Morecambe Resort Action Plan

MORECAMBE RESORT ACTION PLAN
A Final Report by
October 2002
Morecambe Action Plan Partnership
REGENERATING MORECAMBE - AN ACTION PLAN
A Final Report by
No 1 Marsden Street Manchester M2 1HW Tel: 0161 236 9595 Fax: 0161 834 2055
Also at Belfast, Birmingham, Bristol, Cardiff, Edinburgh, Leeds, London, Newcastle and Reading
October 2002
CONTENTS
SECTION PAGE
1. 2. 3. 4. 5. 6. 7.
The Aim of the Resort Action Plan.................................................................................1 Setting the Scene...........................................................................................................3 Action Plan for Tourism ...............................................................................................11 Action Plan for Morecambe Town Centre ...................................................................28 Action Plan for Housing................................................................................................39 Strategic Actions ..........................................................................................................58 Implementation.............................................................................................................61
APPENDICES A - Approach to Action Plan Preparation B - Baseline Profile C - Central Promenade Development Brief D - West End Housing Regeneration - Invitation to Developers/Investors E - Potential Sources of Funding to Support Actions
Quality Assurance Record

Checked By Date Authorised by Date Ref: 02/00940-7/CAB/RAH
EXECUTIVE SUMMARY T HE AIM OF THE ACTION PLAN i. The Action Plan for Morecambe seeks to support the Morecambe Action Plan Partnership and other partners to achieve the Vision for Morecambe.
Morecambe will be recognised as a vital and vibrant coastal Resort with a sustainable economy and stable resident community.
ii.
The Action Plan aims to meet the following objectives:

Image Tourism To enhance pride in the Resort amongst local people To transform the perception of Morecambe amongst outsiders To offer an enhanced product to existing tourist markets To broaden the types of visitors attracted to visit and stay in the Resort To create more stable communities living in attractive environments with a choice of good quality housing supported by a range of facilities and services To promote sustainable development in the Resort by making use of its physical assets and conserving and enhancing its heritage To improve linkages between the Town Centre, the Promenade and the residential areas of the West End and Poulton To strengthen the local economy by enhancing the tourism, housing and retail markets and attracting new investment.
Stable Communities
Sustainable Development
Enhancing Linkages Economic Strength
iii.
The Plan seeks to lay the foundations for a new approach to deliver this required transformation focused on the three wards of Alexandra, Harbour and Poulton. The crucial difference between the Action Plan and what has come before is that it advocates a joint public private partnership. The transformation of the Resort requires the public sector to play an enabling/facilitation role based on an in-depth understanding of what the market can realistically deliver in terms of viability and the private sector to play a delivery role based on a genuine commitment to quality and maximising benefits to all stakeholders.
SETTING THE S CENE iv. As with many other seaside resorts Morecambes tourism role has been eroded by significant changes in national tourism trends. Lancaster City Council has promoted a number of regeneration initiatives over recent years in a drive to revive visitor numbers the TERN public art project, the regenerated Stone Jetty and the Townscape Heritage Initiative are examples. These, together with its attractive location set within the natural beauty of Morecambe Bay and proximity to the Lake District National Park, have helped to ensure its role as one of the North Wests top seaside resorts. This proactive approach has also attracted significant private sector investment over recent years including the development of a new Morrisons foodstore, the Apollo 4 Cinema, the Superbowl and the conversion of the former railway station into a Tourist Information Centre and Platform Arts Venue. This investment is set to continue with the development of an 8,800m 2 factory outlet retail scheme. It is recognised however that the future of Morecambe must be wider than tourism alone. The town centre is an important shopping centre which, although serving a more localised role than neighbouring Lancaster, has potential for an improved retail offer. Similarly the poor image of surrounding residential areas, particularly the West End needs to be transformed. In summary, action is needed to enhance the Resort as a place to visit, live, shop, work and spend leisure time.
v.
vi.
vii.
The Action Plan therefore identifies four packages of action: Packages of Action

Action to Improve the Tourism Product Action to Enhance the Town Centre Profile Action to Improve Housing Supporting Action
ACTION PLAN FOR T OURISM viii. Action is required to transform Morecambe from a declining seaside resort to a modern seaside town, which meets the requirements of today and future visitors offering year round quality accommodation and attractions. The Central Promenade area is identified as the catalyst site to accommodate many of these new opportunities. A Joint Venture approach to delivery is proposed between the Morecambe Action Plan Partnership, North West Development Agency and the private sector.
ix.
The following Actions have been identified:
ACTIONS FOR TOURISM Action T1: Comprehensive redevelopment of the Central Promenade Site to create a mixed use high quality development with a focus on tourism to be delivered through a public/private partnership Action T2: Refurbishment and possible extension of the Midland Hotel to bring this
landmark building back into use, possibly as a quality hotel with spa complex, as part of the comprehensive redevelopment of the Central Promenade Site Action T3: Conversion of the Winter Gardens to create a new profile visitor attraction in Morecambe as part of the comprehensive redevelopment of the Central Promenade Action T4: Redevelopment of the Bubbles site, ideally to support the viable refurbishment of the Midland Hotel, to contribute to the critical mass of tourism infrastructure in the Central Promenade area Action T5: Beauty Surrounds Health Abounds development of high quality health spa facilities as part of the comprehensive redevelopment of the Central Promenade and specifically the Midland Hotel Action T6: Regular collection of tourism indicators (including numbers, spend and perceptions) to provide an accurate baseline to help develop new markets Action T7: A high profile marketing campaign to promote the Resort and develop its brand and image Action T8: Developing a reputation for a first class service by developing a local service quality accreditation and developing links between local businesses and training providers Action T9: Introduction of a Good Food Guide for the Resort raise awareness of existing facilities, to promote quality shops and restaurants and increase competition
ACTION PLAN FOR THE T OWN CENTRE x. Given the increasing role that shopping is playing in our leisure time it is crucial that Morecambe town centre is able to serve the needs of both local residents and visitors. As such the regeneration of Morecambe Town Centre is crucial to the regeneration of Morecambe as a whole. The following actions have been identified:
ACTIONS FOR THE TOWN CENTRE Action TC1: Modernisation of the Arndale Centre to create an attractive shopping centre that meets the needs of retailers and shoppers. This could involve the creation of larger units, public toilets, enhanced entrances and an improved internal environment Action TC2: Development of options to support the extension of the shopping centre Action TC3: Redesign and enhancement of New Town Square to reinforce its role as the vibrant heart of the shopping area Action TC4: Enhance the towns retail offer through the targeting of national retailers to increase the range and quality of shops in the town centre. This action will be supported by Actions TC1 and TC3 Action TC5: Introduction of a new programme of signage to raise the profile and visibility of the town centre and specifically enhance the frontage and visibility of the Arndale Shopping Centre from Marine Road Action TC6: Improve car parking provision in the town centre to encourage more people to use Morecambe as a shopping destination Action TC7: Appointment of independent property advisors to act on behalf of Lancaster
City Council in the implementation of these actions Action TC8: Introduction of a Town Centre Management scheme and appointment of a dedicated Town Centre Manager Action TC9: Consolidation of the West End local shopping area and encouragement of a dual role serving local and specialist needs
ACTION PLAN FOR HOUSING xi. The sustainable regeneration of Morecambe will only be delivered if the regeneration of the tourism product and town centre are supported by the regeneration of the residential areas especially the West End. Existing perceptions of the West End of Morecambe are currently determining investment in the Resort. Action needs to be taken to enhance the attractiveness of the West End to ensure that it meets the needs of local residents and encourages people to move into and invest in Morecambe in the long term. The following actions have been identified:
ACTIONS FOR HOUSING Action H1: To develop a public/private partnership to deliver the transformation of the area increasing the proportion of owner occupiers, increasing the range of houses available in the West End, reducing voids and enhancing the environment Action H2: Redevelopment of the former Bus Depot Site for new quality housing as a catalyst for further private sector investment likely to be part of a wider programme of restructuring the local housing market Action H3: Development of a support structure for both landlords and tenants in the private sector Action H4: Development of a clear strategy for the future acquisition and use of sites within the Poulton Housing Renewal Area to enhance the amount of parking and open space Action H5: Marketing the Action Plan to change the perception of private housebuilders to Morecambe to stimulate private sector investment in the area Action H6: Better collection and use of key housing indicators to provide an effective base for future actions Action H7: Better provision of car parking to reduce congestion in the Poulton area
STRATEGIC ACTIONS xii. In addition to the specific actions set out above, a number of strategic and cross cutting actions have been identified that will support the regeneration of Morecambe. These are as follows:
STRATEGIC ACTIONS Action SA1: Introduction of mechanisms to ensure appropriate stakeholder involvement in the refinement and delivery of the Action Plan Action SA2: Development of the proposed M6 link road will support the objectives of the Action Plan and play a crucial role in the regeneration of Morecambe Action SA3: Maximise the employment opportunities available to local residents through the implementation of the Action Plan Action SA4: Completion of the sea defence works will support the local economy by ensuring a sandy beach and encouraging tourism
DELIVERING THE ACTION PLAN xiii. The focus of the actions is on the physical transformation of the tourism product, town centre and residential areas of Morecambe involving complex processes which will take place over a number of years. However, a number of more immediate priority actions have been identified to kick start the implementation of the Action Plan. These are:
Endorsement of this Action Plan must be sought from key regional regeneration agencies especially NWDA and EP Investigations of potential partners for the proposed Central Promenade Joint Venture Company Finalisation of the Central Promenade Development Brief advertise through OJEC and early testing of market interest in delivery of the Action Plan Collection of regular and accurate information about the tourism market in the Resort Establish a Town Centre Partnership between Lancaster City Council and Mars Pension Fund and other stakeholders to facilitate the modernisation of the Arndale Centre and associated redevelopment of adjacent sites Agreement by Lancaster City Council to investigate the potential of establishing a housing Special Purpose Vehicle in partnership with NWDA and private sector partners Collection of regular and accurate housing information to support decisions in respect of improving the local housing market
Engage with the resident and business community in order to build partnership and reduce conflict and encourage the Council and the Community to pull together to support the delivery of the regeneration of Morecambe.
xiv.
To support the implementation of the Action Plan, it is proposed that a management structure is put in place comprising a Regenerating Morecambe Action Manager and Task Group. Engagement with the community and key partners, including the business community, will be another crucial element of its smooth and successful implementation. The key partners in the delivery of the Action are anticipated to be: Key Partners

xv.
Lancaster City Council - Officers and Councillors Private Sector Developers Local Business Community including Morrisons North West Development Agency/English Partnerships North West Tourist Board Mars Pension Fund Lancashire County Council Community
xvi.
Finally, whilst physical change on the ground will demonstrate the successful delivery of the Action Plan, it will also be important to monitor a number of key indicators which demonstrate impact in the core areas of action. Together, these will enable the progress of the Resort over forthcoming years to be continually monitored to ensure that actions are tailored accordingly.
ACTION PLAN FOR MORECAMBE DEVELOPER CONSULTATIONS DTZ Pieda Consulting contacted a number of commercial and residential developers to glean from them their perceptions of Morecambe and to gauge their views on being involved in the delivery of the Action Plan, in particular the Central Promenade Development and West End development opportunities. A number of common messages emerged from discussions with both the commercial and residential markets. These were:
A key opportunity for the future success of the town is considered to be the construction of the motorway link road. This will significantly improve the accessibility of the resort which will not only encourage tourism but will also open up opportunities for Morecambe to become a popular residential location, attracting more wealth to the town and enhancing its sustainability. This is likely to make a significant difference to the commercial view of the resort. Early commitment by Lancaster City Council, North West Development Agency and English Partnerships to support land assembly, compulsory purchase, funding and planning issues is crucial to engaging with the private sector. Overcoming the poor image of the West End of Morecambe specifically and more generally Morecambe is fundamental to attracting investment. The need for strong leadership by the Council was highlighted to give confidence to the market that the scheme will be delivered.
COMMERCIAL D EVELOPERS Of the nine commercial developers we sought to contact, we successfully managed to speak to the following six who showed various levels of interest1:

AMEC - would like to be invited to consider any tender but there are likely to be concerns over funding and deliverability Henry Boot - would like to be kept informed of progress. David McLean - would like to be invited to consider any tender Ask - is not be a priority at this stage but would be interested in monitoring Igloo - Morecambe is not one of their target areas Northern Trust - they would not consider investing in Morecambe
Perceptions of Morecambe and Lancaster Developers perceptions were not overwhelmingly negative but, equally, were far from positive. There is a view that Morecambe has lost out on investment to competition from other places (such as Blackpool) and has not developed to the extent that some of the other seaside towns have done. Specific comments were as follows: Morecambe is seen as an isolated location the end of the road
Note: These are initial views only gained through a telephone conversation with a single representative of the developer
There was a view that a lot of convincing would be required of the ability of Morecambe to broaden tourism appeal and that it is hard to see where Morecambe could find its niche Morecambe could re-create itself as an attractive residential location making the most of its environmental attributes. If it could attract the relatively wealthy 50+ age group who are actively retired or are pre-retirement then it could bring wealth to the town which would also underpin the buoyancy of local retailing The proposed factory retail outlet will be good, if it comes off, but demographics may be an issue for other major development One developer who visited the north west seaside resorts a few years ago reported being impressed by Lytham and its development, in contrast to Morecambe There is a perception that Morecambe is to Lancaster what Fleetwood is to Blackpool Lancaster is seen as a completely different, and buoyant, market.
Central Promenade Site The key messages coming out of developer consultations are that a currently fragile leisure market, together with generally poor perceptions of Morecambe, will mean that developers will need significant reassurance from Lancaster City Council, the North West Development Agency and English Partnerships that the proposed scheme is fully supported both financially and in terms of the planning framework and so on. Specific comments were as follows: The site needs to be marketed as a whole but then delivered in smaller parts with different developers, co-ordinated by a promoter or project manager It is unlikely that a single developer will be found that is capable or interested in all elements of the proposals The leisure market is fragile at the moment. Fewer and fewer operators are actively taking space and would want to be involved in a competitive environment There is a concern that many of the uses that would normally create commercial interest have already been developed in Morecambe cinema, bowling, fast food and so on Development of pubs, comedy club and so on will need critical mass to create a circuit of evening entertainment venues Other commercially viable uses will need to be found to support some of the other less commercial ideas the health market could be a potential opportunity Grant funding may be required to cover the imbalance between end value and build costs, not just to cover land acquisition and preparation.
General Comments and Partnership Potential The developers we spoke to all have experience of joint public/private sector projects. A number of key messages and recommendations have come forward from this experience: The importance of engaging with English Partnerships and the North West Development Agency was emphasised Also of importance to developers will be having a firm assurance from Lancaster City Council that they will take control of land assembly, compulsory purchase and planning issues it is critical that developers are given confidence
One developer with a particular specialism in innovative development vehicles recommended the role of a promoter someone who can deliver the project on behalf of the local authority and take responsibility for taking forward land assembly, making grant applications and negotiating development agreements Developers can be wary of large scale development competitions which can lead to undeliverable schemes being proposed with considerable amendments then being inevitable There is a need for developers to fully understand the driving force behind the Authority and be certain that the local authority are giving a scheme their full support.
For example, Henry Boot, is currently involved in the development of Douglas seafront which will comprise a hotel, bars and restaurants, health and fitness, an ice rink (funded by the Island Government) and space for an interactive TT Races experience. Although Douglas is likely to have different demographic characteristics to Morecambe, the scheme is certainly worth further investigation. RESIDENTIAL D EVELOPERS Of the ten residential developers we sought to contact, we successfully spoke to eight. Again, they showed varying degrees of interest in development opportunities in Morecambe2, as follows: Fairclough Homes are looking again at this general area so could be interested McCarthy & Stone may be interested as part of larger redevelopment project Persimmon likely to be interested in wider redevelopment opportunity Bellway Morecambe is not one of their target areas Barratt unlikely to be interested in Morecambe Gleeson Homes not one of their target areas Merewood/Crowther Homes geographically suitable area but not in market terms
Perceptions of Morecambe and Lancaster Several of the developers we spoke to have never been to Morecambe and were therefore unwilling to talk about their perceptions. This in itself is of interest and suggests that one of the early actions should be positive marketing of the proposals set out in the Action Plan. The developers that did know Morecambe generally had very poor perceptions of it. Bare and Torrisholme are considered the better areas where developers may consider investing, but overall the picture was negative. Their comments can be summarised as follows: Morecambe is generally considered too down market to attract developer interest Perceptions of Morecambe are of a tired, run down seaside resort with an elderly population and lacking vibrancy Developers may get involved in smaller sites in high value areas but in lower value areas such as Morecambe they may only be interested in a site of 5 acres or more McCarthy & Stone have recently developed in Bare and would also consider investing in the Torrisholme area, however a scheme they developed several years ago in the West End struggled to sell
Note: These are initial views only gained through telephone conversations with a single representative of the developer
Fairclough Homes also have previous development experience in Morecambe, near the Heysham bypass but acknowledged that values were low and sales slow. There is a need to de-list the Midland Hotel and the Winter Gardens if they are to be a catalyst for change in Morecambe.
Perceptions of Lancaster are much better than of Morecambe. Whilst some of the developers we spoke to simply do not get involved in development as far north as Lancaster, several of the other developers are currently involved in developments in either the city centre or its surrounding areas. These include: Fairclough Homes who are interested in the Lancaster area and are currently involved in two sites - they are developing apartments in the city centre and have applied for planning permission for a mixed development on the edge of the city. Barratt who currently have a site near the Standing Gate Hospital which they are developing as townhouses and detached housing. Russell Armer who are becoming increasingly involved in regeneration projects and are working with Lancaster City Council and the NWDA in Luneside.
Barriers to Development The barriers to development do not appear to be specific issues that could be easily overcome. They are more deep rooted and concerned with the perception of Morecambe and the West End and the impact this has on house values and ease of sales. Specific barriers identified include low site values which, in turn, are a result of the poor image of the area. The market simply is not good enough for many developers to be involved. Fairclough Homes, for example, experienced low values and slow sales when they developed a site near the Heysham Bypass in Morecambe about three years ago and this could be a barrier to future development. One of the developers recently turned down an opportunity in the Heysham area simply because they considered it to be a second tier market Perceptions of the West End Perceptions of the West End from those developers who were familiar with the area were extremely poor and would appear to be severely inhibiting potential involvement. The initial reaction from developers that knew the West End was that they would struggle to successfully do anything there it is considered to be a dump with very low values The view of one developer was that even the Midland Hotel, with its wonderful seafront location and views, would not be considered as it is effectively in the West End area. It was suggested that guesthouses occupied by tenants on benefit need demolishing and that the regeneration arms of the large housebuilders would be most interested in getting involved with such a project. There was some interest in the West End area if a major redevelopment project could be undertaken this is discussed below. Transformation of the area would need development of sufficient critical mass to enable appropriate landscaping and creation of an attractive environment where people would want to live. It would need to be targeted at the lower priced end of the market with terraces, semis and even small detached houses.
Bus Depot Site There was not a great deal of interest in the bus depot site during the consultations. The limited interest seems to be due to the poor perceptions of the West End or Morecambe generally, rather than specific issues around the site itself. Even with the possibility of redeveloping surrounding areas, interest was limited. Four of the developers did show some interest either in the site alone or in the wider redevelopment of the surrounding area. These are as follows: Russell Armers view was that they may be interested in the site as part of a larger redevelopment project rather than in the Bus Depot site alone Fairclough Homes showed some interest in visiting the site and to find out more about the proposed action McCarthy & Stone showed some interest in visiting the site and to find out more about the proposed action Persimmons, although unlikely to be interested in the Bus Depot site alone, may be interested in wider redevelopment. They would be interested in being part of a joint venture and either they subsequently buy the land for development or where the local authority provides the land and takes a percentage of the development profit. General Comments and Partnership Potential Developers tend not to work any more to standard thresholds of site area and number of dwellings. This is a result of the continuing trend towards higher density developments. More important is the sales value of the development and the time period over which this is anticipated. Developers tend to be less prescriptive now than they used to be about threshold site areas this is due to the trend for higher density developments which makes it less relevant To get involved, a project just needs to be economically viable so would usually consider sites over 0.5 acre. Over a certain size and value they sometimes work with other developers to share the capital investment and the risk.
Some of the housebuilders do get involved in the regeneration side of housebuilding. Russell Armer, for example, are currently working with Lancaster City Council and the NWDA in the Luneside area of Lancaster which will involve grant funding, land assembly and land reclamation. Bellway are currently working with Speke Garston Development Company on a 20 acre site in Speke which is to be developed for high density residential. Persimmons have worked in the past with English Partnerships on regeneration projects and would consider entering into a joint venture with the local authority in development of the West End area.
Regenerating Morecambe - An Action Plan
1.
THE AIM OF THE ACTION PLAN T HE VISION FOR M ORECAMBE
Morecambe will be recognised as a vital and vibrant coastal Resort with a sustainable economy and stable resident community.
1.1
Lancaster City Councils Regeneration Strategy 1 identifies the above Vision, for the Resort of Morecambe. The Vision for Morecambe has been elaborated upon in the Morecambe Town Centre Strategy 2 which sets out recommendations for the physical development and day to day management of Morecambe Town Centre over the next 20 years. This Action Plan seeks to set out the key steps that need to be taken by the Morecambe Action Plan Partnership 3 to work with the partners, in particular the private sector, to deliver the Vision for Morecambe. The Action Plan has been prepared by DTZ Pieda Consulting on behalf of the Morecambe Action Plan Partnership. The approach taken to prepare the Action Plan is provided in Appendix A. Figure 1.1 identifies the area which the Action Plan seeks to regenerate and the key features of the Resort. The area broadly correlates to the wards of Alexandra, Harbour and Poulton. PACKAGES OF ACTION
1.2
1.3
1.4
The Action Plan identifies the following four Packages of Action: Packages of Action

