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					R E G E N E R A T I O N      S T R A T E G Y      F O R     B L A C K P O O L

         B L A C K P O O L   C H A L L E N G E   P A R T N E R S H I P
R E G E N E R A T I O N   S T R A T E G Y   F O R   B L A C K P O O L

c o n t e n t s
                  4. The vision

                  7. Introduction

                  8. Key facts - Blackpool today

                  10. Strategic Themes




                  25. Output Measures

                  26. Linkages & Partnerships

                  27. Next Steps

t h e        v i s i o n

    Blackpool is a unique town, built on tourism and with an economy that cannot be found anywhere else in the country.
    The partnership has recognised that unique problems require similarly unique solutions. The key element of the vision for the future
    is that it is based on improving what we have and not trying to re invent Blackpool as something it could never be. This approach
    has meant that locally determined solutions have been the basis for the vision and strategy. This is evidenced by the list of
    partners below that are signatories to the document and that have been involved in its development.

    The starting point for the strategy is a shared vision that has been agreed by all partners,

    Blackpool will be recognised as a vibrant, inclusive and prosperous town where
    visitors and residents share the common goal of Blackpool being the number one
    visitor destination in the UK.

    The following partners are signatories to the vision for Blackpool and will work to support and sponsor activity within the strategic
    objectives that secures attainment of the vision over time.

                                                                             Ivan Taylor, Chair of Blackpool Challenge Partnership

                                                                             David Cam, Group Company Secretary & Director

                                                                             Blackpool Pleasure Beach

                                                                             Mark Etches, Managing Director, Leisure Parcs Ltd

                                                                             Graham Essex-Crosby, Chief Executive

                                                                             Blackpool Borough Council

                                                                             Tony Bickerstaffe, Managing Director, LAWTEC

                                                                             Andrew Lockwood, General Manager Stakis Hotel, Blackpool
Reg Chapman, Chief Executive & Principal

Blackpool & Fylde College

Richard Taylor, Lancashire Constabulary,

Divisional Commander, Blackpool

Philip Welsh, Managing Director, The Evening Gazette

Josie Hammond, Company Secretary,

Blackpool Hotel & Guest House Association

Stephen Heath, Chief Executive Blackpool Fylde & Wyre CVS

Stephen Porter, Chief Executive

Manchester Methodist Housing Association

Paul Mellor, General Manager, Marks & Spencer, Blackpool

John Barnett, Chairman, Radio Wave

Kevin Molloy, Area Manager Midland Bank Plc

Tony Shaw, Managing Director, Business Link Fylde Coast

Chris Starkey, Head of Enterprise Development, Enterprise Plc

Paul Battersby, Diocesan Urban Priority Areas Officer

                                                                                      i n t r o d u c t i o n

       Blackpool is the UK's premier holiday resort attracting some 17 million visits a year. The image is of a successful, lively town
operating in the fastest growing sector of the economy. Behind this image lies some starker statistics. Blackpool ranks as the 51st
(Index of Deprivation DETR 1998) most deprived area in the country and in the inner wards has a concentration of deprivation that
    makes them 23rd of the most deprived areas in England. The town was among the worst 44 in the recent Social Exclusion Unit
      report and has the 3rd worst GDP in the region. This unenviable ranking demonstrates the dichotomy of Blackpool and many
                                                                          other coastal towns where the image often masks the reality.

It falls to the partners locally to deal with the reality of Blackpool and to develop a vision for the future of the town. This vision aims
   to harness what is best and tackle what is worst so that Blackpool performs as a top tourist destination but also delivers a good
                                                                                                           quality of life for its residents.

  This strategy is the base for future development. It is based on the stakeholders view of Blackpool, its problems and the possible
  solutions. The new unitary authority is now in a position to undertake the lead role and enable other local players to work to their
      potential for the benefit of the town and its people. This strategy will draw together key themes for the future development of
    the town, highlight an action plan for each area and develop ideas on delivery mechanisms, monitoring & evaluation. The guiding
                                                                                                 principles for the document have been;

                                                                            • The development of the existing partnership of equals to
                                                                                                               drive the strategy forward.

                                                                               • The need to develop a healthy year round economy for
                                                                                                             businesses and individuals.

                                                                              • The recognition that economic deprivation is the major
                                                                                                   cause of social problems in the town.

                                                                                    • Social inclusion as a core aim of the partnership.

                                                                                 • The need to strengthen Blackpool as a sub-regional
                                                                                                               centre for the Fylde coast.

                                                                                     • The need to develop a sustainable development
                                                                                                           strategy into the next century.

                                                                                This strategy represents the public face of a number of
                                                                              years research and experience gained through the design
                                                                              and delivery of regeneration projects. The partnership is
                                                                         confident that the shared understanding of needs in the town
                                                                               along with a jointly developed strategy offers a good base
                                                                         for the future of Blackpool. It is intended that this strategy act
                                                                        as a base for future programmes of action and bids for funding
                                                                                   both to the UK government and the European Union.
                                                                           We commend this document to you and hope you will share
                                                                       the aspirations and contribute to the actions that we believe will
                                                                                deliver a Blackpool that is economically successful and
                                                                                                socially inclusive in the new millennium.

                                                                                                              k e y                       f a c t s

    Over a number of years Blackpool has developed detailed information sources to inform policy development. Blackpool in Focus has
    been the foundation for data about the borough with specific pieces of research building a more complete picture. The facts below
    are all drawn from the latest revision of Blackpool in Focus. It is intended that the development of the strategy is twin tracked over
    time with the development of data as a means of monitoring the impact of the action programmes that flow from the strategy.
    A full copy of the data in Blackpool in Focus is available from the address at the end of this document.

    Blackpool has a resident population of 151,200, but each year this expands to cater for 17 million visits. 58.6% of the population
    is of working age with16.4% of school age, 5.6% of pre school age and 19.7% of retirement age. The area has shown a 2% popula-
    tion growth since 1981. Of significance is the fact that Blackpool has a larger than average elderly population which has implications
    for service provision. More important is the transient nature of the population that arrives to service the tourism industry. It is not
    uncommon in the schools in the inner wards of the town to experience a 20% annual pupil turnover as families come in to the
    borough and others leave. This pattern is disruptive for the pupils involved and has a number of knock-on effects in relation to the
    growth of poor quality, temporary housing and lack of community cohesion in the wards suffering the worst deprivation. Blackpool
    has the highest proportion of transient population as a percentage of the resident population of any of the towns in Lancashire.
    The borough is also the only town in the North West outside of Manchester that receives rough sleepers money in recognition of
    the numbers of people drawn to the town who end up homeless. The health of the population relates directly to the level of poverty
    that exists with standardised mortality ratios exceeding those of the UK, the North West, Greater Manchester and Merseyside.

