COASTAL COMMUNITIES TEAM (CCT)
“Our Blackpool”
ECONOMIC PLAN 2016-19
Foreword and Role
1
“Our Blackpool”
CCT Economic Plan
Foreword and Role
Contents
1.
Foreword & Role
2.
Vision and Objectives
3.
Key contacts
4.
Membership
5.
Accountable Body
6.
Logistics
7.
Local Area –
Geographical background
8.
Local Community
Context/Demographics
9.
Local Economy Context
10. Related initiatives
11. Communications
12. Conclusion
13. Appendices
6
www.visitblackpool.com
Foreword
Role
The purpose of the Economic Plan is
to guide the activities of the “Our
Blackpool” Coastal Community Team
(CCT).
Our Blackpool’s role is to act as an
umbrella organisation, providing a
strategic input, co-operation, knowledge
sharing and facilitation role to support
the development of a thriving and
sustainable Blackpool economy, while
ensuring the viability of the local
community is not compromised. The
group works to add value to existing
schemes and to co-create new projects.
The Economic Plan assists in focusing
on the key economic issues facing the
area, setting out the short, medium and
longer term priorities of the CCT, to
enable economic growth in Blackpool.
The plan is based around local
partnership working and has secured
agreement of all partners to the priorities
and the plan of action for the CCT.
The production of this Plan, is a
requirement of the Department for
Communities and Local Government
when allowing the establishment of the
Our Blackpool CCT.
It provides an opportunity for the local
authority, business and community
stakeholders to work in unison to aid in
the delivery of strategic plans and on the
ground activities. It aims to improve the
retail offer, encourage commercial
activity, enhance the built environment
and maximise footfall and spend.
www.visitblackpool.com
3
Vision, Objectives and Outcomes
2
CCT Economic Plan
Vision, Objectives & Outcomes
If Blackpool is to become an attractive
thriving town it must have a very clear
vision of what it wants to achieve. The
adopted CCT vision is based on the
Blackpool Town Centre Strategy (March
2013) which states :“In 2027, Blackpool will be a thriving
resort, offering an all year-round high
quality shopping, leisure, cultural
and entertainment destination.
Residents and visitors from all walks
of life choose to spend time here
throughout the day and into the
evening. The revitalised Tower and
Winter Gardens are major attractions
along with an exciting programme
of events and festivals.
Blackpool hosts a vibrant outdoor
café culture, with attractive streets
and spaces providing high quality
public realm and strong links
between the town centre and the
beach. A high quality integrated
transport system allows easy access
across the town and provides a
positive arrival experience”.
The overarching objectives of the CCT
have been determined as : • Priority Theme 1
To encourage and undertake activity
to grow Blackpool’s early evening
economy;
• Priority Theme 2
To generate an increase in footfall via
developing initiatives capitalising upon
Blackpool’s strong cultural, leisure
and retail offer;
• Priority Theme 3
To devise and increase activities
which will engage and involve the
local community with the town,
including developing employment and
skills opportunities;
• Priority Theme 4
To undertake activities which will
make Blackpool desirable to visit,
attractive and safe.
Key outcomes will include : • To increase annual town centre
footfall (24hr) by a minimum of 5% by
2020 (Baseline total annual figure
22m (approx.) 2015);
• To reduce the town centre vacant
property rate by a minimum of 1
percentage point, by 2020 (Baseline
Nov 2015 figure 17.7%);
• Support the creation of an additional
500 town centre jobs by 2020
(Baseline 6000 jobs 2013);
• The number of town centre based
events held annually to increase by
30% by 2020 (Baseline 2015 – 20
(Council and BID led only).
Using the vision and aims set out above,
Our Blackpool CCT can confidently act
as a hub of information for the local area,
connecting people, schemes and
opportunities with existing projects, as
well as beginning to form common
dialogue between stakeholders on
major issues.
3
CCT Key
Contacts
4
CCT
Membership
BlACkPool CouNCIl
(Accountable Body)
CCT Membership (Chair)
(subject to review April 2016)
Through a 'connective' delivery model,
Our Blackpool CCT can engage with
public, private and community groups on
a range of topics where shared goals are
required, from Christmas campaigns to
investment in transport infrastructure.
Day to day lead contacts
Delivery
c/o
Partnerships & Business
Development Team
Place Directorate, Blackpool Council
2nd Floor, Number One Bickerstaffe
Square, Talbot Road, Blackpool
FY1 3AH
Tel : 01253 478917
Michael Williams
General Manager of the Winter Gardens
Winter Gardens
97 Church Street, Blackpool, FY1 1HL
michaelwilliams@wintergardens
blackpool.co.uk
Tel: 01253 629728
Mob: 07778 419646
To achieve the above it essential that :•
•
•
All partners are committed to provide
human and/or financial resources to
assist in delivery of the outlined
actions;
The private, community and public
sectors come together to make the
most efficient usage of available
funds. The local authority already
provides substantial funding into
events and infrastructure in the town
centre, but due to austerity
measures, this is likely to reduce;
The strong BID and Healthy High
Street initiative will be key to the
success of this plan, alongside the
strategic and political commitment to
grow the economy.
Please see APPENDIX A for a detailed
Activity Plan for the CCT.
Rob Green, Head of Enterprise and
Investment, [email protected]
and Robert Latham, Project
Development & Funding Manager,
[email protected]
Monitoring and Performance lead
Nicola Alcock
[email protected]
Project Development Officer
Partnerships & Business Development
Team
Place Directorate, Blackpool Council
2nd Floor, Number One Bickerstaffe
Square Talbot Road, Blackpool,
FY1 3AH
Tel: (01253) 477314
CCT Membership (Vice Chair)
To be confirmed early 2016.