Action to Improve the Tourism Product Action to Enhance the Town Centre Profile Action to Improve Housing Supporting Actions
1.5
These four packages of Action will support and reinforce each other to fulfil the following objectives:
Image To enhance pride in the Resort amongst local people
1 2 3
Lancaster District 2010: A Regeneration Strategy Morecambe Town Centre Strategy Lancaster District Plan Supplementary Planning Guidance Note 5 Currently comprising Lancaster City Council, Lancashire County Council and Morrisons
To transform the perception of Morecambe amongst outsiders Tourism To offer an enhanced product to existing tourist markets To broaden the types of visitors attracted to visit and stay in the Resort To create more stable communities living in attractive environments with a choice of good quality housing supported by a range of facilities and services To promote sustainable development in the Resort by making use of its physical assets and conserving and enhancing its heritage To improve linkages between the Town Centre, the Promenade and the residential areas of Poulton and the West End To strengthen the local economy by enhancing the tourism, housing and retail markets and attracting new investment.
Stable Communities
Sustainable Development
Enhancing Linkages Economic Strength
1.6
This Action Plan seeks to lay the foundations for a new approach to deliver this required transformation. The crucial difference between the Action Plan and what has come before is that it advocates a joint private public partnership. The transformation of the Resort requires the public sector to play an enabling/facilitation role based on an in-depth understanding of what the market can realistically deliver in terms of viability and the private sector to play a delivery role based on a genuine commitment to quality and maximising benefits to all stakeholders. This Action Plan sets out specific actions to support the regeneration of the Resort. Each of the actions identified requires detailed feasibility before implementation. This is specifically the case in respect of the Housing Actions where the development of the options must involve local residents and other stakeholders. Morecambe, like other seaside resorts, needs to create a new niche for itself which meets modern needs and aspirations. To ensure that the Resort can continue to play a role as a tourist destination and not just be a pleasant place to live, local residents, Councillors, officers, other agencies and the private sector must work together to support the delivery of the Action Plan. Delivery cannot be undermined by infighting, a united front must be created to provide confidence to investors that the future of the Resort is bright. ACTION PLAN STRUCTURE
1.7
1.8
1.9
Considerable investment has already taken place in Morecambe in recent years, beginning the process of transformation in the Resort. Section 2 describes this investment and the context in which the Action Plan will be delivered. Sections 3-6 set out the four packages of action identified in paragraph 1.4 and Section 7 explains how the Action Plan should be implemented. 2
2.
SETTING THE SCENE FROM F ISHING VILLAGE TO 21S T C ENTURY R ESORT
2.1
Originally a collection of hamlets situated around the small fishing village of Poulton, Morecambe evolved rapidly during the late 19th and early 20th centuries as a purpose built seaside resort. A number of ambitious schemes including the Winter Gardens in the 1890s and the Midland Hotel in the 1930s reflected the growing prosperity of the Resort, but it was not until after the Second World War that Morecambe was really catering for mass tourism. Morecambe continued to be a major tourism destination until increasing competition from package holidays abroad led to the Resorts decline in the 1970s and 1980s as its traditional tourism role was eroded. It is recognised that significant changes in the national tourism market means that Morecambe, like many other seaside resorts, will never again play the same role that it did in the late 19th Century and early 20th Century. Nevertheless its attractive location set within the natural beauty of Morecambe Bay, its close proximity to the Lake District National Park, its continuing role as one of the North Wests top seaside resorts and its heritage combine to ensure that Morecambe continues to be an important tourism destination. Lancaster City Council has promoted a number of regeneration initiatives in an attempt to revive visitor numbers, including the Eric Morecambe Statue, the regeneration of the Stone Jetty, the TERN public art project and the Townscape Heritage Initiative. This proactive approach to modernisation has also attracted significant private sector investment including the development of Morrisons foodstore, the Apollo 4 Cinema, the Superbowl and the conversion of the former railway station into a Wacky Warehouse, Tourist Information Centre and the Platform Community Arts Venue.
2.2
2.3
2.4
2.5
This investment is set to continue with the development of an 8,800m 2 factory outlet retail scheme on the former Frontierland site, targeted at high quality retailers, which is proposed to open in 2003. There is also a strong desire by all stakeholders to see the refurbishment of the art deco Midland Hotel. CREATING A N EW ROLE FOR THE RESORT
2.6
Morecambe must now create a niche for itself to meet the aspirations of the 21st Century visitor. It is crucial to recognise that Morecambes future role must be wider than tourism alone. It must also ensure it meets the requirements and aspirations of its residents and other stakeholders, including the business community, in particular in terms of its town centre, housing and employment offer. All aspects must support and enhance, not undermine, each other. Shopping in Morecambe
2.7
Morecambe Town Centre is an important shopping centre, albeit serving a more localised role than neighbouring Lancaster. Its mainstream retail provision is focused around the Arndale Centre and Euston Road, with Victoria Street, Peddar Street and Queen Street providing a more specialised role. The West End shopping area focused around Yorkshire Street, Regent Road and Albert Road serves the every day needs of the local community as does the Morrisons superstore located on the western edge of the town centre. Considerable scope exists to enhance the retail offer of the town. There is a need to attract new operators into the town (especially high street operators), to raise the profile of the Arndale Centre, to reduce vacancies and to generally improve the shopping environment. Living in Morecambe
2.8
2.9
The tourism and retail cores of Morecambe are surrounded by the residential areas known as the West End and Poulton. The West End area comprises predominantly properties which were built as guest houses. As the demand for guest houses declined, the properties were converted into residential use, and mostly due to their size, into houses in multiple occupation (HMOs). The West End has benefited from ten years of investment through the designation of a Housing Renewal Area. This has improved the quality of much of the housing stock and enhanced the general environment. Nevertheless, the area continues to suffer from multiple deprivation including a transient population, high levels of crime and high vacancy rates. These issues combine to create a very negative image of the area locally, regionally and even nationally. This poor image must be transferred through the delivery of the Action Plan to support the long term stability of the Resort.
2.10
2.11
Poulton, on the eastern side of the town centre, was the historic centre of the area and as such accommodates a range of historic buildings. Significant action is already being undertaken to regenerate the area. It has been designated as a Housing Renewal Area and has also been successful in being selected as a National Neighbourhood Management Pathfinder. Both these initiatives will have a significant impact on the area. They must ensure a holistic focus of regeneration, seeking to enhance its socio-economic characteristics whilst also trying to tackle physical issues in particular the high density, difficulties in traffic movement (due to narrow streets exacerbated by on street parking) and lack of quality open space. Working in Morecambe
2.12
Tourism continues to be the major employer in the Resort, with other significant neighbouring employment locations including the White Lund Estate and Lancaster City Centre, the Heysham Power Station and Port of Heysham. The successful regeneration of the Resort requires actions which will ensure that new employment opportunities for local residents are maximised and that better linkages to existing opportunities are developed. T HE SOCIO-E CONOMIC P ROFILE OF THE R ESORT
2.13
In order to identify Morecambes future role and the actions required to achieve this, it is vital to understand the current socio-economic structure of the Resort and its surrounding area. The following tables set out the headline findings from the baseline review. The full baseline profile is provided in Appendix B. For the purpose of the baseline, Morecambe is defined as the six wards of Alexandra, Parks, Harbour, Poulton, Torrisholme and Victoria and the Resort is defined as the three wards of Alexandra, Harbour and Poulton. Area Characteristics The total population of the Resort is 16,800 (at 1998 estimates). This represents 13% of the population of Lancaster District. Morecambe has a relatively old population. A higher than average proportion of residents are of retirement age and a lower proportion are of working age. Within the Resort this is most apparent in Harbour and Poulton wards where 24% and 28% respectively are of retirement age (compared to 21% nationally). Harbour also has a relatively high proportion of under 16s at 25% compared to 20% in Alexandra and 19% in Poulton. This compares to a national figure of 19% of 0-14 years. Out of 8,141 wards nationally, Alexandra is ranked 280th, Poulton 759th and Harbour 1279th in terms of multiple deprivation.
2.14
Total Population
Age Structure
Deprivation
60 Minute Catchment
Area Characteristics There were an estimated 2,094,415 people living within 1 hour of Morecambe in 1991. The catchment is marginally older and of a lower social class structure than the national average.
Economic Activity
Employment Economic activity, the proportion of the population in work or available for work, is highest in Alexandra (47%) followed by Poulton (42%) and Harbour (40%). These 1998 rates are lower than those recorded in 1991, which were 48%, 44% and 43% respectively, compared to a national average of 49%. Employment in Morecambe is dominated by distribution, hotels and catering which includes retail (32% of employment compared to just 24% nationally in 2002). Within the Resort, this is particularly evident in Alexandra ward, where 59% of employment is in this sector, and in Poulton where the figure is 38%. Of the employment sectors considered most relevant to Morecambes tourism and leisure industry, employment in bars, restaurants and hotels with restaurants ranked highest in 2002. Within the Resort itself, this is also the case in Alexandra and Poulton wards, whilst in Harbour ward employment in camping and caravaning, fairs and amusement parks, and gambling and betting ranks more highly. Within the three wards 5,458 people were employed in these sectors in 2002 compared to 6,607 in 1996, a decrease of 17%. Unemployment rates within the Resort (based on JobSeekers Allowance claimants) are significantly higher than the national average. The rates are 10.3 in Alexandra, 7.6 in Poulton and 5.4 in Harbour compared to just 3.1 nationally in June 2002. Of this, Harbour suffers from particularly high youth unemployment (37% of claimants compared to 26% nationally) whilst Poulton has above average long term unemployment (18.6% of claimants compared to 16.3% nationally).
Employment by Sector
Tourism Employment
Unemployment
Tenure of Households
Housing The proportion of owner occupation (outright and buying) in Morecambe is higher than the national average (82% compared to just 67% at 1991). Within the Resort, Poulton has a particularly high proportion of owner occupation at 92%, whilst the proportion in Harbour is 76% and the amount of outright ownership is higher than the national average in all three wards (1991 estimates). However, the proportion of private rented accommodation is noticeably higher in Alexandra ward, at 36% of households compared to just 7% nationally (1991 estimates). Households renting from Housing Associations or the Local Authority are concentrated in Harbour ward.
Type of Households
The proportion of households living in flats is higher than the national average in all three of the Resorts wards but particularly in Alexandra, whilst the proportion living in terraced houses is lower than the national average (1991). Semi-detached houses accommodate an above average proportion of households in Harbour and Poulton wards whilst detached houses are underrepresented in all three wards. The rate of housing voids, as a percentage of the total number of households, was 3.05% in Alexandra compared to 1.52% in Harbour and 1.05% in Morecambe in 2001/02. House prices within the Resort are significantly less than the national average. Land Registry figures, which are available by postcode area, suggest that house prices across parts of all three wards (postcode areas LA4 4, LA4 5 and LA3 1) are up to 65% less than the national average whilst in other parts of Harbour and Poulton (LA3 3 and LA4 6) are around 40% less. This is particularly acute in respect of the prices of flats, which are around 75% less than the national average in parts of Alexandra and Poulton (LA3 1 and LA4 5) and terraces, which are up to 70% less than the national average in Harbour (LA4 4). Detached house prices are around 60% less than nationally in Alexandra (LA3 1) whilst semi-detached are around half the national average in all three wards (LA4 4, LA3 1 and LA4 5).
Voids
House Prices
Primary Schools
Education There are five primary schools within the Resort, three of which are located within Poulton ward. Attainment rates for English, Maths and Science are generally below the national average. Poulton le Sands C of E Primary and St Marys Catholic Primary, both in Poulton, are the main exceptions. There is one secondary school within the Resort, Morecambe High School which is located in Poulton ward. Attainment rates are above the national average, with 51% achieving 5+ A*-C (compared to 50% nationally) and 95% achieving A*-C (compared to 89%).
Secondary Schools
Convenience
Retail There is an over-representation of convenience floorspace compared to the national average, although this is not the case for greengrocers and fishmongers. This floorspace is however concentrated in a relatively low number of retail outlets, perhaps reflecting the presence of the large Morrisons retail store. According to the Lancaster and Morecambe Shopping Survey, the main reason for visiting Morecambe is for food or groceries (36%). There is an under-representation of comparison floorspace particularly in the case of variety stores, motor accessories, electrical and home entertainment, chemists and opticians, sports and hobbies, womens and childrens clothing and jewellers. There is also a below average proportion of DIY and household, footwear and mens clothing outlets. According to the Lancaster and Morecambe Shopping Survey, only 9.6% of shoppers use the town centre as a main non-food shopping destination. The proportion of small units under 1,000ft2 is well above the national average (56.15% compared to 40.67%) and a below average proportion of larger units. This is an issue because modern retailers tend to require larger units. The Lancaster and Morecambe Shopping Survey suggests that the majority of existing retailers require less than 500m 2, possibly reflecting the limited provision of national retailers.
Comparison
Units Size
Visitor Numbers
Tourism In 2000, approximately 2.9 million visits were made to Lancaster District resulting in expenditure of approximately 270 million. Of this, over 375,000 were staying visits resulting in over 1.8 million bednights and expenditure of approximately 90 million. Serviced accommodation provision in Lancaster District is made up of 20 hotels (all of which are AA RAC ETC assessed) and 110 guest houses (of which 60 are assessed). Approximately 80% of serviced and nonserviced accommodation is located in Morecambe. Non serviced accommodation is made up of 64 self catering, 24 chalets/static caravans and 15 touring caravan sites.
Serviced Accommodation
Non Serviced Accommodation
POLICY CONTEXT 2.15 The Lancaster District Local Plan and the Morecambe Town Centre Strategy provide the main policy context for the town and have been the main point of reference on policy issues in the preparation of the Action Plan. However, reference has also been made to a number of other important documents, a full list of which is provided in Appendix A. The main messages arising from our review of the key documents are as follows:
Lancaster District Regeneration Strategy - recognises that the Resort needs to play to its natural advantages rather than trying to replicate what has worked in other resorts and that in parallel with the improvement of the tourism product there needs to be a programme of social investment. Morecambe Town Centre Strategy - identifies as a key objective the development of new attractions which will provide a reason for visiting and staying in Morecambe, identifying the Central Promenade area as a key opportunity. Lancaster District Tourism Strategy - key objectives of the strategy relate to an improved physical infrastructure, the range and quality of attractions, the quality of serviced and unserviced accommodation, the quality of the visitor experience, visitor groups and additional employment. Lancaster City Council Housing Strategy - concentrates on five key areas: tackling deprivation and social exclusion, investing in decent homes, supporting people, accommodating growth and providing affordable homes and sets out the Councils proposed actions to tackle housing issues. Morecambe Townscape Heritage Initiative - identifies four character areas as Poulton, Green Street to Euston Road, Skipton Street/Church of St. Lawrence and the Central Attractions area within which specific buildings will be targeted for improvements with supporting environmental enhancements.
T HE N EED FOR ACTION 2.16 The successful regeneration of the Resort of Morecambe will only be delivered if the Resorts assets can be built up and its weaknesses overcome . Action is needed to enhance the Resort as a place to:
Visit by increasing the variety of activities available in the Resort to meet the desires of a wider range of people, throughout the year and supported by excellent quality and choice of accommodation and associated services Live by improving the quality and choice of housing in the West End and Poulton Shop by broadening the variety of retail occupiers in the town to meet the needs of shoppers and tourists Recreate by enhancing the quality of the local environment Work by increasing the opportunities for local residents to access a variety of employment and to attract new employers into the Resort
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3.
ACTION PLAN FOR TOURISM OVERVIEW
3.1
Continued support for and development of Morecambes tourism offer is essential to the successful regeneration of the town. Successful redevelopment of the Central Promenade area to provide high quality tourism/leisure infrastructure will be crucial to supporting and improving Morecambes existing markets as well as broadening its appeal throughout the year, particularly to growing, higher spend sectors.
National Trends in Tourism and Leisure Development 3.2 The following national trends have been discerned over the last decade:
A slowing demand for attractions - between 1989 and 1999 the number of visits to attractions in England has grown at a slower rate (+14%) than in the previous 10 years (+23%). The average number of visits per attraction has also been slowing at a time when supply has been increasing, indicating that supply may be outstripping demand. Increasing competition for consumer leisure time and spend - although there has been an overall growth in leisure day visits (+40% since 1986)4 fuelled by rising disposable income, it is perceived that some attraction visits are being displaced by other leisure spending options. This appears to have been precipitated by relaxation of restrictions on Sunday trading and increases in Sunday sport. Changing consumer leisure and domestic holiday patterns - there has been a general domestic trend away from long holidays in the UK towards short breaks and more visits to friends and relatives. These visits generally yield a lower level of attractions visiting than long holidays.
Action for Attractions ETC, 2000
11
Recent decline in European Visitors - these visitors tend to yield higher levels of attraction visiting. Increasing supply in attractions stimulated by Lottery and EU funding although at least 400 attractions closed between 1990 and 1999, over 1,200 new attractions opened. Private sector attractions are struggling to raise investment displacement of visitors from admission charging attractions has occurred since introduction of free/reduced price admission to national museums The leisure market has been particularly sluggish over the last few years with fewer and fewer operators taking space.
3.3
Specific trends to note in respect of seaside resorts are as follows:
English seaside tourism has fallen consistently and significantly from 32 million visits in 1973 to 22 million staying visits in 1998 Over the same period, seaside nights almost halved from 193 million to 104 million. The seaside still accounts for 22% of all domestic tourism trips taken in the UK, 30% of nights and accounts for around 35% of domestic spending (1998) In terms of real market share the picture is worse. In 1973, English seaside nights represented around 27% of all UK-generated tourism nights (nights spent in the UK and abroad) this percentage had fallen to 13% in 1998 and is now thought to be as low as 10%. Only around half of all English seaside tourism is now commercially accommodated (as opposed to privately owned holiday homes and caravans etc). At the end of the 1960s some 75% of domestic holidays taken by the British were at the seaside. This figure is now below 20%. There has been a continuing trend towards shorter seaside holidays
The Current Tourist Market as it impacts on Morecambe 3.4 Despite witnessing a dramatic decline in visitor numbers over the last few decades, Morecambe continues to attract a significant number of visitors. According to North West Tourist Board figures for 2000, there were approximately 2.5 million day visits to Lancaster District. Over 375,000 staying visits to Lancaster District resulted in over 1.8 million bednights. Although disagregated figures are not available for Morecambe itself, given that approximately 80% of the District Tourist accommodation is located in Morecambe, it may be assumed that a significant proportion of those staying in the District visited Morecambe. The majority of visitors fall within the lower income groups. It is estimated that day and staying visitors spent over 270 million in the District.
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3.5
The tourism market is increasingly dominated by touring coach parties (older clientele) and to a lesser extent commercial tourism (focused on contractors carrying out servicing work at Heysham Power Station). Other market sectors are also attracted albeit they remain relatively small and undeveloped or are declining. These include the family market (which is in decline due to the lack of attractions on offer), special interest groups such as golfers and birdwatchers (whose potential has yet to be fully exploited) and visitors attracted to events being held in Morecambe. The Council has been very active in recent years in developing an events programme to exploit this considerable market, despite restrictions in terms of suitable venues 5. Over 2 million people live within 1 hours peak drive time of Morecambe6 and approximately 10.8 million live within 2 hours. These are significant numbers and will be greater still if the proposed M6 motorway link is delivered. External Perceptions of Morecambe
3.6
3.7
Discussions were held with developers/investors and the North West Tourist Board to gauge current perceptions of Morecambe as a Resort. The following highlights some of the comments made.
There is a general perception that Morecambes tourism industry is in decline and indeed one consultee summarised his perception of the Resort as a one industry town whose market has collapsed There was no consensus on whether Morecambe should develop its tourism industry or concentrate on becoming an attractive residential location. Perceived to have an aged catchment demographics may be an issue for investment/type of development Access is difficult. Morecambe is seen as end of the road. An issue which will not be overcome by the provision of a new road link to the M6 Businesses fear that if they market themselves as a touring base for the local area/region they will ultimately loose trade Morecambe traditional markets have been family/elderly market but current infrastructure does not cater for their needs More grant aid support is required to assist businesses to develop Resort needs to concentrate on niche marketing and use events calendar to attract visitors and broaden visitor base.
Existing Venues: Festival/Market Hall (approx. 3,000 standing capacity), The Dome (seats 650, approx 1,000 standing capacity), The Platform (seats approx. 300, approx. 1,000 standing capacity) and Carlton Night-club (approx. 800-1,000 standing capacity). 6 Source: Illumine Report based on 1991 Census and 1997 mid year estimates
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3.8
As visitor surveys have not been carried out in Morecambe since the mid 1990s it was not possible to gauge current visitor perceptions of the Resort. However, the North West Tourist Board, on behalf of Lancaster City Council, completed face to face visitor interviews at a number of specified survey points throughout Morecambe and the rest of the District during the summer of 2002. The results of this exercise are expected in November 2002 and will be submitted as part of the National Tourism Best Value Groups Destination Benchmarking programme. Used by the Regional Tourist Boards since 1998. Benchmarking Morecambe with other Resorts
3.9
In considering Morecambes performance as a tourist resort, it is beneficial to compare its development with a variety of other resorts. As previously stated, Lancaster City Council is already involved in the National Tourism Best Value Group. Within this group a number of category definitions are provided, four of which focus on coastal areas. Lancaster City Council falls within the Coastal Three Group. This is defined as an Authority comprising a single or multiple, small to medium sized resort with significant rural and/or historic urban areas. Other authorities in the group include Weymouth and Portland Borough Council, Kings Lynn and West Norfolk, Suffolk Coastal District Council, Tendring District Council, City and County of Swansea and Redcar and Cleveland Borough Council. The purpose of the Best Value Group and the benchmarking programme is to enable authorities to compare tourism data and thus benchmark their performance against similar areas as well as assisting in setting priorities for action. This is achieved through the annual collection of tourism market information, including information on visitor numbers and spend as well as visitor perceptions. By signing up to the STEAM model (as detailed in Action T6), Lancaster City Council will be able to provide reliable and comparable data on visitor numbers and spend and compliment information on visitor perceptions gained through survey work. Within the Coastal Three Group, two local authority areas with similar population levels to Lancaster District are achieving substantially higher visitor figures Kings Lynn and West Norfolk District Council and Suffolk Coastal District Council. Although these figures cannot be attributed to one particular resort, several resorts within these two authorities offer a variety of visitor facilities such as theatres, concert venues, swimming pool complexes and aquariums. Some of the best successes in terms of regeneration of coastal resorts however, can be found in the smaller locations such as Aldeburgh and Southwold in Suffolk, Whitstable in Kent, Herne Bay in Essex, Lytham in Lancashire and Padstow and St Ives in Cornwall. In all these places, provided that the natural and built environments have retained their visitor appeal, just two or three small innovative businesses have often made a major difference in regenerating the resorts. In Whitstable regeneration was achieved through creating a gourmet reputation for the town by successfully promoting the Whitstable Oyster. The Whitstable Regeneration Partnership was also set up and has been central to developing the artistic and maritime strengths of the town. A similar approach has taken place in Padstow, where the location of Rick Steins sea food restaurant acted as a catalyst for further investment. In Herne Bay regeneration of the seafront (including the repair and upgrade of the Central Bandstand resulted in a 70% increase in day visitors during the winter and a 20% increase in the summer. A Town Centre Management scheme was also implemented in Herne Bay to revitalise the shopping and business image of the town.
3.10
3.11
3.12
14
3.13
It is also useful to consider those principal English seaside resorts (of which Morecambe is one) that have been successful in attracting investment over recent years. Bournemouth provides a good example of such a resort, having experienced significant improvements to its town centre and tourism infrastructure over the last 15 years. Regeneration in Bournemouth has been spearheaded by improvements to the public realm, beginning with the redevelopment of the towns main square in the 1990s and extending to include a number of secondary public open spaces. Recent investments in the town include the development of an Imax cinema opposite the Bournemouth International Centre and various mixed use developments. Public investment is also proposed to the Pavilion Theatre, using funds acquired through the disposal of land by the local authority. Issues Facing Morecambes Tourism Industry
Shrinking tourism product - Morecambe has witnessed a dramatic decline in its tourism product over the last few years including the closure of Bubbles, Frontierland, Jungle World and the Empire Theatre (which housed Hot Shots nightclub). This has resulted in the effective shut down of the town at night, and lack of indoor all weather facilities. A detailed feasibility study has been developed for refurbishment of the Victorian Pavilion as a comedy theatre/attraction and detailed plans drawn up and subsequent planning permission obtained for refurbishment of the Midland Hotel as a 4/5 star hotel. Although the successful development of both proposals would greatly benefit Morecambes renaissance, the refurbishment of the Midland Hotel is crucial to changing the image of the town. Declining visitor figures and emphasis on lower income categories - in line with national trends, Morecambes traditional market has witnessed considerable decline over recent decades (long stay family holiday market). The continuing decline of this market, accelerated by the closure of traditional seaside attractions, has not been countered by the development of new markets. Mismatch between accommodation available and market expectations although accommodation standards have increased, particularly since Lancaster District Tourism Services announced that it would not market hotels and guesthouses that were un-registered, Morecambe lacks the high quality medium/large hotel and commercial budget hotel provision increasingly demanded by visitors. Action is required to encourage investment in creating quality hotels in the Resort ideally including the refurbishment of the Midland Hotel. The successful redevelopment of the Midland Hotel remains central to improving accommodation provision and attracting higher spend visitors. Action should also be taken to ensure that prominent quality assured hotels on the seafront are not converted to HMOs. Contracting off peak and shoulder month markets - accommodation providers in Morecambe have historically relied on commercial trade from workers servicing the neighbouring power stations to provide off peak and shoulder month trade. Consultations suggest that this market is contracting and combined with the continued concentration of the family market to the peak months of July and August is resulting in viability issues for accommodation providers.
15
Declining quality of built environment - a number of poor quality buildings dating from the 1960s and 1970s detract from the towns remaining historic landmark buildings, which are of significant heritage value. More recent developments such as the Platform Arts Centre have, however, paid more attention to their surrounding environment. Constraints on the development of events - Morecambe has successfully hosted a number of festivals in recent years and has developed an impressive events programme. However, the lack of a medium to large sized entertainment venue together with restrictions on the use of the Festival/Market Hall has resulted in the loss of a number of events and restricted the Towns ability to host larger more high profile events. This issue needs to be addressed if Morecambe is to compete for this growing market and regain its image as a fun place to be. Ageing population nationally - it is estimated that between 2000-2005, 5564 year olds will be the fastest growing age group nationally. Morecambe has traditionally attracted an older clientele although this has tended to be restricted to the C2 DE social groups. The Resort must extend its efforts to cater for all the needs of this group. The breakdown of the nuclear family, nationally - Morecambe must reposition itself to cater for the needs of increasing numbers of single travellers, friends travelling together and one parent families. The increase in global warming and its effect on the UKs weather recent years have shown the importance of planning for the next generation of tourism facilities. The need for Resorts to provide modern indoor allweather facilities is acknowledged as a priority for future attractions. Insufficient tourism statistics are currently available at the local level (Morecambe Resort) to understand micro trends in terms of numbers of day and staying visitors and corresponding spend.
Accommodation 3.14 Morecambe still has a solid base of accommodation, albeit of variable quality. Serviced accommodation comprises 110 guest houses (55% assessed) and 20 hotels (100% assessed), whilst non-serviced accommodation is made up of 64 self catering premises (63% assessed), 24 chalets/static caravans (90% assessed) and 15 touring caravan sites (13% assessed), the latter of which is a growing sector. There are two 3* hotels in the Resort, the Strathmore and the Headway which both have around 50 bedrooms. However, the Resort currently lacks medium/large higher quality hotel provision to cater for increasing demand from tourists for higher quality accommodation and improved service. Of 16,000 bedspaces in Lancaster District, approximately 80% are located in Morecambe. Average room occupancy for serviced accommodation in the District is 53%, which is about average for the North West (53-55%) but slightly lower than for England (59-60%). Some guest houses, however, have occupancy rates as low as 25% whilst for some hotels (particularly those catering for coach markets) it is as high as 70%. In keeping with national trends, the average length of stay by visits to the District is four to five days.
3.15
16
Opportunities
The existence of a large flat site - prominently located at the centre of the town, the Central Promenade Area provides considerable opportunity to develop Morecambes tourism/visitor infrastructure. Rise in demand for special interest/activity holidays - especially short breaks. The number of short breaks increased by over 60% during the 1990s and 57% of all holidays in 1999 were for 1-3 nights. A number of specialist markets can be attracted to Morecambe including birdwatchers, golfers and possibly spa users. However, the Resorts infrastructure must be improved to attract these groups. A more discerning market - holiday makers are increasingly well travelled and have higher expectations about choice and quality. The vacant but unique art deco Midland Hotel provides Morecambe with the opportunity to attract modern day tourists and higher spenders. A more health conscious population - recent research reveals that spa breaks already contribute 1.4 billion to Englands economy, but estimates that this figure could double if the right kind of facilities were made available. An increasingly cash rich/time poor population - seeking relaxing, physical and spiritual experiences. An increase in eco-tourism - the fastest growing segment of the tourism industry, ranging from bird watching to active conservation and volunteering. Given the importance of its environmental designations, Morecambe is well placed to capture and develop this market.
STRATEGY 3.16 The actions for tourism seek to meet the following objectives:
To change the perception of Morecambe from that of a declining seaside resort to a modern seaside town that makes people feel good and enjoy themselves To broaden the appeal of Morecambe to new market segments to ensure good business all year round To rebrand Morecambe to establish a quality profile and consistent image for the Resort - using a previously successful motto for the Resort 'Beauty Surrounds Health Abounds', and linking this to the promotion of health/spa facilities and eco-tourism
17
To expand current marketing activity to promote the Resort, making optimum use of an expanded events programme and the recently established sea crossing from Belfast to Heysham7 To exploit the existing eco-tourism market by providing future tourism infrastructure and increased marketing To enhance the visitor experience for Morecambes existing market by attracting new quality all weather facilities/attractions.
3.17
In order to maximise the opportunity to achieve these objectives, it is proposed to establish a Joint Venture Partnership to assemble and redevelop a single large site located in the heart of the Resort. This single large site which is referred to as the Central Promenade Site (see Figure 3.1), contains key historical buildings including the Midland Hotel and Winter Gardens, existing attractions such as the Dome and surrounding land. The advantage of this approach is that it provides greater flexibility for redevelopment, enables scope to provide the critical mass of activities in the heart of the Resort required to kick-start a tourism revival and importantly is more likely to attract investor interest. The redevelopment of this key site will be the catalyst for the transformation of the Resort to attract day and staying visitors and also providing new opportunities for local residents and other stakeholders. A development brief for the site is set out in Appendix C. Actions T1-T5, below, relate to the Central Promenade Site and set out potential uses which could be brought forward on the site and recommendations as to how redevelopment of the site should be facilitated. ACTIONS
3.18
3.19
3.20
The following tourism actions have been identified to deliver the identified objectives:

