ALLERDALE BOROUGH COUNCIL EXECUTIVE – 7 …...One of the main local employment bases is actually...

ALLERDALE BOROUGH COUNCIL

EXECUTIVE – 7 MARCH 2007

ALLERDALE ECONOMIC REGENERATION STRATEGY

Purpose of Report To present members with a draft Economic

Regeneration Strategy for their consideration and comment.

Recommendation 1. Members are recommended to forward

any comments on the strategy to the writer for inclusion prior to its further consultation.

2. Endorse the strategy for further consultation amongst our partners and stakeholder groups.

Environmental Implications None arising specifically, although the topic

is mentioned. Community Safety Implications None arising specifically, although the topic

is mentioned. Financial/Resource Implications None arising specifically, although the topic

is mentioned. Human Rights Implications None arising specifically, although the topic

is mentioned. Employment Implications None arising specifically, although the topic

is covered in some strategic detail. Health & Safety & Risk Management Implications

None arising specifically, although the topic is mentioned.

Wards Affected All The Contribution this Decision would make to the Council’s Key Aims

This strategy provides the context for all Economic Regeneration which contributes to all the Council’s Key Aims.

Is this a Key Decision Yes Portfolio Holder Cllr Jim Musgrave, Leader of the Council

Tel (01900) 702777 Email: [email protected]

Lead Member of Staff

Lynn Parvin, Regeneration Strategy Manager 01900 702771 lynn [email protected]

Background 1. Since Regeneration activity has been a priority for the Council for some years

now, it has become necessary to create a single point of reference document which gives members and citizens an up to date picture of all Economic Regeneration activity which takes place within the borough, and also shows clearly where and to what extent the council takes the lead or supports the activities.

2. This council is successful in generating considerable amounts of external funding

from a number of sources including sub regional, regional, national and European agencies. These agencies are increasingly requiring that funding applications to them are presented within a defined context of priority and integration. This strategy, along with others produced by the Council, provides that level of corporate direction that will ensure our continued success in attracting much needed funding.

The Economic Regeneration Strategy 3. There is never a good time to write a strategy of this nature, as there is always

some level of change taking place which affects the way this Council wishes to respond to external influences. The present time is no exception, and so members are asked to consider the attached strategy in light of the circumstances as they are currently known.

4. Members may be surprised therefore to see little mention of the West Cumbria

Master Plan. This work is now almost complete and by April 2007 a final set of recommendations, backed up with a very detailed analysis of the issues will be presented to Government. A section on it will therefore be included in the strategy when the final Masterplan is available.

5. The strategy is written to avoid any duplication of existing work; therefore

mention is made of other council strategies like those for Tourism, Environment and Culture, and the links and contributions which those strategies make to the economy is highlighted.

6. Housing issues are however given their own section, as the importance of the

link between employment, inward investment, job creation and the availability of housing should not be understated.

7. Throughout the strategy the Policy context has also been included to provide a clear picture on why this council chooses to discharge its obligations in the way that it does. This is important as we move towards achieving a greater focus for our activity, which increasingly means taking decisions about activity which we will not become involved with, but will provide only a supporting role.

Recommendations 8. Members are recommended to:

a. Forward any comments to the writer for inclusion prior to its further consultation.

b. Endorse the strategy for further consultation amongst our partners and

stakeholder groups.

LYNN PARVIN REGENERATION STRATEGY MANAGER

DAVID MARTIN

DIRECTOR OF PARTNERSHIPS AND COMMUNITY

LP/rs 16 February 2007 REPORTS/lp.regenstrategy.exec.march07

Report Implications Please delete where applicable. Community Safety N Sport N

Financial N Leisure N

Legal N Tourism N

Social Inclusion Y E-Government N

Human Rights N North West Regional Y

Youth Issues N European Y

Ethnic Minority Issues N National Y

Older People Issues N Partnership Y

Disability Issues N Heritage/Culture N

Employment (external to the Council) Y Planning Policy Y

Employment (internal) N Enforcement N

Environmental/sustainability N Transport Y

Environmental/visual N Asset Management N

Health N Health & Safety N

Is this a statutory recommendation? N Is this a key decision? Y If this is a key decision, has it been approved by CMT Y Has a risk assessment been undertaken? N Wards affected All

Allerdale 2010

Towards Greater Prosperity

Allerdale Regeneration Group November 2006

Contents Introduction ......................................................................................................................... 8 Our Vision for 2010 ............................................................................................................. 9 Purpose of the Strategy....................................................................................................... 9 1. Allerdale in Context .................................................................................................... 14

1.1. Allerdale Borough Council .............................................................................. 14 1.2. Other Council Strategies ................................................................................ 14 1.3. West Cumbria Strategic Partnership & the Sustainable Community Strategy 15 1.4. Sub Regional / County Level .......................................................................... 16 1.5. Regional Level................................................................................................ 19 1.6. National Level................................................................................................. 22 1.7. European Level .............................................................................................. 23 1.8. Summary ........................................................................................................ 24

2. Allerdale’s Regeneration Policies............................................................................... 26 2.1. Regeneration Delivery .................................................................................... 26 2.2. Sustainable Development............................................................................... 27 2.3. Working in Partnership ................................................................................... 27 2.4. Targeting our most Disadvantaged Communities........................................... 28 2.5. Allerdale’s Commitment to All Communities................................................... 29 2.6. External Funding Opportunities ...................................................................... 30 2.7. The Spatial Planning Context ......................................................................... 31

3. Allerdale Council 4 Objectives & 10 Strategic Themes .............................................. 33 3.1. Live – Strategic Theme 1 – Transport and Infrastructure ....................................... 33 3.2. Live – Strategic Theme 4 – Housing....................................................................... 35

3.2.1. The Regional Housing Context....................................................................... 35 3.2.2. Housing Market Renewal Pathfinder Funding ................................................ 35 3.2.3. The Allerdale Housing Market ........................................................................ 36 3.2.4. Actions to assist a stable the Housing Market ................................................ 37 3.2.5. Actions to meet changing Government Policy ................................................ 38 3.2.6. Summary ........................................................................................................ 39

3.3. Work – Strategic Theme 5 - Job Creation .............................................................. 40 3.3.1. Inward Investment .......................................................................................... 40 3.3.2. Promoting Self Employment and Entrepreneurship........................................ 41 3.3.3. Social Enterprise ............................................................................................ 42 3.3.4. Business Support ........................................................................................... 43 3.3.5. The 3 Market Town Partnerships.................................................................... 44 3.3.6. Keswick Business Improvement District (BID)................................................ 46 3.3.7. A Low Wage Economy ? ................................................................................ 46

3.4. Work – Strategic Theme 6 - Regeneration ............................................................. 48 3.4.1. Employment Land and Premises in Allerdale ................................................. 48 3.4.2. Key Employment Projects within Allerdale ..................................................... 49 3.4.3. Derelict and underused Land ......................................................................... 50 3.4.4. Our built Heritage ........................................................................................... 50

3.5. Work – Theme 7 – Skills Shortages ....................................................................... 52 3.5.1. Lifelong Learning – Higher Education in Cumbria .......................................... 53

3.6 Visit – Theme 8 – Tourism .......................................................................................... 53

Glossary

ABC Allerdale Borough Council ARG Allerdale Regeneration Group BID Business Improvement District BIP British Industrial Plastics BNFL British Nuclear Fuels Ltd. BNG British Nuclear Group CCF Cumbria Community Foundation CEN Community Empowerment Network CIIA Cumbria Inward Investment Agency CPA Corporate Performance Assessments CSP Cumbria Strategic Partnership DEFRA Department of Environment Food and Rural Affairs DTI Department of Trade and Industry ERDF European Regional Development Fund EU European Union GDP Gross Domestic Product GVA Gross Value Added HERS Heritage Economic Regeneration Scheme HLF Heritage Lottery Fund IMD Index of Multiple Deprivation IT Information Technology LAA Local Area Agreements LDF Local Development Framework LDNP Lake District National Park LSC Learning and Skills Council LSP Local Strategic Partnership MDL Maryport Developments Limited MTI Market Towns Initiative NAP North Allerdale Partnership NDA Nuclear Decommissioning Authority NOG Nuclear Opportunities Group NOMIS National Online Manpower Information System NRF Neighbourhood Renewal Fund NWRA North West Regional Assembly NWDA North West Regional Development Agency ODPM Office of the Deputy Prime Minister RAZ Rural Action Zone RDA Regional Development Authority RES Regional Economic Strategy RRC Rural Regeneration Cumbria RSL Registered Social Landlord RTB Right to Buy SE Social Enterprise SRB Single Regeneration Budget VAC Voluntary Action Cumbria WCDA West Cumbria Development Agency WCDF West Cumbria Development Fund WLR West Lakes Renaissance

Allerdale 2010

Towards Greater Prosperity Introduction Allerdale District is a relatively small local authority, with a population of only 96,000, but with diverse geographical and landscape characteristics and very different local economies. Its principal towns are Workington and Maryport on the West Coast; and Keswick, a hive of tourist activity, in the heart of the English Lakes.

In West Allerdale, with its relatively high resident concentrations, the tourist pound has not made much of an impact, and the Borough has never really recovered following the closure of the Steel Industry in the 1980’s, which, together with its supply and distribution chain, was one of the area’s major sources of employment. Whilst various Government Initiatives have assisted in diversifying the employment base, the result is an imbalanced economy, with an unhealthy emphasis on manufacturing which is still well above regional and national averages and remains vulnerable.

One of the main local employment bases is actually located outside of Allerdale. British Nuclear Group (BNG) at Sellafield employs some 4000 Allerdale residents, but is now to be decommissioned over the next ten years.

The economy of the area therefore remains fragile and is unlikely to change without strong, long-term interventionist policies that are based on a sound understanding of various economic factors. Allerdale Borough Council fortunately is establishing itself as a strong leader in Regeneration with a good track record of wise expenditure delivering sustained change.

‘Economic Regeneration’ can be interpreted in a number of ways and varies according to its context. For the purposes of this strategy, the term is used to focus on raising the level of economic activity and the use of funding and policy, which can be used to re-establish a capacity for growth.

Allerdale Borough includes town centres, national park areas and areas of substantial deprivation, though this is largely hidden in the rural areas. Its economic regeneration must therefore be tailored precisely, recognising real differences in context.

No greater example is the role which housing plays in the economic fortunes of the Borough. In Keswick for example, the buoyant tourist economy is potentially curtailed by its inability to house the seasonal workers needed to support its largely tourist economy. Workington on the other hand has experienced slow demand for housing, which has over time, exacerbated neighbourhood decline and affected the attractiveness of the town to inward investment.

For this reason, housing is considered to be a key element of the Borough’s economic regeneration agenda, and is therefore covered in detail here in what might otherwise have been based on the more traditional elements of regeneration.

Our Vision for 2010

Allerdale has a diverse landscape with areas of outstanding natural beauty along with a challenging industrial heritage, where people choose to live, work and visit and where business of all kinds is encouraged which will enhance economic growth and improve employment prospects for all.

Purpose of the Strategy Allerdale Borough Council (ABC) is proud of its record in helping to safeguard and improve the economy of the Borough. We believe we are good at what we do, we know what we want to achieve and we are clear about our priorities and the resources needed to achieve our aims.

This is the first Economic Regeneration Strategy for the Borough and it has four main purposes:

• To put the issues, needs and opportunities for economic regeneration into context for the benefit of members and stakeholders

• To act as a support document to underpin bids for resources from investors in Allerdale’s future

• To ensure that the Borough gets (at least) its fair share of such investment • To provide a firm but flexible platform from which to plan for and cope with new threats

and opportunities.

In order to fulfil these purposes, this strategy will review the economic position of the Borough in relation to:

• Local, sub-regional, regional, national and European policies and programmes • The 4 Strategic Themes identified in the Council’s Corporate Improvement Plan 2006 • Current economic regeneration activity and policies • The performance and contribution of other regeneration agencies and organisations

Allerdale in Context

1. Allerdale in Context To be meaningful and effective, this Economic Regeneration Strategy must be aligned with the policies and strategies already existing or emerging. Its place within the hierarchy is given below, starting with the local Borough.

1.1. Allerdale Borough Council In order to meet the Governments modernising agenda, at the beginning of 2005 the Council embarked on a new planning process, so that all our services could be improved in line with what residents were telling us they felt was important to them. The result is a Corporate Improvement Plan published in March 2005, which gives the clearest possible picture of where the Council is going, with how, why and what actions we are taking to reach our vision of:

Allerdale – a great place to live, work and visit.

