Getting the Most from Our Coast NORTH COPELAND COASTAL COMMUNITY TEAM ECONOMIC PLAN 2016 - 2021

Home , Beckermet, Borough of Copeland, Braystones, Distington, Lowside Quarter, St Bees

Getting the most from our coast NORTH COPELAND COASTAL COMMUNITY TEAM ECONOMIC PLAN 2016 - 2021

CONTENT 1. Introduction 1.1 Origins of the CCT 1.2 Membership

2. The North Copeland Coast 2.1 Local area 2.2 Communities 2.3 Economy 2.4 Related Initiatives

3. Strategy 3.1 Understanding the needs 3.2 Vision 3.3 Aims and objectives 3.4 Meeting the challenges

4. Action Plan 4.1 Twelve-month plan of projects & activities 4.2 Five-year plan of priorities for action 4.3 Long-term goals 4.4 Monitoring & performance

5. Risk Assessment 5.1 Identifying the barriers 5.2 Overcoming the obstacles

6. Resources 6.1 Time and people 6.2 Funding 6.3 Influence

7. Communications 7.1 Consultations 7.2 Engagement & participation

8. Running the CCT 8.1 Organisation 8.2 Support network

Cover photographs: Whitehaven Marina and the beach at St Bees

1. Introduction

1.1 Origins of the Coastal Community Team The North Copeland Coastal Community Team has been established through the existing locality Regeneration Partnerships based in the north of Copeland Borough in West Cumbria. This not only keeps together the existing Coastal Community Network, but also frames the Network within a much more pro-active setting that will offer support to the newly created Coastal Community Team (CCT), as well as ensuring that coastal issues are escalated through to the wider partnership growth agendas.

The Regeneration Partnerships based in the localities are already focused on: developing their local economies; enhancing local education and skills; developing services and associated infrastructure; and see the CCT as a real opportunity to bring the assets of the coast into that agenda.

The government defines coastal communities as settlements within an English local authority area whose boundaries include foreshore. These include seaside towns, ports and other communities which have a clear connection to the coastal economy.

In July 2015 the government announced support to 104 CCTs, including the North Copeland CCT, bringing the total to 112 across England. This involves £10,000 of direct support to each team to develop their plans and a commitment to provide a further £90 million through the Coastal Community Fund from 2017 to support the implementation of those plans through to 2020-21.

1.2 Membership The North Copeland Coastal Community Team is chaired by Chris Shaw of Parton Parish Council.

Single Point of Contact: Chris Shaw Address: 4 Corkickle Whitehaven Cumbria CA28 8AA Telephone: 01946 695701 Email: [email protected]

Membership of the North Copeland CCT currently includes:

Chris Shaw Howgate/ Distington Includes Parton, Moresby, Partnership Distington & Lowca Parish Councils. Cllr John W. Bowman Howgate/ Distington Partnership Mercia Oliver Lowca Parish Council Mike Milner

Valda Young Parton Youth Club

Cllr John Kane Whitehaven Locality Includes the Whitehaven Parish Partnership area.

Harry Strong St Bees Parish Council Includes Egremont Town Council, West Copeland St Bees, Haile & Wilton, Beckermet Partnership & Lowside Quarter Parish Councils.

Chris Gomersall National Trust Includes the colourful coast Sophie Badrick partners, RSPB, Natural England, Copeland BC, Cumbria County council, The Land Trust and Haig.

Chris Pickles Copeland Borough Sarah Moss-Luffrum Council

Membership of the CCT will continue to expand as the initiative develops.

1.3 Accountable Body The accountable body for the North Copeland CCT is Copeland Borough Council who also provide secretariat for the group. Contact: Chris Pickles Economic and Community Regeneration, Copeland Borough Council, The Copeland Centre, Catherine Street, Whitehaven, Cumbria, CA28 7SJ Telephone: 01946 598326 Email: [email protected]

2. The North Copeland Coast

2.1 Local area The North Copeland coastal communities are defined as the northern part of the borough of Copeland in West Cumbria, including the borough’s principal town and historic port of Whitehaven. Figure 1: Map of the North Copeland Coastal Communities Area

The North Copeland area is geographically remote, bound by the high fells of the Lake District National Park to the east and the Irish Sea and Solway Firth to the west. 2.2 Communities

North Copeland is made up of several small and medium-sized settlements including Whitehaven, Parton, Lowca and St Bees along the coastline, and Distington, Egremont and Cleator Moor in close proximity to the coast. They are all individual communities

The geography presents a daily challenge to the communities in North Copeland, with the average travel times to employment centres, secondary schools, GPs and town centres in Copeland Borough among the ten longest times out of all local authorities in England. The physical separation, often compounded by poor road networks and communications, can contribute to a lack of connectivity between the communities.