T1: The Central Promenade Site T2: Refurbishment of the Midland Hotel T3: Redevelopment of the Winter Gardens T4: Redevelopment of the Bubbles Site T5: 'Beauty Surrounds Health Abounds' - Development of a Health Resort T6: Tourism Market Research T7: Tourism Marketing and Signage T8: Developing a Reputation for First Class Service T9: Morecambe Good Food Guide
Reliability problems are currently being experienced with sea crossings to Ireland, resulting in missed transport connections to Resorts. Further consultation with the service operator must take place to resolve this problem prior to carrying out additional marketing activity.
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Action T1 The Central Promenade Site Description: Creation of a Joint Venture Company to facilitate the redevelopment of the Central Promenade site for mixed use development with a focus on tourism. Potential partners are likely to include Lancaster City Council, NWDA and a private sector partner. A private sector development partner will be sought to deliver the mixed use site with the public sector playing an important role in determining the appropriate mix of uses and facilitating delivery of the site. Potential uses which could be tested for their deliverability include: Refurbishment of Midland Hotel (see Action T2 and T3) Fun Space (indoor) Event space - flexible including public performance space possibly linked to the redevelopment of the Dome Visitor attractions - possibly refurbishment of Winter Gardens as a comedy venue or small independent retail centre (see Action T3), Morecambe Bay Visitor Interpretation Centre for birdwatchers with video connection to the Bay and reserve at Leighton Moss (based on the proposed Egg - The Bird Centre concept) Health facilities - spa complex Hotel including conference centre Casino Nightclub Restaurants/food court Speciality retailers High quality apartments for tourism and/or residential use Civic square/garden/seating Other potential uses may come forward through the testing Purpose: To provide new activities to support a broader tourism market and to create a quality urban environment providing a new heart for Morecambe Actions: Consultations to be undertaken with NWDA/EP and other partners e.g. NWTB, The Morecambe Bay Partnership, over possible partnership involvement and funding contributions Commence legal discussions about potential Joint Venture vehicle and agree delivery mechanism Investigate site ownership (including Lancaster City Council (major landholder), Buildings at Risk Trust and private interests) and commence discussions on potential acquisition through negotiation Commence discussions between LCC and NWDA over possible use of CPO powers and start proceedings where necessary Investigate possible funding sources and take into account bidding timescales Finalisation of development brief (see Appendix C) Use development brief (advertised through OJEC) to stimulate developer interest in the site and invite submission on initial feasibility of redevelopment of site for mixed use through a joint venture company Undertake developer selection (if sufficient interest is raised) Obtain outline planning permission for appropriate uses on site Delivery: Existing Land Uses: The 12.24ha Central Promenade Site contains Morecambes 19
Action T1 The Central Promenade Site two most strategic and architecturally important buildings - the art deco Midland Hotel (see Action T2) and Winter Gardens (see Action T3). The site is also occupied by various public and privately owned car parks, the Bubbles site (see Action T4), the Dome (entertainment arena), the Harbour Band Arena site adjacent to the Midland Hotel, various comparison stores and the former railway station (which now houses the TIC, Platform (performing arts venue) and Wacky Warehouse (see Figure 3.1). The site is dissected by Marine Drive and is the subject of the development of a Poem Path as part of the TERN Project which bisects the southern half of the site Ownership: Mixed ownership includes Lancaster City Council (main land owner), Kalber Leisure (Midland Hotel), BART (Winter Gardens) and various other private interests Planning Status: The site is identified as a Tourism Opportunity Area and covered by tourism policies TO1 and TOC2, as well as various transport, informal recreation and shopping policies. Proposed uses for the site are consistent with and support existing planning policy. Planning permission currently exists for refurbishment/extension of the Midland Hotel, however outline/detailed planning permission will be required for development of the site following agreement of the appropriate mix of uses together with applications for listed building consent where necessary. Potential Partners: Lancaster City Council, NWDA, Private Sector Potential Funding: as part of the Townscape Heritage Initiative, the Council have identified the central attractions area as one of four character areas, as it represents a unique period of Morecambes development during the turn of the century and inter-war years. It acknowledges the existing townscape of the area its open aspect to the sea, the large clear sweep along Marine Road and the presence of two buildings of national importance the Midland Hotel and the Winter Gardens. The refurbishment of these two buildings is seen as critical within the action plan and priority funding is thus likely to be available. Timing: Commence actions immediately. Delivery medium term
Action T2 Refurbishment of the Midland Hotel Description: Refurbishment and possible extension of the Midland Hotel to bring this landmark building back into use. Possible options to be investigated as part of the comprehensive redevelopment of the Central Promenade site could include: i. Creation of a high quality hotel at the heart of the Resort - it is not considered that the existing Midland Hotel is large enough to provide viable accommodation to cater for modern requirements and the sustainable redevelopment of the building may require sympathetic extension possibly utilising the adjacent Harbour Band Arena site and possibly part of the Bubbles site ii. Development of a Spa Complex including pool, gym and treatment rooms. Likely to be linked to a hotel accommodation which could be situated on the adjacent Bubbles site (see Action T5) iii. Refurbishment to accommodate some form of visitor attraction for example a Morecambe Bay Interpretation Centre (linked to birdwatching and eco-tourism) iv. Refurbishment to accommodate holiday or residential apartments 20
Action T2 Refurbishment of the Midland Hotel Purpose: To ensure that this landmark building is refurbished as soon as possible for a viable use and that it is not allowed to decline further with the risk that it will not be able to be refurbished and in a worse case scenario will need to be demolished due to dereliction. Actions: Test market interest with potential hotel operators If little interest is identified other options should be tested with the market Discussions should be commenced with the current owners over possible acquisition of the building by the NWDA/proposed Joint Venture Company set up to deliver the redevelopment of the Central Promenade site (see Action T1) Consideration may need to be given to further modification of this listed building in order to ensure it is brought back into use. LCC to discuss with English Heritage scope for alterations to enable the building to be brought forward for refurbishment and viable reuse Delivery: Ownership: Urban Splash Current Status: The Midland Hotel opened in 1933. It is a Grade II* Listed Building and a noted example of the art deco style. Urban Splash are currently preparing plans for the refurbishment of the Midland. Plans to refurbish the hotel as a 4/5* art deco themed hotel have been suspended by the current owners Kalber Leisure, due to the withdrawal of funding. Planning Status: Planning permission to replace and extend the sun lounge, erect a 3 storey extension and remodel the interior to provide 50 beds and new health function suites currently exists Timing: Refurbishment of the former hotel in the short term is both critical to preventing deterioration of the building fabric (especially the internal art deco features) and to provide a catalyst for the redevelopment of the Resort as a whole by improving the image of the Resort and attracting higher spend visitors.
Action T3 Redevelopment of the Winter Gardens Description: Redevelopment of the Winter Gardens as part of the comprehensive redevelopment of the Central Promenade site. A previous detailed feasibility study identified the preferred use of the building as a comedy attraction with associated uses (see below). To date there has been little private sector interest, but it is considered that greater interest may be forthcoming for the refurbishment of the building as part of a comprehensive development of the Central Promenade site. Purpose: To create a new profile visitor attraction for Morecambe to enhance its tourism product and facilities for local residents, ideally through the refurbishment of the Winter Gardens. Actions: If current discussions do not come to anything, discussions should be commenced with BART, and Barnfield Developments, who have an interest in the site, regarding the possible transfer of the freehold interest to the proposed Joint Venture Company (see Action T1) The refurbishment of the building should form a component project within the 21
Action T3 Redevelopment of the Winter Gardens comprehensive redevelopment of the Central Promenade site Identification of a project champion (likely to be public sector or trust) Develop business plan/marketing plan Initial discussions with potential funders including Arts Lottery/Heritage Lottery Delivery: Status: The Pavilion was built as a Palace of Varieties in 1897 and was, with the exception of Blackpool, the largest variety theatre between Manchester and Glasgow with some 2,000 seats. Its most influential period was from 1953 onwards when the theatre became part of Moss Empires Ltd and attracted performers such as George Formby, Ken Dodd, Gracie Fields, the Crazy Gang and the Goons. Following a report on the state of the building in 1977, the theatre was forced to close, followed by the closure of the Dixieland Bar in 1978. In 1982, the adjoining ballroom was demolished and an amusement arcade erected on the site. In 1988 Grant Leisure Group prepared an option appraisal study for the building on behalf of Lancaster City Council. This considered a number of potential uses, but concluded that use as a visitor attraction retaining the basic layout could be viable. In 1991 further investigation was undertaken and a strategy identified for securing a future for the building, as concern was growing over the buildings condition. The creation of a multi-use tented enclosure on the ground floor was advocated. This scheme failed to proceed, however the building was subsequently acquired by the Buildings at Risk Trust (BART) who embarked on a first phase of work aimed at arresting the decline in the condition of the building, funding for which was provided by English Heritage and the SRB Programme. Since completion of the Phase 1 works, BART has failed to attract commercial interest for internal refurbishment and use of the building and subsequently commissioned a development appraisal report in 2001. This concluded that the most viable use of the building (retaining significant features) would be as a comedy attraction with a comedy exhibition within the main auditorium, ancillary catering and retail outlets overlooking Morecambe Bay, ancillary flexible spaces for small meetings and educational use and a comedy club to the rear of the building providing a live entertainment venue. It is understood that an alternative option currently being considering is for a small independent retail centre like the Corn Exchange in Leeds. Ownership: Buildings at Risk Trust (Barnfield Developments also claim an interest following their work in enveloping the building) Planning Status: Both planning and listed building consent will be required for alterations to the building. Timing: Redevelopment of the building is an important aspiration, however it is likely to be delivered in the medium to long term, once the market has more confidence in the Resort
Action T4 Redevelopment of the Bubbles Site Description: Redevelopment of the Bubbles site in association with the redevelopment of the Midland Hotel (see Action T2). 22
Action T4 Redevelopment of the Bubbles Site Purpose: To support and complement the refurbishment of the former Midland Hotel, enabling provision of a critical mass of tourist infrastructure in the centre of Morecambe. Actions: Investigate potential of redeveloping the site in association with redevelopment of the Midland Hotel (see Action T2) As appropriate (if not required to support the refurbishment of the Midland Hotel), investigate other potential uses for the site as part of the comprehensive redevelopment of the Central Promenade site. Potential uses could include: - Expansion/redevelopment of the superdrome as a significant events area - Development of an Interpretation Centre for Morecambe Bay Delivery: Status: Originally developed in the 1930s as an outdoor Super Swimming Stadium, the site was redeveloped in the 1970s and an indoor pool added. The development was not financially viable however and the site closed in the late 1990s and was subsequently cleared in Autumn 2001. The site is approximately 1.0ha and located in a prominent seafront location in the Central Promenade area. Adjacent developments include the Harbour Band Arena site to the west, which is itself located adjacent to the Midland Hotel, and the Dome entertainment centre located to the east. The site is currently occupied by funfair rides on a short term lease Ownership: Lancaster City Council Planning Status: site forms part of the Tourism Opportunity Area. This site would fall within the proposed promenade Conservation Area. Timing: Short to medium term, depending on the proposals for refurbishment of the Midland Hotel.
Action T5 Beauty Surrounds Health Abounds, Development of a Holistic Health Resort Description: Morecambe already benefits from outstanding environmental and recreational opportunities provided by the Bay. The development of quality health/spa facilities to compliment these ecological advantages could create a unique and attractive tourism offer for the Resort which would provide the basis for rebranding the Resort under a former successful motto used in respect of Morecambe - Beauty Surrounds Health Abounds. As stated in Section 2, the national population is becoming increasingly health conscious and focused on well-being. Recent research by the English Tourism Council (ETC) into the spa health market in the UK highlighted the potential of this relatively untapped market. Morecambe could seek to capitalise on the growth in popularity, particularly among younger people from higher socio-economic groups of thalassotherapy - use of all elements of the sea, together with fresh air, diet and exercise programme to promote health and well-being. The possibility to develop a Thalassotherapy Centre either in association with or within a refurbished Midland Hotel would provide Morecambe with a unique opportunity to attract higher spending visitors. Purpose: To develop significant holistic health facilities (preferably in association with the 23
Action T5 Beauty Surrounds Health Abounds, Development of a Holistic Health Resort Midland Hotel) to provide the basis to rebrand the Resort using the motto Beauty Surrounds, Health Abounds Actions: A detailed feasibility study should be undertaken to research the health/spa market, focusing on the potential to develop a Thalassotherapy Centre in Morecambe Depending on the results of the feasibility study, discussions should be commenced with private developers and investors over interest and options for the development of a centre as a key component of the redevelopment of the Central Promenade site If investment interest is forthcoming, discussions should be commenced with potential operators Delivery: Lead Partner: Lancaster City Council Timing: Short to medium term as part of the redevelopment of the Central Promenade
Action T6 Tourism Market Research Description: Tourism accommodation is currently surveyed in the District every year, providing a detailed picture of both serviced and non-serviced accommodation provision. No accurate information is currently available concerning visitor numbers to the Resort of Morecambe, visitor spend, visitor destinations, visitor profiles or perceptions - the last detailed surveys being completed in 1994. The only existing data on visitor numbers is provided by NWTB estimates based on national tourism surveys. Visitor surveys were undertaken during the summer (as part of the Councils contribution to the national best value benchmarking exercise). The results of these surveys should be available at the end of November. Lancaster City Council Leisure Services have also distributed questionnaires at major events and through accommodation providers, to gauge satisfaction with the current events programme. The regular collection of tourism indicators is critical in ensuring that actions respond to market needs and opportunities. Purpose: To provide an accurate portrait of existing visitor numbers, patterns and perceptions and to track changes over time to assist in developing new markets and growing existing markets Actions: The results of the District wide accommodation survey need to be disaggregated to provide a clear picture of accommodation provision in Morecambe specifically Regular surveys (approx. every 3 years) must be conducted to track changes in visitor patterns and perceptions of Morecambe as a Resort. Indicators to be collected include: visitor profiles, destinations, length of stay, means of transport, reasons of visiting and perceptions of the resort prior to and during visit (including facilities desired/missing) Consideration should be given to adopting the STEAM model of measuring tourism impact, which is widely used by local authorities throughout England and Wales (including four authorities in the Best Value Coastal Three category Bridgend County Borough Council, City and County of Swansea, Redcar and 24
Action T6 Tourism Market Research Cleveland Borough Council and Hartlepool Borough Council, and all but one of the North Wales authorities 8). The only cost effective means of measuring the volume and value and the impact of tourism throughout the year is through the use of models. Two main models exist of which STEAM is one. This bottom up model is a commercial operation owned and managed by Global Tourism Solutions (UK) Ltd and costs from approx. 1,500 to 4,500 to operate each year. The model generates its key volume estimate from sample surveys of visitors at local tourism businesses measured at regular intervals. The success of the model relies on a collaborative approach with local businesses, with a minimum 5% participation rate required. Although absolute numbers cannot be guaranteed, the data produced should be reliable, capable of comparison over time and importantly between areas as well as actionable in decision terms. Use of data from the model can be fed into the benchmarking exercise carried out by the Southern Tourism Board on behalf of the National Tourism Best Value Group Additional research should be undertaken to assess the suitability of the events programme for existing and potential visitors in order to maximise benefits provided by the investment in the programme Delivery: Lead Partner: Lancaster City Council Timing: Ongoing
Action T7 Tourism Marketing and Signposting Description: Marketing is currently carried out by The Morecambe Bay Partnership and at a subregional level by the Lancashire Tourism Partnership of which Lancaster District is a key partner. These marketing activities feed into regional marketing activity undertaken by the North West Tourist Board. A high profile marketing campaign is required with a strong brand to promote the actions being implemented to improve the resort through the Action Plan. This marketing needs to be supported by clear signposting to and within the Resort. Purpose: To expand current marketing activity to promote the Resort, develop its brand image and ensure this is supported by quality signposting Actions: Review current marketing activity and spending to assess effectiveness in promoting Morecambe (drawing on results from 2002 visitor surveys) Focus marketing activity on promoting new brand image (Action T5) and emphasis on service quality (see Action T8) Depending on the proposals for redevelopment at the Central Promenade site, directly target visitor segments prior to completion of facilities Maximise marketing opportunities provided by hosting events in the Resort and through development of new sea crossings to Ireland Ensure maximum use is made of new technology marketing tools especially the
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The National Assembly for Wales has requested that STEAM figures be used by County Boroughs to monitor tourism trends.
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Action T7 Tourism Marketing and Signposting internet. Websites must be easy to find and convenient for users to navigate their way around the site Ensure joined up marketing to maximise impact encouraging key sectors to work together e.g. accommodation, restaurants, attractions Enhance the existing signposting from the motorway into the Resort and enhanced and increase gateway welcoming signs Better signage between the towns quarters to ensure ease of access around the Resort and to encourage linked trips Better use of you are here town maps, clearly identifying the towns quarters to ensure that visitors are aware of all the opportunities the Resort has to offer Delivery: Lead Partner: Lancaster City Council Timing: Ongoing
Action T8 Developing a Reputation for First Class Service Description: The need for highly trained staff to satisfy customers increasing demands for good service is paramount to the success of tourism operations. Consultations suggest that despite good hospitality training provision in Lancaster District recruiting trained staff remains difficult. Action is needed to ensure opportunities for local residents to access existing and new opportunities. Purpose: To encourage the development of links between local businesses and training providers, to increase take up of training opportunities by local residents and to develop a local service quality accreditation in order to promote Morecambes reputation for first class customer service delivery. Actions: To undertake a skills survey in the Morecambe area to assess the skill needs of local businesses, current skill shortfalls and adequacy of training provision To develop a local service quality accreditation scheme to be promoted by Lancaster District Tourism Services to establish a reputation for Morecambe as a destination offering first class service Delivery: Lead Partner: Lancaster City Council Timing: Short to medium term
Action T9 Morecambe Good Food Guide Description: The introduction of a Good Food Guide for the Resort of Morecambe to promote quality shops and restaurants. The Guide could be divided into the following categories: Restaurants (by type) Bars/Pubs Take-aways - possibly separate section for Fish & Chips Shops
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Action T9 Morecambe Good Food Guide
Ice Cream Parlours Purpose: To use competition to raise standards in the existing shops and restaurants To stimulate new investment in the town centre To raise awareness of what the town has to offer both to tourists and local residents Actions: Discussion with local newspapers to identify their interest in sponsoring and/or promoting the Guide Identification of establishments to be included in the Guide Investing the potential to broaden the focus of the Guide to include other activities such as nightclubs Delivery: Agreement of lead agency - either local newspaper or TIC Identification of timetable to prepare the Guide Timing: Short term
Priority Actions
Endorsement of this Action Plan must be sought from key regional regeneration agencies especially NWDA and EP Investigations of potential partners for the proposed Central Promenade Joint Venture Company Finalisation of the Central Promenade Development Brief, advertise through OJEC and early testing of market interest in delivery of the Action Plan Collection of regular and accurate information about the tourism market in the Resort
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4.
ACTION PLAN FOR MORECAMBE TOWN CENTRE OVERVIEW
4.1
The regeneration of Morecambe Town Centre is crucial to the regeneration of Morecambe as a whole. It is an important shopping centre, serving a more local role than neighbouring Lancaster, but it also has potential to broaden its market and to add to the Resorts tourism offer. The catachment area of Morecambe and Heysham needs to be harnessed to retain customers and reduce leakage to other towns.
Retail Provision 4.2 Morecambes main retail provision is focused around the Arndale Centre, a covered centre dating from the 1970s which accommodates a number of national retailers, including Tesco Metro, New Look, Argos and Boots the Chemist. Adjacent to the Arndale Centre is the towns secondary retail pitch, the pedestrianised Euston Road and Market Street, where retailers including Peacocks, Ciro Citterio and Ethel Austin are located. Victoria Street, Peddar Street and Queen Street meanwhile provide a more local or specialist function. The western promenade area is emerging as the towns other main shopping area, accommodating a Morrisons foodstore and the Festival Market Hall, and this cluster is set to be enhanced over the next year with the development of a Factory Outlet retail scheme on the former Frontierland site. The third retail cluster within the Resort is the West End shops, focused around Yorkshire Street, Regent Road and Albert Road which provide an important local role contributing to the every day needs of residents. A number of small specialist shops can also be found in this area. Issues
4.3
4.4
Morecambes role as a retail centre suffers from its poor image and from its coastal location which effectively halves its catchment. 28
Car parking is considered by many shoppers to be both expensive and inconvenient 9 and this is a view supported by the managing agents of the Arndale Centre. The shopping area itself, and particularly the Arndale Centre, lacks prominence and consequently misses out on potential visitor spend. In particular, there is a lack of visibility from Marine Drive and therefore inadequate capture of visitor spend. The town also suffers from a limited retail offer. A shopping study undertaken in 1998 revealed that less than 10% of the shoppers interviewed use the town centre as a non-food retail destination, preferring to go instead to Lancaster, Preston or Kendal. Morecambe was considered by respondents of both the shopper survey and the household survey to offer a poor choice of shops, particularly clothes and shoe shops, and a shortage of major retailers. Inadequate toilets and mother and baby facilities were also a major issue. In floorspace terms, the town is particularly under-represented in variety and department stores, electrical and home entertainment stores, chemists and opticians, sports and toy shops, womens and childrens clothing and jewellers, compared to the national average, whilst it also has a lower than average proportion of DIY and hardware shops and mens clothing (Goad 2001). This situation is being exacerbated by an increasing number of charity shops and vacant units. In fact, charity shops make up nearly 5.4% of all the retail units compared to just 3.9% nationally, whilst vacant units make up 31.5% compared to just 11% nationally (Goad 2001). An important issue associated with the above is the lack of shop units of an appropriate size for modern day retailing. The traditional town centre accommodation, and later the Arndale Centre, were developed at a time when retailers required relatively small shops units. As a result, over 56% of units are under 1,000ft2 compared with just over 40% nationally (Goad 2001). As national trends show increasing demand for larger units, this is now considered to be one of the factors hindering quality retail investment in the town centre. There is therefore a need to instigate demand by providing the accommodation that retailers require.
Opportunities
Despite its coastal location, Morecambe still has a sizeable catchment population to draw upon if its retail and tourism offer is improved. Over 2 million people live within 1 hour of the town (over 30,000 of which live in Morecambe itself 10) and this would increase significantly with the construction of the proposed M6 link road.
According to the Lancaster and Morecambe Shopping Study 1998, 29% of shoppers considered the cost and convenience of car parks to be poor. Interestingly, however, businesses identified parking as a positive. 10 This refers to the six ward of Alexandra, Harbour, Parks, Poulton, Torrisholme and Victoria
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Furthermore, the regeneration process is already underway. Morecambes recent retail investment successes in the western promenade area are set to continue with the development of a factory outlet retail scheme on the former Frontierland site on Marine Road. The need to ensure that units are accommodated by high quality outlets which enhance the towns retail provision, rather than merely duplicating it, will be important. Attention now needs to turn to the towns traditional retail core. The opportunity to work together with potential investors such as Mars Pension Fund (owners of the Arndale Centre) is crucial to the future of the town centre. If Morecambe is to attract more tourists, shoppers and new residents and retain existing ones, it must be able to offer a quality retail core accommodating a range of major and independent stores.
STRATEGY 4.5 The package of actions for the town centre seek to meet the following:
To change the perception of Morecambe from that of a declining seaside resort to a modern town centre To enhance the retail offer by providing accommodation suitable to the needs of major retailers To reduce the number of vacancies within the shopping areas To strengthen the town centre through improved linkages with new developments in the Western and Central Promenade To improve the quality and accessibility of car parking serving town centre shoppers To ensure the sustainability of the West End local shops.
ACTIONS 4.6 In order to deliver this strategy, the following actions have been identified:

TC1: Modernising the Arndale Centre TC2: Expansion of Shopping Centre TC3: Enhancement of New Town Square TC4: Targeting of Operators TC5: Visibility and Signage Enhancements TC6: Town Centre Car Parking TC7: Appointment of Independent Property Advisors TC8: Town Centre Management Scheme TC9: West End Local Shops
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Action TC1 Modernisation of Arndale Centre Description: Modernisation of the Arndale Centre to create an attractive shopping centre that meets the needs of retailers and shoppers. Purpose: To enhance the range and quality of shops and create a more user-friendly environment that encourages local people and tourists to shop in Morecambe. Actions: Create larger units (up to 5,000ft2) through internal remodelling of the Centre and re-organisation of retailers Provide public toilets and baby changing facilities (the town centre currently relies on temporary WCs on Market Street but there have been discussions with Mars about provision within the Centre) Create high profile entrances on Market Street and New Town Square and introduce high profile signage visible from Marine Road Enhance the internal environment of the Centre through improved lighting and more seating Delivery: Ownership - Arndale Centre is owned by the Mars Pension Fund Lead Agency - Lancaster City Council/Mars Pension Fund Hold internal discussions with Lancaster City Council officers and councillors about aspirations for the Arndale Centre Initiate discussions with owners Mars Pension Fund to engage them in the regeneration process Hold potential discussions with NWDA regarding the potential of Gap Funding support for public realm improvements Establishment of a partnership between Lancaster City Council and Mars Pension Fund to facilitate the modernisation of the Arndale Centre and associated new development (see Actions TC2, TC3 and TC4) and possibly in the longer term oversee town centre management (see Action TC8) Consider the appointment of independent property advisors to support Lancaster City Council in negotiations with Mars to ensure the benefits to the town centre are maximised (see Action TC7) Consultation with existing tenants to understand their needs and aspirations Timing: This is likely to be a medium term action working in partnership with Mars Pension Fund and with the co-operation of existing retailers.
Action TC2 Expansion of Shopping Centre Description: Development of sites adjacent to the existing shopping centre to provide modern units which meet the needs of retailers and to enhance the retail core of the town centre.
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Action TC2 Expansion of Shopping Centre Purpose: To encourage new investment adjacent to the existing shopping centre by bringing forward sites suitable for retail development. Development could include an anchor store e.g. small department store, which would strengthen the towns retail provision and increase footfall which would, in turn, attract further investment. This will serve to strengthen the town centre retail core and create a dumb-bell effect with the town centre at one end and the Western Promenade retail area at the other end and strong links between the two. Connection between the two would be one of access not an elongation of the retail units outside the existing core areas. Actions: A number of potential options have been identified: Option 1a: Development of the Tunstall Street Car Park to create a large retail unit which would provide an anchor and enhance pedestrian flow along New Town Square/Euston Road Option 1b: Development of the Tunstall Street Car Park as above and demolition of selected units on New Town Square/Euston Road to enhance access to the new development (also see Action TC3) Option 2: Development of the Market Street Car Park and adjacent sites (including the site currently occupied by temporary WCs and the service area to the rear of Tesco) for ground floor retail use and multi-storey car parking above to enhance provision of car parking and if Option 1 is pursued to compensate for possible loss of car parking at Tunstall Street and to strengthen Market Streets retail frontage. The Telephone Exchange Car Park could also be a potential future extension of development if sufficient interest is identified Option 3: Redevelopment of the Island Site to the east of the Tunstall Street Car Park across Central Drive could be a future option for retail or even office use. Development here has the potential to significantly improve the gateway to, and hence the image of, the town centre if a high quality, low density development with associated environmental improvements and linkages to the shopping centre was undertaken Delivery: Both the Tunstall Street Car Park and the Market Street Car Park are owned by Lancaster City Council who would be the lead agent in taking forward this proposal. Their delivery will require the following: Internal discussions with Lancaster City Council officers and councillors to identify aspirations for the sites, particularly given Lancaster City Council ownership Liaise with Mars Pension Fund regarding their aspirations as they have shown interest in these sites previously and they have property interests in New Town Square as well as the Arndale Centre Establishment of a partnership between Lancaster City Council and relevant stakeholders including Mars Pension Fund to take development forward in association with Action TC1 Appointment of independent property consultants to provide development advice (see Action TC7) Investigation of potential occupiers who may be interested in retail opportunities created. The Tunstall Street Car Park site may be suitable for a large variety store such as Wilkinsons or TJ Hughes for example.
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Action TC2 Expansion of Shopping Centre Timing: Both the Tunstall Street Car Park and Market Street Car Park sites are owned by Lancaster City Council so development could take place within the short to medium term. The level of developer interest will provide the guide to development priority. Development of the Telephone Exchange and Island sites are probably longer term and will be dependent on the success of the above opportunities.
Action TC3 Enhancement of New Town Square Description: Redesign and environmental enhancement of New Town Square Purpose: To enhance the access and visibility of the Tunstall Street development opportunity (Action TC2) and to reinforce the role of the square as the vibrant heart of the retail centre. Actions: Establishment of a partnership between Lancaster City Council and Mars Pension Fund to deliver this project and associated actions If Option 1 is pursued under TC3 demolish selected units (owned by Mars Pension Fund and Lancaster City Council) on New Town Square/Euston Road to open up access to the Tunstall Street development site Create a more attractive entrance to the Arndale Centre to entice shoppers to visit Introduce better signposting between the Arndale Centre and Western Promenade areas (the Factory Outlet Scheme and the Tourist Information Centre) and other locations such as the Library and the car parks (see Action TC5) Encourage people to linger in the Square by providing more seating areas and continue to enhance planting schemes - investigate opportunities for attracting a caf operator to the Square to reinforce its role as a meeting place. Tables and chairs outside during the summer months will add to the vibrancy of the Square. Delivery: Ownership - Lancaster City Council and Mars Pension Fund Lead Agency - Lancaster City Council Initiate discussions with Mars Pension Fund regarding their aspirations for the Tunstall Street site and the related demolition of units on New Town Square Initiate discussions with Lancaster City Council housing department who currently occupy one of the buildings on New Town Square that may require demolition Liaise with Lancaster City Council environmental/design department regarding signage, seating and other environmental improvements Timing: The implementation of environmental improvements is a short term action whilst the associated demolition works will be medium term.
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Action TC4 Targeting of Operators Description: Seek to increase the number of major national retailers and enhance the towns profile as a retail destination. Purpose: To enhance the retail offer by increasing the range and quality of shops in the town centre. This will create the critical mass of provision that will encourage residents to stay in Morecambe to shop as well as contributing to the tourism offer. Actions: Identify potential new retail operators and existing operators that may be interested in relocating to the town this may include retailers such as: Bay Trading Allsports Dolland & Aitchison Adams Childrenswear Stolen from Ivor Dixons Waldmans TJ Hughes What Everyone Wants Wilkinsons Your More Store Poundstretcher In part delivery of this action will depend on the creation of retail units which meet occupiers requirements. Action is required to work with Mars Pension Fund and potential new occupiers alongside the modernisation of the Arndale Centre - see Action TC1. More generally independent/specialist retailers should be encouraged to locate within the town centre. Delivery: Lead Agency - Lancaster City Council/Mars Pension Fund Target missing occupiers and market proposed improvements to the town to them to stimulate interest in the town centre Liaise with Mars Pension Fund and with property advisors - see Action TC9 Timing: This Action goes hand in hand with Actions TC1 to TC4 and is therefore likely to be medium term.
Action TC5 Visibility and Signage Enhancements Description: Introduction of a new programme of signage to raise the profile and visibility of the town centre and specifically enhance the frontage and visibility of the Arndale Shopping Centre from Marine Road. Purpose: To encourage visitors to Morecambe to visit the town centre shopping area by enhancing its visibility and signage from Marine Road and from the car parking areas and recent development in the western promenade area. An increased pedestrian flow will in turn encourage more retail investment in the town.
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Action TC5 Visibility and Signage Enhancements Actions: Increase the visibility of the shopping area from Marine Road through the remodelling of units on the corners of Marine Road and Euston Road. This could involve either removal of selected units to create better visibility down Euston Road and/or the creation of a high quality, double-fronted frontage retail unit which will lead people down Euston Road The effective use of signage (including banners, logos, etc) which gives the town centre an identify and clearly defined gateway points will also help to entice people into the town centre and to the Western Promenade facilities (Morrisons) Introduce signposting at strategic points, such as New Town Square, Marine Road/Euston Road junction, Market Street/Victoria Street junction, to enhance navigation around the town and particularly to the Arndale Centre, New Town Square, Festival Market, Marine Road and the Promenade and the Factory Outlet Scheme Creation of high profile entrances to the Arndale Centre from Market Street and Euston Road Delivery: Lead Agency - Lancaster City Council Liaison with owners of properties on the corners of Marine Road and Euston Street to discuss possibilities for removal or redevelopment. The use of CPOs may, however, be required Liaison with Lancaster City Council environmental/design department regarding the design and placing of signage Discussions with Mars Pension Fund regarding the upgrading of entrances Proposals to enhance pedestrian links and signage to the Market Street entrance of the Arndale Centre are proposed as part of the Morrisons factory outlet scheme Timing: Improvements to signage and enhancement of entrances are short term actions. Remodelling of the Marine Road/Euston Road area is likely to be medium term or even long term if CPOs are required.
Action TC6 Town Centre Car Parking Description: Improve car parking provision within the town centre shopping area by providing more accessible and cheaper car parks. Purpose: To encourage more people to use Morecambe as a shopping destination and minimise leakage of shoppers to towns such as Lancaster and Preston. Actions: Construction of a multi-storey car park on the current Market Street Car Park see Action TC2 Enhance signage linkages to encourage visitors to use existing car parking provision in the Western Promenade Area Consider reduction in the price of local authority operated car parks. Delivery: Lead Agency - Lancaster City Council Lancaster City Council officers and councillors to review car parking pricing 35
Action TC6 Town Centre Car Parking structure in the town Consider piloting this through a Christmas promotion such as half price parking during November and December Timing: This is a short term action which can be considered a quick win in terms of taking forward the actions for the town centre.
Action TC7 Appointment of Independent Property Advisors Description: Appointment of independent property advisors to act on behalf of Lancaster City Council in the implementation of town centre actions. Purpose: To provide strategic property advice on the town centre as a whole, to provide implementation advice on specific projects and to act on behalf of Lancaster City Council in negotiations with private sector investors and operators initially. In the longer term advisors could support the actions of the proposed Town Centre Development Partnership. This may be particularly important given Mars Pension Funds significant ownership within the town centre. This proactive approach is being adopted by several other towns in the North West. Actions: Strategic advice in respect of the functioning of the town centre property market and the implementation of development opportunities Liaison and negotiation with Mars Pension Fund in respect of modernisation of the Arndale Centre and demolition of properties on New Town Square (see Action TC1) Targeting of and negotiation with potential investors and operators in respect of the development opportunities at Tunstall Street and Market Street (see Action TC2) Targeting of missing operators (see Action TC4) Delivery: Lead Agency - Lancaster City Council DTZ could support Lancaster City Council in taking forward the actions in the Plan. DTZ Debenham Tie Leung has a wide range of experience in providing both strategic and project level advice to both the public and private sector in the retail and commercial leisure market Timing: This is a short term action that will kick start many of the other actions in particular Actions TC1 to TC5.
Action TC8 Town Centre Management Scheme Description: Introduction of a Town Centre Management scheme and appointment of a dedicated Town Centre Manager Purpose: The Town Centre Manager will act as a link between the business community and the Local Authority to encourage businesses to actively participate in the
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Action TC8 Town Centre Management Scheme marketing, promotion and development of the town centre and to identify and promote key investment and development and other opportunities. The Manager will also liase with local residents. Actions: Actions should include: Determine the potential role of a Manager. The post could be a Resort Manager responsible for both the retail and tourism aspects of the town, rather than a more conventional Town Centre Manager, Working with the Local Authority in the implementation of signage enhancements and environmental improvements (Actions TC3 and TC5). Establish a Town Centre/Resort Management Board. The Board would be a sub-group of the Town Centre Partnership drawing upon other partners e.g. representatives from Poulton Neighbourhood Management Partnership. The Board would oversee the outputs of the Manager and direct his/her activities Investigate potential sources of funding In parallel with consideration of funding determine the focus of the activities of both the Manager and Management Board. For example will the core of activities be focused on marketing (e.g. taking responsibility for TC4). Other activities could include consultation with businesses on issues affecting the town centre, development and implementation of a marketing and promotional campaign in partnership with the private sector (with promotions, advertising, etc) Delivery: The Local Authority to appoint a dedicated Town Centre Resort Manager Timing: It is important that this Action is implemented in the short term as the Resort/Town Centre Manager will have a central role in the other town centre actions.
Action TC9 West End Local Shops Description: Consolidation of the West End local shopping area and encouragement of a dual role serving local and specialist needs. Purpose: To address the perception of decline by creating a more consolidated retail core with fewer vacancies, additional parking areas and attractive open spaces for people to meet and sit in. Actions: Demolition of selected vacant properties Consolidation of existing operators into a tighter retail core on Yorkshire Street Investigate the potential of attracting a small supermarket to anchor the shops. Such a store is likely to require frontage onto Regent Road rather than Yorkshire Street. However interest may be limited in this option. This potential was raised with Aldi who were not interested particularly because of their existing planning consent on Marine Road Creation of open spaces with seating areas to enhance its role as a community heart
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Action TC9 West End Local Shops Delivery: Lead Agency - Lancaster City Council Undertake an audit of the use and ownership of properties along Yorkshire Street, Regent Road and Albert Road Consider how the area could be consolidated to create a tighter but more vibrant focus of activity in Yorkshire Street Identify properties that may be suitable for demolition to create parking and open spaces or, as part of a wider scheme, even housing Investigate potential sources of funding Hold a consultation event with local retailers and residents to discuss proposals for the West End local shopping area If funding secured, initiate process of acquisition, through CPOs if necessary Liaise with Lancaster CC environment department Timing: This will be a complex action involving negotiations with a variety of private sector interests and possibly involving CPOs. It is therefore likely to be a longer term action. It is likely to be a costly exercise with relatively minor impact (compared to other proposed actions) and as such is a low priority. 4.7 Figure 4.1 illustrates the pattern of land ownership within the town centre and identifies the location of the proposed actions. Priority Actions
Establish a Town Centre Partnership between Lancaster City Council and Mars Pension Fund and other stakeholders to facilitate the modernisation of the Arndale Centre and associated redevelopment of adjacent sites
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5.
ACTION PLAN FOR HOUSING OVERVIEW
5.1
The sustainable regeneration of the Resort of Morecambe will only be delivered if the regeneration of the tourism product and town centre are supported by the regeneration of the housing areas of the West End and Poulton. Action needs to be taken to enhance the attractiveness of these residential areas to ensure they meet the needs of local residents and to encourage people to live and invest in Morecambe in the long term.
Perceptions of the Housing Market 5.2 Lancaster District incorporates a historic city, a seaside resort and an attractive rural hinterland and as such offers a wide range of house types and prices. According to Lancashire County Council figures (mid 1999 estimates), the District is one of the fastest growing areas in the region and there is likely therefore to be a strong demand for new housing. It is crucial that Morecambe, specifically the Resort, is able to tap into this demand. In terms of new housing, the main messages emerging from consultations with housebuilders about their perceptions of Morecambe are as follows:

5.3
Some sections of the market have never been to Morecambe and are not familiar with the area Those who were familiar with the market had poor perceptions of Morecambe generally, with Bare and Torrisholme being perceived as the best areas Generally the perception of the West End is very poor and even Morecambe as a whole is considered by some developers to be down market The potential to make money in the West End and to a lesser extent the wider area of Morecambe/Heysham is restricted due to anticipated low returns and slow sales - the more crucial issues currently determining development decisions, rather than the size of the site Lancaster City and its immediate surrounding areas are of much greater interest to the market
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5.4
In terms of the second-hand market in Morecambe generally, the housing market is considered to be reasonably buoyant. The most popular areas are Bare and Torrisholme serving the mid to upper market and Westgate serving the mid to lower end of the market. Semi-detached properties are particularly popular for families as are bungalows for older people. Semi-detached properties range from 50,000 in the less popular areas up to 90,000 in more popular areas. It is considered that there is a shortage of bungalows in the area. The Existing Housing Market
5.5
Within the Resort of Morecambe the main existing residential areas are the West End and Poulton. Both areas are private housing areas with a high proportion of private rented accommodation. West End
5.6
The residential area of the West End of Morecambe is dominated by three to five storey properties originally built as guesthouses but now more likely to be used as houses in multiple occupation (HMOs). The density of the area is high with few areas of public/open space. Some of the houses particularly in the east of the area have interesting features and are within a designated Conservation Area (see Figure 1.1). Although predominantly residential, in parts of the eastern area, especially around West End Road some of the properties have managed to remain in operation as their original use as guesthouses. Thus guesthouses sit side by side with residential houses and HMOs, uses which although generally compatible, can sometimes result in problems. Over the last ten years the West End area has benefited from designation as a Housing Renewal Area (see Figure 1.1). Significant investment has been made in the area to improve housing in the West End. In terms of physical improvements the initiative has been a success. Indeed it was held up as an example of good practice. Successful improvements include new windows, doors, boundary walls and improved open space. Other more bespoke schemes, for example the conversion of HMOs into smaller family homes through the demolition of rear annexes, have also been successful. Despite the improvements in the quality of the stock delivered through the Renewal Area, the West End still suffers from a complex set of social issues. These include a transient population, high crime rates and benefit dependency (see Appendix B). It is considered that these problems relate in part to the supply of housing in the area. Specifically:
5.7
5.8
5.9
An large of large houses (three to five storey properties built as guest houses but converted to houses in multiple occupation) High levels of private rented stock particularly of poor quality
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High density Lack of open space Lack of sites for the development of new housing that meets modern requirements
Poulton 5.10 Poulton, situated to the east of the Town Centre, comprises two main residential areas the historic core and the suburbs. The historic core is an attractive area with a range of landmark buildings of heritage and architectural interest. Like the West End, the housing in the area is very dense and there are few areas of open space. Circulation within the area is quite difficult due to the narrowness of the streets and the amount of on street parking. Surrounding this historic core, the residential area comprises a mix of semi-detached housing set in wider streets with front and rear gardens. The area is currently benefiting from a number of initiates to support its improvement:
5.11
Poulton Housing Renewal Area - the aim of this ten year strategy is to secure the long term future and a positive identity for Poulton by improving its homes, upgrading its environment, celebrating its heritage and strengthening community links. One of the important schemes within the strategy is the acquisition by negotiation of derelict and obsolete properties for demolition and use of sites for parking or open space. Poulton Neighbourhood Management Area - the area has been successful in bidding to be one of 20 National Neighbourhood Management Pathfinders. As such, it is estimated that the area will benefit from over 6m of investment over the next seven years. This will be used to shift the culture of service provision to maximise the benefits to local residents. Specifically in terms of housing, the strategy, will seek to reduce turnover of properties, improve the quality of the low environment and reduce the number of vacant and empty premises. Townscape Heritage Initiative (THI) - Poulton forms one of the four character areas within the THI which seeks to invest in the historic fabric of the town. A number of buildings within the ward are identified as key buildings for specific support and the area will benefit generally from environmental enhancements.
Issues
Lack of accurate up to date housing statistics available to fully understand the scale of action required to support the regeneration of the areas Too many houses of the same type which do not meet modern requirements Lack of sites suitable for developers to construct new houses which meet modern requirements and support the diversification of tenure
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The West End in particular has a poor image and there is some concern that it is seen as an area predominantly dependent on benefits The resorts housing and social problems, and the associated environmental and image issues, have a serious effect on the economy of the resort The high levels of vacancy are less visible than some northern towns because vacancies tend to be on the higher floors of buildings Lack of modern starter homes in Morecambe there is always demand for starter homes Shortage of residents parking is considered to be a serious issue in the Poulton area Lack of open space in both West End and Poulton
Opportunities
Recognition by the Government for the need to provide local authorities in the North and Midlands with additional support to tackle the problem of low demand houses Scope to utilise the new Housing Gap Funding scheme to assemble sites and bring them forward for redevelopment
STRATEGY 5.12 The package of actions for housing seek to meet the following objectives:
To increase the attractiveness of the West End and Poulton as areas to live for existing residents and to attract new people to move into the areas, having a knock-on impact to improve the overall image of the resort To diversify the types of housing available especially in the West End To decrease the density of housing and increase the amount of useable quality open space in the areas To improve the quality of the built environment by increasing property values a result of Morecambe being an attractive place to live as well as visit To reduce congestion and issues with circulation in the Poulton area.
5.13
As set out above significant action is currently underway to support the regeneration of Poulton. Given this action and the scale of the problems in the West End, the Action Plan for Housing focuses action on the West End although, in the longer term, some of the actions may be delivered in Poulton.
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ACTIONS 5.14 In order to deliver the strategy, the following actions have been identified:

H1 - West End Housing Regeneration Vehicle H2 - Redevelopment of Former Bus Depot Site H3 - Support to Private Tenants and Landlords H4 - Acquisition Strategy for Poulton H5 - New Housing H6 - Better Collection of Housing Indicators H7 - Improved Car Parking in Poulton Action H1 West End Housing Regeneration Vehicle
Description: To develop a Special Purpose Vehicle (SPV) to deliver the Action Plan for Housing. The Special Purpose Vehicle will comprise a mix of public and private partners committed to the regeneration of Morecambe. Potential partners are likely to include Lancaster City Council, NWDA and a private partner. The exact role of the SPV will be determined through discussions with key partners but is likely to seek to: Enhance the image of the area Reduce the number of private rented properties Increase the proportion of owner occupied houses in the area (new and refurbished) Increase the amount of quality open space in the area Enhance the choice of housing available in the area (in particular to increase the number of houses in the area that meet modern aspirations) Public money will initially be required up front to kick-start the SPV with profits being reinvested to fund future work. Purpose: It is recognised that because of the image of the area and the lack of sites available for development, significant new investment by the private sector will not take place without support from the public sector. Actions: Following initial investigations during the preparation of the Action Plan it is recommended that the Housing Regeneration Vehicle (HRV) could deliver the following package of actions: Acquisition of properties/sites for redevelopment. This could include purchase through: Negotiation
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Action H1 West End Housing Regeneration Vehicle Enforced sales - Manchester City Council has established an Enforced Sale Procedure whereby when the Council perform works that the owner refuses or chooses not to do, action is taken using a piece of 1925 legislation which allows them to recap the cost and bring the property back into use Home Swaps - investigate the potential of developing a home swap scheme such as that being developed by Salford. Salford has developed an innovative approach to acquiring properties to support a programme of restructuring in Seedley and Langworthy. The scheme support the purchase of a home from an owner occupier within a clearance area and sells them a refurbished home within a more stable part of the area. To overcome issues of negative equity a discount is funded using SRB monies. This approach could be used to reduce the need to undertake CPOs CPOs - including back to back CPOs where the Council uses its CPO powers and the HRV underwrites the cost Clearance of derelict and acquired properties Development of new housing which meets modern requirements and provides a better choice of housing in the West End Creation of quality open space and improved car parking in residential areas
The HRV could also investigate the scope of reducing the supply of HMOs by undertaking a rolling programme of refurbishment to convert HMOs into self contained units mainly for sale: on a similar line to the award winning scheme implemented through the Housing Renewal Area. This activity would be important to pursue if it was decided to develop a home swap initiative. Another mechanism which could be utilised is homesteading. The HRV could acquire properties which could be bought at a discount by first-time home owners to refurbish. An additional action which could form part of the Housing Regeneration Vehicle or be part of a stand alone initiative is the better management of private rented properties. This could be delivered by the HRV offering a low cost housing management service. This is likely to take the form of the Partnership offering an affordable service to manage properties owned by landlords. This would ensure that adequate services were provided to tenants but also that anti-social tenants could be dealt with more efficiently through appropriate tenancy agreements (strong links to Action TC3). Other activities the HRV could consider to provide support to existing residents include: Home maintenance advice service - guidance to existing home owners/landlords on priorities of works to improve their properties. This could include maintenance surveys, advice on conditions, priorities for action and identification of potential sources of finance Low cost loans - mechanism to provide low income families with access to affordable loans to support them undertaking repairs, maintenance and improvements to their homes Handyman scheme employment of handyman who can support owner occupiers and tenants (of the proposed HRV Management scheme) by undertaking minor repairs and maintenance for vulnerable households 44
Action H1 West End Housing Regeneration Vehicle Delivery: Lead Agency - Lancaster City Council LCC to commit to taking a significant role in the delivery vehicle LCC to approach NWDA to support the HRV specifically by supporting the funding of the scheme but also to play a role in CPOs Consideration of other partners including Lancashire County Council Development work on the format of the HRV. Discussion should include Lancaster City Councils Regeneration, Housing and Legal Departments Invitation of potential developers/housebuilders to become partners in the HRV Selection of potential developers/housebuilders to undertake the redevelopment Detailed analysis of the scale of actions required and the potential cost of the HRV Consultation with local residents about the concept and about priority areas for action Preparation of a comprehensive masterplan for the West End to identify priority areas for demolition, and seek to support the creation of better defined neighbourhoods supported by adequate community facilities and local services including open space. The masterplan would be used to support potential CPO action and the delivery of the transformation of the West End Timing: It is anticipated that it will take at least a year for the HRV to become operational and the sources of funding to be identified. Initial recommendations of the form of the proposed Housing Regeneration Vehicle, scale of action and indicative costings are provided later in this section.
Action H2 Redevelopment of Former Bus Depot Site Description: Redevelopment of the former Bus Depot Site for new quality housing. Purpose: The former bus depot is the only significant site within the West End which could act as a catalyst for investment in the West End by the private sector to deliver quality housing.
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Action H2 Redevelopment of Former Bus Depot Site Actions: Ideally this site should be taken forward by the HRV (see Action H1) to ensure that its potential as a catalyst site is maximised. It is recognised that early action may be demanded locally. However, initial consultation with developers in respect of development of this site in isolation identified little interest, the main issue being the image of the West End/Morecambe. It is therefore anticipated that Action H2 will only be delivered in conjunction with H1 Discussion with Fred Edmondson (joint owner) to determine whether the site can be jointly delivered or whether the LCC will need to acquire his interest in the site to enable delivery Finalisation of the development brief (see Appendix D) Circulation of development brief via OJEC Investigate the extent of contamination on the site Depending on the response to the development brief Investigate the scope for acquiring surrounding properties to enlarge the development site Investigate the potential of using gap funding to support the delivery of the site Delivery: Ownership - Part of the site is owned by the Council (former Illuminations Storage Depot) and Fred Edmonson (a local entrepreneur). Policy - Site is allocated in the local plan for housing. Planning permission was refused in 1999 for an Aldi Foodstore on the site due to concerns over the impact on the West End shops. Status of the site - the site currently accommodates a number of depots the majority of which are vacant Lead Agency - Lancaster City Council Timing: Ideally medium term project lead by HRV. However, it is recognised that there is a political will to try to develop the site in the shorter term. Timescale for delivery will depend upon the interest from the private sector to bring forward the delivery of the site. Significant interest could see the delivery of the former bus depot site in the short term. Less interest will mean that the public sector may need to play a more significant role in the delivery of the site. Initial consultations with housebuilders have identified that this site is unlikely to be developed by the market in isolation and needs to be brought forward as part of a wider comprehensive scheme (see Action H1).
Action H3 Support to Private Tenants and Landlords Description: Development of a project to support the private rented sector, both tenants and landlords Purpose: To tackle problems within the private rented sector dealing both with tenants and landlords
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Action H3 Support to Private Tenants and Landlords Actions: Building upon the existing actions being undertaken to support the sub sector e.g. Passport to Good Housing, Special Control Scheme, Accredited Property Scheme Agree existing services which could be brought together under the umbrella of proposed scheme and agree new services which could be delivered Discussion with landlords that LCC is already engaged with to incorporate their requirements into the proposed scheme Appointment of a Project Manager to work with key partners to develop the initiative (initially this post could be covered by the Housing Regeneration Officer (see end of section) but depending on the scale of activities agreed for both may need to be two separate posts) Delivery: Given the existing initiatives of the Neighbourhood Management Pathfinder and the Housing Renewal Area resources could be identified in Poulton to pilot such a scheme. If successful in Poulton the initiative could be rolled out into the West End which is in equal, if not greater, need for support of this kind. Alternatively it could form part of a potential arm of the HRV which could manage a selection of properties in the private rented sector to ensure better standards of service are offered Newcastle New Deal for Communities is currently supporting an initiative which is widely recognised as being successful. It costs 125,000/annum for the Project Manager, assistant and associated operating costs. The following services are offered to landlords: Membership of Inner West Landlords Association Referencing checking for landlords and sign up of tenants Local advertising of properties and with prospective tenants being referred by Newcastle City Council; the office is open every day for people to drop in Generally making life easier for landlords help with tenancy agreements (based on LA tenancy agreements). The project manager often witnesses agreements, sometimes undertakes joint viewing, and takes evidence so landlords do not need to go to court Advice on benefits and grants Quarterly newsletter about what is going on sent to all landlords not just members Lead Agency - Lancaster City Council (Housing) Timing: Short medium term
Action H4 Acquisition Strategy for Poulton Description: Development of a clear strategy for the future use of sites acquired within the Housing Renewal Area. Purpose: The current acquisition strategy is recognised as playing an important role, be it small, in reducing the density of properties in Poulton and creating opportunities for more open space. It is crucial that there is a clear strategy for the reuse of sites created following the acquisition and demolition of buildings in order that they do not become sites for flytipping etc. 47
Action H4 Acquisition Strategy for Poulton Actions: Preparation of an acquisition strategy which will set out the types of properties which will be acquired and how the site created, following demolition, will be usefully redeveloped. Properties to be targeted (acknowledging that to an extent this is dependent on opportunities) should include: End properties Properties where there is likely to be potential to acquire neighbouring properties The types of end uses are likely to be as follows: Off street parking ideally linked specifically to one or two properties within a block rather than communal parking where there may be concerns over vandalism especially if the potential parking spaces are not overlooked Private gardens particularly in areas where properties lack front and/or rear gardens it may be possible to negotiate with owners of adjacent properties for them to acquire sites to provide them with a garden Communal gardens also in areas where properties lack front and/or rear gardens communal gardens could be created which will be owned and managed by blocks of housing who could have keys to the garden Public open space creation of public space with planting and seating Play areas in appropriate locations it may be possible to create play areas for specific age groups Delivery: Lead Agency - Lancaster City Council Poulton Neighbourhood Renewal Partnership should be consulted with on a regular basis in determining the most appropriate use of acquired sites particularly those larger than one unit Timing: On-going
Action H5 New Housing Description: Lancaster City Council should seek to develop a better relationship with private housebuilders to encourage them to take a more proactive role in potential development opportunities in the area. Purpose: The new build market in the Resort of Morecambe is currently weak, predominantly because of a lack of sites but also due to the poor image of the area. Action needs to be taken to stimulate more interest in the area from the private sector
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Action H5 New Housing Actions: To lay the foundations for the delivery of the HRV, Lancaster City Council should seek to hold informal discussions with housebuilders in the area to highlight what their aspirations are (as set out in the Action Plan) and to understand the requirements of the private sector. This will build on the initial consultations undertaken as part of the preparation of the Action Plan Potential development sites to be considered include: The former Bus Depot and surrounding areas (see later in Section 5) Potential opportunities as part of a mixed-use development on the Central Promenade site Around the existing West End shops. Consolidation of the shops may create a potential housing development site with good access to local facilities and close to the heart of the Resort likely to make it more attractive to the market (see Action TC9) Prepare a list of potential development opportunities including any sites and derelict or under occupied buildings Delivery: Lead Agency - Lancaster City Council Based on housebuilders who have been active in the area potential list of housebuilders that could be contacted includes: Fairclough Homes Ltd Bellway Russell Armer Gleeson Homes Barratt Homes Persimmon Homes McCarthy & Stone As part of the preparation of the Action Plan initial telephone conversations have been undertaken with a selection of housebuilders (see Appendix A). This has demonstrated that the market is relatively depressed. Thus the next step needs to be to promote the Action Plan to the market to sell its vision and to encourage potential investors that part of a comprehensive action package delivered in partnership with the public sector, it is worth them investing in the Resort of Morecambe. Consultancy support could be sought to facilitate these discussions Timing: Short term project to be delivered within the next six months
Action H6 Better Collection of Housing Indicators Description: Development of a system to collect and map key housing indicator generally but also specifically for the West End i.e. the ward of Alexandra. Purpose: In order to ensure that actions are founded on a thorough understanding of the issues it is crucial that more accurate information is collected on the key housing indicators for the ward of Alexandra and compared across the district. This will then provide the foundation for decisions in respect of the scale of action in the West End.
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Action H6 Better Collection of Housing Indicators Actions: Collection of the following housing indicators: Tenure analysis of council tax records supplemented by information collected directly from RSLs. Information cannot currently be broken down for the private rented sector/owner occupiers from manipulation of Council Tax records but housing intelligence may enable guestimates to be made. Vacancy - analysis of council tax records supplemented by information collected directly from RSLs Turnover manipulation of new council tax records (broken down where possible by tenure) HMOs record of all properties in multiple occupation. This should build on the database created in the mid 1990s and updated in the late 1990s House Prices derived from the Land Registry (only available at post code level) information can be augmented with analysis of information from newspapers/estate agents. Could be augmented by Council Tax band analysis The emerging 2001 Census data should obviously be used to augment the above indicators - bearing in mind that even this will be out of date due to the fast moving housing market Ideally data should be collected at ED level/output areas (emerging from the 2001 census) and mapped using GIS to develop a user friendly mechanism to illustrate the housing indicators In the longer term the mapping of housing indictors could be extended to include non-housing information as identified in the baseline profile/performance indicators Information needs to be analysed in the context of wider research e.g. HIP, up to date housing needs and condition surveys and the proposed study to extend the M62 study into Cheshire, Cumbria and Lancashire Delivery: Lead Agency - Lancaster City Council Build on the information set out in the Baseline Profile and existing information held by the Housing Department to collate all existing information Liaison with officers responsible for analysis of Council Tax records to set up a mechanism for manipulation Liaison with research department within the Council to investigate the potential of using GIS system to map the collected information Timing: Ongoing
Action H7 Improved Car Parking in Poulton Description: Action to reduce congestion in the Poulton area Purpose: The narrow streets particularly in the historic parts of Poulton, exacerbated by the lack of off street parking and its proximity to the town centre, means that the streets of Poulton are congested and difficult to drive around.
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Action H7 Improved Car Parking in Poulton Actions: Introduction of residents only free parking areas in Poulton particularly in the west of the area, to stop town centre shoppers from parking in the residential area Creation of more individual and communal off street parking within the area (Links to H4) Delivery: Lancaster City Council/Lancashire County Council should consider whether it is appropriate to introduce residents parking permits Poulton Neighbourhood Renewal Partnership should be consulted in the decision making process Lead Agency - Lancaster City Council Timing: Short term HOUSING R EGENERATION VEHICLE Potential Form of HRV 5.15 It is anticipated that the Housing Regeneration Vehicle will comprise the following partners:

Lancaster City Council North West Development Agency Private partner RSL (possibly)
5.16
Appendix D of the Action Plan provides an invitation to potential developers/ housebuilders to become involved in the Housing Regeneration Vehicle. The exact role of the HRV will be determined through discussions with key partners. However it is anticipated that the partners will all make a contribution to a pot of money which will support the delivery of an agreed programme of works. The public sector is likely to need to put a greater contribution in up front to support the start up of the HRV with any profits (following an agreed allowance for developer profit) being reinvested into the HRV. In the longer term depending on the success of the project the initiative could be rolled out into other parts of Morecambe and/or the District. The potential responsibility of the partners is set out below:
5.17
5.18
5.19
Role Consultation with local residents Acquisition through negotiation Acquisition through CPOs Gap Funding
Lead Partner Lancaster City Council Lancaster City Council Lancaster City Council/NWDA NWDA
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Role Development of new houses Conversion of HMOs into self contained units for sale Conversion of HMOs into self contained units for rent (small scale) Management of private rented properties Social Housing Grant (ADP) and Innovation Grant
Lead Partner Private Partner Private Partner RSLs Lancaster City Council/RSL Housing Corporation
Funding 5.20 The sources of funding to support the actions of the HRV will depend on the agreed actions and works. It is anticipated that the key partners will be the key sources of funding. This is likely to include the following:

Private Sector Finance (private sector partner) Land assembly, clearance and public realm works (Lancaster City Council) Gap Funding (NWDA) Social Housing Grant and Innovation Funding (Housing Corporation)
5.21
The HRV should seek to position itself to be a pilot area for the new Housing Gap Funding programme. Scale of Action
5.22
Once the partners to be involved in the HRV have been agreed they will need to prepare a detailed programme of works. This will need to be based on detailed feasibility derived from analysis of up to date local level key housing indicators (see Action TC6) as well as involvement by local residents (see Section 7). Community endorsement of the proposals will be crucial. Mechanisms will need to be developed to engage with local residents to get their support for the Action Plan and to assist in the decision making process about where action should be undertaken. It is recommended that this engagement could be focused around the preparation of a masterplan which will seek to build consensus on the action and to provide a framework to assess the best options for the development of the area. This will then form an important supporting document to any CPOs that are pursued. The masterplan should seek to achieve the following:
5.23
5.24
5.25
Identify areas to target acquisition/CPOs in order to create (a) potential developments sites and (b) new areas of open space Develop a network of high quality open space Remodel the area to create neighbourhoods which will encourage community spirit e.g. focused around a village green
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Identify gaps in community facilities and services which need to be filled Change the image of the area so it is not detracting from investment and regeneration in the rest of the Resort.
5.26
Depending on the detailed analysis of the existing houses in the area, action is likely to be required to reduce oversupply rather than to clear derelict properties. It is not therefore necessarily a matter of clearing the worst housing but determining criteria for the demolition of properties which will maximise the benefits for the local area. The criteria are likely to include:

Level of vacancies Willingness of owners to sell by negotiation The level of acquisition cost to be written off Areas where the private sector is most willing to develop new housing
Indicative Costings (Illustrative Purposes Only) 5.27 It is not appropriate to set out a detailed schedule of actions and related costs for the West End at this stage as this will need to be determined by the HRV partners, the local community and other stakeholders. Instead set out below are indicative costings to undertake works across a sample of sites. These indicative costings provide a framework to assist partners in deciding the scale of works that they would seek to deliver in the area in working up a detailed programme. The following costings and indicative highlighted areas for CPO action are for illustrative purposes only. They are not proposals. Acquisition through Compulsory Purchase 5.28 5.29 The associated indicative costings related to the sample of sites, illustrated in Figure 5.1 are set out below: The indicative costings are based on the following assumptions:
Identified costs are likely costs of acquisition through compulsory purchase (worst case scenario - any properties purchased by agreement are likely to have cost savings) Estimates include land and buildings For residential properties an allowance is made for removal costs and home loss payments (on the basis that each house is owner occupied) together with surveyors fees and legal costs which would normally be payable by an acquiring authority under CPO powers. No additionality has been made for those houses in multiple occupation. For commercial properties an allowance has been made for disturbance but at this stage this can only be a guestimate No administrative costs for making the CPOs have been allowed for.
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Figure 5.1 Indicative Plots
Catalyst Site
The following indicative costings are identified as examples of the likely costs for acquiring blocks of properties. They are not, at this stage, recommendations for acquisition.
Examples of Indicative Costings for CPO Indicative Area of Action Existing Uses Plot 1. Block bounded by Heysham Road/ Snowden Avenue/Sandylands Promenade and Stanley Road Plot 2a. Bus Depot site Plot 2b. Residential properties surrounding Bus Depot site Plot 3. Block bounded by Brunswick Road/Sefton Road/ Marlborough Road and Stanley Road (excluding churches) Plot 4. Block bounded by Marlborough Road/ Bold Street/ Cavendish Road and Sefton Road Plot 5. Back Winterdyne Terrace Plot 6. Block bounded by Alexandra Road/ The area is a mixed residential and run down retail area (10 shops and 21 residential properties) Including the existing car repair business on site Residential (38 residential properties) Residential (13 houses)
Indicative Costings 1,720,000
635,000 2,140,000
600,000
Residential (21 houses)
1,240,000
Commercial/residential (2 car repair units and 1 residential) Residential (22 houses)
272,000 1,350,000
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Examples of Indicative Costings for CPO Indicative Area of Action Existing Uses Cambridge Road/ Gardner Road and Grafton Road Total
Indicative Costings
7,957,000
New Development and Associated Works 5.30 The Bus Depot site is 1.14ha and is identified in the Local Plan as having the capacity to accommodate 40 dwellings. This order of density is supported. The aim must to develop quality accommodation on the site in an attractive setting with gardens and off street parking. Although the site is not immediately available for development, it is the only site in the West End that could be developed without demolition of existing houses. The former Bus Depot site (Plot 2a) is considered to be a crucial site to kick-start new investment in the West End. However consultation with housebuilders has demonstrated that without comprehensive action to tackle issues in the West End little interest exists from the private sector to take this site forward. Thus, the potential of acquiring Plots 1 and 2b should be investigated. If Plots 1 and 2b were also able to be brought forward for development the developable area would be about 2.14ha which assuming a density of 40 dwellings per ha (midpoint of 30-50ha identified in PPG3) could accommodate 85 dwellings. An even more radical approach, which would support the private sectors aspiration for more comprehensive action in the West End, would be to undertake clearance of the houses to the north of the Bus Depot site to include the blocks bounded by Heysham Road/Sefton Street/Marlborough Street/Stanley Road. Thus creating a significant site (see Catalyst Site) that would be of critical mass to really change the character of this area of the West End. If the larger option is pursued it may be worth inviting more than one developer to become a partner as it will raise the profile of the site and the quality of the product, by introducing competition and in the long term be the best way to increase land values Such a radical approach may be controversial and thus the decision making process to be undertaken to determine where action should be focused must be undertaken in consultation with local residents, businesses and other stakeholders. At this stage no budget allowance has been made for the delivery of new housing or open space by the proposed Housing Regeneration Vehicle because it will depend on the scale of action. It should certainly not be assumed that all the land assembled from acquisitions in the West End should be used for new housing (even at a much-reduced density). It is anticipated that some of the sites should be cleared and used for open space as was successfully delivered as part of the Housing Renewal Area. Of the indicative sites identified above Plot 5 (Back of Winterdyne Terrace) and Plot 6 (residential units between Brunswick/Stanley/Sefton/Marlborough Street) would be examples of such sites.
5.31
5.32
5.33
5.34
5.35
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Appointment of Lead Manager 5.36 To ensure that change is delivered it is recommended that a dedicated Housing Regeneration Officer is appointed. This could be a secondment from one of the partners or a new post. If a new appointment was made an allowance of between 30,000 and 40,000 could be required for the post and associated on costs. This would be a 3-year appointment. Indicative Costings for Conversion of HMOs 5.37 As set out above in addition to the development of new housing (HRV priority action), the HRV could undertake some refurbishment of HMOs to create single occupancy units for sale. Such an initiative was implemented on a small scale as part of the Housing Renewal Area and won an award. If we assume that the HRV seeks to convert 50 HMOs into 50 3-4 bedroom family houses with parking/amenity space the indicative cost would be as follows: Purchase of 50 properties = 50 x 38,000 (current price of typical three-storey house on the market) Plus 50 x 35,000 (Based on costs of contract to convert HMO into typical three/four bedroom three-storey house as part of the HRA with an allowance for inflation) Indicative costing = 3.65m 5.39 This is the preferred option as it will reduce the supply of HMOs and increase the mix of accommodation available in the area. However it must be noted that it is a costly option because the total cost of purchase and conversion will not be recouped through the uplift in the value of the property based on the existing market. In the longer term, with the development of new family housing and the transformation of the image of the area, the value of the properties should be enhanced. To reduce risk the scheme could seek to identify potential purchasers before the works were undertaken (as with the previous scheme) and a clawback could be agreed when the property was resold with the proceeds being reinvested into the HRV. In the short term this action is unlikely to be of considerable interest to the private sector and may be an action that the public sector has to take a lead on. An alternative approach to this scheme would be to convert the HMOs into single occupancy flats. The cost of conversion of each flat would be in the order of 34,000 per flat. The actual scale of any initiative to convert HMOs will need to be based on detailed demand to determine the number of HMOs to be targeted and the size/types of units they should be converted into. Next Steps
5.38
5.40
Lancaster City Council to commit to taking a significant role in the delivery vehicle Lancaster City Council to approach NWDA to support the HRV specifically by supporting the funding of the scheme (using its new housing role announced in the July Spending Review and the new Housing Gap Funding scheme approved by the European Commission) but also possibly to play a role in CPOs (as in New East Manchester)
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Consideration of other partners including Lancashire County Council and the Housing Corporation Development work on the format of the HRV. Discussion should include Lancaster City Councils Regeneration, Housing and Legal Departments Preparation of masterplan, in association with community and other stakeholders, including the business community, to assist in the identification of the areas to target action Invitation of potential developers/housebuilders to become partners in the HRV (using Developer Invitation set out in Appendix D) Selection of potential redevelopment developers/housebuilders to undertake the
Detailed analysis of the scale of actions required and the potential cost of the HRV.
Priority Action
Agreement by Lancaster City Council to investigate the potential of establishing a Special Purpose Vehicle in partnership with NWDA and private sector partners Collection of regular and accurate housing information to support decisions in respect of improving the local housing market
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6. 6.1
STRATEGIC ACTIONS The actions set out under the Action Plans for Tourism, Morecambe Town Centre and Housing (Sections 3, 4 and 5) identify specific actions to support regeneration of the tourism, retail and housing markets. Many of these market specific actions will benefit from the wider regeneration of Morecambe and have multiple impacts. For example Action T9 Morecambe Good Food Guide seeks to improve local facilities for the benefit of day and staying visitors, local residents and other local stakeholders. In addition to these specific actions there are a small number of strategic actions which are cross cutting actions that will support the three key markets. These are as follows:
6.2
Action SA1 Stakeholder Joint Working Description: The successful delivery of the Action Plan for Morecambe and the Vision for the Resort will only be facilitated if all partners worked together. All stakeholders must be given the opportunity to be involved in the decision making process and take part in its implementation. Action: Creation of appropriate mechanisms to engage with all partners including public sector, quangos, private sector, business community and local residents (see Section 7) Historically the press have identified conflict between different partners, Council and Residents, City and County etc. Any perceived or real conflicts need to be resolved quickly to ensure that the private sector is not deterred from getting involved in the regeneration initiative due to infighting Programme of publicity to keep local residents, the business community and the private sector informed of progress in the delivery of the Action Plan through a variety of mediums including local press, television, newsletters, notice boards, public meetings Delivery: Lead Agency: Lancaster City Council Timing: On-going
Action SA2 M6 Link Road Description: The development of the proposed M6 link road will support the objectives of the Action Plan and play a crucial role in the regeneration of the Resort of Morecambe Benefits: The benefits of the proposed link road are as follows: Enhance the role of Morecambe as a residential area with improved access to the M6 motorway and Lancaster City Centre Increase the ease of access for tourists to access the Resort from the M6 motorway 58
Action SA2 M6 Link Road Improve the ease of access for shoppers to use the town centre and in the longer term visit the proposed Factory Outlet Village Enhance the interest of developers/occupiers to invest in the Resort
The western option is the preferred option as this holds the greatest regeneration benefits to the town due to the potential to provide enhanced linkages between the West End and employment opportunities including the White Lund Estate. Attention should be taken to ensure that the route and signage provide opportunities to encourage those using the Port of Heysham to visit Morecambe. Delivery: The proposed Regenerating Morecambe Task Group should lobby relevant agencies to encourage the delivery of the link road.
Action SA3 Maximising Employment Opportunities Description: Encouragement of all relevant stakeholders and partners to ensure that the delivery of the Action Plan maximises employment opportunities in the Resort and supports their take up by local residents. Purpose: To maximise the benefits of the Action Plan to reduce unemployment and enhance skills in the local population. Actions: To develop a local resource strategy for Morecambe which encourages the use of local suppliers and subcontractors in support of the delivery of the Resort Action Plan Seek to encourage all partners involved in the delivery of the Action Plan to sign up to a commitment to offer interviews to local people and recruit locally wherever possible To encourage employment/training schemes for local unemployed residents to take advantage of opportunities for employment both in the construction industry and new tourism facilities in support of delivery of the Resort Action Plan Liaison with key training providers to ensure joint working and clear routes to progression for trainees Proposed Joint Venture Company should work with training providers to ensure training is available to meet the likely needs of potential occupiers of the Central Promenade site In parallel to promoting the success of specific actions identified in the Action Plan Lancaster City Council should seek to stimulate new investment in the Resort in terms of encouraging new businesses to locate/establish e.g. conversion of the vacant retail units into managed workspace and office uses Delivery: Lead Agency: Lancaster City Council Scope exists to tap into the opportunities provided by the Objective 2 status of the West End to support delivery of this action. Timing: Short-medium term
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Action SA4 Sea Defence Works Description: Completion of the final two phases (6 and 7) of sea defence works. Benefits: The final two phases of the sea defence works will seek to provide flood protection and to deliver/retain sand on Morecambes beach. The delivery of sand on the beach is an important local issue which could have a significant impact on the resorts tourist industry to the family market. The completion of the Sea Defence works will compliment those already delivered and enhance the public realm improvements in particular the TERN Project. Delivery: Lead Agency: Lancaster County Council
Priority Action
Engage with the resident and business community in order to build partnership and reduce conflict and encourage the Council and the Community to pull together to support the delivery of the regeneration of Morecambe
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7.
IMPLEMENTATION T HE ACTION PLAN The Actions
7.1
The Action Plan has identified the following actions to transform Morecambe into a vital and vibrant coastal resort with a sustainable economy and stable resident community.
Action Plan for Morecambe T1 - The Central Promenade Site T2 - Refurbishment of the Midland Hotel T3 - Redevelopment of the Winter Gardens T4 - Redevelopment of the Bubbles Site T5 -Beauty Surrounds, Health Abounds Development of a Holistic Health Resort T6 - Tourism Market Research T7 - Tourism Marketing and Signage T8 - Developing a Reputation for First Class Service T9 - Morecambe Good Food Guide TC1 - Modernising the Arndale Centre TC2 - Expansion of Shopping Centre TC3 - Enhancement of New Town Square TC4 - Targeting of Operators TC5 - Visibility and Signage Enhancements TC6 - Town Centre Car Parking TC7 - Appointment of Property Advisors TC8 - Town Centre Management TC9 - West End Local Shops H1 - West End Housing Regeneration Vehicle H2 - Redevelopment of Former Bus Depot Site H3 - Support to Private Tenants and Landlords H4 - Acquisition Strategy for Poulton H5 - New Housing H6 - Better Collection of Housing Indicators H7 - Improved Car Parking in Poulton SA1 - Stakeholder Joint Working SA2 - M6 Link Road SA3 - Maximising Employment Opportunities SA4 - Sea Defence Works
PHASING 7.2 The focus of these actions is on the physical transformation of the tourism product, town centre and residential areas (especially the West End) of the Resort. It is recognised that physical transformation is often a complex process and can take a long time.
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7.3
Action is needed now. Existing investors, occupiers and residents want and need to feel confident that there is going to be a step change in the Resort. New interest needs to be stimulated in the Resort. For this they need to see change on the ground. The anticipated phasing for the delivery of the actions within the Plan, recognising the need for immediate action whilst acknowledging the complexity of actions is as follows:
Table 7.1 Phasing of Actions Medium (1-3) T1: The Central Promenade Site T4: Redevelopment of Bubbles Site T5: Beauty Surrounds, Health Abounds TC1: Modernising the Arndale Centre TC2: Expansion of Shopping Centre TC3: Enhancement of New Town Square TC4: Targeting of Operators H1: West End Housing Regeneration Vehicle H2: Redevelopment of Former Bus Depot Site SA4: Sea Defence Works
7.4
Short (<1 year) Long (4-5+) T2: Refurbishment of T3: Redevelopment of Midland Hotel Winter Gardens T6: Tourism Market TC9: West End Local Shops Research SA2: M6 Link Road T7: Tourism Marketing and Signposting T8: Developing a Reputation for First Class Service T9: Morecambe Good Food Guide TC5: Visibility and Signage Enhancements TC6: Town Centre Car Parking TC7: Appointment of Property Advisors TC8: Town Centre Management H3: Support to Private Tenants and Landlords H4: Acquisition Strategy for Poulton H5: New Housing H6: Better Collection of Housing Indicators H7: Improved Car Parking in Poulton SA1: Stakeholder Joint Working SA3: Maximising Employment Opportunities Note: Projects are identified under the period when significant impact should start to be seen. In the case of the larger more complex actions it is hoped that discussions will take place in the short term but impact might take longer
PRIORITY ACTIONS 7.5 To support the successful delivery of the Action Plan and the achievements of the Vision for Morecambe there are a number of priority activities which must be undertaken. These are as follows:
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Endorsement of this Action Plan must be sought from key regional regeneration agencies especially NWDA and EP Investigations of potential partners for the proposed Central Promenade Joint Venture Company Finalisation of the Central Promenade Development Brief advertise through OJEC and early testing of market interest in delivery of the Action Plan Collection of regular and accurate information about the tourism market in the Resort Establish a Town Centre Partnership between Lancaster City Council and Mars Pension Fund and other stakeholders to facilitate the modernisation of the Arndale Centre and associated redevelopment of adjacent sites Engage with NWDA regarding possible public realm improvements associated with the proposed actions Agreement by Lancaster City Council to investigate the potential of establishing a Special Purpose Vehicle in partnership with NWDA and private sector partners Collection of regular and accurate housing information to support decisions in respect of improving the local housing market Engage with the resident and business community in order to build partnership and reduce conflict and encourage the Council and the Community to pull together to support the delivery of the regeneration of Morecambe.
A NEW APPROACH TO D ELIVERY 7.6 Significant investment has already been made (or committed) by the public sector within the Resort to meet the Vision. In particular the TERN Project, two Housing Renewal Areas, Poulton Neighbourhood Management Pathfinder, Sea Defence Works and the Townscape Heritage Initiative. This public sector led approach has levered in a reasonable amount of private sector investment. However it has not transformed the Resort. This Action Plan seeks to lay the foundations to a new approach of delivery to achieve the required transformation. The crucial difference between the Action Plan and what has gone before it is that it advocates a joint private public partnership. The transformation of the Resort requires the public sector to play an enabling/facilitation role based on an in-depth understanding of what the market can realistically deliver in terms of viability and the private sector to play a delivery role based on a genuine commitment to quality and maximising benefits to all stakeholders. The three main (formal) partnerships crucial to the Action Plan are:
7.7
7.8
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Joint Venture Public/Private Partnership to facilitate the comprehensive redevelopment of the Central Promenade site Public/Private Partnership to deliver the redevelopment of the Arndale Centre and wider Town Centre Management Public/Private Regeneration Vehicle to deliver the suite of actions to deliver physical change in the West End.
7.9
The stakeholders of Morecambe are desperate to see a step change in the Resort so it is crucial that change is seen to be happening as soon as possible once the Action Plan is endorsed. Strong leadership is required to ensure that the Action Plan is implemented and does not sit on the shelf. To support the implementation of the Action the following management structure is recommended:
7.10
Regenerating Morecambe Action Manager - appointment or secondment from one of the partners (probably from Lancaster City Council) of manager and lead contact to oversee the delivery of the Action Plan. They should be seen as the first point of contact and on-going day to day contact for all existing and potential stakeholders, be the named contact on the Development Briefs (see Appendix C and D) and play an active role in the three proposed partnerships and proposed Task Group. A key role of the Action Manager will be to assess the impact of the Plan on the key performance indicators and to present regular monitoring reports to the Task Group. Regenerating Morecambe Task Group - the successful delivery of the Action Plan will require high level support from key stakeholders in the Resort including individuals with private interests and district and county councillors. It is recommended that a Task Group is established to meet at least quarterly to assess progress in the delivery of the Action Plan. In addition special meetings will be required to take decisions and resolve particular issues.
7.11
Figure 7.1 summarises the proposed relationship between the key groups.
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Figure 7.1 Action Plan Delivery Mechanism
Regenerating Morecambe Task Group
West End Housing Regeneration Vehicle
Central Promenade Joint Venture Company
Town Centre Partnership
Regenerating Morecambe Action Manager
KEY PARTNERS 7.12 The key partners in the delivery of the Action Plan are anticipated to be:
Key Partners

Lancaster City Council - Officers and Councillors Private Sector Developers Local Business Community including Morrisons North West Development Agency/English Partnerships North West Tourist Board Mars Pension Fund Lancashire County Council Community
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7.13
Engagement with the local community is another crucial element in the delivery of the Action Plan. Specific consultation has not been undertaken in the preparation of this Action Plan because the successful transformation of the Resort will not be delivered simply by trying to implement aspirations. Issues are much more complex and delivery needs to be facilitated by the public and private partnership approach which enables the private sector to deliver what is commercially viable within a clearly determined vision set by the public sector taking into account aspirations already identified by the local stakeholders. At this stage broadbrush actions are identified, the refinement and delivery of actions, especially those related to housing in the West End and Poulton, must involve genuine engagement with local residents. In particular this will involve residents in the decision making process to determine the details of actions for delivery by local residents associations and the Poulton Neighbourhood Management Partnership. FUNDING
7.14
7.15
As identified, use of private sector finance is crucial to the delivery of this Action Plan. But public funding will be required to stimulate interest from the private sector and to support actions which are not commercially viable. Appendix E sets out the key sources of this public funding. The funding table identifies the key sources of funding, describes the types of activities it supports and the actions which should seek support from the funding. PERFORMANCE I NDICATORS
7.16
Physical change on the ground will be a crucial indicator to demonstrate that the Action Plan is being successfully delivered. In addition, however, it will be imperative to monitor the impact of a number of key indicators specifically those which demonstrate impact in the core areas of action (housing, tourism and retail offer). Together, these will enable the progress of the Resort over forthcoming years to be continually monitored. Indicators have been selected based on the following criteria:

7.17
Is it relevant? Is it measurable? Is it available at a local level? Is it easily accessible? Is it frequently updated?