Our Vision is at the core the determining what we do. This is supported by four corporate themes of live, work, visit and improve. Each of the corporate themes has a number of strategic aim which explains what we are trying to achieve. Supporting those is strategic priorities which are connected to five year targets. These provide further detail as to the exact issues which will be the focus of delivery and what difference will have been achieved by 2011.

Economic Regeneration issues feature in each of the 8 themes, as regeneration impacts on the environment, transport and tourism just as much as the more traditional areas of job creation, training and business support. Indeed there is now a clear emphasis within the council that the Regeneration team is the backbone of the Council’s framework to carry forward the economic aspirations of our residents.

The Regeneration Group Strategic Plan draws together the strands of activity from the themes and shows how the activities of the various service areas come together to form a strategic response to our own aspirations, and also how we respond to external influences. The current Regeneration Group Strategic Plan is attached at appendix 1

1.2. Other Council Strategies Considerable effort is being made to structure all the Councils Strategies in order that the links between them are clear. Currently, as existing strategies are being renewed, their structure is being adapted so that all our strategies take the same approach and the action plans within each take the same format for ease of understanding. This strategy links with the following:

• Community Strategy • Allerdale Local Plan • Allerdale Local Development Framework • Cultural Strategy • Tourism Action Plan • Allerdale Regeneration Strategy-Allerdale 2010 • High Level Asset Management Plan • Customer Services strategy • Capital Strategy • Contaminated Land Strategy


1.3. West Cumbria Strategic Partnership & the Sustainable Community Strategy

Allerdale has developed a close working relationship with Copeland Borough Council reflecting the shared economic issues which have emerged over recent years. It was therefore felt appropriate to create a Local Strategic Partnership (LSP) which could tackle the issues common to both areas.

Over the last 12 months or so, the West Cumbria Partnership has refreshed itself to better reflect local changes and more particularly the changes required from all LSP’s to meet government’s requirements. A new structure1 has emerged which largely matches that in place for the Cumbria Strategic Partnership and allows good alignment with the Cumbria Agreement2.

There are now 5 Themed Groups operating to facilitate better delivery of public services at the local level, and a new Community Gateway which has a remit to ensure that all planned delivery is in fact producing on the ground what communities actually want to see happen. The Chief Executives group meets in order to ensure that all public services are operating in a joined up way, and the Board oversees the whole process ensuring that there is a close scrutiny and accountability route where for example, services may be experiencing difficulty in delivery or to suggest some better connexions with the voluntary and community sectors.

The West Cumbria Strategic Partnership takes responsibility for 2 strategic documents; the Sustainable Communities Strategy and the Neighbourhood Renewal Strategy, both of these are ‘required’ by government.

The Sustainable Communities Strategy is currently being refreshed to take account of changes happening locally. It is intended to be the overarching document which draws together all the public service strategies applicable to West Cumbria and shows how these agencies and organisations will work together to tackle the major issues facing the area, and also set the vision which everyone can agree is where we are aiming to be. It is in effect the Strategy of strategies.

The West Cumbria Sustainable Communities Strategy entitled ‘Place, Prosperity & People’ has identified 3 key tasks for the 21st Century:

• The creation of community and political leadership to face the challenges and seize opportunities

• The provision of quality public services which meet the needs of our people • Engaging with all our people in their communities so that their voice is heard

A West Cumbria Neighbourhood Renewal Strategy was refreshed in 2006, with the vision:

In 10 to 20 years time, no- one in West Cumbria is seriously disadvantaged

by where they live It’s purpose is to set down the actions and reasons behind them which will turn around our most disadvantaged neighbourhoods. There are 8 wards within Maryport and Workington that are listed in the ‘Indices of Multiple Deprivation’ top 20%, out of which 2 are in the top 10% these are Ewanrigg and Moor Close and 1 in top 5% being Moss Bay. These 8 wards are eligible for a variety of funding and extra support from central government like:

• Neighbourhood Renewal Funds • Safer and Stronger Communities Funds • Local Enterprise Growth Initiative Funding

1 See diagram at appendix 2 2 Cumbria Agreement – Local Area Agreement for Cumbria further details at section xx


and of course the Council’s Corporate Plan fully reflects that most of our effort should be given to these most needy communities.

1.4. Sub Regional / County Level

The Cumbria Agreement The LSP function is becoming even more important as it will shortly be given new obligations under the governments Local Area Agreements (LAA) proposals. LAA’s set out a new framework for collaboration between central and local government and all other public services within an area. In our case, the ‘area’ is the whole of Cumbria, and therefore the name of the document is ‘the Cumbria Agreement’. The purpose of the LAA is to improve the effectiveness and the efficiency of the way that Government, local authorities and all public services delivery agencies work together. It will become a new way of commissioning for public services to ensure that the local priorities are being met in the most cost effective way. Figure 1 below is a summary diagram setting out the principles of LAA’s.

Figure 1

Source: Local Area Agreements: A Prospectus (ODPM, 2004)

Government has set out a number of key benefits that will be brought about by this new way of commissioning for services. These are that LAA’s should: • provide an intelligent and mature conversation between central and local government based on a

clear framework and a shared understanding of national and local priorities; • improve local performance by allowing more flexible use of resources between partners in order

to achieve shared outcomes and a genuine further devolution of responsibility. By bringing together a wide range of separate programmes that have a lot of common ground in the outcomes they seek, areas will benefit from greater flexibility about the means of achieving those outcomes, and achieve more for any given funding;

• enhance efficiency by rationalising non-mainstream funding programmes reducing bureaucracy associated with the numerous small funding schemes and area-based initiatives which are available to councils and their partners. There should be efficiency gains in the administrative costs of running programmes for councils and partners from fewer funding streams and simplified monitoring and auditing requirements;

help partners to join up at a local level and enhance the community leadership role of local authorities.


Cumbria Vision is an economic development partnership between the County Council and the 6 District Councils. It exists to provide strategic leadership, policy development and oversee the implementation of an agreed Sub Regional Action Plan for Cumbria; the Cumbria Economic Regeneration Action Plan (CERAP)

Cumbria Vision is to achieve the transformation of the economy of the County by: • Working closely with the private sector • Commissioning research to inform decision making • Agreeing targets, outputs and outcomes • Developing clear strategies for economic development • Agreeing and directing Cumbria’s investment priorities • Securing additional resources through private sector investment and other means • Closely monitoring the performance of agreed programmes and making adjustments as

necessary It will provide an effective voice for Cumbria on economic issues and ensure regional and national policy reflects the economic priorities of the Cumbria Strategic Partnership.

It has been agreed that Cumbria Vision will be the economic development focus for the Cumbria Agreement and as such the Partners will look to it to drive policy and performance management. It has a private sector led Board to ensure that the focus of delivery has a direct impact on the economic sustainability of the area.

Its key focus currently will be to harness the strategic direction of the partners and to identify where performance capability needs to be strengthened. In addition it should review the number of delivery bodies currently operating in Cumbria and look to bring these together and rationalise the delivery structure. The organisation will not take on delivery itself but will act as the catalyst for all the partners to increase their collective capacity to deliver.

Rural Regeneration Company (RRC) has been incorporated into Cumbria Vision which will take on any remaining programme delivery. In this way there will be no hidden boundary between the economic needs of rural and urban communities.

In structural terms Cumbria Vision is accountable to Cumbria County Council for the delivery of the Economic Development and Enterprise Block of the Cumbria Agreement, and to NWDA for the delivery of the Sub Regional Action Plan in the context of the RES.

The delivery of legacy projects transferred into Cumbria Vision from RRC will ensure that all the contractual agreements are fulfilled. The totality of the £38.5 million of NWDA funding and £6.2 million of European Objective 2 funding has now been allocated to specific projects and Cumbria Vision will ensure that all approved projects and expenditure will be completed by June 2008.

At the time of writing, the formation, structure and personnel of Cumbria Vision was still in the transition stage but we confidently expect a clear structure and business plan for the company to be agreed for April 2007.

West Lakes Renaissance (WLR) formed in May 2003, is an urban regeneration company limited by guarantee, specifically created to take responsibility for the urban development planned for West Cumbria, from Barrow in the south along the west coast industrial areas through to Silloth in the north. It has a particular role as the main liaison point with the Nuclear Decommissioning Authority. The 12 member board of public and private sector representatives, includes the Leader of Allerdale Council. Allerdale is also represented on the Executive Officer Team.


The company’s long term plans covering the period 2003 - 2011, has recently been updated with the production of a 2006 / 7 Business Plan which has 7 major themes:

1. Actively Managing Transition 2. Lifestyle Choice 3. Coastal Renaissance 4. Making Better Connections 5. Leadership/ Networking 6. Communities that work 7. Advantage through Knowledge

The total investment through WLR will be approx £163m of which £82.6m will be allocated to Allerdale and Copeland Districts. It has also been agreed that WLR will retain its ring fenced programme, managed by its own Board, with its Chief Executive reporting to Cumbria Vision’s Management Committee.

WLR recent achievements in Allerdale have included: • The setting up of a new Harbour Board for the Port of Workington with a development plan

agreed and a marketing manager appointed • Securing £14.6m from the NWDA for the West Allerdale Regeneration Programme3 • A proposal for Housing Market Renewal for Furness & West Cumbria agreed with the

Regional Housing Board and GONW for £9m in first 2 years between 2006 -2008 • Submission of a bid for setting up a National Nuclear Skills Academy

At Maryport: • The design and funding for a new harbour bridge • A feasibility study completed for the reconfigured marina & boatyard • A site feasibility study completed for the former British Industrial Plastics Site and agents

appointed • A public realm strategy is in place and will be guiding the design and implementation of

physical regeneration projects • Maryport Townscape Heritage Initiative

At Workington: • Creation of the Northside Community Centre • Moss Bay Managed Workspace completed • A feasibility study for co-location of the bus and rail stations, for a proposed Transport

interchange • A proposal for a Youth Resource Centre (Youthtastic) • A feasibility study for Harrington Harbour completed, together with funding for phase 1

repairs to the harbour walls subject to a successful bid.

Priorities to 2010 in Allerdale include: • Developing the Master Plan for Derwent Forest • Continue the investment in and appoint engineering consultants for the Port of Workington • Establish priorities for West Cumbria Employment Sites • Prioritise the Maryport Public Realm Action Plan • Complete the Maryport Harbour Bridge • Acquire property to unlock the potential of the Derwent Valley and around the Rail Station • Commence detailed design for Harrington Harbour Improvements and implement Phase 1

3 West Allerdale Regeneration Programme – Step Forward see appendix ?


• Support the establishment of a joint Allerdale / Copeland Regeneration Delivery Team for West Cumbria

• Commence the West Allerdale Regeneration Programme

The Lake District National Park Authority (LDNP) The LDNP is the largest of England’s National Parks, covering 880 square miles and 44% of Allerdale’s land area. Therefore, it has a significant influence on the sustainability and regeneration requirements of the Borough. In May 2006, the LDNP Authority worked with partners to adopt a new Vision for the National Park.

‘Working together for a prosperous economy, vibrant communities and world class visitor experiences

– and all sustaining the spectacular landscape’ A strategic partnership has been established to oversee the realisation of this Vision through a clear action plan. This Council is represented and is committed to its role in helping to deliver the action plan.

The actions of the LDNPA are governed by several key strategies such as: • LDNP Development Framework and the Regional Spatial Strategy • The Business Plan 2006-09 - which identifies its actions • The National Park Management Plan

There are ongoing relationships with Allerdale on a project basis by Officers and by members on the Authority and its various committees. However, since the establishment of the new LDNP Partnership, there are opportunities for greater strategic joint working, specifically related to the influence the Authority has in its role as sole planning authority for its area. In particular, there will be a new sub group of the LDNP Partnership to ensure true collaboration on the review of policies and plans for the National Park and especially the current proposals for the Park area to achieve World Heritage Site status. A decision on whether to go ahead with the bid will be taken in mid December. If approved, the bid will take about two years to make.

1.5. Regional Level North West Regional Assembly The region covers Cumbria, Lancashire, Merseyside, Greater Manchester and Cheshire, with the representative body being the North West Regional Assembly (NWRA). Allerdale Council is represented on this by the Leader of the Council. It has two main functions:

• to oversee the work and expenditure of the North West Development Agency (NWDA) • to represent the regions’ views and interests at the national level.

