WEST LAKES RENAISSANCE
STRATEGIC INVESTMENT PLAN SUMMARY
The ten year Business Plan for West Lakes Renaissance, approved in April 2004, focused on
the seven themes of the NEW VISION adopted by partners following the Segal Quince
Wickstead report in July 2001 (New Visions for Furness and West Cumbria).
• Actively Managing Transition
• Lifestyle Choice
• Coastal Renaissance
• Making Better Connections
• Communities that Work
• Advantage through Knowledge
Over the last year, the strategic context within which the URC operates and the structures of
regeneration have changed – in some cases quite radically.
Following the publication of the Sustainable Communities Plan in February 2003, in January
this year the government launched a five year plan for:
Homes for All – announcing a new housing market renewal area for West Cumbria;
People, Places and Prospects – strengthening local leadership, tackling
disadvantage and working through the regions to increase prosperity.
URCs are seen as key deliverers of the government’s sustainable communities plan and two
more, in Blackpool and Salford, have recently been designated.
The Northern Way Strategy is an attempt to catalyse economic growth in the north by inter-
regional collaboration between the RDAs (NWDA, One North East and Yorkshire Forward).
Furness and West Cumbria may seem a little peripheral to the city region rationale of the
Northern Way, but it could give us the opportunity to strengthen our east-west connections,
maritime, as well as road and rail. It is crucially important that we play our role in developing
the wider Northern Economy
The Regional Economic Strategy of the NWDA is currently being redrafted to reflect these
changes and the emerging strategies of the five sub-regional partnerships, including
Sustainable Cumbria produced by the Cumbria Strategy Partnership.
The Economic Development component of the sub regional strategy is to be overseen by
Cumbria Vision, West Lakes Renaissance having played a key role in establishing the
economic partnership for Cumbria.
Finally, within the geographical boundaries of the URC, we have two co-ordinating structures:
The Barrow Task Force, chaired by Steven Broomhead – set up in response to job
losses in the shipyard; and more recently the West Cumbria Strategic Forum,
chaired by Patricia Hewitt MP, Secretary of State for Trade and Industry – established
to co-ordinate the government’s response to the problems of the west Cumbria
economy, particularly job losses in the nuclear industry.
Against this background of strengthening priorities, new regeneration structures and a still-
declining economy, West Lakes Renaissance has taken the opportunity to restructure its
programme around the following themes, two of which are new and six of which have been
recast or expanded to reflect closer alignment with strategies referred to above.
• Industrial Transition
• Nuclear Opportunities (New)
• Culture and Creativity
• Housing Renewal (New)
• Coastal Renaissance
• Enterprise Support and Networking
• Sustainable Communities
• Knowledge and Education
These themes also reflect the initial conclusions of our baseline study.
This programme may be summarised as:
Renewing the economy of Furness and West Cumbria through the co-ordinated
delivery of infrastructure, new skills and sustainable communities.
Within the county, we shall deliver regeneration in close collaboration with the rural
regeneration company and the local authorities, particularly the Council Council, our
Communities Economic Strategy
Sub Regional Sustainable
Economic Partnership Cumbria
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2 THE ORGANISATION OF WEST LAKES RENAISSANCE
2.1 The Board
The Board has thirteen members, as follows:
Michael Hulme Mike Ash
Chairman of West Lakes Renaissance Deputy Leader of Cumbria Council
Stephen Broomhead Rob Cairns
Chief Executive, NWDA Chief Executive, Furness Building Society
Prof John Fyfe Sue Godfrey
International Strategist Partner, Delta Mercer
Cllr Jim Musgrave Cllr Terry Waiting
Leader of Allerdale Borough Council Leader of Barrow Borough Council
Cllr Mike Ashbrook Dale Williams
Deputy Leader of Copeland Borough General Manager, Robert MrBride
Paul Spooner Gerry Woodcock
Director, English Partnerships Personnel Director, Iggesund Paper Board
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The company, limited by guarantee, was formed in May 2003 and the URC was formally
recognised by DTI and OPDM in the same month. The members of the company are the four
local authorities, Cumbria County Council, Allerdale, Barrow-in Furness and Copeland, plus
the North West Regional Development Agency. The other Board directors are members of
the company as individuals.
The Board meets on a six weekly cycle. It does not have formal sub committees, but over the
year panels of the board have met to consider specific issues and to appoint consultants, for
A Code of Conduct has been drawn up on Nolan principles and Board members do not take
part in decision making for any matter in which they have a personal or business interest. A
register of interests of board members and staff is maintained and updated regularly. In
addition, declarations of interests are made at Board meetings and recorded.
The Board has functioned well over the last year. Meetings have been business-like and not
over-long. The corporate ethos of the URC has been very strong and Board contributions
have not been dominated by sectoral interests.
2.2 Executive Team
Because of the geography of the URC area, the team operates from two offices, Campus
Ventures, Furness Business Park, Barrow-in-Furness and Ingwell Hall, Westlakes Science
and Technology Park, Whitehaven.
Currently there are 15 members of the Executive Team, as shown in the management
reporting structure diagram below. In view of the expanded programme set out in this plan,
we envisage making three new appointments, as also shown below.