Indicator Availability Source: DTLR Index of Multiple Deprivation 2000 Frequency: The 2000 IMD updates the 1998 Index of Local Deprivation. A further update is anticipated. Notes The IMD ranks deprivation out of 8,414 wards in England, providing an overall ranking as well as individual rankings by income, employment, health, education, housing and child poverty. Data to be collected at ward level
Index of Multiple Deprivation
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Indicator
Availability
Notes [The Regional Strategy indicators refer to 10% reduction in those wards currently in the bottom 20% of the IMD] Unofficial ward-based estimates calculated using the number of people claiming Job Seekers Allowance (JSA) against the 1991 Economically Active Census of Population. Data to be collected at ward level. [The Regional Strategy refers to reducing the number of adults in income based JSA households in the 20% lowest IMD wards] The model relies on accurate supply side data to produce reliable estimates of tourism volume and value which can be compared over time and between areas. Data to be collected for the Resort of Morecambe. [The Regional Strategy indicators identify tourism spend in the region as a key indicator to measure] Information on accommodation is already collected. This needs to be disaggregated to the Morecambe level. Increasing the percentage of quality hotels will be crucial to attracting the business and other higher spend visitors to the Resort. Lancaster City Council took part in the destination benchmarking scheme (a national programme organised by the Regional Tourist Boards) for the first time in 2002. This involved the collection of visitor survey data on a series of visitor satisfaction indicators relating to profile, characteristics and opinions. [The Regional Strategy indicators refer to transforming image to be measured by a survey] This can be collected easily by continuing the annual survey already undertaken by Lancaster City Council. [The Regional Strategy refers to increasing the volume of retail trade and increasing the value of commercial property rentals] This can be collected easily by continuing the annual survey already undertaken by Lancaster City Council. In the longer term this information should be collected at the sub ward level and broken down by private
Unemployment Rate
Source: Office of National Statistics (NOMIS) Frequency: Monthly
Increases in value and volume of visitors attracted to the resort
Source: STEAM Model Frequency: Quarterly or yearly basis
Percentage of Serviced Accommodation ranked *** or above by RAC/AA/ETC
Source: Accommodation Survey (disagregated to Morecambe) Frequency: Annual
Percentage of Visitors ranking range/quality of visitor attractions and places to visit/ things to do as Excellent or Good.
Source: Lancaster City Council Visitor Survey (desegregated for Morecambe) Frequency: Once every three years
Number of multiple retailer outlets
Source: Lancaster City Council Survey Frequency: Six monthly
Number of vacant retail units Number of vacant residential
Source: Lancaster City Council Survey Frequency: Six monthly Source: Council Tax Records Frequency: Quarterly
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Indicator properties Residential Property Turnover Number of new homes built and number of properties refurbished Total Recorded Crimes per 1,000 population
Availability
Notes rented and owner occupation.
Source: Council Tax Records Frequency: Quarterly Source: Ongoing collection by Housing Team Frequency: Quarterly
Collected initially at ward level but in the longer term sub ward level A step change will happen once new private sector houses can be recorded as an output of the Action Plan.
Source: Lancashire Police Frequency: Annual
Headline figure could be collected for all crimes to get an overview [The Regional Strategy refers to offences committed per 10,000 households]
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APPENDIX A FORMER BUS DEPOT SITE
T HE FORMER BUS DEPOT SITE The site is 1.14ha (2.8 acres) and is located on Heysham Road, the main road into Morecambe from the west. As such it offers the opportunity to be a catalyst for new development and investment in the West End, supported by the wider regeneration of the Resort. The site is currently occupied by two depots. The former Illuminations Depot is the smaller one and is owned by Lancaster City Council (freehold). The larger depot, the former Stagecoach Bus Depot, is in private ownership and is being used in part for car related uses. The site is surrounded on three sides by housing. The western side provides access to the Heysham Road and looks onto the rear of sea facing properties. The attached plan shows the location of the Former Bus Depot site whilst the photographs below provide an illustration of the site and its surroundings.
Former Stagecoach Bus Depot
Former Illuminations Depot
Seafront Properties Adjacent to Site
Rear of Seafront Properties
APPENDIX A APPROACH TO ACTION PLAN PREPARATION
Our Approach The Action Plan has been developed through a process of desk-based research including the review of documents, site visits and consultations via the following key stages: Commissioning Workshop discussion of key issues, collection of relevant documents, contact details for key consultees and tour of sites. Setting the Context review of work undertaken to date, policy context and property, tourism and housing market context. Assessment of Key Development Sites examining their history, ownership and current status. Assessment of Visitor Attraction Potential consideration of opportunities to attract major visitor attractions to Morecambe. Statistical Baseline including demographic, economic, housing, tourism, retail and quality of life indicators. Assessment of Options for the West End and Poulton option appraisal including the need for stock rationalisation. The emerging recommendations were then presented to the Steering Group before the draft Action Plan was prepared. This was discussed in a further meeting with the representatives of Lancaster City Council prior to finalisation of the Action Plan. A full list of the documents reviewed and the consultations undertaken are set out below.
List of Documents
Planning and Economic Development

Lancaster District 2010 A Regeneration Strategy Morecambe and Heysham Local Plan 1993 Lancaster District Local Plan Deposit 1997, Response to Inspectors Report and Proposed Modifications and Proposed Further Modification Morecambe Town Centre Strategy Consultation Draft July 2000 Morecambe Town Centre Strategy Pre-Adoption Draft May 2002 Morecambe Townscape Heritage Initiative An Integrated Economic Development Strategy for Lancaster District A New Deal for Lancaster and Morecambe The Case for Assisted Area Status 1998 Bubbles Disposal Brief 2002 Morecambe Seafront Competition Invitation 1991 Central Promenade Redevelopment Area Development Brief 1993 Morecambe Seafront Development Site Marketing Brochure
Tourism

A Strategy for Tourism in Lancaster District 2001-06 Lancaster Arts Strategy 2002-05 A New Vision for North West Coastal Resorts Draft June 2002 Tourism in Morecambe and Heysham A Report of the Chief Planning Officer 1991 The Renaissance of a Resort Discussion Paper 1989 The Renaissance of a Resort Tourism Background Report 1989 TERN Project Brochure (RSPB) Morecambe, Lancaster and the Lune Valley Places to Go, Where to Stay, Things to Do Tourism and Best Value Baseline Statement 2002 Morecambe Bay Marina Development Prospectus Morecambe Bay Breakwater and Discovery Centre: Millennium Commission Submission Egg The Bird Centre Morecambe Winter Gardens Development Appraisal Interim and Final Reports Midland Hotel Planning Permission Notice, Justification Statement and Floor Plans Interpretation and Marketing Strategy for Morecambe Bay, April 2002 Morecambe Bay Partnership Overseas Marketing Plan 2001-2002 Lancashire Tourism Partnership Marketing Strategy 1998-2004 Lancashire Tourism Partnership Turning the Tide The Renaissance of a Resort SRB Proposal 1994 Retail

Morecambe 2002 Pedestrian Flowcount Statement of Common Ground by WM Morrison and Lancaster City Council 2001 Lancaster Household Shopping Survey October 1997 Frontierland Redevelopment Proposed Site Layout and Elevations
Housing

Lancaster City Council Housing Strategy 2002/05 Morecambe West End Renewal Strategy Poulton Neighbourhood Renewal Assessment Lancaster Housing Needs Survey Final Report Neighbourhood Management Pathfinder Programme: Poulton February 2002
List of Consultees
John Donellon David Lawson Dan Hudson Steve Mathews Paul Broadley Jim Trotman
Lancaster City Council Regeneration Lancaster City Council Planning and Building Control Services Lancaster City Council Planning and Building Control Services Lancaster City Council Health and Strategic Housing Lancaster City Council Health and Strategic Housing Lancaster City Council Economic Development and Tourism
Chris Pearson Graham Cox Jim Catterall Lisa Bracken John Deacon Mike Baron Michael Fisher Michaela McGuinness John Bowman Phillip Coles John McFarland Barry Cooper Tim Webber Chris Brown Adam Higgins Darren Lawless John Hughes Dave Ruffley Stuart Gray Neil Tatton Alistair Vale John Oliver Paul Leah Martyn Nicholson Bill Sparnam
Services Lancaster City Council Economic Development Lancaster City Council Property Services Morecambe Hotel and Tourism Association (Chairman) Auckland Hotel Neighbourhood Manager Kalber Leisure Fisher Wrathall Halifax Property Services Jones Lang LaSalle (on behalf of Mars Pension Fund) Tesco Aldi RSPB Barnfield Construction Ltd Igloo Ask AMEC Henry Boot Fairclough Homes Bellway Barratt Gleeson Homes Merewood/Crowther Homes McCarthy & Stone Russell Armer Persimmon
APPENDIX B BASELINE PROFILE
AN ACTION PLAN FOR MORECAMBE
BASELINE PROFILE
Indicator
Alexandra Harbour Poulton Resort of Morecambe Morecambe *
Lancaster District
North West
Great Britain
Source/Notes
AREA CHRACTERISTICS Total population 1991 1998 Number aged under 16 years 1991 1998 % aged under 16 years 1991 1998 Number of working age (16-59/64) 1991 1998 % of working age (16-59/64) 1991 1998 Number of retired age (60/65+) 1991 1998 % of retired age (60/65+) 1991 1998 Non-White Population, 1991 % No 2000 Index of Multiple Deprivation Rank (out of 8,141 wards - most deprived = 1) Income Domain Employment Domain Health Domain Education Domain Housing Domain Child Poverty Domain 3.5 186 280 382 122 184 1,311 1,430 458 2.1 108 1,279 755 961 753 3,790 4,828 664 2.9 162 759 725 389 377 3,807 1,686 1,078 2.9 456 2.4 728 2.7 3,376 5.2 348,500 7.0 3,852,514 22.1 18.0 28.6 24.0 28.7 28.0 26.5 23.8 31.3 28.7 25.4 22.5 21.2 34.3 21.2 20.5 1,159 1,000 1,483 1,400 1,579 1,110 4,221 26.5 9,495 6,200 31,468 30,764 1,425,966 1,415,417 11,634,987 11,819,043 60.5 61.0 52.2 51.0 53.3 54.0 55.4 55.4 51.9 51.7 55.5 59.2* 57.9 59.8* 58.6 60.4* 3,172 3,300 2,707 2,900 2,941 3,100 8,820 9,300 15,733 16,400 68,844 80,959* 3,899,083 4,122,731* 32,230,134 34,736,751* 17.5 20.0 19.2 25.0 17.8 19.0 18.1 21.4 16.8 19.6 19.0 18.3* 20.8 19.6* 20.1 19.1* 916 1,100 994 1,400 977 1,100 2,887 3,600 5,104 6,200 23,510 24,948* 1,401,811 1,352,660* 11,023,723 10,992,112* 5,247 5,300 5,184 5,700 5,497 5,800 15,928 16,800 30,332 31,700 123,822 136,671 6,726,860 6,890,808 54,888,844 57,547,906
1991 Census of population
1991 Census of population 1998 Oxford University Population Estimates (from National Statistics) *Relates to 0-14 years 1991 Census of population 1998 Oxford University Population Estimates (from National Statistics) *Relates to 0-14 years 1991 Census of population 1998 Oxford University Population Estimates (from National Statistics) * Relates to 15-59 years 1991 Census of population 1998 Oxford University Population Estimates (from National Statistics) * Relates to 15-59 years 1991 Census of population 1998 Oxford University Population Estimates (from National Statistics) 1991 Census of population 1998 Oxford University Population Estimates (from National Statistics) 1991 Census of population
DTLR 2000 Index of Multiple Deprivation -
* Morecambe contains the wards of Alexandra, Harbour, Parks, Poulton, Torrisholme, and Victoria.
BASELINE PROFILE
Indicator
Lancaster District
North West
Great Britain
Source/Notes
EMPLOYMENT Economic Activity % No. Economically Active population aged 16 to 59 % Number Total number of businesses 1996 2000 % employing in 1996: 0-10 employees 11-49 employees 50-199 employees 200+ employees % employing in 2000: 0-10 employees 11-49 employees 50-199 employees 200+ employees Number of employees in employment 1996 2000 % of working population in Full-Time employment 1996 2000 % of working population in Part-Time employment 1996 2000 48.4 2,539 47 2,500 168 146 43 22 7 27 39 33 0 28 1,100 1,000 47 51 54 49 42.7 2,212 40 2,300 83 64 6 11 17 66 25 29 45 0 2,100 600 62 76 38 24 44.0 2,418 42 2,400 375 350 31 30 39 0 27 32 41 0 3,500 3,800 55 56 45 44 47.6 7,169 43 7,200 626 560 25 23 27 25 29 32 34 5 6,600 5,400 56 57 44 43 43.0 13,041 40 12,800 1,007 936 20 23 21 35 23 27 29 21 12,300 11,100 65 65 35 35 4,193 4,020 22 26 18 35 22 26 22 30 44,400 48,600 66 66 34 34 218,288 224,878 20 26 23 32 21 25 24 30 2,645,000 2,835,300 71 70 29 30 2,075,365 2,155,065 21 25 23 31 22 25 23 30 23,137,100 25,140,600 70 70 45.6 56,454 47.2 3,174,420 48.8 26,776,802 -
1991 Census of Population (Economically active population/Total Population) Source: 1998 Oxford University population estimates (from Neighborhood Statistics) Annual Employment Survey (AES) Annual Business Inquiry (ABI) Annual Employment Survey (AES) Annual Business Inquiry (ABI)
Annual Employment Survey (AES) Annual Business Inquiry (ABI)
Annual Employment Survey (AES) Annual Business Inquiry (ABI) Annual Employment Survey (AES) Annual Business Inquiry (ABI) Annual Employment Survey (AES) Annual Business Inquiry (ABI)
30 30
BASELINE PROFILE
Indicator
Lancaster District
North West
Great Britain
Source/Notes
% employees by sector 1996 Agriculture and Fishing Energy and water Manufacturing Construction Distribution, hotels and restaurants Transport and communications Banking, finance and insurance Public administration, education and health Other Services % employees by sector 2000 Agriculture and Fishing Energy and water Manufacturing Construction Distribution, hotels and restaurants Transport and communications Banking, finance and insurance Public administration, education and health Other Services Rank of employees by selected sectors 1996 Bars Camping/ caravan sites Catering Hotels with restaurant Hotels without restaurant Restaurants Botanical/ zoological gardens Fairs/ amusements parks Gambling/ betting Hair dressing/ beauty Museums and arts Sports and recreation 0 0 4 1 65 6 5 4 15 0 0 4 4 59 7 9 7 11 1 3 2 4 5 0 0 16 2 41 0 2 6 34 0 0 24 4 16 2 17 19 17 7 3 1 6 9 2 4 0 0 5 0 38 8 16 24 9 0 0 6 2 38 8 12 30 4 1 3 1 4 2 5 6 9 8 0 0 8 1 43 5 10 15 18 0 0 8 3 40 7 12 24 7 3 6 1 4 7 5 2 8 10 12 9 0 0 19 2 32 5 12 16 13 0 0 16 6 32 6 9 25 7 3 6 1 4 8 5 2 8 10 12 7 0 1 12 3 26 5 9 36 7 1 2 11 5 25 5 9 36 5 1 9 2 4 12 3 5 11 7 10 6 1 1 20 4 24 6 14 26 4 1 0 18 5 25 6 16 26 5 1 4 3 2 9 6 7 8 5 1 1 18 4 24 6 18 24 5
Annual Employment Survey (AES)
Annual Business Inquiry (ABI) 1 1 15 4 24 6 20 24 5 Annual Employment Survey (AES) 1 4 3 2 7 6 8 5 This does not relate to all sectors - sectors have been selected according to their appropriateness to this study and to the economy of Morecambe Note: the majority of ward based statistics are confidential therefore importance is ranked (1=highest % employees) - of minimal/no importance to economy
BASELINE PROFILE
Indicator
Lancaster District
North West
Great Britain
Source/Notes
Rank of employees by selected sectors 2000 Bars Camping/ caravan sites Catering Hotels with restaurant Hotels without restaurant Restaurants Botanical/ zoological gardens Fairs/ amusements parks Gambling/ betting Hair dressing/ beauty Museums and arts Sports and recreation Location Quotient, 2000 Agriculture and Fishing Energy and water Manufacturing Construction Distribution, hotels and restaurants Transport and communications Banking, finance and insurance Public administration, education and health Other Services
2 7 3 1 4 5 5 0 0 0.26 0.89 2.45 1.15 0.44 0.31 2.09
5 1 5 7 4 2 3 0 0 1.61 0.98 0.69 0.32 0.86 0.77 3.46
2 5 1 3 4 7 6 0 0 0.39 0.43 1.6 1.36 0.6 1.23 0.86
2 5 6 1 12 3 7 4 9 10 8 0 0 0.51 0.59 1.65 1.19 0.6 0.1 1.4
1 6 5 3 2 8 4 9 10 7 0 0.27 1.09 1.26 1.32 0.91 0.48 1.03 1.31
1 8 4 3 2 10 7 5 9 6 1.46 3.5 0.7 1.04 1.03 0.9 0.48 1.52 0.99
1 10 4 3 2 9 6 7 8 5 0.61 0.46 1.16 1.06 1.03 0.94 0.81 1.08 0.91
1 4 3 2 7 6 8 5 -
NOMIS Annual Business Inquiry 2000 -confidential data cannot be released Note: the majority of ward based statistics are confidential therefore importance is ranked (1=highest % employees) - of minimal/ no importance to economy
VAT Registered Enterprises March 2000 Agriculture Production Construction and Other All Number of total business registrations 1996 VAT Registrations (Business Start Ups) VAT De-registrations (Business failures) Churn (regs minus de-regs) Number of total business registrations 2000 VAT Registrations (Business Start Ups) VAT De-registrations (Business failures) Churn (regs minus de-regs) 0 10 80 90 0 5 45 50 0 5 165 175 0 20 290 315 0 50 515 575 -
Annual Business Inquiry (ABI) Location Quotient analysis is used to gauge the relative importance of employment in specific sub sectors. An LQ is a numerical index, based on employment that describes the importance of a sector in a given area, such as Morecambe, relative to a broader average, such as GB. The LQ compares the proportion of employees in a given area in a certain industry sector with the benchmark average. An LQ figure of substantially more than one implies that the area has a specialism in that activity compared to the benchmark. VAT Registered Enterprises by Industry Group (From Neighbourhood Statistics)
Annual Employment Survey (AES) 235 290 -55 18,535 17,690 845 280 310 -30 164,485 161,970 2,515 16,465 17,245 -780 Annual Business Inquiry (ABI) 179,865 173,950 5,915
BASELINE PROFILE
Indicator
Lancaster District
North West
Great Britain
Source/Notes
Unemployment June 2001 Persons Rate 304 12.0* 111 5.0* 191 7.9* 606 8.5* 787 6.0* 2,417 4.2* 121,797 3.7* 909,192 3.1*
Office of National Statistics (NOMIS) Wholly unemployed claimants All ward-based unemployment rates are unofficial, calculated using 1991 Economically Active Census of Population data as the denominator. Office of National Statistics (NOMIS) Wholly unemployed claimants All ward-based unemployment rates are unofficial, calculated using 1991 Economically Active Census of Population data as the denominator. Office of National Statistics (NOMIS) Claimant count, age and duration
Unemployment June 2002 Persons Rate 262 10.3* 120 5.4* 183 7.6* 565 7.9* 735 5.6* 2,091 3.6* 117,703 3.6* 901,092 3.1*
June 2001, Youth Unemployment (aged under 24 years) Persons % of all claimants June 2002, Youth Unemployment (aged under 24 years) Persons % of all claimants June 2001, Long term unemployment (over 12 months) Persons % of all claimants June 2002, Long term unemployment (over 12 months) Persons Rate
64 21.3 68 26.2 77 25.6
35 32.4 44 37 26 24.1
52 27.5 52 28.4 42 22.2
151 25.3 164 29.2 145 24.2
204 26.2 203 27.7 181 23.2
660 27.6 569 27.3 509 21.3
34,180 28.3 34,614 29.7 23,250 19.2
227,081 25.2 Office of National Statistics (NOMIS) Claimant count, age and duration 231,549 26 Office of National Statistics (NOMIS) Claimant count, age and duration 181,099 20.1 Office of National Statistics (NOMIS) Claimant count, age and duration
41 15.8
14 11.8
34 18.6
89 15.8
119 16.3
326 15.6
19,383 16.6
144,856 16.3
BASELINE PROFILE
Indicator
Lancaster District
North West
Great Britain
Source/Notes
Unemployed Claimants sought occupation (%) October 2000 No previous/ unknown Manager/ administrator Professional Assoc. Prof./ Technical Clerical/ Secretarial Craft related Personal/ Protective Sales Plant/ machine operator Other TOTAL Unemployed Claimants usual occupation (%) October 2000 No previous/ unknown Manager/ administrator Professional Assoc. Prof./ Technical Clerical/ Secretarial Craft related Personal/ Protective Sales Plant/ machine operator Other TOTAL Weekly Pay (excluding overtime) 2000 Weekly Pay (excluding overtime) 2001 Permanently sick as a proportion of the total population, 1991 Number %
Office of National Statistics (NOMIS) 0.6 2.7 1.8 3.7 13.7 11.9 9.5 9.8 5.5 40.9 100 0.7 0.7 1.5 4.5 15.7 9 11.9 9.7 9 37.3 100 2.2 0.4 3.1 4 11.6 14.3 7.1 9.4 10.3 37.5 100 1.2 1.6 2.2 3.9 13.4 12.1 9.2 9.6 7.7 39.1 100 1.2 2.6 2.9 4.6 13.7 12.9 8.2 9.9 7.7 36.2 100 2.7 3.5 5 5.7 14.2 11.9 7.2 9.2 7 33.7 100 1.7 3.8 3 5.8 15.9 12.3 8.1 8.8 11.8 28.8 100 1.7 4.3 3.3 6.5 15.5 13.4 7.9 8.7 10.8 28 100 Office of National Statistics (NOMIS) 1.7 2.7 2.1 2.7 9.8 1.4 8.8 7.6 6.4 35.7 100 * * 1.7 0 2.2 3.7 12.7 7.5 9.7 9.7 9 32.8 100 * * 10.7 0.4 2.2 3.6 10.3 12.5 7.6 8.9 10.7 33.0 100 * * 12.5 1.5 2.2 3.2 10.5 10.5 8.6 8.5 8.3 34.3 100 * * 11.4 2.3 3.2 4 11.1 11.6 7.7 8.4 7.9 32.5 100 * * 18.6 3.1 4.5 4.6 10.5 10.6 6 6.6 6.3 29.2 100 304.77 307.29 17.4 3.3 2.5 4.3 12.7 10.4 6.7 6.7 9.9 26 100 310.74 324.13 15 3.9 2.8 5 12.6 11.7 6.6 6.9 9.4 26.2 100 334.34 353.63
NOMIS (New Earnings Survey) *Not available as statistically unreliable NOMIS (New Earnings Survey) *Not available as statistically unreliable 1991 Census of population
823 15.7
873 16.8
829 15.1
2,541 16.0
5,170 17.0
17,294 14.0
926,642 13.8
6,674,358 12.1
BASELINE PROFILE
Indicator
Lancaster District
North West
Great Britain
Source/Notes
HOUSING (See also indicators at end of baseline profile from Renewal Area Documents) Number of households, 1991 1,959 % Households by tenure Owner occupied outright Owner occupied buying Private rented Rented with job Rented from HA Rented from LA % Households by type Detached Semi-detached Terraced Flat % Shared/ Unshared households Unshared Shared Average house prices, Jan-Mar 2002 Detached Semi-detached Terraced Flat/ Maisonette Overall Average house prices, Jan-Mar 2002 Detached Semi-detached Terraced Flat/ Maisonette Overall Average house prices, Jan-Mar 2002 Detached Semi-detached Terraced Flat/ Maisonette Overall 28 35 36 1 0 0 3 28 23 36 91 9 LA4 4 51,730 29,285 43,237 LA3 1 72,583 48,400 34,690 26,806 45,105 2,145 33 43 5 1 5 13 5 59 15 21 100 0 LA4 4 51,730 29,285 43,237 LA3 3 111,150 73,745 42,360 70,306 1,894 60 32 7 1 0 0 13 54 9 24 99 1 LA4 4 51,730 29,285 43,237 LA 4 5 160,000 49,500 32,838 34,207 42,202 LA4 6 122,600 79,112 55,487 62,372 76894 5,998 40 37 15 1 2 5 5 36 22 32 97 3 12,688 42 40 14 1 2 5 7 50 19 24 * 100 3 49,308 34 44 9 2 2 9 17 40 28 14 99 1 135,512 63,550 48,117 45,569 66,214 135,512 63,550 48,117 45,569 66,214 135,512 63,550 48,117 45,569 66,214 2,638,807 25 43 5 1 4 21 15 36 36 13 100 0 153,858 75,458 45,532 74,763 76,464 153,858 75,458 45,532 74,763 76,464 153,858 75,458 45,532 74,763 76,464 21,654,471
1991 Census of Population 1991 Census of Population 24 43 7 2 3 21 1991 Census of Population 20 30 29 19 100 0 * 187,835 106,111 91,201 124,373 121,881 * 187,835 106,111 91,201 124,373 121,881 * 187,835 106,111 91,201 124,373 121,881 1991 Census of Population *Total does not equal 100 due to rounding Land registry (Jan-March 2002) Postcode sectors used as proxies for wards * Relates to England
Land registry (Jan-March 2002) Postcode sectors used as proxies for wards * Relates to England
Land registry (Jan-March 2002) Postcode sectors used as proxies for wards * Relates to England
BASELINE PROFILE
Indicator
Lancaster District
North West
Great Britain
Source/Notes
Number of households (Live benefit accounts), 2002 (From Council Tax Records) Number % Number of Council Tax Benefit claimants, 2001/02 Number % Number of Housing Benefit claimants, 2001/02 Number % Number Income Support claimants, 2001/02 Number % Number of Job Seekers Allowance claimants, 2001/02 Number % Properties in Council Tax Band A/B, 2001/02 Number % Properties in Council Tax Band G/H, 2001/02 Number % Number of Voids, 2001/02 Number % Voids as a % of households, 2001/02 Vacancy, 2001/02 (Number) Less than 6 months 6-12 months Over 12 months Vacancy, 2001/02 (%) Less than 6 months 6-12 months Over 12 months
Lancaster City Council Benefits and Revenues Dept 2,226 4 510 5 3,573 46 2,824 5 627 6 2,532 33 2,003 3 588 6 894 12 7,053 12 1,725 17 6,999 90 58,868 100 Lancaster City Council Benefits and Revenues Dept 10,153 100 Lancaster City Council Benefits and Revenues Dept 7,759 100 Lancaster City Council Benefits and Revenues Dept 2,478 15 448 16 1,951 5 1 0.1 68 9 3.05 59 1 8 8 20 11 1,803 11 346 12 2,113 6 0 0 43 5 1.52 43 0 0 6 0 0 733 5 59 2 1,797 5 3 0.4 21 3 1.05 18 0 3 3 0 4 5,014 31 853 30 5,861 16 4 0.5 132 17 1.87 120 1 11 17 20 14 16,106 100 Lancaster City Council Benefits and Revenues Dept 2,826 100 35,727 100 845 100 793 100 1.3 711 5 76 100 100 100 Lancaster City Council Benefits and Revenues Dept Lancaster City Council Benefits and Revenues Dept Lancaster City Council Benefits and Revenues Dept Lancaster City Council Benefits and Revenues Dept Lancaster City Council Benefits and Revenues Dept
Lancaster City Council Benefits and Revenues Dept
BASELINE PROFILE
Indicator
Lancaster District
North West
Great Britain
Source/Notes
EDUCATION % Key Stage 2, Level 4 West End Primary English Mathematics Science % Key Stage 2, Level 4 Morecambe & Heysham Westgate Primary English Mathematics Science % Key Stage 2, Level 4 Morecambe Bay Primary English Mathematics Science % Key Stage 2, Level 4 Poulton le Sands C of E Primary English Mathematics Science % Key Stage 2, Level 4 St Marys Catholic Primary English Mathematics Science GCSE Morecambe High School % achieving 5+ A*-C grades % achieving A*-G grades No passes Population with very low literacy % Population with very low numeracy % 54 52 74 74 56 88 54 52 79 79 64 91 88 88 94
+ 76 72 88 + 76 72 88 + 76 72 88 + 76 72 88 + 76 72 88 + 50 91 4 4.0 5.6
* 75 71 87 75 71 87 75 71 87 75 71 87 75 71 87
www.dfes.gov.uk * Figures relate to England + Figures relate to Lancashire
51 95 4 3.7 4.9 5.1 6.8 3.4 4.5
50 89 6 4.0
Basic Skills Agency Basic Skills Agency 5.0
BASELINE PROFILE
Indicator
Lancaster District
North West
Great Britain
Source/Notes
Education market: pupils within one hours drive,1997 Nursery Primary Secondary Independent Special Schools Total
Egg The Bird Centre Celebration of the Coast Proposal. January 1997 9,000 510,206 329,575 47,000 14,000 909,781
BASELINE PROFILE
Indicator
Alexandra Harbour Poulton Morecambe*
Lancaster District
North West
Great Britain
Source/Notes
HEALTH SMR All Causes, 0-64 years, 1997-1999 Total Males Females SMR All Cancers, 0-64 years, 1997-1999 Total all ages Males Females SMR, Cancer of trachea, bronchus, lung, 0-64 years, 1997-1999 Total all ages Males Females SMR, Cancer of the female breast, 0-64 years, 1997-1999 Total all ages Females SMR, Cancer of the prostrate, 0-64 years, 1997-1999 Total all ages Males SMR, Circulatory system diseases, 0-64 years, 1997-1999 Total all ages Males Females SMR, Cerebrovascular Disease, 0-64 years, 1997-1999 Total all ages Males Females SMR, Respiratory systems diseases, 0-64 years, 1997-1999 Total all ages Males Females 104 179 136 92 127 23 112 93 110 103 78 93 169 136 159 93 70 82
* 523 76 72 * 98 102 122 * 95 89 114 * 88 101 * 119 146 * 117 117 107 * 143 98 113 * 94 96 137
100 100 100 100 100 100
133 215 0
95 0 123
73 69 135
100 100 100
North West Regional Public Health Observatory, www.nwpho.org.uk * Figures relate to Lancaster Primary Care Group North West Regional Public Health Observatory, www.nwpho.org.uk * Figures relate to Lancaster Primary Care Group North West Regional Public Health Observatory, www.nwpho.org.uk * Figures relate to Lancaster Primary Care Group North West Regional Public Health Observatory, www.nwpho.org.uk * Figures relate to Lancaster Primary Care Group North West Regional Public Health Observatory, www.nwpho.org.uk * Figures relate to Lancaster Primary Care Group North West Regional Public Health Observatory, www.nwpho.org.uk * Figures relate to Lancaster Primary Care Group North West Regional Public Health Observatory, www.nwpho.org.uk * Figures relate to Lancaster Primary Care Group North West Regional Public Health Observatory, www.nwpho.org.uk * Figures relate to Lancaster Primary Care Group
32 0 195 0 112 117 201 102 0 0 109 326 415
149 70 172 532 133 90 162 131 0 151 90 87 222
77 0 0 218 210 176 88 397 122 333 183 78 243
100 100 100 100 100 100 100 100 100 100 100 100 100
BASELINE PROFILE
Indicator
Alexandra Harbour Poulton Morecambe*
Lancaster District
North West
Great Britain
Source/Notes
CRIME Crimes per 1,000 population, 2000/2001 Domestic burglary (per 1,000 households) Theft from a vehicle Vehicle taking All violent crime Murder Sexual offences Robbery All criminal damage All crime
43.4 14.9 7.0 18.7 0.2 1.5 2.5 22.6 151.9
23.2 8.2 1.8 12.6 0.0 1.2 1.2 16.3 90.4
30.7 17.1 5.7 36.0 0.0 2.9 1.7 41.9 211.9
13.7 6.8 2.4 9.3 0.0 0.7 0.8 12.0 66.4
* 16.9 7.4 2.8 10.7 0.0 0.9 0.6 16.5 75.9
Lancashire Police *Relates to Lancaster & Morecambe district, which is the Crime and Disorder Reduction Partnership area (Home Office Descriptive) Murder, Sexual Offences and Robbery are sub-sets of All Violent crime. Please note that crime statistics are confidential and must not be passed to a third party. Lancashire Police *Relates to Lancaster & Morecambe district, which is the Crime and Disorder Reduction Partnership area (Home Office Descriptive) Murder, Sexual Offences and Robbery are sub-sets of All Violent crime. Please note that crime statistics are confidential and must not be passed to a third party.
Crimes per 1,000 population, 2001/2002 Domestic burglary (per 1,000 households) Theft from a vehicle Vehicle taking All violent crime Murder Sexual offences Robbery All criminal damage All crime
35.8 17.9 4.3 23.2 0.2 1.3 1.7 42.1 163.4
16.5 14.6 3.3 18.1 0.0 1.2 1.4 20.9 102.6
30.7 23.8 4.3 50.0 0.0 1.0 4.1 65.9 279.1
12.7 9.4 2.2 12.6 0.0 0.5 1.0 17.7 79.4
* 16.6 8.9 2.7 13.2 0.0 0.7 0.7 19.4 87.0
ILLUMINE REPORT 1 - 1991 CENSUS Mapinfo Corporation