The North West Regional Development Agency (NWRDA)

The NWDA has a remit to

transform England’s Northwest through sustainable economic development


To achieve this Vision, it has an allocation from Government of £1,300m over the 3 year period 2006/ 7 to 2008/ 9 and has set out how it will do this in the Regional Economic Strategy4 (RES) which has 5 themes each with a number of objectives:

• Business • Skills and Education • People and Jobs • Infrastructure • Quality of Life

Of the NWRDA SIP of £181M, the Cumbria Vision Sub Regional Action Plan identifies project allocations in the 3 years commencing 2006. These are identified in two parts below: the first are projects which are distinctly Allerdale Projects; and the second, cross cutting projects which will benefit Allerdale and the other Cumbrian districts: 1. Allerdale Projects Project Allocation £K Priority: Tackle Worklessness North Allerdale Regeneration Programme 150.00 Workington Regeneration SRB 1,586.82 Priority: West Cumbria Strategic Plan Implementation Workington Public Realm Enhancements 1,839.00 Derwent Forest 7,149.67 Port of Workington Investment Plan 2,351.17 Harrington Marina Development 100.00 Maryport Harbour & Marina 1,091.03 Maryport railway Station Improvements 20.00 Maryport Strategic Sites 961.89 Workington THI 210.15 Workington Strategic Acquisitions 567.00 Workington Station Interchange 330.00 Total Allerdale Allocations 16,355.73 2. Cross Cutting Projects Project Allocation £K Priority: Develop Key Priority Sites West Cumbria Supply Chain Initiative Part 2 61.50 Nuclear opportunities Resource Enhancement Programme 400.00 Technology Transfer Project 41.00 Decommissioning & Clean Up 2,100.00 North West Nuclear Decommissioning Supply Chain Support 120.00 Distinctly Cumbrian 2,772.00 Food & Drink Cluster Support 200.00 Made in Cumbria 700.00 Digital & Creative Industries 200.00

4 North West Regional Economic Strategy (2006- 9)


Priority: Deliver Skills & Maximise Economic Growth Nucleus Centre Ltd Capital Build 2,000.00 Nucleus Centre Ltd Revenue 500.00 HEI Initiatives 150.00 Project Ability 380.00 Leadership Matrix programme 202.50 Developing Young Entrepreneurs 224.30 Skills Base Development 220.00 Cumbria Retention & Attraction of Graduates (CRAG) 500.00 Cumbria Tourism Workforce Development 200.00 Priority: Establish & Develop the University of Cumbria 21,980.00 Priority: Business Support Project ACCESS 7,065.77 Cumbria Broadband Implementation 3,000.00 Enterprise Support Strategy 450.00 Point 2 534.85 The Knowledge Bank 430.00 Rural Small Buildings Grant 500.00 Inward Investment Programme 225.00 Cumbria Business Investment Programme 500.00 Cumbria Innovation Fund 500.00 Business Link Core Funding 1,554.12 Cumbria Social Enterprise 163.00 “ Phase 2 326.00 Priority: Tackle Worklessness West Allerdale Step ForWARd Programme 6,790.00 Sporting Success 63.00 Young People’s Retention Strategy 40.00 Communities that Work projects 4,399.34 Worklessness LPSA Programme 500.00 Priority: Develop Portfolio of Sub regional Sites Desirelines (Cultural Development) 250.00 West Cumbria Employment Sites Project 6,762.69 Maintenance of Development Land in Cumbria Portfolio 71.76 Land Reclamation Programme Year 1 2,102.60 “ Year 2 2,669.00 “ Year 3 3,750.00 Land Reclamation/ Employment Sites 1,100.00 Priority: Raising the Quality of Cumbria’s Tourism Product Cumbria & Lake District Marketing Campaigns 2,000.00 Youth Hostel Association 300.00 Priority: Support Economic Development in the National Park Public Realm Improvement Programme 1,000.00 Accommodation Improvement programme 1,500.00 Priority: Rural Economy Rural Regeneration Cumbria 18,160.00 Market Town Initiative 7,226.82 MTI Infrastructure Improvements 4,500.00 Priority: West Cumbria Strategic Plan Implementation West Cumbria Strategic forum 250.00


Historic Buildings Conservation Fund 100.00 Urban Design Guide/ Competition 130.00 West Cumbria Festivals Project 176.30 West Cumbria Strategic Forum Master Plan Implementation 20,000.00 Capacity Funding Cumbria Vision Costs 1,500.00 Rural Regeneration Cumbria Core costs 1,400.00 West Lakes Renaissance Core costs 3,940.60 Total Cross Cutting Allocations

137,732.15

In summary, the Agency’s Allerdale specific allocations totalled £16,355.73 Million (9% of the total NWRDA Budget). Taking into account the cross cutting projects of £137,732.15 Million, the total allocation benefiting the District amounts to up to £154,087.88 Million (85% of the Agency’s budget).

1.6. National Level The present Government is committed to tackling deprivation through the following departments and policy documents all relevant within the Economic Regeneration field:-

Sustainable Communities Plan

Active Communities

Department of Communities & Local Government replacing the Office of the Deputy Prime Minister and taking over some elements from the Home Office Crime and Disorder Act

Prosperity for all Department of Trade & Industry Small Business Service (Business Links)

Department for Health Saving Lives: Our Healthier Nation

Department for Work and Pensions Opportunity for all: Tackling Poverty & Social Exclusion 21st Century Skills: Realising Our Potential Every Child Matters Department for Skills and Education Children Act, Education & Inspection Bill

Department For Employment, Food & Rural Affairs A Better Quality of Life for All

Department for Culture, Media and Sport Sustainable Development Strategy

Transport 2010: The Ten Year Plan Department For Transport Future of Transport 2004 Housing Act 2004 Barker Review of Housing Supply Housing The Northern Way

The Government’s current policies are becoming more embedded throughout the various departments. The present governments modernising agenda is that this should result in a shift in some of the decision making away from central government to the local level – Local Authorities, and even down to Neighbourhoods. This is a further demonstration of the Government’s


commitment that local solutions should be found for local issues. Therefore, we are beginning to see national agencies like Job Centre Plus and the Learning and Skills Council etc., being accountable locally and being given powers to better integrate their services with others at the local level, particularly through LAA’s

Also, at the National Level but with a local perspective, during the next 10 years, the single most important economic factor to affect the economy of West Cumbria will be the decommissioning of the British Nuclear Group (BNG) plant at Sellafield. The Nuclear Decommissioning Authority (NDA) will manage this and the Government, through the DTI, has given it powers and funding intended to address and minimise the obvious negative impacts on the economy. Clearly there will be many positive effects of the decision to locate the NDA in West Cumbria, but the loss of approximately 12,000 jobs to the West Cumbrian economy cannot be understated. Indeed this issue has generated DTI interest in the area and a West Cumbria Strategic Forum has been created, led by the DTI minister to ensure the future of West Cumbria.

The Terms of Reference5 for the West Cumbria Strategic Forum in summary are that it will: • consider all aspects of the needs of the West Cumbria community i.e. economic, social,

educational and infrastructure, but in particular take into account the impact and opportunities of nuclear decommissioning;

• focus on the long term; • build on current and future plans from central government, the Nuclear Decommissioning

Authority and regional and local partners; • communicate its deliberations and recommendations both within Strategic Forum

membership and externally in a transparent and consistent way; • ensure the provision of appropriate resources to implement the Strategic Forum’s

recommendations

We hope that the interventions it has the power to instigate will have strategic value such as major improvements to transport or skills and education, which will be capable of causing a significant trickle down effect, benefiting everyone in the affected area.

The Forum initiated a robust investigation and analysis into of the effects of local decommissioning and called for a Master Plan6 to be prepared which would provide recommendations to secure the long term sustainability for the people of the West Cumbria area. At the time of writing a Draft Master Plan is published for consultation on the findings and recommendations. It is anticipated that the timescale will allow its proposals to be agreed during the 2007 spending review and some action can begin in April 2007.

1.7. European Level Assisted Area Status Assisted Areas are Government designated zones that allow businesses to apply for regional aid for the next seven years. A draft UK map published for consultation in July 2006 had to include a cut of a fifth of the UK's coverage because of European Union (EU) rules. The Government published the final map of Assisted Areas following consultation but unfortunately Allerdale lost a number of wards reducing those now eligible to: Ewanrigg, Flimby, Harrington, Moorclose, Moss Bay, Netherhall, Seaton, St. Johns and St, Michaels. This proposed new coverage is awaiting final EU approval.

5 See Appendix 3 6 see appendix ? for latest version of the West Cumbria Strategic Master Plan


EU rules only allow regional state aid to businesses located within the areas designated, although all other forms of Government aid are still allowed to firms outside of it.

Structural Funds The total of Structural Funds such as Objective 2 European Regional Development Fund (ERDF) and European Structural Funds (ESF) will be drastically cut to the UK as a result of the enlargement of the EU with entry of new member states, particularly from Eastern Europe.

This will mean: a reduction of almost half of our previous allocation; from €16.6b in 2000- 6, to €9.4b for 2007 - 2011 nationally. The proportion for the North West Region will remain roughly the same, even though there had been considerable lobbying to encourage government to view Cumbria as a special case. The net result of this reduction in available funding for Allerdale is that fewer and bigger projects will be preferred and that those should be aligned with domestic funding. It is likely therefore that the main agencies will adopt a co-financing approach.7

The Objectives of the EU for 2007- 13 are for Convergence, Regional Competitiveness and Employment, and Territorial Cooperation.

The European Social Fund will be implemented in line with the European Employment Strategy and it will focus on four key areas:

• increasing adaptability of workers and enterprises • enhancing access to employment and participation in the labour market • reinforcing social inclusion by combating discrimination and facilitating access to the labour

market for disadvantaged people • promoting partnership for reform in the fields of employment and inclusion.

ESF Programmes will be designed to: • help workers and companies adapt to change • promote full employment • support better quality & productivity at work • promote social inclusion

The European Regional Development Fund defines its role and fields of interventions such as the promotion of public and private investments helping to reduce regional disparities across the Union. ERDF will support programmes addressing regional development, economic change, enhanced competitiveness and territorial cooperation throughout the EU. Funding priorities include research, innovation, environmental protection and risk prevention, while infrastructure investment retains an important role, especially in the least developed regions.

In the UK, ERDF will have 4 priorities: • promoting innovation & knowledge transfer • stimulating enterprise & supporting successful business • ensuring sustainable development, production & consumption; and, • building sustainable communities

1.8. Summary The above illustrates the wider framework that operates around the Borough’s regeneration actions. At best it is confusing, especially for people and businesses not ‘within the system’. It is a key 7 Co-financing is the term used where a stream of European funding – which always has to matched by about 50% with another funding source, will be matched at central Government level, avoiding the necessity for applicants to find their own match funding. An example might be that the Learning and Skill Council will be offering to fund training courses which have an element of UK funds and EU funds. The problem with this is that it can become almost impossible to fund funding for very local initiatives, which do not meet the Governments national priorities, but which would be very useful locally.


challenge for the Council to maximise the benefits of the system, whilst preserving its ability to take unitary action where appropriate. A large proportion of the work of the Economic Regeneration team is the ongoing coordination and alignment of funding opportunities, to ensure that our communities are able access as much opportunity as possible.

Regeneration Policies

2. Allerdale’s Regeneration Policies

Allerdale is a small authority with only 96,000 residents living in 31 wards, with 55 members of council to represent their views. In response to the Modernising Local Government legislation in 1998 it adopted the Cabinet, Executive and Scrutiny style of administration without an elected Mayor.

Education, Social Services and Highways Maintenance functions are carried out at Cumbria County Council level and this Council’s housing stock was transferred in 1999 on the Large Scale Voluntary Transfer principle to the formed for purpose Derwent & Solway Housing Association (part of the Harvest Housing Group), and to the Impact Housing Association in support of the Salterbeck SRB project.

With only 410 (full time equivalent) staff it must maintain high standards in service delivery and carry out all the statutory functions like gathering in the Council Tax, housing the homeless and determining planning applications, as well as the obligated, but non statutory functions, like Economic Regeneration.

2.1. Regeneration Delivery The Council has recognised that being a small authority it cannot expect to intervene and achieve results in all the areas and on all the aspects of regeneration even though it would like to. Therefore, wherever possible, alternative delivery mechanisms have been and will continue to be created, particularly for capital projects. This has included for example:

• Maryport Developments Ltd. – a company limited by guarantee created in 1987 to regenerate Maryport Harbour and to deliver the Single Regeneration Budget projects which expired in 2003 in Maryport, the company has now been subsumed into Maryport Harbour Authority .