WLR Staffing Structure
Nuclear Copeland/Allerdale Furness
Special Initiatives Programme
Office Manager Opportunities Regeneration Regeneration
Manager Monitoring Officer
John Over Manager Manager Manager
Graeme Ives Diane Tranter
Rosie Mathisen Alan Smith Mike Baker
PT Business Derwent Forest WC Employment
Economic Inclusion Whitehaven Project Barrow Port Project
Finance Administrator PA Consultants Project Manager Sites Development
Project Manager Manager Manager
Sue Abbott Margaret Clayton John Knox Ann-Marie Manager
TBC Paul Crooks David Humphrey
Sue Hearn Cowperthwaite TBC
Assistant Project Assistant Project
TBC David Haughian
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3 REVIEW OF 2004/5 PROGRAMME & PRIORITIES FOR 2005/6
2004-5 was our first full year of operation. At the start of the year the Chief Executive plus four
managers and three support staff were already in post. In 2004 we appointed three project
managers for Derwent Forest, Whitehaven and Barrow Port respectively (Ann-Marie
Cowperthwaite, Paul Crooks and David Humphrey), our Programme Monitoring Officer (Diane
Tranter) and an assistant Project Manager for Barrow (David Haughian), as well as a new PA
to the Chief Executive (Jill Mactaggart) and a PA to the Nuclear Opportunities Manager
(Margaret Clayton). We have also appointed a Company Secretary/Office Manager, John
Over who took up his post in March.
Reporting to the Taskforce, West Lakes Renaissance has played a key role in Barrow, co-
ordinating an integrated programme of regeneration aimed to create a new economy for the
The URC also played a major part in the presentation to the first meeting of the West Cumbria
Strategic Forum setting out an analysis of Cumbria’s structural problems as well as an outline
action plan for dealing with these. Much of this plan will be delivered through West Lakes
Responding to nuclear opportunities, which is part but not the totality of the West Cumbria
Strategic Forum’s remit, we have been able to take a leadership role, not only with the setting
up of Rosie Mathisen’s team, but working with others to market opportunities and develop the
local supply chain.
We have also been heavily involved in the evolution of ‘Sustainable Cumbria’ – the overall
strategy for the sub region and the first phase of Cumbria Vision, which Michael Hulme
chaired and West Lakes Renaissance serviced
Thus strategic and policy alignment, though at times challenging, has been achieved.
The wide-ranging array of project development activity carried out by West Lakes
Renaissance during the year is summarised below, together with an outline of our projected
activity for 2005/6.
3.2 Barrow and Furness
Main achievements 2004/05
• In the first few weeks of 2004 the Barrow Port Masterplan was exhibited at a number of
venues, perhaps most notably at Barrow Island Community Centre, a community right in
the centre of the regeneration plans. As a result, and following careful discussion with
community leaders, a Public Participation Project was undertaken in the second half of
2004 focusing on the Barrow Island residents and their aspirations and fears about how
the proposals would affect them.
• To progress the implementation of the Barrow Port Masterplan, a Strategic Management
Group, with representation from Barrow Borough Council, Cumbria County Council,
Associated British Ports, Northwest Development Agency, West Lakes Renaissance and,
shortly, English Partnerships, has been created and meets every 6 weeks. West Lakes
Renaissance chairs this group and maintains a high level project plan live on the internet
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for the whole Port redevelopment. A Memorandum of Understanding confirms what each
partner will undertake in the delivery of projects within the Masterplan for which they have
• Work by West Lakes Renaissance has involved the commissioning of site wide surveys
into ground conditions, archaeology, services and ecology in advance of acquisitions and
capital projects commencing during 2005.
• Work has continued with the Cumbria Cruise and Ferry Steering Group, chaired by
Cumbria Tourist Board, and an Economic Impact Study is currently underway
commissioned by CTB in partnership with WLR.
• Additional ‘regionally significant’ ERDF resources have been secured for infrastructure and
anchor business premises at the gateway to the Innovation Park.
• Away from the Port, we have commenced initiatives, in partnership with the Education and
Enterprise Agencies already at work in the area, to address the significant problem of
retention of 18 to 30 years olds in the town. If we do not have the right resource available
once our investment opportunities become available in the Port, then business will not
come to the area. With partners, we are looking at the development of Higher Education
and an entrepreneurial culture, encouraging those even still at school to raise their
horizons and consider business ownership as a future career option.
• Already underway is our Enterprise Fund, led by Furness Enterprise, and expected to
create 70 jobs in the current year. (The target was 50.)
• Through Barrow Borough Council, an Urban Design Framework for the town centre is
nearing completion, showing how the town can be developed and adjusted to support the
regeneration underway, as well as creating an attractive evening economy that will focus
the town more towards the new waterfront area.
• Also, with a view to the need to improve Barrow’s poor image, work has been undertaken
to look at the feasibility of developments at Furness Abbey, a Submarine Heritage Centre
and the commercial operation of Walney Airfield. However, following feasibility studies,
the latter two projects are not looking very hopeful.
• The Barrow Community Response Fund has continued to create employment and training
opportunities for people who have recently been made redundant. To date 18 new
businesses and 28 jobs have been created.
• Partners in Askam and Ireleth have been supported in identifying resources for a broad
programme of regeneration activity and discussions have now commence regarding the
first detailed applications to WLR.
• After initial delays, discussions have now started with partners to establish a social
enterprise programme in Barrow, to be based on a local consortium delivery mechanism.
Priorities for 2005/06
• Completion of port-wide site investigation leading to first phase of Innovation Park. Five
hectare blocks of fully serviced land will become available from 2006 onwards.
• Completion of design and procurement for Cruise Terminal and Canal Entrance, allowing
these to be undertaken in 2006/7.
• Finalisation of Enterprise Support Strategy, including development of creative sector
network and events/outreach to encourage entrepreneurship.
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• Support to University Education in Cumbria initiative. Barrow – assisting university based
education at Furness College and facilitating ‘medical campus’ at Furness General
• Implementation by Barrow Borough Council of initial recommendations emerging from the
Urban Design Framework and commencement of comprehensive marketing exercise with
the aim of improving the image of Barrow as a place in which to live, work and invest
• Development by Furness College, with support from WLR and the Learning and Skills
Council, of new multi trades facility enabling the training of plumbers, electricians and
other building trades onsite in Barrow for the first time and ensuring that opportunities
arising from our construction programme are fully grasped locally.