Indicator Morecambe Population in Numbers Within 60 Minute Within 120 Minute Drive Time Drive Time Morecambe as a % of the total population Within 60 Minute Within 120 Minute Drive Time Drive Time Great Britain as a % of the total population
BASELINE PROFILE
Population and Household Summary 1991 Usually resident population 1991 Updated 1997 Usually resident population in private households 1991 Number of private households 1991 Updated 1997 Average household size (persons) Children and infants 0-15 years 1991 Updated 1997 Males 0-15 years 1991 Updated 1997 Females 0-15 years 1991 Updated 1997 Adults of working age 1991 Updated 1997 Males 16-64 years 1991 Updated 1997 Females 16-64 years 1991 Updated 1997 2,094,415 2,120,370 2,057,795 826,118 866,025 2.49 428,035 434,845 218,869 222,342 209,166 212,503 1,259,422 1,284,457 654,816 672,150 604,606 612,306 10,785,915 10,831,208 10,635,044 4,269,893 4,445,360 2.49 2,231,238 2,259,852 1,142,664 1,154,451 1,088,603 1,105,401 6,542,539 6,575,298 3,389,384 3,419,900 3,152,584 3,155,399 100 100 98.3 100 100 20.4 20.5 51.1 51.1 48.9 48.9 60.1 60.6 52.0 52.3 48.0 47.7 100 100 98.6 100 100 20.7 20.9 51.2 51.1 48.8 48.9 60.7 60.7 51.8 52.0 48.2 48.0 100 100 98.5 100 100 2.47 people 20.1 20.3 51.2 51.2 48.8 48.8 61.2 61.1 51.8 51.8 48.2 48.2
The Illumine Report provides detailed, comprehensive and up dated information on the demographic structure, consumer expenditure and retail business turnover potential of any area.

BASELINE PROFILE
Adults of retirement age 1991 Updated 1997 Males 65+ 1991 Updated 1997 Females 60+ 1991 Updated 1997 Usually resident in population Males Females Usually resident in population Age 0-4 years 5-14 years 15-24 years 25-34 years 35-44 years 45-54 years 55-64 years 65-74 years 75+ years Usually resident in population Ethnic Group White Black Indian, Pakistani or Bangladeshi Chinese Other Asian Other 2,007,533 6,474 68,277 3,075 2,680 5,637 10,341,049 77,175 284,238 23,967 15,357 39,017 95.9 0.3 3.3 0.1 0.1 0.3 95.9 0.7 2.6 0.2 0.1 0.4 94.4 1.6 2.7 0.3 0.4 0.5 140,739 261,748 290,858 298,327 287,608 247,637 217,232 196,187 153,360 734,860 1,365,080 1,514,465 1,587,114 1,488,965 1,252,843 1,121,956 973,522 741,649 6.7 12.5 13.9 14.2 13.7 11.8 10.4 9.4 7.3 6.8 12.7 14.0 14.7 13.8 11.6 10.4 9.0 6.9 6.6 12.3 13.9 15.2 14.0 11.6 10.3 9.0 7.0 1,010,415 1,083,281 5,209,079 5,570,833 48.2 51.7 48.3 51.6 48.4 51.6 269,509 260,256 1,329,646 1,293,779 66.3 65.0 66.3 65.0 65.6 64.4 136,730 140,007 677,031 696,657 33.7 35.0 33.7 35.0 34.4 35.6 406,239 400,264 2,006,677 1,990,437 19.4 18.9 18.6 18.4 18.7 18.5

BASELINE PROFILE
Household Counts Single person households Social class of head of household (households) AB C1 C2 DE Armed Forces Car Availability (households) Households with no cars 1 car 2 cars 3+ cars House tenure (households) Owner occupied Rented privately, housing assoc. or with job Rented LA, newtown or Scottish Homes Dwellings 1991 Dwellings Total Detached Semi-detached Terraced Flat (purpose built) Other permanent Non-permanent Economic Activity 1991 Adults of working age Males 16-64 Economically Active Unemployed Females 16-64 Economically Active Unemployed Total employees 16 and over Full time Part time
219,588 131,833 181,159 258,169 254,147 893 284,288 367,684 146,254 28,031 603,320 76,902 142,440
1,143,464 683,239 930,625 1,282,673 1,365,097 8,398 1,573,080 1,819,907 736,623 140,174 2,888,176 454,872 915,131
26.6 16.0 21.9 31.3 30.8 0.1 34.4 44.5 17.7 3.4 73.0 9.3 17.2
26.8 16.0 21.8 30.0 32.0 0.2 36.8 42.6 17.3 3.3 67.6 10.7 21.4
26.8 18.3 23.6 28.3 29.2 0.6 33.3 43.5 19.1 4.0 66.0 12.1 21.4
878,067 131,721 309,048 316,048 86,144 30,984 4,212
4,513,135 710,076 1,600,102 1,542,076 513,927 133,629 13,325 6,542,539 3,389,384 2,886,122 353,623 3,152,584 2,129,177 154,308 4,009,053 3,150,380 858,673
100 15.0 35.2 36.0 9.8 3.5 0.5
100 15.7 35.5 34.2 11.4 3.0 0.3 100 51.8 85.2 12.3 48.2 67.5 7.2 100 78.6 21.4
100 51.8 86.6 11.3 48.2 67.6 7.0
654,816 554,824 59,940 604,606 413,877 27,094 773,420 608,542 164,878
52.0 84.7 10.8 48.0 68.5 6.5 100 78.4 21.3
51.8 86.6 11.3 48.2 67.6 7.0 100 79.3 20.7

Indicator Morecambe Great Britain
BASELINE PROFILE
60 Minute Drive Time Retail Expenditure, 1996 (All estimates given in 1996 prices)
Annual Consumer Retail Expenditure by Goods Categories Food Alcoholic Drink Tobacco Books, newspapers and magazines Clothing & Footwear Footwear Mens and boys wear Womens, girls and infants wear Furniture, floor coverings and household textiles Furniture & floor coverings Household textiles and soft furnishings Radio, electrical & other durables Domestic appliances Radio, TV, musical instruments & photographic Hardware & DIY supplies China, glass and hardware DIY and decorators supplies Other Goods Matches, soap & cleaning materials Chemists goods Jewellery, silverware, watches & clocks Recreational and other miscellaneous goods Total Expenditure Convenience goods Comparison goods Total () 1,896,399 298,404 313,002 194,010 968,960 156,578 255,350 557,031 411,033 310,543 100,491 517,755 227,609 290,146 361,385 129,796 231,589 1,179,799 81,138 355,909 89,176 653,575 6,140,746 2,726,338 3,414,409 Per Household () 2,202 347 363 225 1,125 182 297 647 477 361 117 601 264 337 420 151 269 1,370 94 413 104 759 7,131 3,166 3,965 Per Person () 897 141 148 92 458 74 121 264 194 147 48 245 108 137 171 61 110 558 38 168 42 309 2,906 1,290 1,616 Percentage of Total Expenditure (%) 30.9 4.9 5.1 3.2 15.8 2.5 4.2 9.1 6.7 5.1 1.6 8.4 3.7 4.7 5.9 2.1 3.8 19.2 1.3 5.8 1.5 10.6 100 44.4 55.6 Per Household () 2,195 355 360 231 1,160 185 308 667 491 372 120 624 272 352 438 158 280 1,415 96 424 109 787 7,270 3,169 4,100 Per Person () 906 147 148 95 479 76 127 275 203 153 49 258 112 145 181 65 116 584 40 175 45 325 3,001 1,308 1,693 Percentage of Total Expenditure (%) 30.2 4.9 4.9 3.2 16.0 2.5 4.2 9.2 6.8 5.1 1.6 8.6 3.7 4.8 6.0 2.2 3.9 19.5 1.3 5.8 1.5 10.8 100 43.6 56.4

Indicator Morecambe Great Britain
BASELINE PROFILE
120 Minute Drive Time Retail Expenditure, 1996 (All estimates given in 1996 prices)
Annual Consumer Retail Expenditure by Goods Categories Total () 9,713,165 1,523,867 1,596,651 994,619 4,955,221 801,187 1,305,361 2,848,673 2,105,704 1,790,658 515,046 2,349,358 1,166,132 1,483,226 1,847,699 663,314 1,184,385 6,040,867 416,474 1,824,532 455,477 3,344,392 31,427,151 13,954,518 17,472,633 Per Household () 2,192 344 360 225 1,119 181 295 643 475 359 116 598 263 335 417 150 267 1,364 94 412 103 755 7,094 3,150 3,944 Per Person () 897 141 147 92 458 74 121 263 194 147 48 245 108 137 171 61 109 558 38 168 42 309 2,902 1,289 1,613 Percentage of Total Expenditure (%) 30.9 4.8 5.1 3.2 15.8 2.5 4.2 9.1 6.7 5.1 1.6 8.4 3.7 4.7 5.9 2.1 3.8 19.2 1.3 5.8 1.4 10.6 100 44.4 55.6 Per Household () 2,195 355 360 231 1,160 185 308 667 491 372 120 624 272 352 438 158 280 1,415 96 424 109 787 7,270 3,169 4,100 Per Person () 906 147 148 95 479 76 127 275 203 153 49 258 112 145 181 65 116 584 40 175 45 325 3,001 1,308 1,693 Percentage of Total Expenditure (%) 30.2 4.9 4.9 3.2 16.0 2.5 4.2 9.2 6.8 5.1 1.6 8.6 3.7 4.8 6.0 2.2 3.9 19.5 1.3 5.8 1.5 10.8 100 43.6 56.4
Food Alcoholic Drink Tobacco Books, newspapers and magazines Clothing & Footwear Footwear Mens and boys wear Womens, girls and infants wear Furniture, floor coverings and household textiles Furniture & floor coverings Household textiles and soft furnishings Radio, electrical & other durables Domestic appliances Radio, TV, musical instruments & photographic Hardware & DIY supplies China, glass and hardware DIY and decorators supplies Other Goods Matches, soap & cleaning materials Chemists goods Jewellery, silverware, watches & clocks Recreational and other miscellaneous goods Total Expenditure Convenience goods Comparison goods
EXPERIAN GOAD CENTRE SUMMARY REPORT 2 21/11/2001

Type Groundfloor Floorspace sq.ft Morecambe Town Centre % Groundfloor floorspace Morecambe Town Centre
BASELINE PROFILE
Copywright@experian1999 % Groundfloor Floorspace UK
Index
(UK = 100)
Convenience Bakers Butchers Greengrocers & Fishmongers Groceries & Frozen Food Off Licences & Home Brew CTN & Convenience TOTAL Comparison Footwear & Repairs Men & Boys Wear Womens, Girls & Childrens Mixed & General Clothing Furniture, Carpets & Textiles Books, Arts, Crafts, Stationers & Copying Electrical, Home Ent, Telephones & Video DIT, Hardwear & Household Goods Gifts, China, Glass and Leather Goods Cars, Motor Cycles & Accessories Chemists, Toiletries & Opticians Variety, Department & Catalogue Showrooms Florists & Gardens Sports, Toys, Cycles & Hobbies Jewellers, Clocks and Repairs Charity, Pets & Other Comparison TOTAL Service Restaurants, Cafes, Fast Food & Take Away Hairdressing, Beauty & Health Launderettes & Dry Cleaners Travel Agents Banks & Financial Services Building Societies Estate Agents & Auctioneers TOTAL Miscellaneous Employment, Careers, Pos & info Vacant TOTAL TOTAL TOTAL
2
11,600 4,200 1,900 96,100 3,700 13,300 130,800 13,800 6,900 21,700 28,000 23,700 23,600 22,400 15,100 12,500 5,700 13,300 15,900 5,100 11,900 5,200 55,100 279,900 75,500 16,800 4,100 3,100 19,600 2,500 11,200 132,800 7,300 140,600 147,900
1.68 0.61 0.27 13.90 0.54 1.92 18.92 2.00 1.00 3.14 4.05 3.43 3.41 3.24 2.18 1.81 0.82 1.92 2.30 0.74 1.72 0.75 7.97 40.48 10.92 2.43 0.59 0.45 2.83 0.36 1.62 19.21 1.06 20.34 21.39
1.10 0.52 0.36 11.24 0.55 1.24 15.02 1.68 1.20 4.39 4.41 5.47 3.58 4.45 4.80 1.01 2.76 3.96 10.25 0.57 2.54 1.04 2.56 54.65 7.88 2.54 0.53 1.25 5.49 0.67 1.95 20.32 1.49 8.51 10.01
152 117 76 124 97 155 126 119 83 72 92 63 95 73 46 178 30 49 22 129 68 73 311 74 139 96 111 36 52 54 83 95 71 239 214
691,400
100
100
The Experian GOAD Report is a regular survey of all Town Centres, which identifies all occupiers (retail and service) giving details of all premises and their use types

Type Number of Outlets
BASELINE PROFILE
Morecambe Town Centre
% Outlets Morecambe Town Centre
Copywright@experian1999 % Outlets UK
Index (UK = 100)
Convenience Bakers Butchers Greengrocers & Fishmongers Groceries & Frozen Food Off Licences & Home Brew CTN & Convenience TOTAL Comparison Footwear & Repairs Men & Boys Wear Womens, Girls & Childrens Mixed & General Clothing Furniture, Carpets & Textiles Books, Arts, Crafts, Stationers & Copying Electrical, Home Ent, Telephones & Video DIT, Hardwear & Household Goods Gifts, China, Glass and Leather Goods Cars, Motor Cycles & Accessories Chemists, Toiletries & Opticians Variety, Department & Catalogue Showrooms Florists & Gardens Sports, Toys, Cycles & Hobbies Jewellers, Clocks and Repairs Charity, Pets & Other Comparison TOTAL Service Restaurants, Cafes, Fast Food & Take Away Hairdressing, Beauty & Health Launderettes & Dry Cleaners Travel Agents Banks & Financial Services Building Societies Estate Agents & Auctioneers TOTAL Miscellaneous Employment, Careers, Pos & info Vacant TOTAL TOTAL TOTAL Distribution of Outlets by Floorspace
2
10 6 3 9 4 10 42 7 5 17 12 19 16 21 9 11 6 8 2 6 11 6 28 184 65 28 4 4 11 3 10 125 5 164 169
1.92 1.15 0.58 1.73 0.77 1.92 8.08 1.35 0.96 3.27 2.31 3.65 3.08 4.04 1.73 2.12 1.15 1.54 0.38 1.15 2.12 1.15 5.38 35.38 12.50 5.38 0.77 0.77 2.12 0.58 1.92 24.04 0.96 31.54 32.50
1.99 0.90 0.70 2.77 0.79 2.13 9.28 2.35 1.60 5.48 3.06 4.85 4.49 5.58 3.09 1.91 1.51 3.66 1.29 1.13 2.73 2.24 3.90 48.88 11.96 5.55 1.08 1.97 4.82 0.79 3.23 29.40 1.48 10.96 12.44
97 128 82 63 97 90 87 57 60 60 75 75 69 72 56 111 76 42 30 102 77 52 138 72 105 97 71 39 44 73 60 82 65 288 261
520
100
100

Type Number of Outlets
BASELINE PROFILE
Morecambe Town Centre

Under 1,000 sq. ft Between 1,000 and 2,499 sq.ft Between 2,500 and 4,999 sq.ft Between 5,000 and 9,999 sq.ft Between 10,000 and 14,999 sq.ft Between 15,000 and 19,999 sq.ft Between 20,000 and 29,999 sq.ft 30,000 sq.ft and above 292 192 26 4 4 0 1 1
% Outlets Morecambe Town Centre

56.15 36.92 5.00 0.77 0.77 0.00 0.19 0.19
Copywright@experian1999 % Outlets UK
40.67 42.61 10.68 3.48 1.10 0.50 0.48 0.47
Index (UK = 100)

138.07 86.65 46.81 22.10 69.64 0.00 40.26 40.53
BASELINE PROFILE
HOUSING RENEWAL AREA STATISTICS
West End Renewal Area Source: Morecambe West End Renewal A Strategy for Change, Lancaster City Council, October 1993 5,349 3,111 2,676 HMO Converted S/C Flats Single Family Houses Hotels/ Guest Houses Mixed Commercial/ Residential Non residential Tenure (%) Private Tenant PT sharing/ Landlord Landlord sharing/ PT Owner Occupier Housing association Council Other % Vacancy rates Homes HMOs % Age profile of housing Stock Pre 1919 1919-1945 1945-1964 Density Average Household Size Unfitness Average Private rented Owner occupied outright Owner occupied buying Other 29% n/a n/a n/a n/a 54% 33.3 38.3 25 3.3 90 n/a n/a 144 persons/ha 2 persons/household 14% (of which 68% are HMOS) n/a 4.5 5.9 56 1 1 42 0.5 0 0 31 0.7 0 57 10 0.6 0.6 33 3 39 9 16 n/a
Poulton Renewal Area Source: Poulton Neighbourhood Renewal Assessment (June 2000) n/a 2,054 2,400
Source/Notes
Population Number of Dwellings Number of Households Use of Premises (%)
West End ; Relates only to Residential Premises 1,679 10 0 63 0 3 24 West End : sourced from Social Survey not dated
Temporary 4.5 6.7
Long term
81.5 18.1 0.4 n/a 2.3 persons/household
West End: District Average 2.44 Poulton : District Average 2.2 West End : sourced from: House Condition Survey 1992 Poulton: 1,107 properties fail fitness standard on at least one count
BASELINE PROFILE
PRIVATE SECTOR HOUSE CONDITION SURVEY STATISTICS 1995
Indicator
Tenure %, 1995 Housing Association Private Rented Local Authority Owner Occupation Vacancy 1995 % of total vacant dwellings number of vacant dwellings Unfitness %, 1995 Stock % Pre 1919 1919-1944 1945-1964 Post 1964 27.6 36.3 20.2 15.9 33.7 24.3 19.6 22.4 26.4 19.7 21.4 32.5 44 943 3.58 100 2,148 3.82 1991 Census of Population 1.6 14 84.4 3 12 9 76
Morecambe/Heysham
Lancaster District
England
* 3 9 20 38
Source/Notes
* Figures relate to the English House Condition Survey, 1991
BASELINE PROFILE
HEADLINE TOURISM STATISTICS
Visitor Information for Lancaster District Trips % Nights % Staying Visitors Overseas Domestic Total 40,200 334,982 375,182 C2.5 million 11 89 100 196,790 1,641 413 1,838,203 10.7 89.3 100
Day Visitors Day and C2.9 million Staying Note Figures are not disaggregated for Morecambe Source: NWTB 2000
Expenditure () 9,339,413 81,072,186 90,411,599 180,825,000 271,236,000
% 10.3 89.7 100
BASELINE PROFILE
Accommodation Provision in Lancaster District Serviced Accommodation Hotels Non-assessed Assessed by AA RAC ETC Assessed by other schemes Total Hotels Guest Accommodation Non-assessed Assessed by AA RAC ETC Assessed by other schemes No Establishments 0 20 20 50 60 110 130 Non-assessed Assessed by AA RAC ETC Assessed by other schemes Non-assessed Assessed Non-assessed Assessed 24 40 64 6 18 24 13 2 15 103 93 140
Total Guest Total Serviced Non Serviced Accommodation Self Catering
Total Self Catering Chalets/Static caravans Total Chalets Touring caravan Sites Total Caravan Sites Total Non-Serviced All Accommodation
Non-assessed Assessed by AA RAC ETC Assessed by other schemes
Total All Accommodation 233 Note Approximately 80% of accommodation in the District is located in Morecambe. Source NWTB 2001
BASELINE PROFILE
Year 1994 1995 1996 1997 1998 1999 2000 2001
Total enquiries at Morecambe TIC (visitors/telephone and correspondence) No enquiries Significant tourism development 73,529 119,946 New Stone Jetty opened 109,565 96,398 Relocation to shop unit during building work at The Platform 144,334 253,675 Eric Morecambe statue unveiled 268,815 Bubbles pool closed, weather poor 224,486 Foot and Mouth crisis
BASELINE PROFILE
CAR PARKING STATISTICS
PAY & DISPLAY CAR PARKS - MORECAMBE SHORT STAY OTHER Name Number of Spaces Name Number of Spaces Library 131 Victoria Street 30 (Private) 174 Pedder Street 75 Winter Gardens 170 Cars & Coaches (Private) 100 Billy Hill 40 Battery Breakwater 117 Cars & Coaches 380 Bay Arena 77 Heysham Village 250 65 Marine Road 1 20 Coastal Road 100 65 Marine Road 2 18 Morrisons 400 40 Marine Road 3/4 88
Name Town Hall Telephone Exchange
LONG STAY Number of Spaces 100
West View Road Festival Market Goods Yard Bus Station Back Brighton Terrace Railway Station Marine Road 5 Marine Road 6 TOTAL
25 35 33 1,017
449
1,067 Source: Lancaster City Council
APPENDIX BASELINE INFORMATION

Accessibility The Development Framework Scale and Form of Development
ACCESSIBILITY The site is easily accessible having direct access onto Marine Road, which is the major vehicular and pedestrian route along the seafront, and Central Drive, which is the main route linking the seafront with the new Railway Station via the recently regenerated Western Promenade area. The new Bus and Railway Station is situated directly opposite the site on Central Drive. Pedestrian access from both ends of the promenade has been improved dramatically over the last five years with the coastal defence programme and 2.5 kilometres of remodelled promenade. Pedestrian access from the main town centre shopping area is via Victoria Street. DEVELOPMENT FRAMEWORK The Lancaster District Local Plan and the Morecambe Town Centre Strategy provide the planning framework for the site. An explanation of the formal status of these documents, together with relevant extracts, is appended (to be provided by LCC). In summary, Policy TO1 of the Local Plan refers to a Tourism Opportunity Area, in which new commercial leisure development that enhances Morecambe as a visitor destination will be permitted. The Town Centre Strategy places the site within one of its identified Priority Areas, the Central Attractions Area, which is considered to be the most important area in Morecambe in terms of the development of new attractions. The main thrust of both of these documents is to protect the central areas tourism and visitor role and promote development that reinforces this role. The Action Plan for Morecambe identifies the redevelopment of the Central Promenade site as a crucial component of the strategy to regenerate the Resort. The Plan sets out a range of actions for Lancaster City Council and its partners to undertake in order to enhance the tourism profile, housing and town centre of the Resort. It identifies mechanisms for the delivery of the regeneration and potential sources of funding. SCALE AND FORM OF D EVELOPMENT The size of the site, and its location abutting the seafront, make it extremely prominent as a landmark visible from many miles away. Any new development proposals must take this into account in addition to its more localised relationship with uses adjacent to and within the site (the Midland Hotel for example). Potential developers should be aware that, as part of the Townscape Heritage Initiative, the Council have identified the central attractions area as one of four character areas as it represents a unique period of Morecambes development during the turn of the century and inter-war years. It acknowledges the existing townscape of the area its open aspect to the sea, the large clear sweep along Marine Road and the presence of some notable large buildings. Within this context, the Council is willing to consider a variety of design solutions that will be the subject of discussions with the Councils Planning and Building Control Service.
APPENDIX B BACKGROUND INFORMATION