• Workington Regeneration8 - a subsidiary organisation of the council with its own board created to deliver the Workington Single Regeneration Budget programme of projects and more latterly the Step Forward in Allerdale Regeneration Programme

• West Cumbria Development Agency - the economic development organisation for Allerdale and Copeland, which is funded by both Councils

With the exception of Workington Regeneration, these are entirely independent organisations having their own board of directors with representation from borough and county councils, other relevant organisations like business / trade organisations, service partners from e.g. health and police etc., as well as individuals from the communities which they intend to benefit.

Less major support is delivered externally where possible. A good example is Allerdale Community Fund, which is presently entirely administered by Cumbria Community Foundation. This is a voluntary organisation that: ‘Is dedicated to improving the quality of community life for the people of Cumbria and in particular of those in special need by reason of disability, age, financial or other disadvantage.’ It was inaugurated in August 1999. In March 2001 the Foundation launched the Cumbria Community Recovery Fund in response to Foot and Mouth Disease. It raised and distributed approximately £2.2 m to a variety of groups and individuals found to be suffering some disadvantage.

This externalisation policy is set to continue as even more innovative arrangements are being made to deliver our projects. Examples include:

• Derwent Forest9 could be delivered by a soon-to-be formed independent organisation

8 See Appendix 4 for a summary of Workington SRB Programme achievements


• The West Allerdale Regeneration Programme10 will be delivered by a specially created team of officers employed via West Lakes Renaissance11 which will link that programme with Housing Market Renewal and other capital programmes, with retained overall council control. This ‘West Cumbria delivery team’ has recently been created through an amalgamation of Copeland and Allerdale officers to concentrate on project delivery.

2.2. Sustainable Development It is a cross-cutting requirement throughout the core activities of the Council that it promotes and supports only sustainable development and activities within the borough. There has been a considerable amount of work done on a definition of the term sustainable development, and for the benefit of its use in the regeneration context, it is used here to mean that: ‘wherever possible we will use existing resources with a clear understanding of how our present actions will affect future generations, so that we can safeguard the borough’s special environmental and natural assets’

Again in this context the term ‘sustainable communities’ has a slightly different definition, clearly this is not concerned with expending of resources, but with making communities work for the benefit of the people who make them up. We therefore have a number of aims in mind when we attempt to intervene to enhance existing communities including:

• Local people having choices in local services, affordable housing and diverse employment opportunities

• Local resources including labour and goods being used wherever possible • Socially and demographically balanced communities • Enhancement of the quality of life through improvements in the environmental, social and

economic conditions of our towns and villages • Local people being encouraged to participate actively and positively in decisions which

affect, influence and deliver regeneration initiatives

2.3. Working in Partnership Key Actions H4, H6, H8, T&I1, JC1, JC2, JC4, JC6, R1, R3, R9, S2, T3 As outlined above, there is a plethora of organisations and agencies both statutory and voluntary operating within Allerdale, with varying capacity to assist in aspects of regeneration working in partnership with the Council. As a general rule, wherever possible the Council helps and supports other organisations to deliver our objectives in whatever format is best. This could be officer time, a long term core funding commitment, a Council Member having a seat on a board or simply officers assisting with a minor funding application.

A good example of this policy into action can be seen with a short case study below regarding the ‘Routes to Work’ scheme. This is concurrent with central government’s ‘Pathways to Work’ agenda, an approach of increasing support for people with disabilities or illnesses who want to work.

9 See Project Summary at Appendix 5 10 See Step Forward Executive Summary at Appendix 6 11 See description on page 14


Routes to Work… …is a £2m project operating across the whole of West Cumbria to assist people to move into employment. Any working age individual living in the most disadvantaged areas can seek all kinds of assistance.

The organisation has evolved from a partnership between the Council, Derwent and Solway Housing Association and Rathbone Training. It started five years ago with £500,000 secured to renovate a derelict building on Park End Road in Workington into what is now The Stoneleigh Community and Training Centre. The Council seconded an employment initiatives professional at the start of the project and the centre has now grown to become the focal point for employment activities across West Cumbria.

This three-way partnership continues to develop and grow with: • Derwent and Solway Housing Association being the landlord of the

building • Rathbone Training covering all running costs for the building and acting as

the Employer of Project staff • Allerdale Borough Council being the accountable body for funding

Since its inception the project can boast: • 1,150 people have been helped into employment • 359 people have embarked on learning support programmes • 500 unemployed people have secured employment. • 500 people have been assisted via a Nationally recognised project to assist

people leave disability benefits and of these • 200 have secured employment.

As well as our commitment to formal partnerships where applicable, we are also dedicated to the Local Strategic Partnership (LSP) - West Cumbria Strategic Partnership and the priorities set out in its Sustainable Community Strategy12. Further information on this is given at section 1.3 above.

2.4. Targeting our most Disadvantaged Communities Key Actions E7, H1, H2, H3, H5, H6, H7, JC1, JC413 Significant progress has been made since 2001 via the Workington SRB14 programme 15. To illustrate the point, the unemployment rate of 3.7% in December 2001 has now fallen to 3.1% in Workington. This is only 1% higher than the Borough average and 0.3% higher than the Regional average16. Other positive outcomes have included:

• the creation or safeguarding of 700 jobs • the creation of 65 new businesses through interventions to increase ICT use by local firms,

supporting growth manufacturing businesses and boosting support to business start ups in target communities.

• 750 pupils with enhanced attainment • 13,000 sq. m. of new or improved floor space. • the creation of Town Centre Ranger and Special constables service • 400 businesses advised

12 see Appendix ? 13 Key Actions in each of the following sections refers to those given in the corporate Improvement Plan 14 Single Regeneration Budget - really just a name given to a particular source of government regeneration funding. 15 Summary of Workington SRB plans and achievements is given in appendix 4 16 July 2006 figures


• 600 houses with additional security • 200 community groups supported • new Community Centres at Siddick and Queen Street, Westfield’s Minto Neighbourhood

Centre, Moorclose Community Green and Westfield Playpark

The Neighbourhood Renewal Funding (NRF), which began in 2002 with £855,000 pa and will run until 200817, can also claim some successes. This fund is available to be spent only in the most disadvantaged wards of the borough18 and is intended to create a step change in the way that local mainstream services are being delivered by the various government agencies concerned with core services like health, community safety, education, skills etc.

We shall continue to direct most effort and resources to addressing the needs of the communities in those areas. In particular, the Step Forward Programme in West Allerdale19 will become the main delivery mechanism for regeneration in Workington and Maryport. It is recognised that genuinely sustainable communities can only be created where the community leaders take the initiative to bring about lasting improvements.

Therefore, whilst the physical changes to buildings and public spaces are taking place over the next few years, we will continue to support the many community groups and voluntary sector via funding and officer time. The ultimate objective is to raise the capacity and involvement levels of people in those communities so that each one become self sustaining in time.

Neighbourhood Management Involves communities working with local agencies to improve services at neighbourhood level.

Neighbourhood management aims to tackle quality of life ("liveability") issues in communities through:

• Better management of the local environment;

• Increasing community safety;

• Improving housing stock;

• Working with young people; and

• Encouraging employment opportunities.

The council is currently working in partnership with all public service organisations delivering neighbourhood management programmes in South Workington and Maryport.

2.5. Allerdale’s Commitment to All Communities Key Actions E7, H5, H8, T&I1, JC6 In past years considerable time and effort has been given to mapping regeneration need within the whole borough. This has resulted in every part of it now having a regeneration plan. In some areas

17 Further funding could be announced in the 2007 spending review. Currently the fund is approx. £500k pa. 18 Those listed by Government in Index of Multiple Deprivation – see section xx 19 See Step Forward Executive Summary at Appendix 6


these plans may be somewhat aspirational but in all cases they can be utilised as being a single piece of a much bigger overarching plan for the borough. These include:

• Workington & Maryport Step Forward programme20 • South Workington Neighbourhood Management Plan • Maryport Town Plan – now incorporated into a Neighbourhood Management Plan • Market Town Initiative Plans for:

o North Allerdale (Silloth, Aspatria and Wigton) o Keswick o Cockermouth

• Various Parish Plans

Clearly, this will prove to be of enormous benefit in the coming years, as it will: • enable better prioritisation, both in terms of expenditure of limited resources and ensuring

that the people in areas most in need is tackled first • give funders the security they need to be certain that however small a project, it fits into and

links well with a much bigger plan • aid the necessary collaboration between agencies and organisations • provide the essential base line information, i.e. the full extent of a problem, which when

improved, will ultimately be used to illustrate the picture of success.

The themes and priorities derived from this work are now fully reflected in the Corporate Improvement Plan, with performance against this being measured and reported regularly via the Councils Performance Management System and regular overview reports to Corporate Management Team.

2.6. External Funding Opportunities Given the very limited resources available directly from council revenues, it remains a prime objective of the ARG to access as much external funding as possible. Indeed, it will become the practice that every effort will be made to ensure that as much Council core regeneration funding as possible should be matched with an external source, thus maximising the value of our core regeneration budgets.

An outline diagram of main external funding sources is given at appendix 8. The complexity of the task is clear to see at a glance, and it is worth noting that the picture is also constantly changing as the various organisations review and update their funding criteria.

Missing from the diagram are the many Lottery funding streams. Most of them cannot be accessed by local authorities, except for the notable exception of the Heritage Lottery Fund which has provided over £600k to various Allerdale schemes with further £1.1m promised for a Townscape Heritage Scheme in Maryport. Other Lottery funding is available only to community groups and organisations and advice on accessing these is provided in Allerdale by the Cumbria Community Foundation.

Also missing from the diagram are literally hundreds of smaller grant giving Trusts and Foundations which offer financial assistance and support to all manner of social and community sectors. Again, they are too numerous to list, but the Regeneration team has contact with them via subscription to a regularly updated IT package. It is also accessible to other council service areas and offered free of charge via the Allerdale Website as a service to any community organisation seeking grant assistance.

20 See Appendix 6 for the programme summary


Officers within the regeneration team have become expert in successfully bidding for all types of external funding and regularly assist other council service areas with the process. Given the need for continuous council budget savings21 it will become inevitable that more and more officer time is devoted to seeking out and applying for external funding. We will therefore ensure that training in funding applications and its consequent management is made as widely available as possible throughout the Council.

2.7. The Spatial Planning Context The Allerdale Local Plan / Allerdale Development Framework This is a statutory land-use planning document produced by districts and unitary authorities, to set out detailed policies and specific proposals for the development and use of land and guide most day-to-day planning decisions. Its main function is to explain to the public, landowners, developers, investors and service providers what type of development will normally be allowed and where.

It must be ‘in conformity’ with the Structure Plan which sets out the policy framework for the whole County. The Structure Plan sets out how much new housing and employment land should be allocated, provides guidelines about where new development should go and identifies the areas that should be protected from development. As well as complying with the policies in the Structure Plan, the Local Plan has to reflect regional and national planning policy.

In the past the Plan has been put together via consultation with mainly statutory bodies, taking account of the residents’ views, but in reality, based more on planning guidance being handed down from the regional government office than reflecting the needs of either the local economy or the aspirations of the people of the borough.

In line with Government policy the new Local Development Framework (LDF) will be an entirely new way of producing this plan. It will be a collection of strategies, as well solid rules, which pull together all elements of planned changes (or not) to the land and buildings. Whereas in the past the old Local Plan has, for example, stated that a particular area of land is designated for building new homes, such a statement will now need to be clearly linked to the local Housing Strategy and the Regional Spatial Strategy. It should clearly state why the homes are needed, why they are needed in that particular location, and also what type and size they should be. In other words, the whole context for those new homes will be easy to understand, and in principle easier for the community to become involved in the process of deciding whether those homes in that place are a good thing.

Furthermore all the relevant strategies will need to be linked. A good example of this different approach is the attention given in this strategy to the role that the housing market plays in trying to regenerate the local economy.

Another fundamental change of the LDF will be the process of its production. It takes on average about 3 years for an old style Local Plan to be produced and adopted and in reality, many of the proposals within it may be out of date by then. Instead, the LDF will be a much more flexible document, capable of being updated quickly to better respond to changing circumstances. Since it relies on the support of a collection of strategies, it will be a much simpler job to update the individual strategies as and when necessary.