3.3 Allerdale and Copeland (West Cumbria)
Main achievements 2004/05
• Shadow Board established to oversee project (reports to WLR Board).
• Submitted the £25m application to NWDA.
• Co-ordinated all other aspects of project management, including the preparation of
detailed designs and target costs, the submission of the planning application and the
erection of a wind monitoring mast.
• Maintained a dialogue with would-be developers and advised the shadow Board about
how the various levels of private sector interest in the site should be taken forward.
• Commenced first phase sub £10m decontamination scheme submission to NWDA.
Westlakes Science Park
• Master-plan identifying the need for a further 15 hectares of employment land has been
completed and promoted within the Copeland Local Plan review process.
• A detailed approval has been confirmed for a major contribution from WLR towards the
development of Galemire Court, the HQ of the NDA.
• WLR has also approved a detailed funding proposal for the development of Kelton
House, which will provide much needed SME premises on the Park; WLR was also
instrumental in securing ERDF match funding from a GONW regional significant funding
• Detailed negotiations have take place with a private developer to secure funding for
commercial floor space at Westlakes, with construction expected to start on site in April
• Initial scoping of the proposed Centre for Environmental Restoration has also been
concluded and succeeded in further regionally significant ERDF resources being ring-
fenced in a Regional Action Plan.
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• Provided a significant proportion of the funding that has led to the creation of a new
access road around Senhouse Dock - this road will create commercial possibilities for the
west side of Senhouse Dock and facilitate visitor access to the coastline.
• Worked closely with Maryport Developments to investigate the feasibility of four important
projects that form part of the on-going regeneration of the town.
• Established the feasibility of the construction of footbridges over the Dock gates in the
• Investigated the potential for creating additional leisure berths and enhancing the facilities
for marina users
• Undertook a ground investigation and site redevelopment feasibility study for the large
and prominent site on the southern entrance to the town (the former BIP factory site)
• Prepared a feasibility study and Business Plan for options for re-use of the Educational
Settlement building (near Moat Hill) to demonstrate whether an adult and community
training centre can be created and sustained.
• Secured future for Maryport Developments’ programme by incorporating this within WLR
• Completed comprehensive Development Strategy for the Port of Workington - this
document paves the way for the establishment of a new Harbour Board operating as a
Quasi Trust Port and outlines a realistic phased programme of investments
• Commenced investigative work on two of the most significant transport-related projects
that could benefit Workington - a Deliverability Study was undertaken to determine the
financial and practical feasibility of the construction of a new link road to the south of the
town; we have held early discussions with various stakeholders with an interest in the
development of a new Transport Interchange.
• Took the first steps towards the acquisition of land and property associated with the
• Helped prepare a brief for a study to establish the feasibility of investments in marina
facilities and environmental improvements at Harrington harbour
• Provided funding for two local community regeneration projects - the creation of a
Community Green in the Moorclose Estate; initiating a small pilot project at Southfield
school to establish the potential for introducing a Young Entrepreneurs scheme in West
• Agreed (with NWDA) £18m additional resources to complete West Allerdale Regeneration
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• Put in place the partnership arrangements and branding for the Whitehaven Regeneration
o the Town Centre
o the Pow Beck Valley
o the Coastal Fringe
o Housing & Community Regeneration.
• Appointed consultants to advise on all aspects of the implementation arrangements.
• Appointed commercial agents to begin the process of acquiring several strategic sites.
• Prepared the brief for and commissioned a Town Centre Development Framework to act
as a guide to the more pro-active and focused commercial development.
• Worked closely with EP in the creation of a Landscape Masterplan involving various
physical and environmental enhancements to the Haig Pit coalfield area.
• Negotiated with Rhodia and Huntsman about remediation and after-uses for the Marchon
• Offered assistance to employees affected by the impending Huntsman closure via the
provision of Training Needs Assessments and other small grant contributions.
• Supported the development of various proposals that will culminate in comprehensive
improvements to the sporting infrastructure - a grant offer has just been made as the first
phase of these improvements and this will allow the construction of a synthetic turf pitch
for the Whitehaven Amateurs Football Club.
• Funded two further elements relating to the regeneration of Whitehaven Harbour,
involving environmental and public realm improvements to Bulwark Quay and the creation
of additional leisure Berths in South Harbour
• Supported the completion of a various technical studies at the Beacon that will hopefully
facilitate a successful Lottery Application next year.
• Advised on the completion of regeneration Action Plans in Millom, Egremont and Cleator
• Assisted local partners to commission a feasibility study/Business Plan for the creation of
a community resource centre in Egremont that will also provide a base from which several
charitable organisations can provide services to local residents.
General West Cumbria initiatives
• Significant progress has been made towards establishing the West Cumbria Social
Enterprise Hub. Funding has been approved from WLR and Cumbria County Council
while a regionally significantly ERDF Priority 2 application succeeded in being one of the
highest scoring submissions in the region. A Steering Group has been established and
tenders scored to select a delivery partner to deliver the Hub. Operational delivery will
commence early in 2005/6.
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• Several festivals including the Whitehaven Maritime Festival and Maryport Blues Festival
have been financially supported by WLR.
• WLR has assisted the sub-regional administration of European Objective 2 Priority 2
resources including the finalisation of the Action Plan for 2004-06. This has secured
ERDF match-funding for the 16 worst IMD wards in West Cumbria and several projects
have been approved including the Cumbria Appliances Recycling Centre and Moss Bay
• A West Cumbrian-wide Local Labour in Construction scheme has been devised and staff
are being appointed in preparation for a launch in early 2005/06.