    I mp l ic a tion s f or th e r eg en er a tion s tr a teg y:
    • B l a c k p ool n eeds a n in f r a s tr uc tur e b oth in p h ys ic a l a n d s oc ia l ter ms to c a ter f or th e b a s e p op ul a tion of 1 5 2 , 0 0 0 a n d th e
       a ddition a l p op ul a tion a ttr a c ted b y th e 1 7 mil l ion a n n ua l v is its .

    • The disruptive effect of having a large transient element within the resident population is felt in term of housing quality, levels
       of health, quality of life, community cohesion and educational standards.

    • The lack of a year round economy offering stable employment is causing severe social problems that detract from the quality of the
       resort and experience offered to visitors. This in turn sets families and individuals onto a downward spiral of decline.

    Blackpool has a unique economy based on the service sector. The sectoral split is:

                Service sector                             87
                Manufacturing                              10
                Construction & other                        3

    The vast majority of activity within the service sector is tourism related. The town caters for more visitors than any other UK resort.
    This generates £545 million of expenditure (£32 per head). Nearly 91,000 bed spaces exist catering for 12 million visitor nights.
    The bulk of these bed spaces are in small establishments typified by the Blackpool guesthouse. While these figures may seem
    impressive the economy has low added value, only 8,000 of the bed spaces are in large hotels and the bulk of visitors come from
    social groups C&D with limited disposable income. The employment patterns generated are typified by low pay and short term
    contracts. It is not unusual for people to hold 2 or 3 part time low paid jobs as a means of achieving a sustainable income.
    Blackpool has the lowest proportion of economically active people in Lancashire and high levels of benefit dependency with the
    claimant count in mid winter exceeding 5,000. Small companies are the norm with only 67 companies employing more than
    50 people. Blackpool's attractions have remained the same for a number of years with little major investment in major new
    developments, the exception to this pattern has been the Pleasure Beach who have developed new rides and attractions each
    season. Work has focused on maintaining visitor numbers from the existing markets rather than seeking to tap into new markets
    and attract new groups of visitors. Competition from cheap foreign destinations and new single site leisure developments in the UK
    are highlighting Blackpool's need to increase its competitiveness. Unless Blackpool can improve what it offers to visitors it is likely
    to enter decline as the competition increases. The manufacturing sector is disproportionately small compared to the regional and
    national average. Blackpool Challenge Partnership through the SRB programme is seeking to address the issue of economic diversi-
    ty with the development of the Business Park and the Technology Park. Even if the most successful estimates of job creation are
    achieved it is unlikely to alter significantly the existing sectoral split and service sector predominance.

I mp l ic a tion s f or th e r eg en er a tion s tr a teg y:
• Blackpool needs to continue to address the lack of diversity in the economy but cannot rely on this to raise the value of the
   economy on its own.

• Attention needs to be paid to the service sector to increase the value generated by tourism as means of generating
   better quality employment.

• Blackpool needs to focus on increasing competitiveness in the tourism and leisure industries.

• Opportunities need to be created for new leisure developments that attract a wider variety of visitors with more disposable income.

• It needs to be recognised that the continuation of a low wage economy is likely to perpetuate already high levels of benefit
   dependency that in turn contributes to making Blackpool a less attractive destination.

• The perception of Blackpool as a low quality "cheap & cheerful" destination will be self fulfiling unless specific changes are made
   to deliver alternative reasons for visiting the town.

• A positive link needs to be forged between a more competitive local economy and social inclusion. Economic inclusion needs to
   directly tackle the causes of deprivation.

Blackpool ranks 51st in the recently revised Index of Deprivation making it one of the most deprived areas in the country. The
concentration of deprivation in the 4 inner wards ranks them 23rd in England. Park ward, which covers an outlying Council estate,
was noted as a cluster 7 ward in the regional assessment for Objective 3 funding. Cluster 7 wards are typified by the large numbers
of adults who have never worked. GDP is only 68% of the UK average with Blackpool having the 3rd lowest in the region and the
12th lowest in the UK. Educational performance is below regional and national attainment levels with 31% of students in Blackpool
gaining 5 or more A-C grade GCSE's compared with 44% in the Lancashire West area and 48% nationally. This pattern is repeated in
vocational qualification levels with 35% of the Blackpool population educated to NVQ level 3 compared to 42% in the LAWTEC area.
Only 7% of the population possess a degree or equivalent qualification, half the TEC area figure.

Mention has already been made of the high levels of benefit dependency but it is worth noting that 18% of households are in receipt
of free school meals with the figure rising to 40% in Park ward and exceeding 35% in the inner wards. Overall 6.22% of households
have no income with most of the inner wards exceeding 8% and Park exceeding 15%. Each year Blackpool spends more on benefit
than on education.

Blackpool has a concentration of housing in the private sector with 75.9% owner occupied and 13.2% privately rented compared to
10.9% for the region. The most startling feature of Blackpool's housing stock is the large number of Houses in Multiple Occupation
(HMO). A feature of the recent decline in the tourism economy is the number of hotels and guesthouses that have turned to HMO
use and in particular for benefit claimants. Along with the large numbers of properties of this nature come associated health
problems as a consequence of overcrowded and inadequate living conditions. Problems of criminality, drug abuse and anti social
behaviour abound. These conditions in turn threaten the viability of holiday accommodation and ultimately Blackpool as a visitor des-

In terms of health Blackpool's mortality rates exceed those of the surrounding areas and the North West. The inner wards in
particular suffer from high mortality ratios, low infant birth rates and high levels of long term illness.

I mp l ic a tion s f or th e r eg en er a tion s tr a teg y:
• Blackpool suffers from high levels of social and economic deprivation.

• Deprivation is multi-faceted exhibiting itself in poor health, sub standard private sector housing,
   high levels of benefit dependency and poor educational attainment and low skill levels.

• The impact of high levels of social deprivation is damaging for a town that trades on a healthy and positive image
   portraying a pleasant and attractive place to visit.

• High levels of deprivation divert scarce resources into dealing with the effects rather than the root causes of the problem.

     s t r a t e g i c                                                t h e m e s

     At the heart of Blackpool's future is the need to sustain a healthy and competitive economy that delivers social benefits to
     the resident population. Of vital importance is the need to develop and maintain strong links between residents and economic
     opportunity. Work is needed to develop diversity and choice in the local economy but a main focus must be the competitiveness
     of the service sector and the tourism industry in particular. This element of the economy is fundamental to the town and is a
     significant regional and national resource. Effort and resource needs to be put into creating opportunity and the climate for new
     investment in tourist attractions and infrastructure. The development of quality provision whether in terms of attractions, hotels or
     restaurants is vital if the tourism economy is to be competitive with other UK resorts and other European destinations. Full advan-
     tage needs to be made of the airport as a regional hub and a gateway to the north of England. Blackpool is the sub regional centre
     for the Fylde coast with a population of 300,000, offering employment and business opportunities to many within the neighbouring
     boroughs. It is important that this role is both recognised and strengthened. Specific objectives under this theme will be;

                             • T H E CR E AT I O N O F I NVE S T M E NT O P P O R T UNI T I E S .