A more major change will be the shift in the balance from the production of a plan which is open to objections, which need to be heard at Public Inquiry, to a plan which has been thoroughly consulted prior to its production. It will become the responsibility of the Council to ensure that all the

21 Gershon Savings


individual strategies and other supporting documents have been consulted and tested by all interested parties before the plan is produced. Government is expecting to see evidence that this in-depth consultation has taken place and that full account of the views of all parties is reflected within it. In this way the opportunity to make objections is transferred from the end of the process to the beginning, thus allowing the plan to become adopted much more quickly.

Clearly then there is to be a greater onus placed on councils to ensure that they have carried out robust consultations with all potentially interested groups and individuals. In Allerdale we have a number of mechanisms in place to ensure this happens.

One route that will need strengthening is the functioning of the LSP22. Currently all strategic plans are discussed and approved by this partnership, which should ensure that all agencies and organisations are consulted. However, there is perhaps scope to develop a more robust mechanism for community consultation and representation. Other improvements to the LSP are underway as it becomes a more important mechanism for integrated working arrangements between statutory providers23, so the changes needed to meet LDF requirements can be easily incorporated within the greater redevelopment.

It is likely that other avenues for robust consultation on the LDF will need to be found to support the LSP route. Allerdale has a good community communication strategy which results in a variety of formats being used to keep in touch with residents and businesses within the Borough and it is regarded that the current systems are satisfactory to ensure that external individuals and groups with an interest have an adequate opportunity to comment and be heard.

Regeneration practitioners welcome the changes the LDF will bring, as it should become the basis upon which the forward planning function is carried out. The ARG24 has recognised for some time the need to strengthen the Planning Policy function to provide a more proactive and speedy approach to changing circumstances. Recent changes in the housing market for example have highlighted this, as well as our CPA25 reports. A better focus on long term aspirations could certainly shield us from central government short-termism.

22 Local Strategic Partnership – West Cumbria Strategic Partnership. Further details at section 1.3 23 Local Area Agreements – further details at section 1.3 24 Allerdale Regeneration Group 25 Corporate Performance Assessments

4 Objectives LIVE Strategic Themes 1 –Transport and Infrastructure

3. Allerdale Council 4 Objectives & 10 Strategic Themes Our vision is the core of determining what we do, which is to make ‘Allerdale a great place to live, work and visit’. This is supported by four corporate themes of live, work, visit and improve. Each of the corporate themes has a strategic aim which explains what we are trying to achieve. Supporting the corporate themes and strategic aims lie the strategic priorities with connected five year targets. These are detailed in the diagram below.

3.1. Live – Strategic Theme 1 – Transport and Infrastructure

By 2011 Allerdale Borough council will work with partners to contribute to the reduction in journey times and

increase safe connectivity within the borough and between major urban conurbations

to maximise economic and social prosperity Key Actions: T&I1, JC1 It has been recognised for some time that access to jobs can be a major barrier for unemployed people. Approximately 55% of Allerdale residents live in the rural parts of the Borough, but only 2.1% of these are employed in traditionally rural occupations like agriculture and forestry26. As a result of the Foot and Mouth crisis of 2001 attempts at farm diversification have taken place with some excellent results but difficult transport conditions coupled with a traditionally low wage economy remain problems for those living in remoter areas.

26 See Cumbria Economic Assessment 2004, figures as at 2002.

4 Objectives LIVE Strategic Themes 1 –Transport and Infrastructure

Jobs are available on the west coast in Whitehaven, Workington, Maryport and or course Sellafield, and further east towards the M6 corridor and beyond. Accessing those jobs is not easy however, without personal transport as public transport is at best very poor, and at worst non-existent. Some companies have found it necessary to provide transport in order to fill vacancies at the lower pay levels and workers seem to be willing to travel up to an hour and a half each way per day for wages only slightly above the national minimum.

At the other end of the scale, salary levels for those working at Sellafield are excellent, allowing all levels of staff a greater choice as to where they want to live against how much time they want to spend in travelling to work.

Roads The present road network does nothing to encourage a widening of the travel to work areas. There are no plans for any major improvements other than the Lillyhall to Parton dual carriageway section of A595 – which was recently authorised by the Highways Agency.

Railways Owing to the landscape of Cumbria, the railway links do not meet the demand for commuters who do not live along the west coast line, and just getting to the western main line at either Penrith or Carlisle can take longer than the onward journey.

There is some haulage by rail, notably for the few remaining mining operations within the County, but the system is ineffective in meeting modern logistical demands.

Ports One of the contributory factors for the creation of the industrial base of the west coast of Cumbria was its easy access to transport by sea for distribution worldwide of finished products and as an import hub. The smaller harbours of Harrington and Maryport have now developed entirely for leisure use, but the Port of Workington has remained in commercial operation and is now the only major commercial port between the Mersey and the Clyde.

The Port is owned by the County Council and directly employs 29 people with a further 21 dependant on the Port Estate. It provides an important import and export facility for key employers in Workington and beyond but it is facing an uncertain future due to falling revenues. Corus, for instance, was the port’s foremost client and the recent closure of the Workington plant will have severe repercussions for the Port.

This council recognises the importance of retaining the Port and has been successful in working with the County Council and WLR to put in place new governance arrangements and an investment plan to safeguard its future, making it sustainable in the longer term. The potential from the Nuclear Decommissioning Agency investment in Cumbria could be of particular importance to the future of the Port.

Airports At present air travel is accessed from Glasgow, Newcastle and Manchester, however these are some distance from Allerdale. The CERAP states that one of the priority actions is to support the development of Carlisle Airport and to improve surface access. The council supports this objective.

4 Objectives LIVE Strategic Themes 4 –Housing

3.2. Live – Strategic Theme 4 – Housing

By 2011 Allerdale borough council will work with partners to

provide a better balanced Housing Market

3.2.1. The Regional Housing Context Key Actions: R7, H1, H2, H3, H4, H5, H6, H7, H8, H9 Within the Northwest region, the housing market is both diffuse and polarised. On the one hand there are whole estates suffering from abandonment in inner city areas such as Manchester and Liverpool, and on the other hand, places in the Lake District like Keswick and Kendal have house prices roughly equal to those in London, where only those households with two very high incomes can afford to buy.

The Government’s present national housing policies are interpreted regionally to ensure that there is the potential for everyone to have a choice in where they live. To achieve this goal there are millions of pounds available to the areas suffering the most from housing market-failure to help stabilise local markets.

A major concern for Cumbria, however, is that a regional policy intended to tackle an important issue in the south of the region, will be applied equally across the whole region. In effect such a blanket policy, like the recent Regional Planning Guidance27 on Housing quotas for example, will actually compound a local issue in Cumbria rather than providing a new tool to address it. West Cumbria has a regeneration zone designation within most government departments – this enhances the proper links between job creation funding and physical development funding for example, but would appear to fall short of linking up with housing policy at the regional level.

3.2.2. Housing Market Renewal Pathfinder Funding One of the Government’s objectives is to alleviate the national shortage of all types of homes by concentrating resources in certain worst affected areas. In the Northwest, the area felt to be most at risk is in the Greater Manchester / Liverpool conurbation which has been given funding for two Housing Market Renewal Pathfinder Schemes. These schemes have now been underway for a number of years. The market renewal is being achieved by large scale demolition in very low demand areas. Often this will typically be those estates built shortly after the war which generally consist of reasonable quality, single design, three bedroom semis much favoured by local authorities at that time to meet family orientated demand in the social rented sector. However, increasingly, large areas of Victorian and early twentieth century terraced housing, mostly in private ownership are now also being included in demolition proposals as they too are contributing to the general over supply.

Whole estates are being virtually rebuilt with mixed tenure, mixed type and mixed sizes of homes to meet the full variety of needs of people in the 21st century. Equally important is recognition that fewer homes are needed in these areas to match the decline of populations in urban areas. It is now accepted that the provision of housing on its own is simply not enough to engender sustainable communities and therefore these pathfinder areas must also address the shortages in services and other elements of social well being like fear of crime, healthcare provision and good schools for

27 Regional Planning Guidance, issued by government office must in fact initiate a change to local authorities’ Local Plan. In this instance a severe restriction on the numbers of new homes which can be built until 2006.


example. In this way it is hoped that communities will thrive in areas that had once been thought of as too disadvantaged to preserve.

It is too early yet to evaluate the impact of this innovative approach but already some lessons have been learned. The criteria for the next phase of Housing Market Renewal funding will build on the good practice presently emerging and will also take account of the latest housing and regeneration trends both locally and nationally.

Government is becoming more and more aware of the often very complex links and balances which exist in area based regeneration and consequently they are beginning to recognise that their criteria for new regeneration and housing funding streams must be linked. They are therefore requiring a much more holistic approach from organisations like ourselves that manage and invest public money.

3.2.3. The Allerdale Housing Market Allerdale reflects the diversity of the housing markets as described above in the Northwest region. It has a number of areas with affordability issues, areas likely to remain reasonably stable with the full range in between. However, our intervention policies must be based on strong evidence and to help improve our understanding of housing markets, we have developed a Balanced Housing Market Assessment (BHMA) initiative. This looks at all aspects of what makes a housing market work, and gives us the evidence we need to bring about the changes to meet community needs. The model being used is now adopted as part of the Cumbria Housing Strategy. In Allerdale, BHMAs are undertaken by the Housing Services team annually for our seven principle towns and, starting in 2007, once very three years for our rural communities.

Keswick Keswick presently has amongst the highest house prices nationally – indeed some estate agents believe that prices match those in London. There is little social housing left in the town following the introduction of RTB28. Added to this there is now little development land available for housing and what there is fetches such a high price that builders / developers will avoid building low cost housing altogether unless they are forced to by legislation and local planning policies.

The housing market problems in Keswick are exacerbated each year as more and more outsiders choose to buy for retirement or for holiday homes in the area, thus fuelling demand, particularly of smaller homes. First time buyers are now all but unheard of in the town and existing family households find it difficult to move into larger homes as their family needs grow. The economy of the town and its hinterland is based on tourism with its low wages and seasonality issues. Businesses of all types and sizes have become accustomed in recent years to importing labour from outside, and even abroad, as local people either do not work or cannot afford to take low paid seasonal work and still pay the mortgage / rent and so have moved out. Keswick has a severe need for more social housing and for more affordable housing.

Cockermouth Cockermouth shares many of Keswick’s affordability issues, but unlike Keswick, there is the possibility of stability and a balanced housing market if we act quickly. Cockermouth is the epitome of a middle class commuter town, with a renowned local school, relatively good transport links (for Cumbria at any rate) being within commuting distance of both Penrith and Carlisle and a variety of types of homes available with a few still in the affordable bracket. It is especially popular for managers and other white collar staff employed at the Sellafield complex 28 Right To Buy – Homes which used to belong to local councils, which have been bought by the long-term tenants


The town has grown over the last few years, with a number of quality mixed type housing developments on the edges that proved very popular and released some of the older, small terraced houses in the town centre for the first time buyer market. However, the national house price increases of recent years together with the ripple effect of the Keswick market and the demand for second homes have driven even these small properties beyond the reach of many local workers. First time buyers are now largely forced to look at locations away from Cockermouth, largely to the west, driving up demand in these areas. Demand for social rented housing remains extremely high

During the closing months of 2006, the Cockermouth BHMA identified a need for more than 3000 affordable homes over the next five years.

Workington and Maryport Both these towns have a very mixed housing market which is presently reasonably stable. There is a range of types, tenures and sizes from a predominance of smaller pre 1919 terraced housing in the centre of Workington with a number of post war, RSL29, post transfer, 3 bedroom semi estates on the edges of town. Until very recently some of these had been thought to be unsustainable as the number of voids appeared to be growing, However when the national upturn in house prices finally reached West Cumbria effect of has been inevitable of reducing void homes to their lowest levels for more than a decade. It is worth noting also, that Buy-to-Let investors have started to invest. Although house prices are now rising in Workington, employers are reporting that there has been no adverse impact upon recruitment.

Maryport is very similar, in that its town centre homes are nearly all older Victorian type terraced, but they are considerably larger and better looking than those in Workington and therefore appeal more to the family market. It also has a large edge-of-town RSL estate, which has suffered similarly but now has the same increased market demand as in Workington.

Maryport has also had to house a rising population of migrant workers. Although many of these newcomers are not intending to settle permanently in Maryport, they have added to the pressure on what has largely been a static supply of housing, especially at the lower priced end of the market.