The communities are full of reminders of their industrial heritage, including local traditions and cultural activities, but also a legacy that continues to present some serious challenges. Some buildings and land have become derelict and some local services and facilities have lacked the investment needed to adapt to the changing needs and demands of today’s businesses, residents and visitors.

2.3 Economy The local economy is full of contrasts with some of the lowest and highest per capita income neighbourhoods in Cumbria. It also shares with South Copeland the largest single employment site in the North West of England, at Sellafield. Not surprisingly economic activity tends to focus around the Sellafield site and its associated supply chain and the research & development.

The North Copeland Coast, as part of West Cumbria, is branded as “Britain’s Energy Coast” and the area is now firmly established as an international Centre of Nuclear Excellence (CoNE). NuGen’s announcement that its project at Moorside aims to develop a new generation nuclear power station, of up to 3.6GW capacity, provides evidence that the prospects for further investment in the area remains very promising. The sector will continue to be hugely important to the local economy with the investment, skills and employment that it creates but this success can, and must, provide the springboard to develop a more diverse and sustainable economy in North Copeland and across the Borough as a whole.

Whilst the focus of attention for economic growth and employment will continue to revolve around the energy sector, the communities of North Copeland should be challenged with finding local solutions to their need to secure sustainable economic growth in the long-term. Their enterprise and creativity will be vital to ensure a more diverse economy can become a reality and go on to provide the range of opportunities that will encourage people to live and work in, as well as visit, the area. The visitor economy is considered by many to have the potential to provide a more significant counterweight to the area’s current dependence on the nuclear sector. By supporting local businesses and creating employment and training opportunities, the North Copeland coast can play an important role in the development of the visitor economy and in turn help to meet the challenge to diversify the local economy and help to offset the anticipated impact of nuclear decommissioning. Investment in the North Copeland Coast has the potential to generate increased economic activity, as well as improving local infrastructure and promoting civic pride in the area. An example of this is the Beacon project in Whitehaven which is living up to its name and has become an icon in the promotion of the town, as well as Copeland and West Cumbria. 2.4 Related Initiatives The creation of the North Copeland Coastal Communities Team (NCCCT) as part of a wider Coastal Community Network can ensure that coastal issues are escalated through to the wider economic growth agenda for West Cumbria. The coastal communities of North Copeland exist in a challenging environment where economic growth is being driven by huge corporations working closely with local and central government. Although these activities and economic plans may prove to be beneficial to the economy and general prosperity of the area, there is the risk that many communities will feel that economic growth is something that is done to them, not by them. The Coastal Community Team (CCT) provides a means for coastal communities to work together to develop their own local solutions to the key economic challenges facing North Copeland, but to do so in a way that connects those communities through improvements in infrastructure, communications and information. The CCT brings together local regeneration partnerships, each focusing on developing their local economies by: enhancing local education and skills; and developing services and associated infrastructure. The range of organisations currently involved in these local partnerships includes parish representatives, community representatives from the local authorities, local businesses, charities, social enterprises, youth groups and environmental groups.

The CCT is well placed to contribute as it can build on these existing partnerships that have a track record of developing and delivering capital projects that enhance the coast. Its contribution can be two-fold: creating the conditions for economic growth; and, where possible, delivering economic growth.

For example, the CCT can potentially bring forward infrastructure projects that create the conditions for growth by encouraging more people to choose to live and work in the area, as well as encouraging more people to visit the area.

In addition, the CCT can deliver economic growth more directly by building on existing economic growth plans and working as part of a strategic partnership to utilise the coastal assets to create jobs, new enterprise and business expansion.

The relationship with the emerging Economic Growth Strategy for Copeland will be particularly important. The CCT can contribute to the delivery of several strategic objectives, but in particular it can seek to add value by:

 Developing and enhancing communications and transport where these contribute to improvements in connectivity across the coastal communities.  Providing a supportive environment at the local community level to expand the number and proportion of businesses and new enterprises in knowledge-based industries.  Enabling local people to gain access to a broad range of personal and professional learning and training opportunities.  Protecting the sustainable management of the natural environment and nationally important landscapes as unique and distinctive assets that should encourage people to live, work, visit and appreciate the North Copeland coast.  Investing in community services and facilities to promote the North Copeland coast as a safe and well-equipped place to live or visit, with schools, healthcare, shops and services within reach.  Investing in the coast’s unique heritage and culture as important components of the North Copeland coastal economy.  Enhancing and promoting a more sustainable visitor economy and by raising the awareness of the range of activities and places of interest in each community.  Securing a viable future for the coastal towns as vibrant centres for trade and commerce.

The CCT can also contribute to the aims of the West Coast tourism strategy by improving visitor numbers, including local visitors, and taking the initiative at the local level to improve the quality of the visitor experience, not least in developing the food and drink sector.

