. The proposition will attract residents, Spend Profi le • 2021/22-£0.3m businesses, investors, students and visitors to Barrow to access Barrow’s enhanced offer. The • 2022/23-£0.3m project will focus on the positioning of Barrow as a tourism destination and develop Barrow’s • 2023/24-£0.2m cultural offer and sense of identity through a range of activities. The project seeks to maximise • 2024/25-£0.2m the economic income from the tourism industry, to help diversify the local economy and capture • 2025/26-£0.1m on existing opportunities, whilst enhancing the local culture and leisure offer and capturing local Total £1.0m spend. Outputs • Enhanced programme of events and Project Rationale • Barrow has a number of visitor facing assets but has had signifi cantly fewer visitor numbers activities for all ages than more traditional visitor facing locations in Cumbria and the surrounding area. • Public investment is required to increase the profi le of the borough and attract visitors to Outcomes • Social Return on Investment of £2.4m Barrow, whilst also providing activities for residents to partake in and enjoy. • Improved perceptions of Barrow by • Project will enhance Barrow’s unique heritage culture and natural assets and galvanise our residents and visitors sense of pride • Footfall of at least 50,000 people in Barrow town centre, with an estimated 20% of Strategic alignment The project aligns in the following ways with Barrow’s TIP Pillars: attendees from outside Barrow and 3,000 • Clean Growth: the project will maximise sustainable use of Barrow’s natural capital assets. overnight visitors. • Inclusive Economy: the programme will help to diversify the economy of Barrow, through • An additional local spend of £0.9m and growing the visitor economy and generating jobs for local people. charity donations of £80,000 • Healthy Places: the project will promote active lifestyle choices through the generation of • Increased sense of pride and belonging for community events around Barrow. residents • The project aligns with Strategic Objectives SO3, SO4, SO8 and SO10. • Increased health and wellbeing through • The project aligns with the Town Deal theme of ‘Urban Regeneration’ enjoyment and physical activity, particularly • The project aligns with policies including the UK Industrial Strategy, Cumbria Local Industrial in the outdoors Strategy, The Great Britain Tourism Action Plan, Tourism Sector Deal, Tourism Strategy for Estimated BCR • 2.1:1 Cumbria, The Bay Prosperity and Resilience Strategy and Barrow Borough Local Plan. Brilliant Barrow Place Action • An FTE ‘Place Development Offi cer’ to coordinate the #BrilliantBarrow place proposition Development alongside aligned initiatives. • Marketing and promotional activities over fi ve years which will include visitor/investor focused campaigns. • Funding support for current festivals and events, as well as two larger fl agship events; a music festival and a lights festival. • Capital investment on a digital screen for event promotion and showcasing. • A feasibility study looking to develop a new attraction in Barrow.

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

Ask and Match • £1m Town Deal ask for a total cost of £1.05m Funding • Barrow Borough Council providing £50,000 in match funding Major • None identifi ed Interdependencies

86 87 Local Cycling and Walking Project Infrastructure 7

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

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

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

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

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Enabling Aligned Asks of Future High Street Asks of Government Our Town Deal and Future High Street visitor attraction and public service hub, a new projects firmly align, and we have pursued a Barrow Town Square to create footfall, and a Government collaborative approach to ensure the principles Central Transit Hub to connect people to the of complementarity and added value is town centre. In addition to the project The activities of the Town Investment Plan will support aligned embedded in our approach. This application for funding aligns strongly specific funding sought, we initiatives and existing funding asks and streams. There are a number The Future High Street Fund bid is a c£21m with a number of the identified Town Deal are also seeking revenue of existing funding applications with Government and this Town application for funding to deliver four integrated projects, through strengthening Barrow’s offer investment of £100,000 per Investment Plan requests an enhanced consideration of them, due to projects to reinvigorate the high street in and identity, revitalising the high street, and annum to facilitate a TIP their importance in delivering the overarching Town Investment Plan. Barrow, including a modernised market hall, supporting existing businesses. Programme Management the transformation of Barrow Town Hall as a Function. Barrow Borough Council, as accountable body, will need to manage the investment programme and Artist impression of the proposed projects as part of the Future High Street the required monitoring and Fund bid (image produced by Optimised Environments (OPEN)). reporting requirements. As a small authority which has experienced funding cuts of 40% since 2010 (a decrease of £6m per annum) additional resource support will be necessary to undertake this function and see the fullest range of benefits materialise.

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

Freeports The Bay Prosperity & Furness and Cumbrian Line Resilience Strategy

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

94 95 6 OUR APPROACH TO DELIVERY

Our partners are committed to the successful delivery of the The following table illustrates the proposed spend Brilliant Barrow Investment Plan and have demonstrated this profile of the £29.9m Towns Deal ask: through active participation in the plan development process and clear project sponsorship. Our project delivery partners have a strong track record of delivery and technical competence. The Table 6.2 Town Deal Spend Profile - Programme robustness of our approach is underpinned within Strategic Outline Business Cases developed in support of each project. Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Total

Town Deal Financial Profile 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

Our project asks of the Towns Fund can be summarised as follows: Projects £1.0m £11.1m £10.2m £5.8m £0.9m £0.3m £29.4m £29.9m Programme £0m £0.1m £0.1m £0.1m £0.1m £0.1m £0.5m Table 6.1 Project Summary Asks Management

Project Capital Revenue Total Collaborative Asks Based on the £29.9m Towns sector, community and other • £2m proposed from Barrow Learning £13.4m £0m £13.4 Institute of Technology Deal ask, the programme costs public sector sources. It Cumbria LEP for Barrow Quarter are split: includes: Learning Quarter Community Wellbeing • 90% capital • £0.4m committed from • Proposed Institute of Hubs & Earnse Bay £4.1m £0.4m £4.5m Barrow Borough Council Technology match of Outdoor Centre • 10% revenue for the Housing Renewal £1.1m for Barrow Learning Business Support £0m £1.0m £1.0m The overall costs of delivering Programme. Quarter Housing Market the projects that make up • £4.4m committed internal • £2.5m proposed investment £4m £0m £4m Renewal our Town Investment Plan funds through asset sales, from Furness College for are £51.2m, with the Town reserves, revenue funding Barrow Learning Quarter Marina Village £1.0m £0m £1.0m Homes England Deal investment representing repayments and loan an intervention rate of 57%. • £7.5m application to Future High Street facility from University Place Development £0m £1.0m £1.0m This excludes the programme Homes England for Marina Fund of Cumbria for Barrow management costs. Learning Quarter Village Local Walking & £4.5m £0m £4.5m Electric Bus Town The committed and planned • £3.6m application to Cycling Infrastructure • An intention to work with additional funding leverage Cumbria LEP to secure Cumbria LEP and/or Barrow Programme across the programme Borough Council funding for £0m £0.5m £0.5m £2m for Barrow Learning Management comprises a mix of private Quarter Marina Village. Total £27.0m £2.9m £29.9m

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Town Deal Business Case Accelerator Funding Development Plan

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

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Key Milestones Governance Structures

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

Assurance and Scrutiny Process

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

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Acknowledgements

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

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