                             • DE VE L O P M E N T O F A DI VE R S E AN D CO M P E T I T I VE E CO N O M Y .

                             • M O DE R NI S AT I O N O F T H E T O UR I S M I NDUS T R Y I N B LACK P O O L.

                             • S T R E NGT H E NI NG B LACK P O O L AS A S UB R E GI O NAL CE NT R E.

     Blackpool needs to support a large number of visitors while ensuring a safe, pleasant and sustainable environment for its
     resident population. An outstanding issue of sea water quality will need to be tackled if Blackpool is to raise its image nationally
     and internationally. While the problem is complex, efforts need to be sustained to reach a solution that allows Blackpool to market
     clean and healthy seawater and beaches. The transport links to the town and around the town need to deliver accessibility and
     high quality at an affordable price. Blackpool has as an envied tram system that is a resource to be invested in and built upon.
     The numerous visitors that arrive by coach need to be encouraged to remain loyal to that form of transport through the provision of
     quality reception facilities that give good access to the town centre and attractions. They must not be encouraged to transfer to cars
     as a means of visiting the resort. Similar care is needed with rail facilities. The easy movement of people throughout the resort while
     excluding unwanted traffic, will be the aim. As a sub regional centre Blackpool is in a unique position to offer a mix of retail and
     leisure facilities matched only by major cities. It is important that the town capitalises on this opportunity through sensitive and
     imaginative development within the centre and tourist areas. The nature and quality of the tourist infrastructure will also need to be
     addressed. Blackpool has a large number of bed spaces of varying levels of quality. If new groups of visitors are to be attracted and
     retained it is vital that a quality experience is offered. The best of provision will need to provide the benchmark and the worst will
     need to be excluded from the offer. The establishment of a quality standard will be a priority. Blackpool is the most densely
     populated local authority area in the north of England. The decline in the physical environment in and around the town centre is
     a cause for concern and there is a need to encourage an improved physical fabric and an increase in accessible and useable open
     space. Specific objectives under this theme will be;

                             • T H E DE VE L O P M E N T O F A S US T AI N AB L E T O UR I S T R E S O R T .

                             • T H E DE LI VE R Y O F ACCE S S I B L E AND AF F O R DAB LE P UB LI C
                               T R A N S P O R T S O L UT I O N S .

                             • T H E E S T AB L I S H M E NT O F A CO M P R E H E NS I VE T O UR I S T
                               I N F R A S T R UC T UR E Q UA L I T Y S T A N DA R D.

                             • T H E CR E AT I O N O F A H I GH Q UAL I T Y P H Y S I CAL E N VI R O N M E N T .

     If Blackpool is to be a vibrant and successful community the link between a strong economy and inclusive society is vital. Both are
     inter-dependent and any physical projects that are pursued must deliver social and economic benefits to residents if they are to be of
     lasting value. The development of safe, healthy and sustainable communities that have the capacity to contribute to the development
     of the town will be a key aim. Also vital will be the development of individual capacity to participate in the education and training
     programmes that will give access to new opportunities as well as contributing to a raising of quality. The aim is to create an
     environment that deals with the root causes of deprivation and exclusion. It is recognised that in the short term this will not be
     enough and work will need to take place to deal directly with the most intractable of social problems whilst ensuring that long
     term improvement strategies are given the chance to succeed. Specific objectives under this theme will be;

                            • T H E CO NT I NUE D DE VE LO P M E NT O F CO M M UNI T Y CAP ACI T Y B UI LDI NG P R O GR AM M E S .

                            • P R O VI SI O N O F CO M P R EH ENSI VE ACCESS P R O GR AM M ES T H AT ALLO W I NDI VI DUALS T O P AR T I CI P AT E.

                            • P R O VI S I O N O F P R O GR AM M E S T H AT DE AL DI R E CT L Y W I T H
                              E X I S T I N G S O CI AL P R O B L E M S .

              • T H E CR E AT I O N O F I NVE S T M E N T O P P O R T UNI T I E S .

              • DE VE L O P M E N T O F A DI VE R S E AN D CO M P E T I T I VE E CO N O M Y .

              • M O DE R N I S AT I O N O F T H E T O UR I S M I N DUS T R Y I N B L ACK P O O L . .

              • S T R E N GT H E N I N G B L ACK P O O L AS A S UB R E GI O N AL CE N T R E . .

              • T H E DE VE L O P M E N T O F A S US T AI N AB L E T O UR I S T R E S O R T .



              • T H E CR E AT I O N O F A H I GH Q UALI T Y P H Y S I CAL E NVI R O NM E NT .

                                                                                                       • T H E C O N T I N UE D DE V E L O P M E N T O F
                                                                                                         C O M M UN I T Y C A P A C I T Y B UI L DI N G

                                                                                                       • P R O VI S I O N O F CO M P R E H E NS I VE
                                                                                                         ACCE S S P R O GR AM M E S T H AT ALLO W
                                                                                                         I N D I V I D UA L S T O P A R T I C I P A T E .

                                                                                                       • P R O VI S I O N O F P R O GR AM M E S T H AT
                                                                                                         DEAL DIRECTLY WITH EXISTING SOCIAL

     The service sector and tourism drive the economy of Blackpool. These sectors employ 46,400 from a working population of 53,400
     giving an over reliance on this sector compared to others. SRB 2 is seeking to tackle the issue of diversity through its economic
     programme and will undoubtedly have an impact. It is now vital that attention is paid to the service sector in order to provide the
     quality of opportunities needed to achieve sustainable social and economic growth for the town. Key issues are the low levels of pay,
     the temporary nature of many jobs and the low skill base. These are all symptoms of a local economy that is uncompetitive, focused
     as it is on maintaining the status quo rather than seeking to grow and develop. If the business of "Blackpool Plc" is to grow it needs
     to deliver change and quality that will sustain and grow visitor numbers through the provision of new attractions. The Council will
     have a distinct role in enabling development through the provision of suitable sites and encouraging developers to invest in Blackpool.
     The private sector will contribute the expertise and finance to make development happen. The wider partnership will be responsible
     for pump priming development where necessary and importantly, ensuring the linkages between opportunities arising out of
     development and residents are forged at an early stage. Specific actions will include;

     • The identification of suitable opportunity sites coupled with development briefs to market the sites to potential investors and operators.