The CCT will also fit within the wider Partnership Plan for Copeland and ‘Britain’s Energy Coast: A Master Plan for West Cumbria’, with close alignment to a shared vision and the following strategic outcomes:

 A robust, diversified and well-connected economy;  A protected & enhanced coast attracting a diverse population & visitor profile;  A network of strong, healthy communities, offering good quality of life and where people can play a full part in their communities;  A world leader in the development of energy and environmental technologies. There is also a close fit to the priorities and measures identified by the Cumbria Local Enterprise Partnership (LEP) in Cumbria’s Strategic Economic Plan 2014-24 and European Structural and Investments Funds Plan 2014-24. Areas of specific relevance will include activities to improve:

 physical connectivity through investment in sustainable transport solutions;  virtual connectivity through improvements in broadband and mobile coverage;  social infrastructure through improved access to health, education, training, etc. These strategies, consistent with the policies of the Copeland Local Plan 2013-28, give priority to the investment needed in transport infrastructure and information & communications technology to improve physical and virtual connectivity within West Cumbria and with the rest of the world. At the local level the CCT can assist by bringing people, businesses and organisations together to address these needs, making a difference in each community to ensure that the whole of the North Copeland coast is a place where people will want to live, work and visit. These local connections will extend to the South Copeland CCT and the emerging Economic Plans for Allerdale and the Solway Coast. Many of the challenges will be shared and so the possibility of joint initiative, of communities along the Cumbrian coast working together should be explored further. Table 1: A Shared Agenda

Connecting coastal communities

Encouraging business & enterprise North South

Copeland Copeland

CCT CCT Developing the visitor economy

Promoting healthy lifestyles

3. Strategy

3.1 Understanding the needs

The CCT reviewed the strategic assessment of economic needs for the Copeland borough with specific consideration given to the North Copeland area. Some of the main strengths, weaknesses, opportunities and threats facing the North Copeland communities in 2016 can be summarised as follows: Table 2: SWOT Analysis

Strengths Weaknesses

Nationally important coastline and Heavy dependence on a single sector for landscapes. employment. Rich industrial & maritime heritage. Narrow economic base lacking diversity. Coastline is a recreational resource & Geographically remote compounded by start point for long-distance routes. poor transport & communications Major employer and supply chains infrastructure & connectivity. providing local employment. Low percent homeworkers, entrepreneurs Supply of development land. & micro-businesses. Skilled labour for construction & Under-developed visitor economy & lack engineering. of tourism infrastructure. International awareness of nuclear Absence of a common USP or identity. expertise.

Opportunities Threats

Communities working better together. Continued dependence on single sector. Using coastal assets to promote area as Missed opportunities with tourism. great place to live, work and visit. Insufficient numbers of people trained and Potential for in-migration & population with appropriate skills. growth. Cuts to public services and associated New superfast broadband breaking employment. down barriers of distance. Missed opportunities with superfast Investment in new transport links. broadband. Proposed Moorside Nuclear PowerStation.

This relatively simple analysis highlights a number of challenges facing the coastal communities of North Copeland as well as several areas where closer collaboration might release some unfulfilled potential, particularly in making the most of the coast’s natural and built heritage and by linking people and organisations together, both physically and intellectually, through their shared vision of what the area might become. A shared understanding of the key challenges and acting collectively at the local as well as the strategic level can be both effective and powerful in promoting sustainable economic growth along the North Copeland coast. Table 3: Challenges, Responses and Desirable Outcomes

CHALLENGES CURRENT STATUS RESPONSES OUTCOMES Increase Heavy Over 50% A more diverse number of non- 1 dependence on employment linked North Copeland nuclear single sector to nuclear sector economy by 2020 enterprises Geographically Poor connectivity Improve A better connected remote & 2 to major transport transport North Copeland distance from routes M6/WCML connections coastline by 2020 markets Barriers to Relatively low Increase A growing business 3 business growth number of business number of new base in North & expansion start-ups businesses Copeland by 2020 North Copeland’s Protecting the Financial insecurity key coastal assets Secure future of natural & and physical are secured through 4 vital nature & coastal heritage degradation of the sound financial heritage sites assets coast’s assets management by 2020. North Copeland is a Tourism spend Small % of visitors Increase no & % more popular not reaching 5 to Lake District visitors to West destination for potential visiting West Coast Coast visitors to Cumbria

by 2020 North Copeland’s Steady decline in Consistent town centres are Threat to future 6 number of visitors/ increases in visited by more of town centres customers footfall in towns people, sustain more businesses by 2020. North Copeland’s Threat to local North Copeland Enhance local communities have services and communities face 7 service improved access to community some of longest provision. essential services by facilities travel times. 2020.