Throughout the rest of Borough there are many smaller towns and villages with mixed housing types, tenures and sizes with the occasional social housing estate where most are now occupier owned through RTB. They have relatively stable communities and most have adequate access to services and amenities considering their more rural location.

3.2.4. Actions to assist a stable the Housing Market In both towns there has always been a limited choice for middle to high income earners looking for a larger family home. Given what we now know about the processes of an individuals’ decision on where to live30, it is not surprising that many middle income families are choosing to move away from the centres and suburban areas of Workington and Maryport in favour of other more rural areas offering more housing choice and a different lifestyle. The Council’s Housing Renewal Areas for Maryport and Workington, coupled with the Housing Market Renewal interventions, are in place to reprofile the housing markets to meet these aspirational demands which will have the effect of adding to the wealth and diversity of these communities.

29 Registered Social Landlord – not for profit companies, as opposed to private landlords 30 For further information see the research findings of the Blenkinship Report: ‘Housing Markets- Preparing for Change’ 2004, available from the Housing Corporation and the Allerdale Housing Market Action Plans


Housing markets do not respect district boundaries. Economic circumstances, like the decommissioning of BNFL31 will affect the housing market in the whole of West Cumbria. An improved understanding of the operation of all housing markets for the whole of Cumbria32 and in particular the distinctive housing markets within Allerdale and Copeland area has now been put in place (see below 1.1.5) to ensure that any interventions made will have a positive effect on all other interventions and policy decisions.

There are probably many factors that have contributed to the current affordability issues being experienced in Keswick. However, whilst most people would agree that it is now too late to reverse the trend, it is not too late to stop it. There are examples within Cumbria where local planning authorities have intervened to protect what remains of their low cost housing. (During 2007 we shall consider requesting consent from the government to restrict RTB in some area – delete this please – we have thoroughly reviewed and research this matter and, due to the tightness of the restriction powers available, the result would so minimal that it simply isn’t worth pursuing). The ‘well being’ powers given to local authorities in the Local Government Act 2001 have been widely interpreted by some councils to provide innovative solutions to affordability problems. This council will continue to work with the LDNP as the Planning Authority for Keswick to influence the provision of affordable housing in Keswick and its hinterland and together with the LDNP itself, the Town Council and affordable housing providers has now identified a series of potential and realistic housing sites.

A template Section 106 agreement has been introduced at the end of the 2006 for affordable housing that explicitly links affordability to local incomes.

3.2.5. Actions to meet changing Government Policy A Housing Market Assessment will be undertaken for each of our seven principle towns and over the next of three years, all of our rural communities. These assessments are informed by research that considers traditional housing needs survey findings but also the experiences and recommendations of local housing providers, estate agents, developers and employers. The work is also informed by surveys of all home movers in Allerdale. Each year a Housing Market Action Plan (HMap) is published for each community, detailing the findings and what needs to be done to work towards a balanced housing market. All local housing and planning authorities in Cumbria are using the same methodology to understand their housing markets so that it will be possible to have comparable intelligence across the county.

This approach has been developed in advance, with Allerdale providing the lead, of the government’s recent Planning Policy Statement 3 which explicitly requires local housing and planning authorities to have up to date housing market intelligence to inform housing and planning policies. The Planning Policy team which has recently been enhanced provides a Forward Planning function that works closely with the Housing Services team on housing related matters. It takes responsibility for research and data collection, analysis and application of forecasting tools to better predict trends (housing and Socio-economic) and make recommendations on intervention policies and actions. The team is also engaged in the production of the LDF33, which will require a different approach from the old Local Plan, putting much more emphasis on effective consultation with all interested parties.

31 BNFL – British Nuclear Fuels Ltd. 32 The Cumbria Housing Strategy was developed during 2006 and provides an overview of Cumbria’s housing markets and the work undertaken by relevant agencies to improve the way housing markets work. Allerdale and Copeland Borough Councils have, as part of this work, produced individual Housing Market Action Plans (HMaps) for all eleven of their principle towns, including Maryport and Workington. The HMaps are available from both local authorities. 33 Local Development Framework – Wholly replaces the Local Plan by 2008


This internal structural improvement reflects changes taking place nationally and regionally on two fronts. The amalgamation of Regional Planning Authority and Regional Housing Board is being progressed and expected to be in place by 2007. The belief is that the final entity will be overseen by the Regional Assembly34, but local arrangements are still under consultation.

The Planning & Conservation Act 2004 gives regional assemblies strategic planning responsibilities. Structure Plans have been phased out and the assemblies are preparing Regional Spatial Strategies to include Regional Transport Strategies, upon which the local authorities must base their Local Transport Plans.

The Cumbria highway authority will continue to be the County Council.

3.2.6. Summary The housing market within the Borough mirrors that of the Region as a whole. There are areas of high demand and high prices such as Keswick and Cockermouth and those where demand has historically been lower but are now facing similar pressures for those with lower incomes, like parts of Workington and Maryport. Rural villages and townships face to a lesser or greater degree a mismatch between supply and demand, with the most acute pressure being felt on those areas closest to Keswick and Cockermouth.

The effects of the changing housing market are revealed on the one hand by the difficulty facing young ‘homebuilders’ or migrant workers in the seasonal tourism industry in getting local accommodation, and on the other by increased numbers of homelessness. The links between economic growth and housing demand are now clearly recognised by government. It is also now understood that housing issues do not follow district boundaries. Interventions made in one area of West Cumbria will have a ripple affect on the rest of West Cumbria just as decisions made in Carlisle and Penrith have an impact on the north and eastern areas respectively of Allerdale. Similarly Regional Planning Guidance on new build housing quotas issued to alleviate problems in the Manchester / Liverpool conurbation will create an entirely different outcome to that intended in the different parts of Cumbria.

It is for this reason that the Cumbria Housing Group agreed the single methodology, referred to above in 1.1.5, across the county. This was first applied in 2006 and has provided the basis upon which sound interventionist policies will be used to create a more balanced housing market in areas where people are most likely to suffer the effects of any extremes in demand.

Added to this the Council will take better advantage of the new ‘well being’ powers and a more integrated approach using the ARG to capture the opportunities available via the new Local Development Framework and an enhanced forward planning function.

34 See section 2 – Allerdale in Context.

Live, WORK, Visit, Improve Strategic Theme 5 –Job Creation

Live, WORK, Visit & Improve

3.3. Work – Strategic Theme 5 - Job Creation

By 2011 Allerdale Borough Council will work with partners to increase the number of people in work

to meet the North West average

Key Actions: T&I1, JC1

As an average across the Borough, unemployment is currently low. The present (September 2006) resident based claimant count rate for Allerdale is 2.1%, which is similar to the Cumbrian average of 1.9% and compares favourably with the regional average of 2.8%.35 However, within the most disadvantaged wards the rates are considerably higher: Moss Bay has a claimant rate that fluctuates around 5%, and St. Michaels, Moorclose and Ewanrigg all have a claimant rate of over 4%.

Whilst the ability of the Council to influence overall rates of economic activity is limited, it is possible for the Allerdale Regeneration Group, through monitoring employment trends, to encourage and facilitate agencies and organisations to address some of the underlying issues. In this way it should be possible to create joint initiatives to address employment issues before they have a major detrimental effect on the local economy.

Fundamental to the achievement of this is funding, and this remains the most important lead to the group’s choice in the activities it becomes involved with. Without sources of external funding from the various government departments and other funders our opportunities are limited.36

3.3.1. Inward Investment Key Actions T&I1, JC5, JC6, R4 Most of the Cumbrian borough councils, including Allerdale, used to contribute to a centralised Cumbria Inward Investment Agency, which carries out the day to day tasks of promoting the County’s industrial sites for relocation and inward investment.

Recent research has shown that when companies are considering relocation, whether it be within a region, nationally or internationally their priority considerations are: the availability of a skilled workforce, followed jointly by ease of transport and the social well-being of the area. West Cumbria, therefore, tends not to score very highly against these criteria, and consequently there is very little inward investment.

All authorities in Cumbria continue to lobby for improved transport links for the area. Apart from plans for a new 5.2 km stretch of the Lillyhall to Parton section of the A59537, which is now underway, there is no prospect of improvements to either the road or rail systems within the foreseeable future38.

The Workington Movement Study, completed in June 2004, considered key movement issues that need to be considered in relation to the ongoing regeneration of Workington Town Centre over the next 10 years or so. The study area focussed on the corridor from the Harbour and Quayside in the

35 An interesting table comparing benefit claimant rates for Cumbrian districts and the UK is given at Appendix 8. 36 See further information on external funding in section 2.5 above. 37 A Highways Agency project financed by Central Government. 38 Cumbria Local Transport Plan 2006 – 2012


west to Old Workington in the east. The conclusions can be found in the Stage 2 Study Report prepared by WSP Development, June 2004.

The enormous continued increase in air travel for business and pleasure has triggered a renewed interest in the expansion of Carlisle airport, but such investment is likely to take many years to achieve any impact on the Allerdale economy and is therefore not discussed in further detail here. Any plans or proposals coming forward will be welcomed and supported by this council.

This simple analysis of the criteria shows clearly that the attraction of the Lake District National Park is not sufficient on its own to generate a great deal of interest from potential relocations, we must therefore concentrate on the remaining element of provision of a skilled workforce if we want to continue to compete. See section 3.1.2.

3.3.2. Promoting Self Employment and Entrepreneurship Key Actions JC4, JC5 The UK does not have high rates of self employment and business start–ups and neither the region nor Allerdale39is an exception. The Government is keen to address this as it sees the future of the nation’s economy dependent to some extent upon lots of smaller specialist companies operating within global markets. If the nation is to remain competitive it will not do this from the export of manufactured goods; in today’s global economy we cannot compete with the cheap labour available in the east. The premise is that the nations continued growth is more likely to come from companies which can utilise the new technologies and knowledge based services on an international scale.

Many of these new type of companies can operate from almost anywhere on electronic links rather than the traditional road and rail links of the past. The role out of the Cumbria Broadband Initiative is an opportunity that Allerdale cannot afford to miss. As well as some possible relocation as discussed above, there is also the opportunity to grow our own small businesses, made more possible now by the almost 100% coverage of Broadband in Allerdale.

However, there is no clear plan yet of how entrepreneurship should be supported within the Regional Economic Strategy and whilst the Sustainable Cumbria Strategy recognises its potential as a ‘high priority’ it also echoes our own review findings about the lack of a joined-up advice, guidance and skills service needs to be remedied. We await the formal announcement of a more streamlined Business Link Service for commencement in April 2007.

Allerdale operates a Rural Business Initiative40 to support the creation and growth of self employment in areas outside of the towns of Workington and Maryport. There are also other initiatives run by various other agencies which provide hands-on support to those wanting to either become self employed or start a business. Included among them, are the Prince’s Trust and Cumbria Rural Enterprise Agency

In January 2007 a new project is to commence. It aims to provide the most basic of advice and support to individuals who have an interest in self employment. Operating in 2 of our most disadvantaged wards - Ewanrigg and Mossbay 2 Enterprise Development Workers will seek out people singly or in groups who might benefit from some one to one coaching, basic handholding to gain the necessary personal confidence, talk to people in non confrontational surroundings to dispel some of the myths about VAT for example, and of course just sign post people to existing more formal support routes. It is hoped that some of those currently operating within the grey economy

39 See Appendix 9 40 Grants to help with one off start-up purchases and marketing etc.


may also benefit. This is an 18 month pilot project which will determine whether a longer term project would be useful.

3.3.3. Social Enterprise Key Actions JC2, JC5 Social Enterprise (SE) is another name for Community Business. They are organisations, usually set up as a Company Limited by Guarantee, which, although they trade and make a profit, have a primary objective that is other than generating profits. The purposes for their existence are diverse; indeed there are probably as many different types of social enterprise as there are ‘normal’ enterprises. They can range from41:

• A desire to employ people who might otherwise not get a foothold on the employment ladder – Home Appliances Ltd, employs 12 – 15 young men to recycle domestic white goods. They receive training as approved service engineers but more importantly all those given a job have previously not been able to hold down an ‘ordinary’ job, but are able to learn self confidence in this supported environment.

• Providing a local service which would otherwise remain lacking – ‘Kidzone’ provides a subsidised wrap-around childcare service in an area predominated by single mothers where no commercial service exists.

• Promoting a particular lifestyle choice – The Food Box Scheme provides a weekly box of fresh fruit and vegetables from local farmers at a fraction of shop costs to householders on one of our most deprived estates. It also offers courses on preparing and cooking these and attempts to educate users into healthier eating habits.