     • The use of CPO powers where appropriate to facilitate development.

     • The identification of gap funding requirements and the involvement of public agencies to support development where required.

     • Work with key private sector partners to develop diversity and range in the service sector with the aim of driving up quality.

     • The development of innovative links between local employers and residents to raise skill levels.

     • The generation of new business that will sustain a year round economy and higher wage levels.

     OUTPUT MEASURES                                                                                   IMPACT MEASURES
                     New developments undertaken.                                                                      Levelling out seasonal peaks of unemployment.
                     Jobs created.                                                                                     Increased numbers of visitors year round.
                     Vacant sites utilised.                                                                            Increased numbers of visitors from social classes
                     Private sector leverage.                                                          B&C.
                     Numbers of NVQ's achieved.                                                                        Increase in higher quality bed spaces.
                     Numbers of residents into work.                                                                   Decrease in bed spaces outside a grading system.
                     Sq ft of new development.                                                                         Increase in demand for investment & development

     While the reliance on the service sector needs to be recognised it is also important that diversity is pursued in order to reduce the
     reliance on a single sector. Work to attract new industry from the commercial and industrial sectors will need to be maintained to
     ensure the continuing success of the SRB 2 programme being delivered through Blackpool Challenge Partnership. Linkages
     between new industries and the residents of the Borough will need to be strong and deliver employment opportunities to those most
     in need through the use of customised training and recruitment programmes developed in conjunction with new and expanding com-
     panies. Specific actions will include;

     • T h e c on tin ued dev el op men t of th e T ec h n ol og y a n d B us in es s P a r k s a s s ites f or n ew a n d div er s e in dus tr ies .

     • T h e ma r k etin g of B l a c k p ool a s a b us in es s des tin a tion a n d n ot j us t a tour is m c en tr e.

     • T h e dev el op men t of r ec r uitmen t a n d tr a in in g mec h a n is ms th a t r a is e b a s ic s k il l l ev el s a n d in c r ea s e
        th e n umb er of h ig h er l ev el q ua l if ic a tion s in th e wor k f or c e.

     • T h e en c our a g emen t of wor k f or c e f l ex ib il ity th r oug h th e dev el op men t of tr a n s f er a b l e s k il l s .

     • T h e us e of p ub l ic r es our c es to p ump p r ime dev el op men t a n d in v es tmen t.

OUTPUT MEASURES                                                           IMPACT MEASURES
           Acreage of land developed.                                                Change in sectoral split for Blackpool.
           Number of jobs created.                                                   Increasing levels of higher qualification in the workforce.
           Private sector leverage.                                                  Reductions in the seasonal peaks of unemployment.
           Number of new companies trading from Blackpool.                           Increased demand for industrial and commercial land.

Blackpool is still the premier tourist resort in the UK attracting large numbers of visits, up to 17 million annually. In order to
maintain and raise market share it cannot afford to stand still. Competition from other holiday destinations in the UK and abroad is
fierce and the dynamic nature of the leisure industry is exhibited by the number of new day visitor attractions such as Alton Towers
and the number of short break destinations such as Centre Parcs. It can be anticipated that the year 2000 will see an expansion of
competition for the leisure pound. It is vital if Blackpool is to continue to compete that it innovates and develops a modern
competitive product that will attract visitors. At its best Blackpool competes through its tradition of innovation. The Pleasure Beach
enjoys a national and international reputation for the quality of its rides, the development of the "Big One" rollercoaster and other
attractions has set the benchmark for future developments. The towns long standing reputation as a big conference venue can no
longer be guaranteed and the provision of new modern facilities is essential if Blackpool is to retain or even increase its share of this
competitive market. Equally Blackpool needs to recognise and celebrate its own heritage as the playground of the Industrial
revolution. Too often in the past it has been assumed that Blackpool does not have a heritage to be concerned about. Part of the
development of new aspects of the town will involve use of the specific heritage of Blackpool as a resort town. It is important that
Blackpool seeks to encourage more new attractions and facilities. Alongside these developments is the need to drive up the quality
of provision. Customer expectations are no longer informed just by the UK experience. International travel has set the quality
benchmarks higher than ever before and it is important that the quality of the tourism infrastructure can match the development
of new attractions. Specific actions under this objective will include;

• The encouragement of new attractions through partnership working and the creation of investment opportunities.

• The development of competitive and high quality modern conference facilities that meet the market needs of the 21st century.

• The development of quality standards for attractions, accommodation and services that ensure Blackpool is
  competitive on a national and international scale.

• The continued development of a strong image for Blackpool that is marketed aggressively by all partners.

• The development of high levels of workforce skills to deliver a quality product.

OUTPUT MEASURES                                                           IMPACT MEASURES
           Numbers of new attractions.                                               Increased visitor spend per head.
           Numbers of visitors.                                                      Increased visitor numbers.
           Private sector investment.                                                Reduced peaks in seasonal unemployment.
           Number of accredited bed spaces.                                          Increased demand for leisure development.
           Number of attractions achieving a quality standard.                       Increases in the share of higher quality bed spaces.

Blackpool has a core population of 152,000 residents but serves a much larger population on the Fylde Coast. The town has the
capacity to act as a centre for commercial and retail activity and as a transport hub for rail, coach and air travel for a population of
300,000 on the Fylde coast and potentially more if the facilities on offer are of sufficient standard. Blackpool's geographical separation
from the larger conurbation's of the region makes it less dependent on major population centres. The development of the town centre
as a major retail centre is a strong objective already supported by an active town centre partnership. Another key asset is the airport.
Recent investment in a new terminal building coupled with the attraction of regular charter flights has demonstrated the potential for
Blackpool airport to operate as a regional resource supplementing the provision made at Manchester and Liverpool. The potential
customer base for flights from Blackpool is large drawing from as far north as Carlisle, west to North Yorkshire and to the edge of the
Greater Manchester conurbation. Currently much of the passenger market using Manchester must pass near to
Blackpool to reach their destination. Specific actions will include;

                • T h e c on tin ued dev el op men t of th e town a s a ma j or r eta il c en tr e th a t c omb in es s h op p in g with
                            leisure in a unique format.

                           • Up g r a din g of th e town c en tr e en v ir on men t to en s ur e a p l ea s a n t v is itor ex p er ien c e.

                       • The attraction of new retail providers and significant commercial concerns that add to the sub
                          regional significance of the centre.

               • T h e c on tin ued dev el op men t of B l a c k p ool Air p or t a s a ma j or tr a n s p or t h ub a c tin g a s p a r t of th e r eg ion a l
                  transport network.

            • The marketing of the airport to flight operators and the potential passenger market to increase traffic and profile.