3.2 Vision

The North Copeland coastal communities are a more sustainable place to live, work and visit with stronger connections between our communities, the coast, the places of work and the places to visit.

3.3 Aims To release the potential of the North Copeland coast as: 1) a place to live with better connections making it easier to access shops, services and local amenities that promote healthier lifestyles; 2) a place to work with better connections to work, training and educational opportunities through improved transport and communications infrastructure, and greater awareness of the information they may need; and 3) a place to visit with better connections along the coastline making it easier for people of all ages and all abilities to access and to enjoy the coast.

3.4 Objectives

1) To enhance the attractiveness and accessibility of public areas along the stretch of coastline between Braystones and Lowca.

2) To raise awareness of opportunities for new enterprise, skills and employment.

3) To promote healthy living and recreational opportunities by extending and connecting routes to and along the coast.

4) To enhance the network of community facilities and amenities in the key settlements of Lowca, Parton, Whitehaven and St Bees.

5) To promote the North Copeland coastline as a unique and attractive visitor destination.

6) To encourage more sustainable uses for the area’s maritime heritage & cultural assets, building on the investments at the Beacon and at Rosehill.

7) To support business and community initiatives taking action to improve the vibrancy of the local towns and villages.

Figure 2: Outcomes of Stronger Connectivity

DIVERSIFIED ECONOMY AND

EMPLOYMENT

VIBRANT ATTRACTIVE AND ACCESSIBLE TOWNS AND COAST VILLAGES

NORTH COPELAND COASTAL COMMUNITIIES MANAGED DEVELOPED ENVIRONMENT VISITOR AND HERITAGE ECONOMY

IMPROVED SERVICES AND INFRASTRUCTURE

3.5 Meeting the challenges To achieve the desired outcome of a more sustainable place to live, work and visit this plan proposes several key areas in need of investment or attention from the CCT. Consultations revealed several key challenges shared by the communities of North Copeland and, in many cases, proposed actions to address them. The North Copeland CCT must be realistic about its prospects of addressing these challenges on its own and with limited resources. The strategy will require an approach that seeks to maximize the use of all the resources available to it. In summary the CCT can seek to bring about change in three ways:

 Better organised – the CCT provides a focal point for co-ordinating activities along the North Copeland coast, bringing communities and businesses closer together through improved communications and making better use of the resources available;

 Stronger voice – the CCT can seek to influence the decisions that affect communities and businesses in North Copeland by articulating their needs and highlighting the opportunities and rewards for investing in the area’s people and places;

 Making it happen – the CCT can provide a focus for funding applications, setting out shared priorities and securing the resources required to deliver the specific projects and activities identified through this Economic Plan.

Walkers enjoying the coast at St Bees’ Head

4. Action Plan

4.1 Initial 12-month plan of projects & activities The first priority for the CCT is to establish the group under a more formal arrangement and to give the partners involved the reassurance they may need to invest the time and effort required to implement this Economic Plan. 4.1.1 Project One: North Copeland Coastal Team Development Proposing Organisation: North Copeland Coastal Team Brief Project Description: Appoint a Support and Development Officer (part-time) to assist the volunteer members of the Coastal Communities Team. The aims of this role, hosted at a partner organisation, will be:

 To move the group forward through the creation of a membership and governance structure, with a clear remit.  To build on the work of the Economic Plan and Community Consultation works to forge working relationships around the Team.  To work with partners and agencies to develop quick win and pipeline projects in order to develop an indicative funding and implementation timetable.  To identify links with other Cumbrian or coastal communities which share common aims and to build on common areas. Output: A new post, possibly shared with South Copeland CCT, to deliver the Economic Plan(s). Outcomes: Economic

 Strengthening the offer and position of the North Copeland Coast Communities team will have collateral benefits to the whole area in terms of building networks and confidence.  This funded role will make it possible for the team to bring their vision into clear focus, to prioritise and to pursue delivery into the future.

Social/Health

 By supporting the volunteer members of the Coastal Communities Team this work will provide a social and practical network for raising the profile and the scope of this project.

Estimated Cost of delivery:

Item Amount Secured Identified funders (indicative) Y/N Recruitment and set up £2,000 N Cumbria Community Foundation, Annual salary/fee £30,000 N Landfill, Copeland Community Employer overheads £6,000 N Fund TOTAL £38,000

The North Copeland CCT will prepare and develop the following four projects in the first 6-12 months. 4.1.2 Project Two: St Bees Cycle Track Link Proposing Organisation: St Bees Cycle Track Link Team and St Bees Parish Council and Whitehaven Town Council Brief Project Description: ‘The project has a single goal which is to manage the design, development and construction of a 3.9km stretch of cycle track between St Bees and the C2C Cycle track at Mirehouse, Whitehaven.’ The construction of a safe, traffic free route between Whitehaven and St Bees will create a valuable commuting and recreational resource, suitable for use by cyclists – seasoned, young and novice - as well as those with disabilities. Outputs: Economic

 Using local contractors to deliver construction and maintenance.  Increased number of visitors to St Bees and Whitehaven.