The one thing SE’s all have in common is that no single person or group of people benefits financially from the business any profits made from the trade are ploughed back into the business to support its primary aim.

The reason that government is promoting SE support, is that it sees many of the local services provided by its agencies and organisations are overly bureaucratic and thus tend to be expensive and often do not meet local need. Ultimately, Government would like to see many basic services like domiciliary care, waste collection, grounds maintenance, recycling, and many elements of basic health care provided in this way. Often these enterprises will be coupled with training provision and since they are ‘not for profit’, public funding can subsidise activities in the short term and sometimes indefinitely where appropriate.

Since the government produced its report on the potential of SE42 there has been considerable interest from the voluntary sector in pursuing the aims and objectives set out within it. WLR has appointed an organisation to deliver just such a support and advisory programme for Social Enterprise activity within the European Objective 2 area wards over the next 3 years. This programme also includes some start-up funding.

The organisation runs ‘The Hub’, which is designed to provide an effective mechanism for people looking to establish a social enterprise and gives access to a range of support from direct advise through to capital and revenue grants. It also signposts to a range of support organisations in West Cumbria as well as acting as a conduit for bringing in specialists advisors to meet the diverse needs of clients.

41 All these examples are operating currently in Allerdale 42 DTI Social Enterprise Strategy 2002


The Hub is managed by Cooperative & Mutual Solutions Limited (CMS) –itself an SE company with many years experience in providing specialist consultancy support to co-operatives and other types of social enterprise.

3.3.4. Business Support Key Actions JC4, JC5 There are many organisations and agencies involved in providing business support and advice within Allerdale. Primary amongst these is the newly focused Business Link, which is tasked with Government funding to support ‘growth businesses’ within specific sectors or in geographic areas that appear to have the potential and determination for sustainable growth, capable of contributing the most to the region’s GVA and the nation’s GDP. The present government sees the future economic prosperity of the nation emerging from these growth industries and areas 43 and therefore only limited funding is available to peripheral areas such as Allerdale.

West Cumbria Development Agency (WCDA) is charged with supporting business development within West Cumbria. With funding from West Cumbria Development Fund the Local Authorities and other government sources it provides: • Business counselling and financial advice • Link start: A free scheme for people starting their own business in Allerdale or Copeland

comprising an information pack, counselling, 6 days of workshops leading to the preparation of a business plan and a possible grant of £1000 on completion.

• Business Relocation Assistance: Preparation of the financial package to maximise the benefit of funding available, assistance with recruitment and training packages.

• Land and Premises: maintaining a property register with full details of all vacant sites, industrial units and office accommodation, making arrangements to view properties, assisting with negotiations to acquire property, advice on planning, utilities, rates, insurance and environmental issues.

• Managed workspaces providing accommodation on ‘easy in – easy out’ monthly terms at Moss Bay, Workington and Blencathra Business Centre, Threlkeld.

West Cumbria Development Fund (WCDF) The decline of the more traditional industries in West Cumbria alongside the growing importance of BNFL44 as the major employer in the area required actions to diversify the economy. A special fund was established with BNFL and the Local Authorities as the main subscribers with the aim of providing grants to help business start-ups which could lead to sustainable jobs. Through its subsidiary – Westlakes Properties Ltd, the fund supports the activities of the WCDA in addition to investing in major developments such as The West Lakes Science and Technology Park.

Other Agencies Other agencies and organisations providing business support include: • NWDA – gatekeeper to a variety of business funding and investment advice from government

departments including DTI grants and major European funds. 43 See The Northern Way – NWDA / One North East publication outlining the Liverpool - Manchester – Leeds - Tyneside areas for intensive public investment programme 44 British Nuclear Fuels Ltd.


• Cumbria Inward Investment Agency - Market to, and advise external companies of the benefits of the Cumbria ‘product’ and provide ‘aftercare’ of ongoing assistance to companies already located in the county.

• Prince’s Trust – support and assistance for 14-30 year olds wanting to go into business • Cumbria Chamber of Commerce & Industry

Other organisations include: Learn Direct, Young Enterprise, Lancaster University, and Rural Regeneration Cumbria – now part of Cumbria Vision.

As can be seen there are a number of organisations delivering business support within the borough, and of course these are in addition to the more traditional advice routes of the Banks and Accountants. All the above are funded from public sources and each of them has different targets to achieve, but it is clear that any individual setting out on the path of self employment or business creation will face a real challenge to find a way through the maze to access the advice and support that may be needed.

Since the Council provides some funding to some of these organisations, we are obligated to be certain that our resources are being used effectively and to this end a comprehensive review of all business support activity is currently underway, completion with recommendations to be by March 2007.

3.3.5. The 3 Market Town Partnerships Our focus in addressing the needs of rural communities lies in working with and support to the Market Towns Initiatives (MTI).

We have 3 MTI’s45 in the Borough and each of them has completed a ‘Health Check’ using Countryside Agency guidance, which led to the compilation of an individual Area Action Plan for each. This plan then forms the basis for development of a series of projects designed to create an holistic impact by addressing the priorities clearly set out in the plan. Each MTI was given an indication that up to £1 million could be available for the right projects and since this NWDA funding must be matched; there is a strong likelihood that up to £2m will be being spent within each of the 3 areas during the period of the funding – up to March 2008.

45 Market Towns Initiative – Originally set up by the Countryside Agency as a means to address the specific issues faced by smaller rural towns.


Keswick Area Partnership Ltd This MTI partnership seeks to deliver a range of projects, which address both economic and social issues and will benefit people who live, work and visit the area. The NWDA funding allows a focus on economic factors. Currently these comprise: • A Childcare Centre • Delegated Project Fund • Keswick Facelift Scheme – ongoing until 2008 • Keswick Local Produce Market • Project Development Fund • Rural Business Support Scheme • Specialty Retail Publicity Material • Tourism Development Project • Training Scheme The Keswick Business Improvement Districts Scheme46 (BIDS) operates in the Town Centre.

Cockermouth Partnership Ltd. The Partnership has developed a programme of projects which includes: • A feasibility study of the Market Place – completed March 2006, this has now led to funding

being sought for delivery of the proposals. • A Tourism & Marketing Development Project • Cockermouth Facelift Scheme • Project Development Fund • A business start-up fund Cockermouth will also benefit from and new conservation Area Design Guide.

North Allerdale Partnership This is slightly different from the other two, being an amalgamation of the three previously existing partnerships of Silloth, Aspatria and Wigton. The Partnership’s share of NWDA funding will therefore have to be spread a little thinner given the need to cover 3 settlements. However, there will be some economies of scale which generate a greater impact for the same money and the strength of the Partnership, in terms of the number of residents benefiting, will allow it to access other sources of public funding in due course.

• Wigton Townscape – An Area Master plan for the town completed July 2005 • The Facelift Scheme to Commercial properties within the 3 towns and the hinterlands • The Childcare needs analysis for Silloth • The Gathering Place – Community Resource Centre on a residential estate • The Family Training and Resource Centre Wigton • Silloth Streetscape Refurbishments • Small Grants Fund

Not all of the issues which came to light as a result of the above Health Check process have been fundable via the NWDA route and therefore all three partnerships will be simultaneously pursuing

46 BIDS – See next page


other funding opportunities to address the less economic, more social projects which they feel are equally important.

This Council has and will continue to support all the MTI’s by providing: • Employer status for the Cockermouth Partnership Manager, the Administration Officer and

Marketing Officer. including all personnel, pension and line management responsibility • Accountable Body status for all public funding flowing through the Cockermouth Partnership

via a Service Level Agreement • Officer support in terms of hands-on assistance • Some revenue resources

The Keswick and North Allerdale Partnerships are to transfer their Accountable Body status to Cumbria County Council (through Cumbria Vision). This should be completed by April 2007. Officer support will still be provided by the Council on a project by project basis where it meets the Corporate Improvement Plan.

3.3.6. Keswick Business Improvement District (BID) This is a national initiative following success in the USA and UK Government legislation support during 2004.

The concept in summary is that businesses within a clear commercial boundary pay an enhanced business rate, which is ring-fenced by the local authority. Those same businesses then decide how best to spend the money generated to create improvements which could benefit them commercially, but which the local authority could not normally afford to do within its constrained budgets. The types of projects that have proved successful in the USA have been for example: improved street cleaning, better signage to a low footfall area of town or additional joint marketing activity.

The vote was taken in October 2005 and resulted in a ‘Yes’ for the five year project. The levy was imposed then from April 2006 at a rate of 1% for all businesses over the £1,900 threshold, with discounts being given for those with rates allowances.

A Company Limited by Guarantee has been set up and a Board appointed. Whilst the Council was not invited to have a representative on the Board there has now been agreement that there is representation at meetings so that support can be offered as appropriate to move forward those projects that fit within the Corporate Improvement Strategy and to ensure that there is not duplication of effort. In addition there is funding being provided to this project through the levy that the Council is obliged to pay. The Council collects the levy on behalf of the BIDs group and pays it over on a quarterly basis. Following the successful ballot of Keswick there has been interest expressed by some of the other towns with Workington being particularly keen on the possibility of developing this as a way forward. The Council will work with any new partnership in a supporting role, but continues to follow the agreed policy that it should not be seen as taking any lead as this is an initiative that must come from the business community.

3.3.7. A Low Wage Economy ? Key Actions: JC6, R1, R3, R4

Median Gross Weekly Pay for Resident Full-time Workers (£) Male full time Female full time Total full time

2004 2005 2004 2005 2004 2005


Barrow-in-Furness 418.3 442.6 248.3 265.2 384.3 389.7

Carlisle 397.1 445.7 287.3 309.6 365.3 418.8

Copeland 546.1 524.9 374.6 386.1 504.5 472.8

Eden 464.6 408.5 256.5 378.9 341 400 South

Lakeland 470.6 462.6 279.9 356.7 408.9 424.9

Cumbria 448.1 463.7 283.9 335.4 388.7 421.5 Great

Britain 460.9 474.9 357 372.3 421.7 433.1

England 467.9 479.1 361.4 375.2 426.1 437.6

Cumbria 448.1 463.7 283.9 335.4 388.7 421.5

North West 438.3 450 332.3 351.6 395.7 410

Allerdale 430.2 497.1 267.9 308 374.3 421 Source: Labour Force Survey via NOMIS 18th October 2006 The above table shows that in fact, the perception that Allerdale offers only low paid work is not backed up by government statistics. One of the main reasons for this is the relatively high salaries paid at the Sellafield site. Clearly, as decommissioning progresses over the next 10 years, unless those well paid jobs are replaced an entirely different picture will begin to emerge. The West Cumbria Strategic Forum47 is set to address this issue and here in Allerdale along with the other affected districts, we will support that process.

Being so close to one of Britain’s primary tourist attractions, the Lake District National Park (LDNP) ought to give a boost to the local economy, but in reality the attraction causes real concerns. Workers within the tourism sector are on average relatively low paid, as low skill jobs outnumber those of say mangers by over 10:1. This fact, coupled with towns like Keswick becoming very desirable for the second home owners, added to its long standing desirability as a good retirement location, means that the majority of tourism industry workers cannot afford to live where they work. Clearly if this trend is left unchecked, and if the projected growth in tourism in the LDNP is fulfilled, not only will the tourist industry suffer, but vital local services (again often low paid work) will also become problematic, eventually leading to a very unstable community.

Allerdale is developing housing market policies which will help to address this imbalance. Further detail is given in the Housing theme Section 3.3.

47 Further details in section 1.3

Live, WORK, Visit, Improve Strategic Theme 6 –Regeneration

3.4. Work – Strategic Theme 6 - Regeneration

By 2011 Allerdale Borough Council will work with partners to bring back into use the majority of under-used and derelict land

Key Actions: JC1, JC2, JC4, JC5, JC6, R1, R3, R4, R8, R10

3.4.1. Employment Land and Premises in Allerdale Generally, demand for office space in Allerdale is sporadic, though there is currently high levels of demand at Lillyhall Business Centre, which is financed by the NWDA, and has proved so popular that a further centre is planned. There are two office blocks providing space in Maryport through Maryport Developments Ltd. Further development for office space planned is also planned at Dovenby Hall,

7 units suitable for offices or light industrial uses totalling 6,200 sq.ft. are under construction at Europe Way in Cockermouth.

