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WEST LAKES RENAISSANCE

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					                        WEST LAKES RENAISSANCE
             STRATEGIC INVESTMENT PLAN SUMMARY

1.     INTRODUCTION

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
       •   Leadership/Networking
       •   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
       •      Connectivity
       •      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
accountable body.




           Sustainable
           Communities               Economic Strategy




                                       Sub Regional                        Sustainable
                                    Economic Partnership                    Cumbria




                                        Page 2 of 27
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
Council




Paul Spooner                               Gerry Woodcock
Director, English Partnerships             Personnel Director, Iggesund Paper Board




Peter Styche
Director, GONW



                                      Page 3 of 27
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
example.

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.


                                                                            Chief Executive
                                                                             Bob Pointing

            WLR Staffing Structure




                                                                    PA
                                                              Jill McTaggart




                                       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




                                                                               Administrator/
                                                                                                           Assistant Project                         Assistant Project
                                                                                 Secretary
                                                                                                              Manager                                   Manager
                                                                                Sarah Little
                                                                                                                 TBC                                 David Haughian




                                                                Page 4 of 27
3 REVIEW OF 2004/5 PROGRAMME & PRIORITIES FOR 2005/6


    3.1    Overview

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
town.

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
Renaissance.

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
                                         Page 5 of 27
    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
    accepted responsibility.

•   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.
                                        Page 6 of 27
•   Support to University Education in Cumbria initiative. Barrow – assisting university based
    education at Furness College and facilitating ‘medical campus’ at Furness General
    Hospital.

•   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

    Derwent Forest

•   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
    opportunity.

•   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
    2005.

•   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.




                                        Page 7 of 27
    Maryport

•   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
    harbour

•   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
    Investment Plan.

    Workington

•   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
    Transport Interchange

•   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
    Cumbrian schools.

•   Agreed (with NWDA) £18m additional resources to complete West Allerdale Regeneration
    programme.




                                         Page 8 of 27
    Whitehaven

•   Put in place the partnership arrangements and branding for the Whitehaven Regeneration
    Programme:
            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
    chemicals site.

•   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.

    Market Towns

•   Advised on the completion of regeneration Action Plans in Millom, Egremont and Cleator
    Moor.

•   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.




                                        Page 9 of 27
•   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
    Managed Workspace.

•   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
    future.

•   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
    coast.

    Priorities for 2005/06

•   Site remediation of Derwent Forest - complete ‘£10m’ scheme for submission and early
    implementation

•   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




                                        Page 10 of 27
    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
    and NWDA.

•   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
    opportunities message.

•   Second detailed submission of projects for regional European funding made.

                                       Page 11 of 27
•   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
    recruitment begins.

•   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
    Park.

•   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.




                                       Page 12 of 27
    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
    plan.

•   Ensure smooth location of NDA to Galemire Court by summer 2005.

•   Review BNFL assets.




                                       Page 13 of 27
4 STRUCTURE OF PROGRAMME

The programme, set out in more detail in the appendices, is structured under the following
nine themes.


INDUSTRIAL TRANSITION

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
industries.


NUCLEAR OPPORTUNITIES

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
tourism appeal.


HOUSING RENEWAL

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

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.


CONNECTIVITY

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
Broadband initiative.




                                      Page 14 of 27
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

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.




                                       Page 15 of 27
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
effective.

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.
  Indicator                                      Target

                    To stabilise the population levels (especially those aged 15-
Net migration
                    29) at 2002 levels

                    For the employment rate in Furness & West Cumbria to
Employment
                    exceed the North West average

                    To reduce the unemployment rate in Furness & West
Unemployment
                    Cumbria down to the UK average

                    To reduce the differential between unemployment rates in the
Unemployment
                    most deprived wards and the average for Furness & West
inequalities
                    Cumbria

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 &
Innovation
                    West Cumbria and the North West average

                    To prevent further widening in GVA per head between
GVA gap
                    Furness & West Cumbria and the North West average

                    For average house price changes in urban areas of Furness
Residential
                    & West Cumbria to match any increases in the North West
property
                    average

                    For average non-domestic rateable value changes in Furness
Commercial
                    and West Cumbria to match any increases in the North West
property
                    average

                    [To be defined using WLR urban design panel and award
Urban quality
                    scheme]

                    To increase the proportion of key business managers who are
Investor
                    at least as optimistic about the prospects for their business as
confidence
                    the previous year to 80%

                    To increase the proportion of key business managers who
Attractiveness to
                    evaluate Furness & West Cumbria as at least as attractive to
investors
                    investment as other locations to 66

                    To increase the proportion of partners who state that WLR is
Co-ordination
                    effective in co-ordinating regeneration to 66%




                                 Page 17 of 27
6 PROCESS

    6.1    Appraisal

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
    programme.

•   Cumbria County Council’s Regeneration Support Team (RST) will formally appraise
    projects using standard NWDA Single Programme forms, normally within 10 working days
    of receipt.

•   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
    forms.

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
above.


    6.2    Procurement

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.


   6.4     Monitoring

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
projects.

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:


                                      Page 19 of 27
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
Framework.




                                       Page 20 of 27
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.


8 PUBLICITY

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
wherever possible.




                                        Page 21 of 27
9 CONCLUSIONS

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
employer.

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
Cumbria.

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.