Social/Health

 Improved visitor and resident access to safe cycling routes, proven health benefits to increased exercise levels.  Improved facilities for those with limited mobility, wheelchairs and pushchairs decreasing isolation and increasing opportunities for recreational walking and exercise amongst vulnerable groups.

Environmental/Heritage:

 Providing safe commuter access between communities this project can help to reduce car miles, congestion and emissions.

Estimated Cost of delivery:

Item Amount Secured Identified funders (indicative) Y/N Feasibility Study £8,000 Y Parish and Town Councils Copeland Community Fund Detailed design £22,000 N Copeland Community Fund Permission, £20,000 N Community and Industry landowners etc. support Construction £720,000 N Coastal Communities Fund Local industry and Community Contingency £80,000 N @10% TOTAL £850,000

4.1.3 Project Three: Lowca Brow footpath redevelopment Proposing Organisation: Lowca Parish Council Brief Project Description: Resurfacing a 2km stretch of footpath, widening to 2m to facilitate safe access for all users. Creating an adventure play area - a point of recreation and interest, linking with existing community facilities to enhance community and visitor use. Outputs: Economic

 Used local approved contractors for design, construction and maintenance.  Improved the visitor offer by creating an outdoor destination for families.

Social/Health

 Increased access for all to recreational walkways, currently unavailable to those with limited mobility.  Provided a focal area for young people.

Environmental/Heritage

 More people engaging with their natural environment through improved access and interpretation.

Estimated Cost of delivery:

Item Amount Secured Identified funders Y/N (indicative) Footpath £150,000 N Copeland redevelopment, design Community Fund and construction Community and Industry support Adventure Play Area £55,000 N Landfill Tax credits scheme TOTAL £205,000

4.1.4 Project Four: The Colourful Coast

Proposing Organisation: National Trust

Brief Project Description: Promoting the hidden gems of the North Copeland Coast, the North West’s only stretch of Heritage Coastline. This project will invest in key heritage and natural assets to boost the visitor economy and improve the maintenance of this remote and beautiful area.

Outputs:

Economic

 Increased visitor numbers by promoting a more coherent and attractive offer.  Create greater opportunity for the visitor to access and appreciate this rugged and historic stretch of coast.

Social/Health

 Improved connections between heritage and natural features of the coast encouraging greater recreational and educational use by the coastal community.  Fully accessible paths opening up areas of the coastline currently unavailable to less mobile users.

Environmental/Heritage

 Enhancing a range of natural and heritage assets along the coast, this project will develop local and wider appreciation of these features.  Protected and managed access to these assets, and steps taken to improve interpretation of the significant industrial and coastal heritage, securing these features into the future and preventing their loss through neglect.

Estimated Cost of delivery:

Item Amount Secured Identified funders Y/N (indicative) Coastal Path improvements from £30,000 N Copeland Community Candlestick to Jonathan Swift Fund, neighbourhood House. forums, section 105, Purchase of coal depot and £25,000 N minerals levy, landfill transformation into public charges, West Cumbria resource. mining, and Coastal Foghorn access and interpretation. £20,000 N Communities Fund. Solway Road wetland boardwalk £5,000 N Access to Saltom Pit (Scheduled £50,000 N Ancient Monument, and Marine Conservation Zone). Reinstate access to South Shore £15,000 N Beach TOTAL £145,000

4.2 Five-year plan of priorities for action The following schedule represents the current list of projects and activities that are in development and anticipated to be brought forward for implementation in years 2-5 of this Plan. This “pipeline” of activities will ensure that work towards the CCT’s ambition and strategic aims will continue to at least 2020-21. The anticipated workload for the CCT is to bring forward and develop between 5 and 7 projects per year for the 5-year duration of this plan. The CCT should determine the priorities according to their fit with the strategic aims and objectives of this plan, as well as the usual assessment of sustainability, project controls and value for money.

Table 4: Projects for development (Years 2 – 5)

Projects in

Pipeline culture and heritage A PLACE TO LIVE TO A PLACE A PLACE TO VISIT TO A PLACE A PLACE TO WORK TO A PLACE ommunity infrastructure ommunity C Vibrant towns and villages and towns Vibrant

Promoting the coast to visitors to coast the Promoting 3. Connecting coastal routes coastal 3. Connecting 4. 7. Protecting Protecting 2.Opportunites for enterprise enterprise for 2.Opportunites 1.Attractive, accessible coastline accessible 1.Attractive, 5. 6.