9 small ‘starter’ industrial units varying in size from 500 – 1,200 sq.ft. are being built at Ullswater Court at Derwent Howe in Workington

Within Workington, industrial land is available with space at Clay Flatts and Derwent Howe to the south west of the town and at Lillyhall Business Park three miles to the south. There have been recent signs of increased demand at Lillyhall with one company taking a site for possible future need if it is successful with contracts from NDA. Also Derwent Cumberland Pencil company of Keswick have indicated their intention to build a new 44,000 sq.ft. factory and a Swedish nuclear recycling firm have posted outline planning permission for a new facility. There has also been further interest in relation to the NDA’s activities in the area. In Maryport, Risehow, Glasson and Solway Industrial Estates are generally secondary sites with variable take up rates and relatively low land values. Demand is relatively strong for units in the smaller size range, but weak for those units over 10,000 sq.ft. The Borough Council owns some units which are let to a variety of occupiers, these units comprise:

• 8 x 500 sq.ft. units at Adams Yard let to small businesses employing around 20 people on 3 year easy lease terms

• 3 x larger units at Clay Flatts let to TMS, Goodyear Tyres and a Training Unit, together employing around 35 people

• 1 unit on the Glasson Industrial Estate serving as a branch office of a Barrow based timber merchant

• 3 x depot units accommodating plant and machinery for the Environmental Partnership, Cockermouth Town Council and Free4All, with no further employment.

Apart from Adams Yard, premises are leased for terms of between 5 and 15 years.

In total, excluding retail units, the following business accommodation is currently available within Allerdale:

Location Number Size range Total sq.ft.

Aspatria 3 1496 – 5,005 10,931


Cockermouth 11 410- 8,000 19,008 Keswick 0 0 0 Maryport 4 456 – 5,770 9,991 Silloth 2 515 – 26,870 27,385* Wigton 11 797 – 2960 15,315 Workington 36 118 – 41,300 106,820 Total District 67 118 – 41,300 189,450

Data source WCDA 18 Oct 2006.

Take Up of Hectares of Employment Land 12 months ending 31 March 2005

Location Take up

2000 – Mar 2005

Under Construction Available

Aspatria 0 0 2.52 Cockermouth 1.65 0 5.06 Maryport 0.28 0 5.76 Rural 2.25 0 87.93 Silloth 0 0 2.14 Wigton 0.54 0 0.49 Workington 0.95 0.19 30.11 Borough 5.67 0.19 134.29

3.4.2. Key Employment Projects within Allerdale Key employment projects within Allerdale include: • The Redevelopment of Workington Town Centre continues and has created hundreds of

construction training opportunities and jobs and approximately 600 retail jobs by 2008 • Derwent Valley Redevelopment into Retail, Sport and Recreation facilities creating a range of

new jobs by 2009 • Derwent Forest Development creating sports, tourism, leisure, education and commercial

opportunities with a diverse employment prospect of up to 700 jobs by 2015 • The 3 Market Towns Initiative programmes operating in North Allerdale (Silloth, Wigton and

Aspatria), Cockermouth and Keswick which is hoped to create many jobs by 2008

In addition to these planned development projects, there is still over 43 hectares of unused employment land in Lillyhall which is a 160 hectare business park comprising a range of commercial and industrial areas together with West Lakes College. A partnership of North West Development Agency, West Cumbria Development Fund and Cumbria County Council manage the site with advice and support from Allerdale and Copeland Borough Councils and Cumbria Inward Investment Agency.

Together with other sites it should be possible to generate many hundreds of highly paid jobs over the next few years now that the infrastructure is in place.


3.4.3. Derelict and underused Land In 2004 20.7% of the proportion of developed land in the borough was classified as derelict, dropping from 21% in 2003 (ODPM figures). A total of 518 ha of land inside the borough, but outside the National Park, is classified as derelict, dominated by the 425 ha (1,050 acres) at the former Royal Naval Armaments Depot (RNAD) at Broughton Moor, which is the largest brownfield site in the whole of the North West region of England. A further 25 ha will be added when Corus totally ceases operations at Moss Bay. Allerdale Borough Council has a small annual budget from which to fund works for derelict land reclamation and environmental enhancement. Cumbria County Council undertakes large scale reclamation works within the District. The current Local Plan policy EN9 states: The Council will approve proposals to redevelop or restore derelict or contaminated land in appropriate urban or rural areas provided that: (i) a satisfactory site investigation and risk assessment is submitted; (ii) a satisfactory scheme of restoration and risk assessment is submitted; (iii) the proposed development is acceptable in terms of access and design and potential pollution; and (iv) the local infrastructure is adequate to serve the development. Derelict Property Strategy In June 2006, the Executive of Allerdale Borough Council approved a new Derelict Property Strategy. This strategy committed the authority to a pro-active approach to tackling problem properties and also delegated extended powers to officers working in this area. The document also sought to establish a more holistic approach to this work, placing funding options alongside enforcement and improving communication and sharing of information between departments. This strategy was accompanied by a list of 20 properties earmarked for ‘priority action’. Work is already underway at many of these, with planning consent or funding packages agreed for others. Where owners have not been willing to act we have responded with enforcement – the first demolition from the ‘top 20’ will take place in December 2006 and should send a strong signal to those owners who have still to respond to our call for action. the ‘new delegated powers’ mentioned (section 215) allow action against buildings and land. However the strategy we adopted concentrates largely on buildings with little mention of ‘derelict land’. The top 20 properties are drawn from a list of 145 untidy/derelict properties across the borough. Action (largely by housing services) continues against many of these other properties, as well as those in the top 20.

3.4.4. Our built Heritage Key actions: E7


Allerdale retains an extensive built heritage with some buildings having origins dating back to the medieval period, although the majority of the interesting buildings and landscapes date from the Georgian and Victorian era. Settlements such as Workington, Cockermouth, Maryport and Silloth have local regional and national heritage significance. They are therefore a valuable resource for the area both in terms of their historical interest which adds to the image of the borough and also as a social and regeneration catalyst. These buildings add to the general sense of value in an area, as well as generating considerable private investment especially in today’s housing markets where period features are much sought after.

Conservation of our built heritage therefore carries a significant economic impact. Its protection is both a statutory requirement and a social and well-being necessity. The statutory role requires that some 1500 listed buildings in the borough and 21 Conservation Areas are protected by having procedures in place to ensure that development and alteration does not cause detriment to this important asset. There are also plans to produce Conservation Area Appraisals, and Characterisation Statements which will not only assist ordinary residents and developers in their planning application processes, but will further strengthen the new LDF consultation requirements48.

Heritage led regeneration has been identified as a key regeneration driver at the national and local level making access to funding easier than ever before. We will build upon the successes of previous years which have led to investment of over £1m of public and private funding going into improving over 100 properties, by seeking new funding sources wherever possible.

The Workington Townscape Heritage Initiative of £1.4m and Wigton Heritage Economic Regeneration Scheme (HERS) of £500,000, both came to their planned ends recently being fully spent in accordance with initial proposals.

Maryport Townscape Heritage Initiative is due to commence in 2006 which will refurbish up to 20 eligible properties, 90% of which are commercial, during the following 3 years and will complement the other capital projects planned for the town over the coming years, ensuring that Maryport continues its transformation into a much desired place to live.

It is worth noting that this Council is currently preparing a Green Spaces Strategy. This work will ensure that any development proposals are fully integrated into any community and physical development projects proposed by other agencies and organisations which may impact on the leisure and recreation amenity of the borough.

48 See section 3.3.6 above


3.5. Work – Theme 7 – Skills Shortages

By 2011 Allerdale Borough Council will work with partners to retain the skills, knowledge and expertise

to meet business requirements

Key Actions: JC1, JC4, JC6, S2, The whole of the West Cumbria area has suffered a rapid decline in its traditional industries – Iron and Steel, Mining and related Manufacturing and Engineering. Therefore many traditional skills and methods of attaining them, like old style apprenticeships, are no longer needed and no longer available.

Efforts have been made to address this decline but there has been limited success in attracting inward investment to the area owing to a number of factors which were given in more detail in section 3.1.1.

The Nuclear Industry has by necessity had to grow its own very specialist skilled workforce – hence the success of a local ‘not for profit’ training provider - Gen11 based on Lillyhall Industrial Estate. The need for this training is now of course declining and will need to be replaced by providing a new set of skills to meet the needs of the Nuclear Decommissioning Authority.

The Nuclear Opportunities Group was established to address this issue, together with considerations of all aspects of how the decommissioning process might lead to increased opportunities for local people. The Leader and Chief Executive represent this Council on the Group.

Another factor is that the Learning and Skills Council (the major source of training funding), is presently not geared for up-skilling. However, there are a number of changes planned within both the national framework of the LSC and within that, to provide much greater scope to address local needs.

The LSC, in partnership with the NWDA, is developing an employment and skills strategy for the County. A draft Action Plan has been prepared which identifies key objectives addressing the major groups of employers, young people, adults and access to jobs. Further details are provided in the West Cumbria 16 - 19 Area Wide Action Plan 2003 – 2007. The issue of skills shortages is complex; it is in many ways a self-fulfilling cycle. Skilled people are not attracted here because there are not the jobs. There are no skilled jobs because the infrastructure – transport, housing and services, are poor and does not attract either inward investment or promote indigenous growth. Without these two drivers, there are few skilled jobs created.

To combat this, it is suggested that a major government initiative is required, and it is hoped that the West Cumbria Strategic Forum will be able to follow through on its stated aims contained in the West Cumbria Spatial Masterplan. The vision behind the project is

‘West Cumbria will be an even more attractive and vibrant place to live and visit, where people have confidence and hope in the future, and access to good jobs, opportunities and quality services. Businesses will choose to locate in the region, attracted by a world class research and skills base.’


The Masterplan is being developed to help local Councils, government departments, agencies as well as local groups plan a way forward and secure a future. This plan will identify major projects that will transform the area and make a real difference to the people who live and work in West Cumbria. Ideas focus on how to build new businesses, attract new jobs and make West Cumbria a high quality environment for people to live, work and visit.

Cumbria Vision leads the development of the Masterplan and has 7 stated key aims for the project:

• Create a centre of excellence in energy and the environment • Attract a wider range of industry and business • Maximise the opportunities from changes to the nuclear industry • Secure skills and enterprise for the future • Improve transport links and business premises • Secure high quality services and facilities • Strengthen the visitor experience to improve the economy

The Masterplan is now in draft form and will be published in April 2007.

3.5.1. Lifelong Learning – Higher Education in Cumbria Key Actions: S2 One of the important contributory elements to sustained economic growth in any area is the functioning of Higher Education and Cumbria has been alone in recent years as being the only county without a University. As a result, most of our talented young people have been forced to move away for their education with few returning. Not only is there little to attract them back, but there are also few job opportunities for other better qualified individuals. A cycle is thereby created in which the lack of higher skilled jobs reinforces the lack of investment, which contributes to the shortage of a job-ready or trainable workforce, which in turn fuels outward migration of all levels of educational attainers and in turn leads to a low-wage economy.

A university, especially one which contributes towards the research and development needs of local industry, would also lead to further innovation in existing niche businesses. These businesses would then hopefully be able take advantage of the opportunities presented by recent development in telecommunication technologies and also foster the growth of an ancillary businesses network.

A lobby for a University for Cumbria has been around for many years and this has finally started to pay off with the recent announcement that the Higher Education Funding Council for England has pledged to develop plans with a number of existing universities and colleges leading to the creation of a University for Cumbria in a few years time. This new University will seek to raise the level of participation in higher education throughout the county, although the plans presently create a base in Carlisle. In the short term, the aim is to increase the number of higher education students from the present 4,000 by an extra 1,500.

Allerdale Borough Council will continue to support all avenues to encourage the plans for a University for Cumbria in whatever format is finally agreed.

3.6 Visit – Theme 8 – Tourism


By 2011 Allerdale Borough Council will work with partners to deliver increased wealth into the local economy through

greater visitor numbers, higher visitor spend and the creation of new Tourism-related jobs.

Key Actions: JC1, JC4, JC6, S2, The Regeneration group recognise the major contribution of tourism to the economic welfare and development of the borough. The council’s strategy is set out in Allerdale Borough Council: A Strategy for Tourism 2005 - 2015 and we are committed to helping implement the objectives of this document.


[Action plan to be inserted here]

Date post:	22-Jul-2020
Category:	Documents
Upload:	others
View:	0 times
Download:	0 times

ALLERDALE BOROUGH COUNCIL EXECUTIVE – 7 …...One of the main local employment bases is actually...

Documents