• A comprehensive assessment of skills and occupational requirements arising from the
WLR planned investments has been commissioned. This Study will report its main
findings in the next month. It is hoped that this can help training providers gear-up for the
• A Feasibility Study has been conducted into the practicality of WLR entering into key
Framework Agreements with consultants likely to be frequently required throughout the
duration of our programme.
• A major Economic & Housing Research project covering Furness and West Cumbria is at
its mid-point. This will provide the basis for WLR to coordinate a submission to ODPM to
attract resources that can begin to address low demand housing problems along the west
Priorities for 2005/06
• Site remediation of Derwent Forest - complete ‘£10m’ scheme for submission and early
• West Allerdale Regeneration – enabling future modus operandi
• Harrington Marina
• Maryport Harbour Bridges
• BIP Factory site remediation / demolition
• Workington and Whitehaven Strategic Acquisitions
• Completion of Whitehaven Harbour Phase 5
• Haig Colliery Mining Museum
• Coastal Park Infrastructure
• Port of Workington (PoW) developments
• South Whitehaven Residential Masterplan
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3.4 Nuclear Opportunities
Main achievements 2004/05
• Nuclear Opportunities Group (NOG - chaired by the Nuclear Opportunities Manager) set
up to co-ordinate nuclear opportunities activity across local authorities, business and
regeneration agencies, private sector and NDA.
• Joint working began on the Memorandum of Agreement (MoA) between the Local
Authorities, Northwest Regional Development Agency (NWDA), Department of Trade and
Industry (DTI) and West Lakes Renaissance (WLR).
• First submission for £10m of regional European funding to provide supply chain
development project, NDA related supply chain infrastructure in and around Westlakes
Science and Technology Park plus the Centre for Environmental Restoration.
• Supply Chain Working Group (sub-set of the NOG) set up to influence the transition to
the new contracting regime with the NDA.
• Fact-finding visit to Dounreay and Caithness and Sutherland Enterprise (CASE) by WLR
• Dr Jack Cunningham MP led a party from Cumbria Inward Investment Agency (CIIA) and
WLR to Washington DC to ensure that West Cumbria was put on the map for any US
companies seeking to benefit from contracts from the NDA and to ensure that investment
was encouraged in the local area. Nuclear Opportunities Manager followed up the trip
with a fact-finding visit to the nuclear site at Oak Ridge, Tennessee.
• CD-based West Cumbria relocation pack completed, well-received in Washington and by
the DTI who collaborated with CIIA to have it web-enabled for NDA recruitment purposes.
• Issues raised by the Supply Chain Working Group resulted in significant improvements
being identified by key players and the Group continues to provide a useful platform for
exchange of information and discussion of issues. West Cumbria contracting community
responded by forming a cohesive group through the West Cumbria Business Cluster
which would provide a clear focal point for BNFL and NDA.
• BNFL announced Supplier Forums and launched Near Term Work Plan (NTWP) and
associated Procurement Plan.
• Energy Act given Royal Assent with the addition of two government amendments a)
giving the NDA a measure of socio-economic responsibility and b) requiring the NDA to
consider the likely effect of the implementation of any procurement strategy on the
economic life of communities living near the installation, site or facility.
• Sir Anthony Cleaver appointed as the Chair of the NDA and a visit by Sir Anthony to the
area. First tranche of NDA jobs advertised on NDA website and, after successful
lobbying, in local press.
• First edition of Nuclear Opportunities eBulletin launched.
• Work began to develop a communications action plan for disseminating the nuclear
• Second detailed submission of projects for regional European funding made.
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• Senior DTI officials visited Cumbria as part of a lead-in to the first meeting of the WCSF.
• Dr Ian Roxburgh appointed as Chief Executive Officer of the NDA. Phase 2 of the NDA
• Projects to map the existing supply chain against NTWPs and to develop the supply
chain to meet both the requirements of decommissioning and to encourage diversification
are agreed on a regional basis.
• Feasibility study being undertaken on ‘Nucleus’ – enhanced provision for nuclear
education and training in West Cumbria.
• Cumbria County Council (CCC) and WLR initiate a mapping exercise and co-ordination
study of the nuclear issues agenda as it affects West Cumbria, leading to
recommendations to refine individual work roles and streamline existing structures.
• First meeting of the WCSF took place in London, chaired by Patricia Hewitt. The MoA,
which is an agreement between the Government, NDA, NWDA and Local Authorities,
was signed and members praised the collaborative working of all relevant partners.
• Galemire Court, Westlakes Science and Technology Park, announced by Sir Anthony
Cleaver as permanent headquarters for the NDA.
• Dr Ian Roxburgh agreed to procurement proposals and key performance measures in
Appendix 6 of the MoA and these were taken forward into the contracting procedures.
• Communications survey finalised and action plan identified.
• NWDA and GONW prepare outline WCSF Action Plan.
• Four US businesses signed leases for premises at Westlakes Science and Technology
• The West Cumbria Employment Sites programme developed in outline has been
successful in attracting ERDF regionally significant resources. During 2005/6 a steering
group will be established, a project manger will be recruited and more detailed
development and funding applications will be prepared.
• Draft final report completed for Nuclear Skills Project and to be agreed at Advisory Group
meeting in January 2005.
• Mapping exercise completed with proposals to develop an ‘expert group’ to keep track of
the nuclear agenda as it unfolds.
• Supply Chain Mapping Project commenced.
• Secretary of State for Trade and Industry visit to West Cumbria.
• WCSF Project Plan Schedule B – workstreams drafted – bulk of the work on Nuclear
Opportunities and Business Growth is likely to be taken forward through the NOG.