      • M a r k etin g a n d a dv er tis in g to en s ur e B l a c k p ool is r ec og n is ed a s a s ub r eg ion a l c en tr e f or th e Nor th W es t.

OUTPUT MEASURES                                                                            IMPACT MEASURES
            Number of new attractions established.                                                        Improvement in ranking of the UK's top visitor attrac-
            Increased retail visits.                                                       tions.
            Numbers of new retail operators.                                                              Increased value of retail floorspace.
            Amount of new floorspace.                                                                     Reduction in void town centre properties.
            Number of new commercial businesses established.                                              Attraction of shoppers from the wider sub region.
            Increase in passenger numbers using the airport.                                              Retention of residents as shoppers.
            Increase in numbers of aircraft movements.                                                    Increased demand from flight operators.
            Increase in visitors using coach and rail facilities.

                                         • THE CREATION OF INVESTMENT OPPORTUNITIES

                                         • DEVELOPMENT OF A DIVERSE AND COMPETITIVE ECONOMY

                                         • MODERNISATION OF THE TOURISM INDUSTRY IN BLACKPOOL

                                         • STRENGTHENING BLACKPOOL AS A SUB REGIONAL CENTRE

                                         • T H E DE VE L O P M E N T O F A S US T AI N AB L E T O UR I S T R E S O R T

                                         • T H E DE LI VE R Y O F ACCE S S I B LE AND AFFO R DAB LE P UB LI C T R ANS P O R T S O LUT I O NS

                                         • T H E EST AB LI SH M ENT O F A CO M P R EH ENSI VE T O UR I ST I NFR AST R UCT UR E Q UALI T Y ST ANDAR D

                                         • T H E CR E AT I O N O F A H I GH Q UAL I T Y P H Y S I CAL E NVI R O N M E NT

                                         • T H E CO NT I NUE D DE VE LO P M E NT O F CO M M UNI T Y CAP ACI T Y B UI LDI NG P R O GR AM M E S

                                         • P R O VI SI O N O F CO M P R EH ENSI VE ACCESS P R O GR AM M ES T H AT ALLO W I NDI VI DUALS T O P AR T I CI P AT E

                                         • P R O VI S I O N O F P R O GR AM M E S T H AT DE AL DI R E CT LY W I T H E X I S T I NG S O CI AL P R O B LE M S

     Blackpool is acutely aware of the need to offer an environment that caters for the large numbers of visitors, the resident population
     and the future population. The tension between a major seaside resort and environmental sustainability is a real one but Blackpool is
     committed to providing a sustainable economy not just for the greater good but also for sound business reasons. It is recognised that
     an unsustainable environment will ultimately impact negatively on the economy and in turn on the social conditions for residents.
     Equally Blackpool has to compete with resorts in the UK and abroad that are striving to deliver a sustainable environment and for
     Blackpool to ignore this would put it at a competitive disadvantage. Blackpool lies at the heart of the Lancashire coastal strip and is
     the largest built up area. It intends to fulfil a role as an exemplar of sensitive coastal development that is economically competitive but
     also sustainable. The interaction with the rural hinterland will be a focus of concern. Specific actions under this objective will be;

     • T h e dev el op men t of a n a c tion p l a n with k ey p a r tn er s des ig n ed to del iv er qua l ity b a th in g wa ter .

     • T h e imp r ov emen t of th e p r oc es s th a t ex a min es dev el op men t p r op os a l s f or th eir imp a c t on th e
        en v ir on men t, th e ec on omy a n d th e c ommun ity.

     • T h e en c our a g emen t of l oc a l b us in es s es to dev el op en v ir on men ta l l y a c c ep ta b l e p r oc es s es a n d
        s er v ic es t h r oug h a c c es s t o t h e b es t p r of es s ion a l a dv ic e.

     • T h e dev el op men t of s us ta in a b il ity a s a c or e v a l ue of th e p a r tn er s h ip r es p on s ib l e f or dr iv in g
        f o r w a r d r eg en er a t io n in B l a c k p o o l .

     • T h e dev el op men t of en v ir on men ta l a ttr a c tion s th a t demon s tr a te b es t p r a c tic e in en v ir on men ta l
        ma n a g emen t a n d c r ea te a n a wa r en es s a n d k n owl edg e of en v ir on men ta l is s ues .

• A r ec og n ition of a n d in v es tmen t in B l a c k p ool 's n a tur a l r es our c es of en v ir on men t, wil dl if e
   a n d f a un a a s a mea n s of c r ea tin g a s us ta in a b l e en v ir on men t.

• P a r tic ip a tion a s a l ea d a g en t in en v ir on men ta l p r otec tion a n d s us ta in a b il ity is s ues f or th e wider c oa s ta l a r ea .

OUTPUT MEASURES                                                                                  IMPACT MEASURES
                Numbers of environmental assessments carried out.                                                 Increased recognition of improved water quality.
                Number of beaches achieving EU water quality standards.                                           Reduction in prosecutions for environmental offences.
                Amount of expenditure on water treatment measures.                                                Amount of green space maintained.
                Number of companies attaining environmental quality                                               Increased numbers of environmental tourists.

Blackpool has to provide a transport infrastructure that will cater for 17 million visitors. The town was a leader in the provision of
electric tram systems that exist as an integral part of the local transport system today. The town recognises that much of the visitor
traffic is delivered by car and coach and while seeking alternatives to car borne visits. It will also maintain a safe and comprehensive
car park provision that will improve facilities for visitors and residents alike. Investment will be sought to move people around the
town via a sustainable form of transport that will complement existing public transport provision. At the same time continuing
development of the coach and rail termini and the airport as major transport hubs particularly for the conference trade and short
and long stay visitors will be pursued. The compact nature of the town centre makes it amenable to the development of cycle lane
networks and low tech transport solutions. The creation of a safe environment for cyclists coupled with innovative pilot schemes to
encourage non-car use will seek to minimise car journeys and encourage alternative modes of transport. Particular attention will be
paid to the potential to increase use of coach, rail and flight as a means of visiting the resort. Specific actions under this objective
will include;

• T h e dev el op men t of a s us ta in a b l e f or m of tr a n s p or t to c omp l emen t ex is tin g p ub l ic tr a n s p or t p r ov is ion a n d th e tr a m
   s ys tem a s p a r t of a l oc a l in teg r a ted n etwor k .

• T h e ex ten s ion of p ub l ic tr a n s p or t r outes to c en tr es of emp l oymen t wh er e th ey do n ot c ur r en tl y ex is t.

• T h e dev el op men t of s ec ur e a n d a c c es s ib l e c a r p a r k s f or us e b y r es iden ts a n d v is itor s .

• T h e p r ior itis a tion of th e F yl de Coa s t E a s ter l y B y P a s s in or der to r educ e p r es s ur e on c ur r en t tr a f f ic b l a c k s p ots .