1 Braystones

2 Business growth: Specialism; high skilled work- force. 3 Extend/Upgrade Coastal Path (various) 4 Extend Village Hall at Parton (Public facilities) 5 Haig Play area and Carpark

6 Lowca Play area, facilities and access improvements 7 St Bees Cycle path

8 Sustrans and Rail Station Enhancements 9 Apprentices – Coastal Guides, Green Service Teams 10 Whitehaven Harbour Development – heritage, reduce litter, events, lighting 11. Whitehaven Harbour - Watersports Centre 12 Improve/increase Office Space in Town Centres 13 Advertising and branding for the area 14 Wetland Boardwalk (Solway Road) [continued…]

Projects in infrastructure Pipeline A PLACE TO LIVE TO A PLACE A PLACE TO VISIT TO A PLACE A PLACE TO WORK TO A PLACE 3. Connecting coastal routes coastal 3. Connecting 4. Community 4. Community 7. Vibrant towns and villages and towns 7. Vibrant 2.Opportunites for enterprise enterprise for 2.Opportunites 1.Attractive, accessible coastline accessible 1.Attractive, 5. Promoting the coast to visitors to coast the 5. Promoting 6. Protecting heritage and culture and heritage 6. Protecting

15 Saltom Pit

16 Foghorn Access and interpretation 17 South Shore Access

18 Coal Depot re-use

19 Homegroup (Social Landlord) training initiative 20 Events and festivals

21 Town Centre (retail) development 22 Sunday Rail Service

23 St Bees Station Car Park Extension 24 St Bees Beach Huts (visitor and residents recreational use) 25 Safe cycle routes to Sellafield 26 Rebuild dilapidated slipway and broken bridge at Mill Lane St Bees 27 St Bees beachfront kiosks, fully equipped, to hire for local makers, Farmers market, craft market etc. 28 St Bees Man – update interpretation and promo. 29 Brown Signs for St Bees Priory (1120) [continued…]

Projects in Pipeline PLACE TO VISIT TO PLACE

A PLACE TO LIVE TO A PLACE A A PLACE TO WORK TO A PLACE 3. Connecting coastal routes coastal 3. Connecting 4. Community infrastructure 4. Community 7. Vibrant towns and villages and towns 7. Vibrant 2.Opportunites for enterprise enterprise for 2.Opportunites 1.Attractive, accessible coastline accessible 1.Attractive, 5. Promoting the coast to visitors to coast the 5. Promoting 6. Protecting heritage and culture and heritage 6. Protecting

30 Parton Beach seats

31 Fablab – science museum – innovation hub 32 St Bees Prom (coast to coast walk) and beach swimming pool

4.3 Long-term goals This Economic Plan sets the goal of achieving stronger partnerships and improved connectivity across the North Copeland coastal communities by 2020 (Figure 2 refers). The plan includes projects and activities that each, in their own way, will contribute to the goals of: a diversified economy where employment opportunities can be found across a broad range of sectors; where transport and communications infrastructure are breaking down the barriers of distance; where the coastal natural and built assets are sustainably managed and attracting more visitors than ever before; and where communities working together to develop their own solutions is commonplace. 4.3 Monitoring & performance The projects and activities identified in this Plan will each contribute towards the delivery of SMART outcomes for North Copeland as a whole, all of which can expect to be monitored by Copeland Borough Council as part of the implementation of its economic growth strategy. The role of the CCT is more specific, focusing on the measurement and reporting of the most relevant outputs delivered through each individual project and activity in this plan. To do this a benchmarking toolkit is proposed, and may be adapted accordingly, to form the basis for monitoring the performance of the CCT’s activities. This aims to be consistent with measures already in use in the borough, for instance, by adopting many of the measures used specifically for the Copeland Community Fund.

The proposed toolkit of performance measures or indicators is not exhaustive and should be developed by the CCT, but should initially include the following: Table 5: Toolkit of Relevant Performance Measures

Performance measures or indicators Strategic outcomes -No of visitors using new or improved route

A better connected North -No. of local people with access to community Copeland coastline by 2020 sport/health/cultural opportunities/facilities

-No. of social enterprises created

-No of businesses created

A more diverse & growing -No of individuals developing new skills business base in North

Copeland by 2020 -Full Time Jobs Created/Safeguarded

-Part Time Jobs Created/Safeguarded

-Area (sq. m) of new or refurbished floorspace

-No. of New/Improved Cultural Facilities North Copeland’s key coastal assets are secured through -Area (Hectares) of Coastline Improved sound financial management by 2020. -No. of New Volunteering Opportunities

-No of visitors to new/improved facility North Copeland is a more

popular destination for visitors -Percent of visitor numbers to Cumbria to Cumbria by 2020

-No of visitors in the towns (footfall count) North Copeland’s town centres -No of festivals and events in the towns and villages are visited by more people, sustain more businesses by -Area (sq. m) of new or refurbished floorspace 2020.