• Two initial meetings of ‘Core Officials Group’ West Cumbria Strategic Forum.
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Priorities for 2005/06
• Take forward supply chain issues on behalf of West Cumbrian partners in order to
address immediate concerns over the next 18 months.
• Supply Chain Mapping Project report due 28 March 2005.
• Interim supply chain project to be taken forward by partners.
• Regional supply chain project to be progressed.
• Take forward Nuclear Opportunities and other work streams linked into WCSF action
• Ensure smooth location of NDA to Galemire Court by summer 2005.
• Review BNFL assets.
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4 STRUCTURE OF PROGRAMME
The programme, set out in more detail in the appendices, is structured under the following
Industrial transition means responding to competitive pressures in the global market by
preparing infrastructure, sites and other opportunities for new industries and businesses that
will reshape the economy of Furness and West Cumbria and reduce dependency on older
New opportunities from nuclear decommissioning and the NDA locating to West Cumbria will
be maximised by the preparation of sites, the promotion of supply chain development and
diversification, championing the NDA and co-ordinating communication and networking.
CULTURE AND CREATIVITY
Culture and creativity need to be fostered, promoted and celebrated in Furness and West
Cumbria through the development of the tourism and cultural offer, the support of new cultural
industries and festivals which can do so much to increase the profile of the area and its
Housing renewal in the context of Furness and West Cumbria mean securing the upgrading,
or in some cases the demolition, of obsolescent pockets of housing for which there is little
current demand and the recycling of sites for higher quality housing and the improvement of
the housing environment linked to the overall requirements of the regeneration programme.
Coastal renaissance means building on the good work that has already been done to improve
the coastal environment – the towns and the coastline of Furness and West Cumbria. It
means using the natural assets of the Cumbrian coast more effectively and sustainably for the
communities that live and work here, and to promote the area for tourism and investment.
Furness and West Cumbria is geographically peripheral and isolated with significant journey
times separating the main towns and centres of activity. Within the context of the ‘Northern
Way’ strategy we need to make better use of our ports, seek improvements to the road
infrastructure, support the local rail network, improve links by air and enhance the NWDA/DTI
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ENTERPRISE SUPPORT AND NETWORKING
Enterprise support and networking mean the development of an entrepreneurial culture,
supporting new forms of social enterprise, and strengthening existing business support
delivered through the enterprise agencies and other local networks.
Sustainable communities are places where people want to live and work now and in the
future. They meet the diverse needs of existing and future residents, are sensitive to their
environment and contribute to a high quality of life. They are safe and inclusive, well planned,
built and run, and offer equality of opportunity and good services for all.
KNOWLEDGE AND EDUCATION
Knowledge and education underpin wealth creation and competitiveness. There is a need to
build and extend the entire skills base in Furness and West Cumbria, spanning the spectrum
from basic employability to more advanced skills and forms of knowledge.
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5 STRATEGIC INDICATORS
(This section has been written by Prof Frank Peck - CRED, following the initial Baseline Study)
The West Lakes Renaissance (WLR) Investment Plan identifies a range of interventions that
are designed to improve the economic well-being of the communities in Furness and West
Cumbria. While these activities can be monitored using standard measures of outputs, it is
also important to assess the overall impact of the Plan and WLR on the communities as a
whole. For this reason, a set of key indicators has been developed that will enable WLR to
measure changes in the local economy over the lifetime of the plan.
A number of important principles have been applied in defining the range and character of
these indicators. Indicators have been defined which are robust, unambiguous and relevant to
the objectives in the Plan. Where possible, the data used for the indicators is available
annually to facilitate monitoring of progress towards lifetime targets and available for other
areas of the UK to facilitate benchmarking. Most of the indicators are defined in relation to
average trends across the North West Region to avoid difficulties of interpretation created by
cyclical movements in economic data.
In some instances, information gaps have been identified and surveys have been used to
gather systematic data from local businesses and partner organisations. Efforts have been
made to ensure that these data-capture methods are targeted on key groups and are cost
For several important indicators, relative measures have been defined involving comparison
with trends in the North West Region. On the basis of trends in data since the late 1990s,
judgements have been made on the plausibility that the activities defined in the WLR
Investment Plan could “close the gap”, “narrow the gap” or “exceed the NW average” over the
lifetime of the plan.
Finally, the outcome measures are not defined rigidly within the WLR defined delivery area.
This is partly a consequence of data availability and reliability at small scales which makes it
impossible to use some key measures for areas smaller than NUTS3 regions (notably the data
on GVA). However, one would expect that the impacts of activities located within the WLR
delivery area would have beneficial effects across the whole of Furness and West Cumbria.
It can also be argued that indicators covering the whole of the NUTS 3 region would be more
challenging and would avoid false conclusions arising from the displacement of economic
benefits (and disbenefits) across the boundaries defined by the delivery area. Inequalities
within the WLR delivery area are, however, included in the list of key indicators as shown.
To stabilise the population levels (especially those aged 15-
29) at 2002 levels
For the employment rate in Furness & West Cumbria to
exceed the North West average
To reduce the unemployment rate in Furness & West
Cumbria down to the UK average
To reduce the differential between unemployment rates in the
most deprived wards and the average for Furness & West
Business start To reduce the differential in VAT registration rates between
ups Furness & West Cumbria and the North West average
Skills and For the % of adults with NVQ level 3 and above in Furness &
Qualifications West Cumbria to match increases in the North West average
To prevent further widening in productivity between Furness &
West Cumbria and the North West average
To prevent further widening in GVA per head between
Furness & West Cumbria and the North West average
For average house price changes in urban areas of Furness
& West Cumbria to match any increases in the North West
For average non-domestic rateable value changes in Furness
and West Cumbria to match any increases in the North West
[To be defined using WLR urban design panel and award
To increase the proportion of key business managers who are
at least as optimistic about the prospects for their business as
the previous year to 80%
To increase the proportion of key business managers who
evaluate Furness & West Cumbria as at least as attractive to
investment as other locations to 66
To increase the proportion of partners who state that WLR is
effective in co-ordinating regeneration to 66%
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WLR has a formal service level agreement with Cumbria County Council, our accountable
body. Under the terms of the agreement, the County Council provides a project appraisal
service supported by an operations procedures map.