Accessibility Policy Context
ACCESSIBILITY The site is easily accessible having direct access onto Heysham Road which becomes Marine Road, the major vehicular and pedestrian route along the seafront. The new Bus and Railway Station is situated about a mile from the site. The promenade which runs past the site has been improved dramatically over the last five years with the coastal defence programme and 2.5 kilometres of remodelled promenade. This provides an attractive linkage between the site, the Town Centre and the tourism heart of the resort. POLICY CONTEXT The Lancaster District Local Plan and the Morecambe Town Centre Strategy provide the planning framework for the site. An explanation of the formal status of these documents, together with relevant extracts is appended [to be inserted by LCC]. The Former Bus Depot site is allocated in the Lancaster District Local Plan (Deposit) as a Housing Opportunity Site. As such, it is not a formally allocated housing site, but is recognised as a derelict, underused or vacant site which is likely to become available due to the cessation of an existing use and which is located in an area where redevelopment would bring environmental benefits. Referred to in the Local Plan as the Heysham Road Depot site, the site comprises both the Councils former illuminations depot and the privately owned former Stagecoach depot. It is estimated that, after provision has been made for open space, the site has capacity for around 40 dwellings. In 1999, the site was the subject of a planning application by Aldi for a 1,218m 2 supermarket and associated parking. Planning permission was refused, however, due to concerns over the potential impact it would have on the West End Local shops. Aldi have subsequently obtained planning permission for a similar sized development on Marine Road adjacent to the existing Morrisons supermarket.
APPENDIX C CENTRAL PROMENADE DEVELOPMENT BRIEF
CENTRAL PROMENADE PARTNERSHIP DEVELOPMENT OPPORTUNITY

An Invitation to Developers/Investors to Participate in the Regeneration of Morecambe through the Redevelopment of the Central Promenade Area
October 2002
Morecambe - Creating a 21st Century Resort

Morecambe Action Plan Partnership invites you to participate in an exciting regeneration opportunity in Morecambe - the redevelopment of the Central Promenade Development Site. We are seeking expressions of interest from developers or consortia interesting in being considered as a potential partner in a Joint Venture arrangement with Lancaster City Council, North West Development Agency and possibly other partners. Expressions of interest are sought by X 2002.
T HE R ESORT OF M ORECAMBE 1. Morecambe is situated in north Lancashire, about 50 miles north of Liverpool and Manchester and adjoining the historic city of Lancaster. Lying on the glorious sweep of Morecambe Bay, the resort enjoys an unrivalled natural setting and looks out on a panorama of Lakeland peaks. The resort is accessed from Junction 34 of the M6 motorway and its accessibility will be further enhanced by the construction of the proposed M6 link road. Morecambes new railway station offers direct services to Liverpool and Leeds and, via its connection to Lancaster, to all West Coast Mainline routes. Road and rail connections are also available to the nearby Port of Heysham, which provides regular ferry services to Belfast and the Isle of Man.
2.
Central Morecambe Development Opportunity
3.
The town has a population of 31,700 (at 1998 estimates) and a 60-minute drive time population of over 2 million, which includes the urban areas of Preston, Blackburn, Blackpool and Bolton. Most recent figures (2000) show that approximately 3 million visitors come each year to Lancaster District (of which Morecambe is part).
REGENERATION OF C ENTRAL M ORECAMBE 4. Morecambe, like many other seaside resorts, has over the last thirty years seen a decline in its traditional role as a premier holiday destination. Over the last decade, Lancaster City Council has responded by supporting the resort in adapting to meet the demands of modern tourist markets through a number of regeneration initiatives including the Eric Morecambe Statue, the TERN public art project and other public realm improvements along the seafront. The resort has also attracted significant private sector investment which has regenerated the Western Promenade Area, including a new supermarket, 20-lane bowling alley and 4-screen cinema. This area will be enhanced further by the construction of an 8 ,800m 2 factory outlet retail scheme targeted at high quality retailers. Key regeneration documents identify the central area of Morecambe as an opportunity for new development to reinforce the Resorts role as a visitor destination. Most recently, the Action Plan for Morecambe has identified the Central Promenade site as the catalyst for the regeneration of the Resort. 2
5.
6.
VISION FOR T HE C ENTRAL PROMENADE SITE The Central Promenade Development site offers a unique opportunity to create a big impact within Morecambe through the assembly of a major catalyst site. The 12ha (30 acres) site occupies a prominent location at the heart of the Resort. Within the boundaries of the site are a number of landmark buildings with strong associations to Morecambes historic role as a major tourist destination. Our vision is to compliment and enhance these features with a high quality mixed use development, which meets the needs of 21st Century visitors, creating a cluster of quality activities to attract a wide range of new visitors to the Resort whilst also enhancing facilities for local residents and other stakeholders. Regeneration of this prominent site will:

Contribute to the ongoing renaissance of the Resort Expand the range of indoor and outdoor attractions for visitors and local residents Enhance the appearance of the seafront Increase and broaden the types of visitors coming to the Resort throughout the year
EXISTING K EY F EATURES
7.
The above plan shows the location of the Central Morecambe Development site. Key features include:
The Midland Hotel, built in 1933, is a three storey Grade II* listed building. It is one of the countrys most famous art deco buildings and is of national importance. After years of neglect, its current owners had, until recent setbacks, embarked upon plans for a major restoration and extension aimed at creating a high quality 1930s themed hotel. The hotel (owned by Kalber Leisure Ltd) is now on the market and offers a unique opportunity for refurbishment or conversion to another use. The portion of the site to the north of Marine Road is, with the exception of the Midland Hotel, owned entirely by Lancaster City Council. The former Bubbles Water Park and the Harbour Band Arena are let on short term leases to fairground operators. Adjacent to these is the Dome Theatre, a Council run events venue with an ancillary bar and outdoor seating area. Immediately to the south of these are the Promenade Gardens, an area of informal public open space crossed by a number of footpaths and containing Morecambes war memorial. The Winter Gardens, dating from the 1890s, is a Grade II* listed building which was originally part of the Winter Gardens Leisure Complex. The vacant building consists of a large theatre auditorium with a number of vacant retail units on Marine Road. The building is owned by the Buildings at Risk Trust who have recently undertaken enveloping works with the assistance of English Heritage and the Council. To the rear of the Winter Gardens is a large privately owned and operated car and coach park. The Winter Gardens and the Midland Hotel are identified as key buildings for financial support through the Townscape Heritage Initiative. The former Railway Station, owned by the Council, has recently been converted to a Tourist Information Centre, the Platform Community Arts Venue and a Wacky Warehouse. Adjacent to this is a Council owned car park (the former Goods Yard) which is unsurfaced and immediately available for development. To the south is the new Festival Market Hall and Apollo 4 Cinema with associated car parking.
8.
The plan that follows sets out the current land uses within the Central Promenade area. The photographs below provide a visual illustration of some of these uses.
Midland Hotel
Former Bubbles Water Park and Dome
Winter Gardens OPPORTUNITY 9.
Platform and Former Goods Yards
Lancaster City Council has begun the process of transforming Morecambe from a declining seaside resort into a quality destination through a series of much acclaimed, high quality, public realm improvements. However we recognise that a step change to the Resort will only be achieved in association with the private sector. We are therefore inviting potential partners to enter into a partnership agreement with Lancaster City Council and the North West Development Agency to deliver a mixed use development on the 12ha Central Promenade Site. Lancaster City Council own a significant proportion of the site and are looking to establish a public/private partnership to determine the vision for this unique opportunity and to drive forward its delivery. M IXED USES
10.
11.
12.
We are looking for a quality development but we are open minded about its exact make up. Potential uses to be considered in terms of their deliverability and regeneration impact are likely to include:

Fun Space (indoor) Events space (flexible) including public performance space Visitor attractions possibly linked to the heritage of comedy and/or birdwatching/ Morecambe Bay/eco-tourism Health facilities including spa complex Hotel - including conference centre Casino
Nightclub Bars, restaurants and cafes Speciality retailing High quality apartments for tourism and/or residential use Learning/ICT centres Civic square and garden areas Water-based activities
13.
Uses that are unlikely to be acceptable include

Retail development - other than small speciality or ancillary retail Industrial uses Office uses other than in an ancillary role Development that detracts from the character and heritage of the Promenade
DELIVERY P ROCESS 14. Lancaster City Council invites developers or consortia to identify their interest in being considered as a potential development partner in a Joint Venture arrangement with Lancaster City Council, the North West Development Agency and possibly other partners.
POTENTIAL ROLE OF PARTNERS What the selected developers/investors/consortium might contribute:

Private finance Market research Design vision Risk management Marketing Development What Lancaster City Council and North West Development Agency might contribute: Investment of land Support with infrastructure Support with marketing Possible support with gap funding Planning support Further land assembly
15.
Expressions of interest should be submitted to Lancaster City Council by X 2002. Expressions should be no more that 15 pages at A4 or A3 and include the following:
Demonstration of your experience in delivering quality redevelopment projects as part of a joint venture process Initial vision and potential mix of uses (a sketch plan of your ideas would be helpful)
Recommendations for the delivery of your vision, including the role that you see the other partners playing An estimate of the level of private and public investment required
16.
Following consideration of the submissions the Council will invite more detailed submissions from and discussion with no more than three developers. The intention is then to select a preferred partner. The Action Plan for Morecambe will provide useful background information in preparing your expression of interest. If you would like to discuss the scope of the development opportunity further or arrange a guided visit of the site please contact: John Donnellon Corporate Director (Regeneration) Lancaster City Council Town Hall Dalton Square Lancaster LA1 1PJ Tel: 01524 582301 Fax: 01524 582175 Email: jdonnellon@lancaster.gov.uk
17. 18.
Recommendations for the delivery of your vision, including the role that you see the other partners playing An estimate of the level of private and public investment required
16.
Following consideration of the submissions the Council will invite more detailed submissions from and discussion with no more than three developers. The intention is then to select a preferred partner. The Action Plan for Morecambe will provide useful background information in preparing your expression of interest. If you would like to discuss the scope of the development opportunity further or arrange a guided visit of the site please contact: John Donnellon Corporate Director (Regeneration) Lancaster City Council Town Hall Dalton Square Lancaster LA1 1PJ Tel: 01524 582301 Fax: 01524 582175 Email: jdonnellon@lancaster.gov.uk
17. 18.
APPENDIX D DEVELOPMENT BRIEF WEST END HOUSING REGENERATION INVITATION TO DEVELOPERS/INVESTORS
WEST END HOUSING REGENERATION

An Invitation to Developers/Investors to Participate in the Regeneration of the West End of Morecambe
October 2002
West End 21 st Century Living

Morecambe Action Plan Partnership 1 invites you to participate in the continuing regeneration of the West End of Morecambe. We are seeking expressions of interest from developers or consortia interesting in being considered as a potential partner in a Joint Venture arrangement with Lancaster City Council, North West Development Agency and possibly other partners. Expressions of interest are sought by X 2002
T HE R ESORT OF M ORECAMBE
1.
Morecambe is situated in north Lancashire, about 50 miles north of Liverpool and Manchester and adjoining the historic city of Lancaster. Lying on the glorious sweep of Morecambe Bay, the resort enjoys an unrivalled natural setting and looks out on a panorama of Lakeland peaks. The town has a population of 31,700 (at 1998 estimates) and a 60-minute drive time population of over 2 million, which includes the urban areas of Preston, Blackburn, Blackpool and Bolton. Morecambe is accessed from Junction 34 of the M6 motorway and its accessibility would be further enhanced by the construction of the proposed M6 link road. Morecambes new railway station offers direct services to Liverpool and Leeds and, via its connection to Lancaster, to all West Coast Mainline routes. Road and rail connections are also available to the nearby Port of Heysham, which provides regular ferry services to Belfast and the Isle of Man.
2.
Currently comprising Lancaster City Council, Lancashire County Council and Morrisons
Central Morecambe Development Brief
REGENERATION OF M ORECAMBES WEST E ND 3. Morecambe evolved rapidly during the late 19th and early 20th centuries as a purpose built seaside resort. Its popularity continued to increase until well after the Second World War, but increased competition from abroad from the 1960s onwards led to a decline in its traditional tourism role. Over the last decade Lancaster City Council has made significant progress in reversing this decline in the Resort through a number of regeneration initiatives including the Eric Morecambe Statue, the TERN public art project and a whole range of other environmental improvements along the seafront. The resort has also attracted significant private sector investment including the Morrisons food store, 20-lane bowling alley and 4-screen cinema. These investments have regenerated the western promenade area and will be enhanced by the construction of an 8,800m 2 factory outlet retail scheme targeted at high quality retailers. The West End of Morecambe developed during the Victorian and Edwardian era as part of Morecambes rapid growth as a holiday resort. It is based upon a grid road pattern with a very high density. Properties on the main routes through the area are up to five storeys, elsewhere three and four storey properties predominate with smaller two and three storey properties in the southern part of the area. Most of the larger properties were built as guest houses
4.
5.
With the progressive decline in the popularity of Morecambe as a holiday resort from the 1960s onwards, many of the hotel premises were converted to residential accommodation. Because of their large size, some ranging from 6 to 16 bedrooms, conversion was often into flatlets and bedsits. As such the choice of housing in the West End is limited and does not really meet modern aspirations. Over the last ten years, Lancaster City Council has supported the regeneration of the West End of Morecambe through a 20million Housing Renewal Area Initiative which has resulted in the following improvements to the area: 102 properties improved through group repair 20 unfit residential properties and 11 commercial properties demolished 33 HMOs converted into 300 single units 3.5 ha public open space created
6.
VISION FOR THE WEST E ND Morecambe Action Plan Partnership is committed to the continued regeneration of the West End to ensure that the housing in the area meets modern needs and expectations. Our vision is to establish a new generation of housing in the West End setting new standards in quality and design. The aim is to create a new village within the West End which will be the catalyst for new investment in the wider area to ensure that it meets the needs of 21st century residents.
DELIVERY P ROCESS 7. Lancaster City Council invites developers, housebuilders or consortia to identify their interest in being considered as a potential development partner in a Special Purpose Vehicle with Lancaster City Council and the North West Development Agency. It is anticipated that the Special Purpose Vehicle will seek to deliver the following actions: Development of new housing, following assembly of sites including possibly the Former Bus Depot Site (see Appendix A) Rolling programme of refurbishment to convert houses in multiple occupation (HMOs) into single occupancy units for sale Acquisition of properties/sites to create open space and off street parking areas Clearance of derelict and acquired properties Creation of quality open space in residential areas Low cost management of selection of privately rented properties 3
Potential Role of Partners What Lancaster City Council and North West Development Agency might contribute: Investment of land Support with infrastructure Support with marketing Possible support with gap funding Planning support Land assembly What the selected developers/investors/consortium might contribute: Private finance Market research Design vision Risk management Marketing Development
8.
Expressions of interest should be submitted to Lancaster City Council by X 2002. Expressions should not be more than 20 sides of A4 and include the following: Demonstration of your experience in delivering quality housing development ideally as part of a joint venture process Recommendations for the delivery of your vision, including the individual role of any consortium members and the role that you see the other partners playing
9.
Following consideration of the submissions the Council will invite more detailed submissions from and discussion with no more than three developers. A package of socio-economic and housing information about the area with be provided at this stage. The intention is then to select a preferred partner. The Action Plan for Morecambe will provide useful background information in preparing your expression of interest. If you would like to discuss the scope of the development opportunity further or arrange a guided visit of the area please contact: John Donnellon Corporate Director (Regeneration) Lancaster City Council Town Hall Dalton Square Lancaster LA1 1PJ Tel: 01524 582301 Fax: 01524 582175 Email: jdonnellon@lancaster.gov.uk
10. 11.
APPENDIX E POTENTIAL SOURCES OF FUNDING
Funding North West Development Agency
European Objective 2
POTENTIAL FUNDING SOURCES Description Potential to Support Actions The NWDA is responsible for administering various The potential for NWDA funding assistance should be funding schemes through its new single pot approach. explored in respect of the Actions relating to tourism and Its economic development and regeneration priorities physical development: are set out in its Regional Strategy. The Strategy Action T1: The Central Promenade Site identifies tourism as one of the regions target sectors Action T2: The Midland Hotel and coastal towns as one of the priority urban areas Action T3: The Winter Gardens where special regeneration measures and approaches Action T4: The Bubbles Site are needed. It also refers to the need to deliver urban Action T5: Development of a Health Resort renaissance, the need to strengthen strategic Action T6: Tourism Market Research communications and the need to project a positive Action T7: Tourism Marketing and Signage image. Action TC1: Modernising the Arndale Centre The NWDAs Land and Property Programme provides Action TC2: Development of Tunstall Street Car Park grant aid or direct development support to the public Action TC3: Enhancement of New Town Square sector to help with physical regeneration, focusing Action TC4: Development of Market Street Car Park particularly on infrastructure works. Action H1: West End Housing Regeneration Vehicle The NWDA is also now responsible for administering Action H2: Redevelopment of Former Bus Depot Site the North Wests new Gap Funding regime which has replaced the former Partnership Investment Programme run by English Partnerships. Harbour, Poulton and Alexandra wards, being Tier 2 Assisted Areas, may be eligible for this grant regime. The RDAs are also being given increasing responsibilities in the areas of transport, tourism, planning, housing and tourism promotion. There is no specific tourism budget provided through Within the resort of Morecambe, only Alexandra ward EU funding. However, funding is indirectly provided to has Objective 2 status. Harbour and Poulton wards do the tourism industry primarily through the European not qualify which means that funding will not be available Structural Funds, particularly the European Regional to support Actions within the Central Promenade area, Development Fund and the European Social Fund. the town centre or Poulton. Funding is potentially These can support a wide range of tourism-related available, however, for Actions within the West End:
Regional Selective Assistance
Lancashire Attractions Development Fund
POTENTIAL FUNDING SOURCES activities such as improvements to tourist facilities, TC7: West End Local Shops development of tourism infrastructure, restoration of H1: West End Housing Regeneration Vehicle cultural heritage, support for establishing or upgrading H2: Redevelopment of Former Bus Depot SMEs, training for employment in the tourism sector, Funding may also be available for those Actions which development of a tourism product, coastal tourism address deprivation in the West End through training and activities and urban tourism activities. employment initiatives to link local residents with new opportunities arising from developments in the Central Promenade Area and the town centre: Action T8: Developing a Reputation for First Class Service Action SA3: Employment Opportunities Regional Selective Assistance is a discretionary grant Regional Selective Assistance may be of particular which provides assistance towards projects with capital relevance to the following Actions: expenditure over 500,000 and which will create or Action T1: The Central Promenade Site safeguard employment in the Assisted Areas. Although Action T2: Midland Hotel it is aimed primarily at manufacturing companies, Action T3: Winter Gardens service sector projects are also eligible providing they Action T4: The Bubbles Site serve a regional market and do not displace similar employment in existing businesses. The majority of grants range from between 5% and 15% of project costs and the minimum threshold for assistance is 75,000. The project must create or safeguard jobs. A capital grant scheme administered by the North West This scheme may be relevant to the following Actions Tourist Board providing funding to small/ medium and within the Central Promenade area: public sector tourism attractions in Lancashire to Action T1: The Central Promenade Site improve the quality of their establishments and facilities Action T2: Midland Hotel with minimum impact on the environment. Funding is Action T3: Winter Gardens available to enable attractions to make capital Action T4: The Bubbles Site improvements, which will lead to an increase in both the quality of the experience on offer and in the competitiveness of the attractions in the market place.
POTENTIAL FUNDING SOURCES Priority is given to projects that demonstrate a reduced impact on the environment, improved visitor facilities, improved accessibility for visitors etc. Grant aid is available up to 25% of eligible project costs. Lancashire Tourism This grant aid initiative, administered by the North West The initiative is understood to be over-subscribed at Accommodation Tourist Board, is a capital grant scheme providing present but further funding is being sought. If Scheme Invest in the funding to small/medium accommodation operators in successful, this will be relevant throughout the resort. Best Lancashire to improve the quality of their establishments and their appeal to key markets, with minimum impact on the environment. Grant aid is aimed at the key target market of over 55s taking short breaks and outdoor activity breaks, e.g. conversion from standard rooms to en-suite, adaptations for the elderly, secure cycle storage. Grant aid is available at a rate of up to 25% with a maximum of 35,000 per business. Heritage Lottery Fund The HLA, which is sponsored by the Department for Lancaster City Council is already accessing Heritage Culture, Media and Sport, supports projects which Lottery Funds through the Townscape Heritage Initiative. contribute to the conservation and enhancement of the This refers in particular to: UKs heritage and encourage the active involvement of Action T2: The Midland Hotel individuals. The fund is available to public or non-profit Action T3: The Winter Gardens making organisations or individuals and applications can be made at any time. Art for Architecture The grant supports the joint working of artists with This scheme may be relevant to the following Actions for architects or design professionals with the aim of finding which high quality and innovative design should be creative ways of improving the quality of the urban and encouraged: rural environment. Grants range from 2,000 to Action T1: The Central Promenade Site 15,000 to support the artists design fees. The grant is Action T2: The Midland Hotel available to individual artists, architects, landscape Action T3: The Winter Gardens architects, pubic art agencies or local authority officers. Action T4: The Bubbles Site Action H5: New Housing
Barclays SiteSavers
Doorstep Greens Initiative
Lancashire Environmental Fund
POTENTIAL FUNDING SOURCES Action H1: West End Housing Regeneration Vehicle SiteSavers supports community projects that transform This may be relevant to Actions in the West End and derelict land or waste land into new community leisure Poulton which seek to improve the environment through and recreation facilities. It is available to community the development of derelict sites and the creation of and local groups, via the BTCV and Wildlife Trusts, for community spaces: projects valued at between 4,000 and 10,000. Local Action H1: West End Housing Regeneration Vehicle authorities are not eligible to apply. Action H2: Redevelopment of Former Bus Depot Action H4: Acquisition Strategy for Poulton This initiative providers support for communities in This initiative will be of most relevance to Action in England to improve their quality of life through the Poulton and the West End which seek to enhance the creation or revitalisation of sustainable green space, urban environment and create attractive community with particular emphasis on disadvantaged areas, spaces: people or communities. The grant covers project costs Action H1: West End Housing Regeneration Vehicle associated with establishing or revitalising a community Action H4: Acquisition Strategy for Poulton green including land purchase, planning, planting, Action TC9: West End Local Shops consultation, training and so on. Start-up support averages 3,500 and main grant support can range from 10,000 to 150,000, provided match funding of at least 10% can be obtained in the form of cash contributions from fundraising or other grant aid. Applications can be made at any time. The Lancashire Environmental Fund provides support This will be of most relevance to those Actions which for a variety of environmental initiatives within seek to enhance the environment, restore buildings or Lancashire. Projects must restore derelict land, prevent restore derelict land: pollution, promote sustainable waste management Action H1: West End Housing Regeneration Vehicle practices, promote recycling, provide public amenities Action H2: Redevelopment of Former Bus Depot or restore certain buildings. The Community Chest Action H4: Acquisition Strategy for Poulton offers grants of 2,000-7,500 whilst the Strategic Fund Action H7: Improved Car Parking in Poulton offers amounts above 7,500. Applications are open to Action TC8: West End Local Shops registered charities, voluntary groups, educational Action T1: The Central Promenade Site establishments or local authority trusts.
POTENTIAL FUNDING SOURCES The Neighbourhood Management Programme is a Whilst the Neighbourhood Management Programme in Government initiative aimed at helping deprived Poulton is unlikely to provide direct funding for Actions, it communities and local service providers work together is intended to facilitate enhanced service delivery in at the neighbourhood level to improve and join up local Poulton and possibly additional funding from service services. Poulton ward is one of the Neighbourhood providers. The Partnership may however decide to Management Pathfinder areas and is therefore eligible provide some support to proposed actions targeted in for limited financial resources aimed at enabling the NM Poulton which seek to tackle issues of particular Partnership to attract additional funding from service concern: providers or to encourage changes in service delivery. Action H3: Support to Private Tenants and Landlords Action H4: Acquisition Strategy for Poulton Action H7: Improved Car Parking in Poulton Poulton Neighbourhood The Poulton Neighbourhood Renewal Area conforms Action H4 (Acquisition Strategy for Poulton) seeks to Renewal Area closely to the ward boundary for Poulton. Lancaster support action already being undertaken as part of the City Council has made a significant capital investment Renewal Area Action. Other projects which may be able programme commitment to support improvements to to access support from the programme include: the housing and associated environment in Poulton Action H3: Support to Private Tenants and Landlords Action H7: Improve Car Parking in Poulton Special Grants The Special Grants Programme, sponsored by the Although unlikely to be a significant source of funding Programme Office of the Deputy Prime Minister, supports national depending on discussions with local residents and regeneration and housing projects, providing up to 50% organisations scope may exist to access support for the of eligible costs. The grant is intended to support proposed scheme to support landlords and tenants. revenue costs but will support up to 10% of capital expenditure. Bids usually range from 10,000 to 80,000 for up to three years and grants must be matched by non-public funding. Applicants must be voluntary organisations providing a national service and applications can be made annually. Neighbourhood Management Pulling Together for Poulton

Morecambe Resort Action Plan

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Morecambe Resort Action Plan

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MORECAMBE RESORT ACTION PLAN

Morecambe Action Plan Partnership

REGENERATING MORECAMBE - AN ACTION PLAN

Quality Assurance Record

The Action Plan aims to meet the following objectives:

Enhancing Linkages Economic Strength

The following Actions have been identified:

Regenerating Morecambe - An Action Plan

THE AIM OF THE ACTION PLAN T HE VISION FOR M ORECAMBE

Regenerating Morecambe - An Action Plan

Enhancing Linkages Economic Strength

Regenerating Morecambe - An Action Plan

SETTING THE SCENE FROM F ISHING VILLAGE TO 21S T C ENTURY R ESORT

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Non Serviced Accommodation

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

ACTION PLAN FOR TOURISM OVERVIEW

Action for Attractions ETC, 2000

Regenerating Morecambe - An Action Plan

Specific trends to note in respect of seaside resorts are as follows:

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Action T9 Morecambe Good Food Guide

Regenerating Morecambe - An Action Plan

ACTION PLAN FOR MORECAMBE TOWN CENTRE OVERVIEW

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

ACTION PLAN FOR HOUSING OVERVIEW

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan

Regenerating Morecambe - An Action Plan