-No. of new/improved sports/leisure facilities North Copeland’s communities -No. of new/improved community services or have improved access to facilities essential services by 2020.

5. Risk Assessment

5.1 Identifying the barriers

The successful delivery of this Economic Plan and the sustainability of a group that aims to get ‘the most from our coast’, is dependent on harnessing a collective will to work together, to make some resources available to support their efforts, and placing trust in them to find solutions that are feasible and capable of addressing the challenges they face.

The approach of the CCT is to take action within the constraints of the resources available to them. In some cases, this will not present a problem and, with the support of the authorities, they can make a difference with no need for outside help. On some occasions the most appropriate solution will require some money to bring about the changes that are needed, and every avenue of funding will be explored. On other occasions the decisions of local or central government will be needed, and every avenue of influence will be explored.

The delivery of this Economic Plan and efforts to satisfy the aspirations of the coastal communities of North Copeland will prove challenging. Identifying the potential problems, the obstacles and assessing the risks should help the CCT to maintain its forward momentum over the 5-year term of this plan.

5.2 Overcoming the obstacles

Finding ways to address and possibly overcome the obstacles that the CCT will inevitably face requires some planning and preparation. By considering from the outset the most common challenges that the CCT will face, the team will be better prepared and ready to consider the options available to them.

Set out below is an initial assessment of risks. This Economic Plan is intended to be a live document and as such it is expected that a risks register will be maintained throughout the 5-year duration of the plan.

Table 6: Initial risks register

Risks Mitigation Lack of commitment to the North CCT must be proactive in seeking to build Copeland CCT and potential for decline in the membership of the team, engaging with membership. all the local councils, the voluntary sector and business owners and representatives.

“Quick win” projects experience delay in CCT should identify the most promising securing the funding required for delivery project or activity in relation to the funding within the first 6-12months. required and ensure that at least one project proceeds within initial 6-12 months.

North Copeland CCT does not have the Copeland Borough Council in their enabling capacity on its own to oversee the role provide interim support to the CCT to delivery of “quick wins” in the first 6-12 ensure systems are in place to recruit the months. Development Officer and progress with project delivery. North Copeland CCT fails to secure The CCT must work in close partnership funding through the Coastal Communities with Copeland Borough Council to ensure Fund. that the projects outlined in this Plan are developed to the extent that they are robust and well placed to secure funding.

6. Resources

6.1 Time and people The North Copeland CCT is a relatively new partnership made up of local town and parish councillors, local community volunteers and employees of landowners and the Borough Council. The expansion of the CCT’s membership base remains a priority, with particular interest in securing representation from all communities along the North Copeland coast and the involvement of the private sector. A further priority is the development of the CCT’s capacity to bring about change by working closely together on shared priorities. The CCT provides a catalyst for joint initiative, bringing together parties who had not previously worked together and creating the potential for a more efficient use of their scarce resources. Their capacity to work in this way requires further investment of time and some dedicated resource to addressing any gaps in the knowledge and skills required to take this plan forward. The CCT members share a passion for the area, for their coastal communities and it is this common interest and collective will to improve the lives of the people who live and

work in North Copeland, and to protect and enhance this unique coastline, that is the driving force behind this plan.

6.2 Funding The potential sources of funding are perhaps more limited now than they have been for some considerable period of time. The implementation of this plan will be dependent on successfully accessing support through the Coastal Communities Fund as well as local funds. The funding requirement can be summarised as:

• Development funding – for officer support to help the group; – to develop the projects in the pipeline. • Short term – to achieve a “quick win”. • Longer term – to deliver the Economic Plan over 5 years.

Potential sources of funding include:

• Copeland Community Fund • Health and Well Being Funds in the Locality Groups • National Lottery - Awards for All • Environmental grants • Coastal Communities Fund (from April 2017) • LEADER (with support from Copeland Borough Council)

Natural England have some funding for access projects linked to the England coast path and the marine and coastal access act 2009. Also funds linked to the marine conservation zone. West Cumbria mining have a fund to invest in community projects.

6.3 Influence As important as funding is to the delivery of the projects and activities in this plan, there are broader benefits from investing in the CCT as a group with the potential to become an effective influencer. Through the preparation of this plan the membership of the North Copeland CCT have been shown to have several shared goals that might usefully be addressed by the CCT as a collective. Making their voices heard in the processes of planning and decision-making could prove to be at least as effective as the projects listed above but it will be the delivery of the projects, and the tangible benefits they can bring, that will provide the incentive to continue to work together as a CCT. Without the projects the prospects for the CCT to carry out this role would quickly diminish.

7. Communications

7.1 Consultations The initial round of consultations used to inform the preparation of this Economic Plan involved the completion of a set of tasks that can be summarised as follows:

i) Identify stakeholders

Drawing on the experience of the members of the CCT a list of stakeholders was prepared and used to guide the community consultations.