• Each project will undergo a rigorous application, appraisal and approval procedure in
accordance with the NWDA Single Programme requirements.
• The West Lakes Renaissance project champion will ensure that the NWDA Proposal
Forms, including full project risk assessments, are completed with all sections adequately
covered and to ensure the project contributes to the objectives and outputs of the
• Cumbria County Council’s Regeneration Support Team (RST) will formally appraise
projects using standard NWDA Single Programme forms, normally within 10 working days
• The RST will recommend approval or rejection of the project to the Board of WLR through
the project champion. Approved projects valued over £500,000 (i.e. above the WLR
delegation limit) will be referred to the NWDA for final approval.
• If the project is approved, the project champion will seek the consent of the Accountable
Body (Cumbria County Council) for WLR to issue an offer letter for the project to the
organisation responsible for its delivery. The offer letter will set out the grant offer, the
timescale, and the outputs that are expected from the project, together with details of
monitoring requirements and any conditions, using amended NWDA Single Programme
For projects not listed in the Investment Plan the WLR project champion will complete a
Project Summary Sheet giving details of the project, its strategic benefit, costs, funding
requirement, and outputs. This will be submitted to the Board for consideration and onward
referral to the NWDA for approval. Projects which receive approval at this outline proposal
stage will then be subject to the application, appraisal and approval procedure described
West Lakes Renaissance will lead by example, using a ‘best practice’ approach to delivery of
our investment programme through all stages of consultation, development and procurement
of individual projects.
Major projects are subject to extensive consultation. For example, in the case of Barrow
Island, a community right in the centre of the Port of Barrow Masterplan, following careful
discussion with community leaders, a public participation exercise was undertaken in the
second half of 2004. This focused on the residents and their aspirations and fears about how
proposals would affect them. The results and recommendations from this exercise are being
incorporated into the design of each element of the Masterplan, thereby enabling local people
to have a clear influence on the development as a whole, and particularly its impact
immediately adjacent to the Port.
The principles arising from ‘Rethinking Construction’ will be followed closely in all construction
projects with ‘early contractor involvement’ already taking place at Derwent Forest. A ‘quality
Page 18 of 27
first’ approach will also be followed with ‘open book’ accounting and target setting contracts
being sought once the company offering the best quality has been selected.
Urban Design Frameworks are being developed in partnership with the local authorities, for
both Barrow and Whitehaven, setting out the principles of design for these centres to be
adopted as planning guidance within the new planning frameworks. Advice is being sought
from CABE with regard to overall plans and BREEME standards will be set for all new
buildings to be funded by the company.
It is our intention to procure a Framework Agreement with a small number of multi-disciplinary
consultancies which will be able to offer support to the development of a number of our
projects over the next twelve months and beyond. The Framework will be in place for at least
three years initially.
6.3 Management of Projects
A best practice approach will be taken for the management and delivery of all projects.
Projects will be managed in accordance with BS ISO 10006:1997 “Guidelines to quality in
project management” and using best practice as defined in the Association for Project
Management Body of Knowledge (4th Edition).
A risk management plan will be developed for each project identifying the associated risks and
setting out the risk management actions and cost control systems to be used, including the
use of sensible contingencies. This approach will minimise the possibility that individual
projects will exceed their original budgets. However, in the unlikely event of an excess being
required, this will be sought from available funding sources beyond the Accountable Body.
The Programme Monitoring Officer will manage the completion of project monitoring returns
and funding claims from individual projects and ensure the validity, accuracy and probity of
claims for expenditure, outputs and other performance criteria. Using industry standard
software (System K) and systems programme-level monitoring, reports will be produced
together with quarterly funding claims covering the activity, delivery and achievement of all
Evaluation of economic, employment and demographic trends over the life the Investment
Plan will take place against baseline data to demonstrate the successful achievement of
outcomes in the long term.
WLR will track progress against programme-level outcomes by attributing a proportion of the
outputs from each project to each relevant outcome target. An annual profile of outcomes and
targets will be stored on the System K database, enabling comparison of planned and actual
achievements. Strategic indicators have been identified during the development of the
Baseline Framework Study. These will be recorded in the database and regularly used as a
means of gauging our performance against other similar regeneration programmes elsewhere
in the UK.
Within the Monitoring Plan the company has outlined the process for claiming expenditure and
reporting progress to NWDA against the expenditure, results and performance of the company
throughout the period from 2003/4 to 2010/14.
The company has put in place systems and processes to monitor our expenditure results and
performance as follows:
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Expenditure profile A detailed forecast cash flow has been provided which sets out the
anticipated expenditure against each project in both Allerdale/Copeland and Barrow. (Please
see Appendix D)
Output / Outcome Targets NWDA outputs are monitored on a quarterly basis. A detailed
schedule is attached which sets out forecast targets. In addition, consultants have conducted
a Baseline Framework Study. This Baseline has established the basic socio-economic and
environmental conditions and trends across Furness and West Cumbria (the reference case),
as well as setting out target strategic indicators, taking into account the West Lakes
Renaissance regeneration programme and other external factors. (See section 5)
Milestones A summary of the key activities and milestones for the period up to 31 March
2006 has been provided. (Please see Appendix H). A revised table of KPIs will be submitted
with the Quarter 4 Progress Report each year thereafter.