                                       Page 22 of 27
Allerdale & Copeland Programme to 2013/14

Summary Expenditure
                                                                               Total
OBJECTIVE / PROJECT                                                            WLR
                                                                                 £
Industrial Transition
Derwent Forest                         On-site construction                      9,000,000
                                       Off Site Construction                             -
                                       Contingency/inflation                       300,000
                                       Site Maintenance                            250,000
                                       SPV net costs                               360,000
                                       Fees                                              -
                                       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                           -
                                       Buildings                                   750,000
                                       Fees                                        175,000
Employment Sites (Allerdale)           Reclamation                               1,300,000
                                       Site Servicing / Imp'ts                   1,000,000
                                       Buildings                                 2,300,000
                                       Fees                                        230,000
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
                                       Fees                                         65,000
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


Nuclear Opportunities
Westlakes Science Park                 Nuclear Skills project                    2,500,000
                                       Westlakes Institution's Scoping Study        26,444
Centre for Environmental Restoration   Sector champion                              60,000
                                       Construction                              1,500,000
West Cumbria Supply Chain Initiative   Salaries / operational costs                500,000

Culture and Creativity
West Coast Festivals                   Admin costs                                   5,000
                                       Events                                      700,500
Whitehaven Sports Developments         Land Assembly                                     -
                                       Demolotion/Infrastructure                         -
                                       Construction                              1,036,000
                                       Fees                                         90,000
Derwent Valley Development             Demolition / Infrastructure                       -
                                       Construction                              1,100,000
                                       Fees                                        110,000
WC Sporting Success                    Operating Costs                             450,000
Skills Study                           Marketing strategy                           60,000
Whitehaven Town Centre                 Beacon Upgrade                              800,000




                                         Page 23 of 27
Coastal Renaissance
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
                                       Fees                                           50,000
Whitehaven Strategic Acquisitions      Gap Fund Schemes                                    -
                                       Valley Floor Site Assembley                   800,000
                                       Coastal Fringe Acquisitions                   250,000
                                       Town Centre Acquisitions                      250,000
                                       Fees                                          130,000
Whitehaven Pow Beck                    Pow Beck Corridor Improvements                500,000
                                       Pow Beck New Road / Junction Improvements   1,500,000
                                       Fees                                          200,000
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                             -
                                       Fees                                                -
Urban Design Guide / Competition       Production costs                              100,000
                                       Panel Expenses / Awards                        15,000
                                       Promotion                                      30,000
Harrington Marina                      Purchase/Installation costs                   225,000
                                       Quay enhancement                              300,000
                                       Fees                                           52,500


Connectivity
Project Ability                        Equipment purchase                            500,000
                                       Software development                          375,000
Port of Workington                     Development Strategy                          100,000
                                       Infrastructure investment                   4,998,000
                                       Fees                                          677,400
Workington Traffic Management          Land Assembley                                      -
                                       Construction                                2,000,000
Muncaster Rail Link                    Construction                                  675,000
                                       Fees                                           67,500
Cumbrian Coastal Rail Line             Construction                                  980,000
                                       Fees                                                -
Workington Station Interchange         Construction                                  750,000
                                       Fees                                           75,000
Whitehaven Station Interchange         Construction                                  780,000
                                       Fees                                           70,000
Workington Strategic Acquisitions      Site 1                                        350,000
                                       Site 2                                        190,000
                                       Site 3                                        250,000
                                       Site 4                                        200,000
                                       Site 5                                              -
                                       Fees                                           49,500
Cruise Ships Terminal                  Construction                                8,000,000
                                       Fees                                          800,000




                                         Page 24 of 27
Enterprise Support & Networks
Leadership Matrix Programme              Operating Costs                                 125,000
                                         Salaries                                        250,000
Developing Young Entrepreneurs           Project Costs                                   500,000
New Visionaries                          Event costs                                           -
                                         Training Costs                                        -
                                         Administration                                        -
Supporting Community Networks            Knowledge Hub                                         -
W Cumbria Strategic Forum                Project Costs Capital                           650,000
                                         Project Costs Revenue                           350,000


Sustainable Communities
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
                                         Fees                                              50,000
Copeland Early Action Programme          Mirehouse Community Ent. Centre                   32,000
                                         Festivals                                         30,000
                                         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
                                         Fees                                                   -
Maryport Educational Settlement          Works Costs                                      550,000
                                         Fees                                                   -

Housing Renewal
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
                                                                           Revenue     15,459,525
                                                             Technical Support Fund     1,413,047
                                                                            Capital    83,972,224
                                         Total                                        100,844,795


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.




                                           Page 25 of 27
Furness Programme to 2013/14

Summary Expenditure
                                                                           Total
OBJECTIVE / PROJECT                                                        WLR
                                                                            £
Industrial Transition
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


Coastal Renaissance
                            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

                            Landscaping                                      6,750,000
                            Cruise Terminal                                  8,060,266


Housing Renewal
Waterfront Barrow           Marina Village Plan                                    75,451

Furness Housing Renewal     Local Housing Market Restructuring               2,500,000




                                   Page 26 of 27
Connectivity
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


Sustainable Communities
Community Response Fund                                                         300,000
Social Economy Network                                                          500,000
Community Environmental
                                                                               3,000,000
Programmes


Knowledge & Education
Engagement and Retention
                                 Skills Study                                    40,000
Strategy
Higher Education                 UEC Development                               3,000,000
Multi-skill Facility - Furness
                                                                                598,000
College


TOTAL NEW VISION
                                                                   Revenue     3,874,975
                                                     Technical Support Fund     535,000
                                                                    Capital   76,975,880

                                 Total                                        81,385,855




                                         Page 27 of 27

				
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