• T h e c r ea tion of s a f e c yc l e r outes a n d th e us e of in n ov a tiv e s c h emes to en c our a g e c yc l e us e a r oun d th e town .

• T h e dev el op men t of a tr a f f ic ma n a g emen t s ys tem util is in g th e ex is tin g h ig h wa y n etwor k a n d l in k in g k ey r ec ep tion
   areas to the town centre.

• T h e dev el op men t of th e c oa c h a n d r a il ter min us a n d a ir p or t a s ma j or tr a n s p or t h ub s f or v is itor s a n d c on f er en c e del eg a tes .

OUTPUT MEASURES                                                                                  IMPACT MEASURES
                Kilometres of road improved.                                                                      Reduction in number of car borne visitors.
                Kilometres of cycle lanes developed.                                                              Reduction in number of traffic accidents.
                New transport systems established.                                                                Increase in numbers car sharing.
                Number of people given access to new public transport.                                            Increase in number of public transport users.
                Number of passenger journeys on public transport.
                Number of traffic calming schemes introduced.

     The tourism infrastructure is wide, combining hotels, guesthouses, self-catering accommodation, restaurants and food outlets,
     attractions, conference facilities and the retail industry. It is vital that the experience offered to visitors is of the highest quality at all
     levels in the market. Expectations of provision are now benchmarked against a more sophisticated experience drawn from overseas
     travel and a wider variety of UK facilities. Many elements of the industry are already making strides In terms of quality development
     but it is important that this impetus is spread to the whole provision and that the public is made aware of the efforts to raise quality.
     Specific action under this objective will include;

     • T h e es ta b l is h men t of a B l a c k p ool qua l ity s ta n da r d th a t wil l b a dg e g ood qua l ity p r ov is ion a n d ex c l ude p oor qua l ity.

     • T h e p r ov is ion of tr a in in g a n d s up p or t to en s ur e th e qua l ity s ta n da r d is a c h iev ed b y a s ma n y es ta b l is h men ts a n d
        businesses as possible.

     • T h e dev el op men t of a n a wa r ds s ys tem th a t r ec og n is es th e b es t p r ov is ion in th e in dus tr y.

     • Ac c es s ib l e a n d moder n b ook in g s ys tems th a t p r omote a c c es s to qua l ity s er v ic es .

     • W or k to in c r ea s e a c c es s to B l a c k p ool f or ov er s ea s v is itor s .

     • T h e us e of p r iv a te s ec tor ex p er tis e to s et qua l ity b en c h ma r k s a n d ma r k et s ta n da r ds to th e s er v ic e s ec tor .

     • Work by the local authority to maintain a high quality environment for residents and visitors.

     OUTPUT MEASURES                                                                               IMPACT MEASURES
                     Numbers of businesses included in the quality mark.                                           Increase in satisfaction rating of visitors.
                     Number of businesses accessing training.                                                      Increase in bookings.
                     Number of quality orientated NVQs achieved.                                                   Higher visitor spend per head.
                     Numbers of overseas visitors.                                                                 Decrease in complaints.

     Blackpool is the most densely populated local authority area in the north with 4,366 persons per kilometre compared to 486 in
     the rest of GONW and Merseyside area, Manchester has a density of 3,710, Salford 2,868 and Blackburn 1,018. The town's rapid
     development to cope with demand for tourism in the late nineteenth and early twentieth century has left a legacy of dense
     development where business use is closely intermixed with residential use. This legacy coupled with the decline in large parts of
     the holiday accommodation has created a fertile environment for the development of poor quality Houses in Multiple Occupation
     (HMOs) which in turn have encouraged social problems. Residents in the inner areas have little or no access to open or green space
     and limited opportunity exists to create new provision. The current SRB programme coupled with a pro-active stance by the Local
     Authority is starting to tackle the issue of HMOs. Future development plans will need to address the issue of open space and the
     quality of the physical fabric of the town if quality living standards are to be provided for residents and visitors alike. Specific actions
     under this objective will include,

     • Con tin ued a c tion to dea l with H M O s th r oug h th eir c on v er s ion to f a mil y a c c ommoda tion or r etur n to
        h ol ida y us e with in p r es c r ib ed q ua l ity s ta n da r ds .

     • I den tif ic a tion of th e p oten tia l f or th e c r ea tion of op en s p a c e, g r een a r ea s a n d p l a y s p a c e in th e in n er a r ea s of th e town .

     • I den tif ic a tion a n d p r es er v a tion of th e b es t of th e a r c h itec tur a l h er ita g e of th e town .

     • E n c our a g emen t to p r op er ty own er s to imp r ov e th e a p p ea r a n c e of th eir p r op er ty, p a r tic ul a r l y wh er e it h a s a h ig h
        v is ib il ity f or ex a mp l e a t k ey en tr a n c es to th e town .

     OUTPUT MEASURES                                                                               IMPACT MEASURES
                    Number of new residential units created from former                                            A reduction in the number of HMOs receiving
                    HMOs.                                                                                          enforcement notices.
                    Number of acres of open space created.                                                         A reduction of traffic accidents in the inner wards.
                    Number of play areas created.                                                                  A reduction in primary school pupil turnover.
                    Number of properties receiving facelift treatment.                                             An decrease in derelict or unused buildings.

                              • T H E CR E AT I O N O F I N VE S T M E N T O P P O R T UN I T I E S

                              • DE VE L O P M E N T O F A DI VE R S E AN D CO M P E T I T I VE E CO N O M Y

                              • M O DE R NI S AT I O N O F T H E T O UR I S M I NDUS T R Y I N B LACK P O O L

                              • S T R E NGT H ENI NG B LACK P O O L AS A S UB R E GI O NAL CE NT R E

                              • T H E DE VE L O P M E N T O F A S US T AI N AB L E T O UR I S T R E S O R T

                              • T H E DE LI VE R Y O F ACCE S S I B LE AND AFFO R DAB LE P UB LI C T R ANS P O R T S O LUT I O NS

                              • T H E E S T AB L I S H M E NT O F A CO M P R E H E NS I VE T O UR I S T
                                 I N F R A S T R UC T UR E Q UA L I T Y S T A N DA R D

                              • T H E CR E AT I O N O F A H I GH Q UAL I T Y P H Y S I CAL E N VI R O N M E N T

                              • T H E CO NT I NUE D DE VE LO P M E NT O F CO M M UNI T Y CAP ACI T Y B UI LDI NG P R O GR AM M E S

                              • P R O VI SI O N O F CO M P R EH ENSI VE ACCESS P R O GR AM M ES T H AT ALLO W I NDI VI DUALS T O P AR T I CI P AT E

                              • P R O VI S I O N O F P R O GR AM M E S T H AT DE AL DI R E CT L Y W I T H
                                 E X I S T I N G S O CI AL P R O B L E M S