6.5 Reporting Arrangements
On a quarterly basis, via Cumbria County Council acting as Accountable Body, West Lakes
Renaissance will submit details of expenditure and outputs to the NWDA. This will be
supported by a Progress Report which will outline the progress of projects and the programme
as a whole, and will include:
• Progress during quarter (major achievements/problems)
• Achievement of milestones as agreed
• Key issues for next quarter (including catching up on any slippages)
• Programme Outputs and Expenditure profile achieved
• Anything else specific to our contract, e.g. purchase of capital assets, details of
leverage, marketing information.
In addition, an annual Programme Review produced at the end of quarter 4 from 2005/06
onwards will provide details of progress against programme-level outcome targets and
strategic indicators. Annual Programme Reviews / quarter 4 claims will be accompanied by
an audit statement and a revised table of KPIs / milestones.
These quarterly reports will be submitted as follows:
• Qtr1: April – June to be submitted by end July.
• Qtr2: July – Sept to be submitted by end October.
• Qtr3: Oct – Dec to be submitted by end January.
• Qtr4: Jan – March to be submitted by end May.
6.6 Evaluation / Baseline
West Lakes Renaissance will undertake a Programme Evaluation every three years to
establish what has actually been achieved against the original Business Plan i.e. the wider
achievements and impacts. These evaluations will draw heavily upon the monitoring records
that have been collated throughout the duration of the programme set against the Baseline
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The results of the initial Baseline Study have already been incorporated into this Investment
Plan (see section 5)
Interim evaluation reports will be submitted to the NWDA by September 2007and 2010.
The final evaluation report will be submitted by July 2014.
7 TRAINING AND GOOD PRACTICE
West Lakes Renaissance is in the process of drawing up a training programme for the whole
team, covered by a training budget of £15k. The company is seeking Investors in People
recognition by October 2005.
The Chief Executive is a member of the New Leadership Network in Sustainable Communities
Delivery, and opportunities are taken by all members of the team to attend relevant seminars,
workshops and conferences in order that we can follow best practice. The Chief Executive and
other senior staff have given a number of presentations over the year to disseminate good
practice and this will be encouraged over the life of this Investment Plan.
We have recently exhibited at a number of key conferences, including the Sustainable
Communities Summit, Manchester and MIPIM, Cannes. Jointly with the Rural Company we
have produced a marketing brochure of our projects, a company business card-sized DVD
and a short film for MIPIM. Also a short film on the more positive aspects of Barrow has been
commissioned for use by the TV companies which historically have projected an outdated
image of the town, particularly in their news coverage. A regular e-bulletin is produced
covering nuclear related issues.
The Chief Executive is a frequent contributor to the Cumbria Business Gazette and WLR has
generally enjoyed favourable coverage in the local press and regional TV.
We need to ensure that good media coverage continues and we shall be developing a more
pro-active public relations programme for the next year, utilising the resources of the NWDA
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Cumbria is the only UK county in economic decline and our negative GVA “growth” compares
with the poorest sub regions of the new EU accession countries. In West Cumbria and
Furness the situation is even more dire. We are still going through a process of de-
industrialisation and job losses will continue, particularly in the nuclear sector, our biggest
The URC was set up in response to the recognition that earlier programmes were not
sufficiently strategic or resourced to tackle the underlying problems of Furness and West
Given this context and background, it is essential that we now gear up the public sector
support to infrastructure-related development in order to achieve the renaissance of Furness
and West Cumbria. That is what this Investment Plan is about.
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Allerdale & Copeland Programme to 2013/14
OBJECTIVE / PROJECT WLR
Derwent Forest On-site construction 9,000,000
Off Site Construction -
Site Maintenance 250,000
SPV net costs 360,000
Project Admin Fees -
Westlakes Science Park Westlakes Masterplan 46,353
Speculative Gap-Funding projects 1,250,000
Galemire Court / Kelton House 2,270,000
Employment Sites (Copeland) Reclamation 1,750,000
Site Servicing / Imp'ts -
Employment Sites (Allerdale) Reclamation 1,300,000
Site Servicing / Imp'ts 1,000,000
W Cumbria Development Prospectus Marketing material 50,000
Advertising Budget 50,000
Maryport Strategic Sites Acquisitions 200,000
Reclamation / demolitions 200,000
Site Servicing 250,000
Community Response Fund Grants Fund 35,000
The Knowledge Bank Fund 2,800,000
Fund Operations 170,000
Whitehaven Coastal Fringe Marchon Consolidation 200,000
Westlakes Science Park Nuclear Skills project 2,500,000
Westlakes Institution's Scoping Study 26,444
Centre for Environmental Restoration Sector champion 60,000
West Cumbria Supply Chain Initiative Salaries / operational costs 500,000
Culture and Creativity
West Coast Festivals Admin costs 5,000
Whitehaven Sports Developments Land Assembly -
Derwent Valley Development Demolition / Infrastructure -
WC Sporting Success Operating Costs 450,000
Skills Study Marketing strategy 60,000
Whitehaven Town Centre Beacon Upgrade 800,000