Several planned, community activities were used as the focal point for these local consultations. Taking the opportunity to speak to people about their ideas for the coast, while they were already in a community setting, helped to capture input from more (and different) people than if there had been specific events added into their local calendar.

ii) Contact stakeholders directly

Key stakeholders were contacted, either to ensure their attendance at meetings or to gain some their insight outside of those meetings. This was informed by members of the group pointing out gaps and potentially important views that may otherwise have been missed.

iii) Invite participation from wider audience

Information was gathered via an online survey. This opportunity was promoted at all the events and widely via electronic networks through all members of the Coastal Communities Team, and through the Action with Communities in Cumbria (ACT) network for the North Copeland area. Further to this, there was local media coverage including articles & notices in the Whitehaven News and more specific details were circulated via ACT and Copeland Borough Council and the Parish groups.

iv) Organised and held community engagement events

Community events took place at Lowca School, Parton Village Hall, St Bees New College, Whitehaven Harbour Youth and Cleator Moor Town Centre.

There were 8 consultation sessions held across these 5 venues. At each event information was presented and views were gathered from participants. The events aimed to gauge interest from the community in improving their links with the coast, and to draw out suggestions from the community about what should be included in the economic plan for the area.

v) Findings compiled and tested with stakeholders

Summary feedback from these events were circulated to the whole group for information and comment and to build a picture of the needs of the coastal communities and area as a whole, as well identifying any remaining gaps. vi) Meeting held to agree the priorities

A successful facilitated event provided the opportunity for team members to agree how ideas should be represented within the framework of the Economic Plan. The CCT developed a sense of clarity around the large number of project ideas that came forward and established a shared vision for the future of the area, based on building greater connectivity:  socially (joining isolated communities along the coast)  functionally (getting around, communications and IT)  and with partners (local networks with industry and local authorities as well as creating an identity which can be marketed beyond Cumbria)

vii) Consultations have shaped the Economic Plan

Over 150 people made contributions at the consultation events, creating written responses which identify the 35 project ideas listed in the Action Plan.

The consultations reveal the unfulfilled potential of the North Copeland Coast and an ambition that demonstrates both a common desire and a collective will ‘to get the most from the coast’.

7.2 Engagement & participation Going forward the North Copeland CCT will adopt a multi-channel approach to keep the coastal communities informed and engaged, using a variety of new and existing media to raise awareness of the efforts being made to release the potential of the coast. The CCT will develop an online presence and become active on social media as well as utilising existing information networks to promote the coastal dimension to sustainable economic growth and development in North Copeland. The CCT will continue to encourage community participation in new activities, and wherever possible promoting community- and business-led solutions to the challenges facing the North Copeland coast.

8. Running the CCT 8.1 Organisation The North Copeland CCT is currently an unincorporated association with support from Copeland Borough Council who facilitate the meetings and provide the secretariat and accountable body required to function as a group. Whilst this may have the advantage of providing the group with some level of financial security, it lacks the independence and impartiality required to broker the best deals between partners who can make a difference to the coastal communities. The resources available to the group are extremely limited. For the CCT to develop it must aim to stand on its own feet, and the first steps may require the establishment of a more formal governance arrangement, with its own terms of reference or constitution setting out how the CCT membership will be configured to represent the interests of the North Copeland coast, how often it will meet and, amongst other things, how it will be achieving accountability and transparency. There are several options available to the CCT, including the creation of a company limited by guarantee, perhaps the most common option where a company could be registered with Companies House, have company directors but without shares or shareholders. This arrangement is a popular choice for not-for-profit organisations because any surplus generated will be re-invested back into the organisation. Its format also has the benefit of being familiar to banks, local authorities, grant bodies, accountants and to some extent the public. Should the CCT seek funding and contract work to deliver any of the projects and activities within this Plan, the company limited by guarantee could also own property and assets and can enter into contracts in its own name.

The purpose and aims of the CCT can be set out in the company’s articles of association which sets out the rules that govern the company. The CCT could also become a charitable company if it wishes, provided it has special charitable articles and is registered with the Charity Commission as well as Companies House. 8.3 Support Network The expectation is that the CCT will now take its first steps towards independence and seek to extend its membership across the CCT area. To do this it will continue to require support and should invite expert opinion and advice throughout the course of this 5- year plan. Copeland Borough Council will continue to be a supportive partner, enabling the CCT to build its capacity and take charge of its administration and affairs. The appointment of a Development Officer dedicated to the delivery of the CCT’s Economic Plan will be critical to this process.

Visitors enjoying an event in Whitehaven.

North Copeland Coastal Communities Team – Economic Plan - First Edition - January 2016