Ownership of regeneration initiatives will stem from involvement in their design and delivery by end users, the community. Blackpool
has already embarked on ambitious and innovative capacity building programmes supported by ESF and mainstream partnership
funding. These programmes are based on empowerment of local communities and equipping residents to play a greater role in the
way their community and neighbourhood develop. A key part of this strategy for the inner wards is the recognition that a large
proportion of the resident community is also the local business community in the form of guesthouse owners and other tourism busi-
nesses. Further development of capacity building work will be sought as the town and the new unitary authority develops
regeneration programmes. The difficulty in progressing this area of work will not be under-estimated particularly in the inner wards
where community cohesion is made even more difficult by the high levels of deprivation, poor community facilities and a high
population turnover. The Council and the partnership are committed to developing community partners as equal and active
participants. The continuing development of high quality educational provision underpin the capacity building programme.. Specific
action under this objective will include;

• T h e c on tin ued dev el op men t of f un ded p r og r a mmes to s up p or t c ommun ity dev el op men t.

• T h e c r ea tion of a s tr on g l oc a l l y b a s ed c ommun ity n etwor k with th e a b il ity to a ttr a c t f un ds in its own r ig h t.

• T h e c on tin ued dev el op men t of a s tr on g v ol un ta r y s ec tor wh ic h en c our a g es b r ea dth of p r ov is ion a n d qua l ity in del iv er y.

     • T h e dev el op men t of s tr on g r el a tion s h ip s b etween s ta tutor y a g en c ies a n d v ol un ta r y a n d c ommun ity or g a n is a tion s to c r ea te
        mea n in g f ul c h a n n el s of c ommun ic a tion a n d to del iv er s er v ic es to r es iden ts .

     • T h e dev el op men t of educ a tion a l p r ov is ion a s a c or e el emen t of p r ov idin g th e mea n s to p a r tic ip a te f ul l y in c ommun ity a n d
        economic life.

     • E n c our a g emen t f or l if e l on g l ea r n in g a s a mea n s of f ul l y dev el op in g c ommun ity c a p a c ity a n d in c r ea s in g th e a b il ity to dea l with

     • E a r l y in ter v en tion in c ommun ity l if e th r oug h educ a tion a l p r ov is ion f or a l l . T h e us e of s c h ool s a s a f oc a l p oin t f or c ommun ity a c tiv i -
        ty a n d a s a r es our c e f or a l l r eg a r dl es s of a g e a n d a b il ity wil l b e p ur s ued.

     OUTPUT MEASURES                                                                                  IMPACT MEASURES
                     Numbers participating in capacity building programmes.                                        Increase in community events and activity.
                     Numbers involved in community organisations.                                                  Reduction in juvenile nuisance.
                     Number of new community groups established.                                                   Reduction in neighbour nuisance.
                     Numbers of community groups assisted.                                                         Increased participation in local life.
                     Number of community facilities supported/established.                                         Improved turnout at local elections.

     It is recognised that to achieve social change economic opportunity is required. A key feature of the regeneration strategy will be to
     provide positive links between the economic opportunities created and those most in need. It will not be assumed that linkages will
     occur naturally, rather that they will have to be created and supported if the benefits of the regeneration strategy are to be achieved.
     The existing First Step Centre Network will be enhanced and given a clearer role. An extension of this process outside the existing
     SRB target wards will be pursued along with community groups. This network will form the infrastructure for training and job
     placement activities funded through a variety of sources and delivered by a range of partners. The keynote will be the development
     of a quality workforce that can gain advantage from new opportunities but can also make a major contribution to the raising of
     quality of provision in the town. Employers will be a major contributor to the shape and content of programmes and the aim will
     be to provide customised training wherever possible so the linkages between training provision and jobs is at its strongest. The
     continued development of a Local Learning Centre Network will be a priority. The network will be based on the existing community
     partnerships. Specific actions under this objective will include;

     • T h e p r ov is ion of a c omp r eh en s iv e c ommun ity c a p a c ity b uil din g p r og r a mme.

     • T h e dev el op men t of a n etwor k of c ommun ity b a s ed c en tr es or or g a n is a tion s th a t wil l f a c il ita te a c c es s to j ob s a n d tr a in in g .

     • The development of customised training programmes that deliver immediate employment benefits to residents and companies.

     • Co or din a tion of tr a in in g p r ov is ion to del iv er c os t ef f ec tiv e a n d timel y p r ov is ion .

     • T h e dev el op men t of a c ommun ity b a s ed l ea r n in g n etwor k to f a c il ita te a c c es s to educ a tion a n d tr a in in g r es our c es .

     • T h e us e of n ew tec h n ol og y to in c r ea s e a c c es s to educ a tion a n d tr a in in g a s a f oun da tion of s oc ia l in c l us ion s tr a teg ies .

     OUTPUT MEASURES                                                                                  IMPACT MEASURES
                     Number of community based learning centres opened                                             Number of organisations with capacity to bid for funding
                     Numbers of access centres established                                                         Longevity of community based organisations
                     Numbers of community organisations accessing                                                  Levels of membership of community organisations
                     training and support                                                                          Numbers of employers recruiting from community
                     Numbers of residents accessing training and jobs                                              based mechanisms
                     Number of voluntary organisations accessing training                                          Levels of long term unemployment
                     and support                                                                                   Levels of qualification

Blackpool believes the strategy and the partnership is in place to deliver meaningful change in the social and economic conditions
in the Borough. The recent Community Audit and Needs Study has informed local delivery and has set some long term aims for
all the statutory agencies. It is also recognised that change will not be achieved in the short term. Consequently the strategy
recognises the need to provide immediate support to actions that will relieve the worst effects of economic deprivation. Much of the
work of partner agencies through SRB and ESF projects will continue to relieve the worst symptoms of deprivation while the strategic
work will directly tackle the causes. Key areas of concern are, and will remain for the foreseeable future, crime and community
safety, drug use and abuse, housing quality and health. The strategy and the partnership will seek to act as a catalyst for action
and a framework which short-term actions can relate to the medium and long term. The developing Community Safety Plan will
provide a major focus for dealing with crime and community safety issues and the regeneration strategy will seek to resource work
flowing from the plan. Similarly, development with health improvement programmes will be encouraged to knit in with community
developments and the infrastructure being put in place for community development. The issue of private sector housing stock and
the existence of large numbers of houses in multiple occupation is currently being addressed through SRB 2 but continued work will
be needed to raise the quality of housing provision and to remove the worst examples of poor quality provision. Specific actions
under this objective will include;

• T h e dev el op men t of a c tion p l a n s to s up p or t th e Commun ity S a f ety P l a n .