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Maryport Harbour / Marina Senhouse Dock Access (EAP) 391,807
Harbour reconfiguration 2,000,000
Harbour bridges 600,000
Marina development 750,000
Maryport Town Centre Public realm scheme 810,000
Railway Station Improvements 450,000
Workington Town Centre Townscape Heritage Initiative 250,000
Public realm scheme 1,320,000
Whitehaven Harbour Ph 5 Bulwark Quay (EAP) 668,431
Whitehaven Harbour Ph. 5 623,000
Harbour Masters Building -
Whitehaven Town Centre Town Centre Development Framework 145,303
Capital projects fund 500,000
Townscape Heritage Initiative 400,000
Coach Park 500,000
Whitehaven Strategic Acquisitions Gap Fund Schemes -
Valley Floor Site Assembley 800,000
Coastal Fringe Acquisitions 250,000
Town Centre Acquisitions 250,000
Whitehaven Pow Beck Pow Beck Corridor Improvements 500,000
Pow Beck New Road / Junction Improvements 1,500,000
Whitehaven Coastal Fringe Coastal Park Infrastructure 475,000
Mechanical Link 500,000
Haig Colliery Phase 3/4 580,000
Historic Buildings Conservation Fund Fund -
Linear Coastal Park Strategy Implementation -
Urban Design Guide / Competition Production costs 100,000
Panel Expenses / Awards 15,000
Harrington Marina Purchase/Installation costs 225,000
Quay enhancement 300,000
Project Ability Equipment purchase 500,000
Software development 375,000
Port of Workington Development Strategy 100,000
Infrastructure investment 4,998,000
Workington Traffic Management Land Assembley -
Muncaster Rail Link Construction 675,000
Cumbrian Coastal Rail Line Construction 980,000
Workington Station Interchange Construction 750,000
Whitehaven Station Interchange Construction 780,000
Workington Strategic Acquisitions Site 1 350,000
Site 2 190,000
Site 3 250,000
Site 4 200,000
Site 5 -
Cruise Ships Terminal Construction 8,000,000
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Enterprise Support & Networks
Leadership Matrix Programme Operating Costs 125,000
Developing Young Entrepreneurs Project Costs 500,000
New Visionaries Event costs -
Training Costs -
Supporting Community Networks Knowledge Hub -
W Cumbria Strategic Forum Project Costs Capital 650,000
Project Costs Revenue 350,000
Social Enterprise Hub Project Operating Costs 350,000
Project Capital Costs 100,000
Economic Inclusion Programme Tackling financial exclusion 600,000
Priority 2 Action Plan 04-06 1,000,000
Local Labour & Construction Initiative Project Manager 128,750
Apprenticeships / trainee costs 178,000
Cleator Moor Regeneration Strategy Project Costs Capital 2,600,000
Project Costs Revenue 460,000
Egremont Regeneration Strategy Project Costs Capital 2,600,000
Project Costs Revenue 425,000
Millom Regeneration Strategy Project Costs Capital 1,200,000
Project Costs Revenue 425,000
Silloth Regeneration Strategy Silloth Airfield Land Assembly 500,000
Copeland Early Action Programme Mirehouse Community Ent. Centre 32,000
Millom & Haverigg Operational Plan 34,000
Allerdale Early Action Programme Derwent Forest Studies 118,636
Moorclose Community Green 34,850
Workington & Maryport Regeneration Operational Costs 742,775
Revenue programme 8,000,000
Workington Youth Resource Centre Works Costs 640,000
Maryport Educational Settlement Works Costs 550,000
Sustainable Communities Masterplanning 100,000
Maryport Programme 525,000
Workington Programme 700,000
Whitehaven Programme 700,000
Cleator Moor / Egremont Programme 525,000
Consultation & Participation Programmes 235,000
Knowledge & Education
Higher Education Initiatives Initiative I 210,000
Initiative II 1,000,000
Initiative III 500,000
Engagement & Retention Strategy Strategy Implementation -
Skills Base Development Fund Establishment 955,000
Fund Operations 115,000
TOTAL NEW VISION
Technical Support Fund 1,413,047
Figures included in the summary expenditure sheet for Derwent Forest are for
early remediation work. More monies will be available once private sector
investment has been secured.
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Furness Programme to 2013/14
OBJECTIVE / PROJECT WLR
Waterfront Barrow Site Investigation 1,226,169
Archaeological, Ecology, Services Surveys 151,889
Services and offsite infrastructure 6,560,000
Land Assembly 2,366,000
Western Dock Access Road 1,920,000
Salthouse Road Link 1,440,000
Reclamation and Servicing to Innovation Site 2,744,000
Innovation Park Anchor 1,000,000
Marina and Canal Access 9,461,000
Culture and Creativity
Waterfront Barrow Water Sports Facilities 582,321
Outdoor Sports Facilities 1,200,000
Furness Abbey 1,000,000
Holiday Park Development of site at Askam 1,000,000
Furness Heritage Project 2,600,000
West Coast Festivals Fund 100,000
Urban Design Framework to direct the future
Barrow New Vision 5,000,000
development of the town centre
Acquisition of Key Sites 1,986,711
Waterfront Barrow Promenade Extension 416,310
Buccleuch Dock Pedestrian Bridge 6,580,000
Cruise Terminal 8,060,266
Waterfront Barrow Marina Village Plan 75,451
Furness Housing Renewal Local Housing Market Restructuring 2,500,000
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A 590 Masterplan 3,000,000
Walney Airfield Feasibility Study 31,125
Barrow Rail Corridor 1,500,000
Green Bridge Across the Bay Tidal Energy Research 50,000
Enterprise Support & Networks
Barrow New Vision Enterprise Fund 3,074,975
Enterprise Support Strategy 800,000
Marketing Strategy 100,000
Green Technologies Pyrolysis 136,638
Community Response Fund 300,000
Social Economy Network 500,000
Knowledge & Education
Engagement and Retention
Skills Study 40,000
Higher Education UEC Development 3,000,000
Multi-skill Facility - Furness
TOTAL NEW VISION
Technical Support Fund 535,000
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