• T h e in teg r a tion of h ea l th ob j ec tiv es with in c ommun ity b a s ed p l a n s a l on g s ide th e en c our a g emen t a n d
   s up p or t of h ea l th a c tion p r og r a mmes .

• Con tin ued a c tion to ta c k l e H M O s th r oug h s tr ic t en f or c emen t a n d r emov a l a n d c on v er s ion wh er e a p p r op r ia te.

• T h e dev el op men t of a c tion p r og r a mmes to ta c k l e th e wor s t ef f ec ts of dr ug a b us e.

• Con tin ued dev el op men t of th e a c tion p l a n s f l owin g f r om th e Commun ity Audit.

• T h e dev el op men t of a h ous in g s tr a teg y th a t del iv er s c h oic e a n d h ig h qua l ity p r ov is ion .

OUTPUT MEASURES                                                                              IMPACT MEASURES
               Numbers of residents receiving assistance                                                    Improvement in standardised mortality ratios
               Number of social exclusion projects started                                                  Increased take up of drug prevention/treatment
               Number of HMOs receiving enforcement notices                                                 programmes
               Number of healthy living centres established                                                 Reduction in the incidence of crime
               Number of new or converted dwellings                                                         Reduction in neighbourhood nuisance complaints
                                                                                                            Reduction in the rate of hotels changing to HMOs

                                          o u t p u t                           m e a s u r e s

As the regeneration strategy grows and develops it is vital that all partners have the means to assess progress and impact. To assist with
this, a range of tools will be used. Blackpool already has experience of SRB and European funded programmes and has developed a
considerable degree of expertise in the appraisal and monitoring. As a prerequisite of any schemes going forward a detailed appraisal
will be required that rigorously examines the costs and benefits of the project, the alternative ways of delivering the objectives and the
risks associated with going ahead. Only after undergoing a successful appraisal will schemes proceed. Schemes will also be judged
against the wealth of baseline data that exists among all partner agencies. A key task will be to collate, interpret and update the base
line data that exists so that informed decisions can be made.

The success of projects will be judged against a set of standard quantitative outputs that will be similar to those in operation for
current regeneration programmes. In order that this exercise has the maximum local relevance all outputs measures will be
benchmarked using the experience gained through the new unitary authority and SRB 2. This process will be an reviewed annually.

In addition to the standard set of output measures, a range of impact assessment measures will be used at a borough wide level to
assess progress towards the strategic objectives. These will include set key indicators such as the changes on levels of unemployment,
movements in levels of economic activity, surveyed levels of wages, Borough wide crime figures, amounts of unoccupied industrial /
commercial floorspace, levels of attainment of national training targets etc. These measures will be used to inform progress towards
the key aims of the regeneration strategy and direct changes in programme activity where appropriate

It is also the intention to develop a continuing programme of survey and sampling work to test the impact of specific measures.
This programme of targeted and in depth research will be determined annually to fit current priorities.

                         l i n k a g e s                                   &            p a r t n e r s h i p s

     Blackpool already has a strong partnership in place to deliver SRB 2 and this will be used as a base from which to build as
     will the recently formed Agency Alliance set up to implement the recommendations of the Community Audit & Needs Study.
     Changes will be made to deliver a more strategic partnership with a borough wide remit that has strong private sector and
     community representation along with high level public agency involvement. Under the strategic partnership will be smaller
     and more tightly focused groups to deliver specific programmes. The Partnership is acutely aware that any changes that are
     delivered should not disrupt the delivery of existing programmes.

     In terms of managing the developing strategy it is the intention that funding will be sought from a number of sources as well
     as bending main programmes to implement the strategy. Key representatives of the new authority will represent the Council,
     so providing the link between major council expenditure and regeneration work. Partner agencies and the private sector will
     be similarly represented at a senior level to ensure an equitable balance is maintained. Community representation will be on an
     equal basis and will be the focus of specific capacity building programmes to raise participation.

                                                      B L A C K P O O L C H A L L E N GE

            Public sector                                     Private sector                               Community
           representatives                                   representatives                             representatives

                                                     Themed project groups to
                                                 m a n a g e in d iv id u a l p r o g r a m m e s
                                                  e . g . S R B 2 a n d E S F P r io r it y 4

                                                  T a s k g r o u p s t o d e l iv e r s p e c if ic

     Board meetings will be quarterly with task groups having equal representation from the public, private and community and
     voluntary sectors meeting more regularly.

     The partnership will also be responsible for the annual strategic review of the programmes and the strategy overall. It will be
     the job of the partnership to assess performance and direct programmes as required while also developing new direction for
     the strategy as it evolves.

                          n e x t                               s t e p s

This strategy points to the areas of work that the partnership intends to undertake. The next stage is to design a programme
of action that will deliver real benefits for the town. To this end the partnership will,

          - Un der ta k e a deta il ed b en c h ma r k in g ex er c is e to b e c omp l eted with in 6 mon th s th a t wil l p l a c e B l a c k p ool in
           c on tex t with oth er l eis ur e a n d tour is m des tin a tion s in th e UK a n d wor l d- wide.

          - P r oduc e a 5 yea r p l a n of a c tion with deta il ed ta r g ets a n d ob j ec tiv es , th is p l a n wil l b e b r ok en down in to c l ea r a n n ua l p l a n s with
           targets to be achieved.

          - L ob b y f or f in a n c ia l s up p or t f r om Gov er n men t a n d E ur op e to a s s is t with th e p r oc es s of r eg en er a tion .

          - B en d ex is tin g r eg en er a tion p r og r a mmes to meet th e ob j ec tiv es of th e s tr a teg y in a dv a n c e of s ec ur in g n ew f un din g .

          - S eek to a ttr a c t n ew s our c es of in v es tmen t f r om th e p r iv a te s ec tor to meet th e a ims of th e p a r tn er s h ip .

          - Con tin ue to dev el op c a p a c ity b uil din g p r og r a mmes a s a mea n s of s tr en g th en in g c ommun ity in v ol v emen t in th e p a r tn er s h ip .

The signatories to this document have all demonstrated real commitment in developing the strategy and more importantly
they have agreed to full participation in the new Blackpool Challenge Partnership as a means of achieving change and
development and attaining the stated vision where,

          Blackpool will be recognised as a vibrant, inclusive and prosperous town where
          visitors and residents share the common goal of Blackpool being the number
          one visitor destination in the UK.

For further information

on the strategy contact

John Donnellon


Alan Cavill

B l a c k p o o l Te c h n o l o g y

Management Centre

Faraday Way



Tel: 01253 477300

Fax: 01253 477301

E-mail: blackpool.econdev@dial.pipex.com

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