CCT Membership
See attached list at APPENDIX B
5
Accountable
Body
Blackpool Council
Blackpool Council
Steve Thompson
Director of Resources
Blackpool Council
PO BOX 4, Talbot Rd
Blackpool, FY1 1NA
Tel: 01253 478505
This plan will be regularly monitored and
updated by the secretariat.
4
www.visitblackpool.com
www.visitblackpool.com
5
CCT Logistics and Local Area Geographical Description
6
CCT
“Logistics”
The CCT has an established
Terms of Reference which is
available at APPENDIX C. The
Chair and Vice Chair are
provided from the private and
community sectors.
Whilst initially meeting roughly monthly,
moving forward the Our Blackpool CCT
Executive Board will meet quarterly to
receive updates on programme progress,
offer support where needed, and discuss
upcoming issues the CCT may become
involved with aligned to the medium and
long term aims.
Meetings are held from a rotated venue.
Initial catering / room hire costs are
supported through the initial £10,000
provided by DCLG, however going forward
these will be provided through partner
venues at no charge or via partner
contribution.
7
Task and Finish groups are expected to
meet on an ad hoc basis, with each group
accountable for its outcomes and ultimately
successful delivery of the programme.
As accountable body, Blackpool Council
officers act as secretariat for the CCT,
providing agendas, minutes and monitoring
functions. This function will be provided for
the life of the group free of charge.
Local Area
Geographical Description
The CCT covers the whole town,
although an initial focus of
activity is upon the town centre
to stem the issue of low shopper
retention.
The town centre area resides in the ward of
Talbot, which is an area that incorporates
the main retail and tertiary sector of the local
economy but also includes hotels,
promenade, churches, schools, public
sector buildings, library, museum and iconic
tourism attractions such as Blackpool
Tower and the Winter Gardens. This area
also incorporates the Townscape Heritage
Initiative area.
Blackpool’s Destination Management Plan
(2015) outlines the identity of
Blackpool in one statement….
“Blackpool is a place that is wonderfully
unique, surprising and challenging. It
needs little introduction as a
mainstream tourist destination. Loved
and visited by millions, it occupies a
unique place in the hearts and minds
of the British people”.
6
Projects are delivered by Task and Finish
groups dedicated to a specific programme.
These are encouraged to sit monthly, for a
specific timed period. Each is led by a
private sector champion with a keen interest
in the outcomes of the programme. Board
meetings are used to build a suitable
coalition of private and public sector
individuals able to offer support, expertise
and/or information.
www.visitblackpool.com
Blackpool has been the UK’s most
popular seaside destination for more than a
century. With clear plans and objectives,
underpinned by key attraction assets like
the Tower, it has the potential to provide
the step change that will create a
destination that engenders immense civic
pride; attracts new generations of visitors
and reaffirms Blackpool’s status as the most
popular beach resort in the UK.
As well as being a place synonymous with
relaxation, entertainment and fun, Blackpool
is also a great place to live and work.
Although its particular challenges in these
areas are well documented, it presents a
unique opportunity to re-establish the failing
links between its High Street and the twin
markets of visitor and resident. In so doing,
effect significant economic and social
benefits, acting as a beacon to demonstrate
the potential for many of the UK’s other
troubled seaside towns.
www.visitblackpool.com
7
Local Community
8
Local Community
Context/Demographics
Blackpool is a well-known
Lancashire coastal resort. In
spite of covering just 35 square
kilometres, in 2014 there was a
population of 140,501. With 21
wards, the number of people
per km2 is more than ten times
the England and Wales
average.
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www.visitblackpool.com
As would be expected in a coastal
authority, there is a bias towards a higher
percentage of people of retirement age.
The total fertility rate in Blackpool was
2.17 in 2014. This was well above the
national average.
It is estimated that between 2012 and
2037 the population of Blackpool will
increase by just 1.1%, well below the
5.0% increase for the Lancashire
14-authority area as a whole. The
projected number of households in the
authority is expected to grow by a
modest 6.5% between 2012 and 2037.
The median house price to earnings
ratio is relatively low in the authority.
A mosaic profile of local households
classifies Lancashire residents by 15
main groups. Transient renters and
modest traditions (mature owners of
value homes enjoying stable lifestyles)
are the dominant groups in large parts
of Blackpool.
Blackpool has high proportions of its
housing stock in the lowest two council
tax bands (A and B). It maintains a
proportion of its dwelling stock in local
authority sector and has only a small
percentage provided by registered social
landlords. The authority also has a high
percentage of vacant dwellings, with a
combined issue of a high number of low
quality Homes of Multiple Occupation.
In Blackpool, 14.1% of households were
estimated to be in fuel poverty in 2013.
This was the 17th highest rate out of 326
authorities across England.
Over 4,600 people on the Fylde Coast
are claiming Jobseekers Allowance,
70% of them in Blackpool. Blackpool
also has the highest level of economic
inactivity, with nearly three in ten working
age people not active in the labour
market, compared to just two in ten in
Fylde and Wyre. Over one fifth of
children in Blackpool, Fylde and Wyre
live in households where no-one is
in work.
Only 22% of Blackpool’s residents have
qualifications at level 4+ and the
proportion of young people who achieve
five good GCSEs ranges from 53% in
Blackpool which is lower than the
county, regional and national average.
Blackpool’s deprivation issues are well
documented with complex
socio-economic problems.
The 2015 Index of Deprivation ranked
Blackpool as the most deprived of 326
Local Authority areas in England, based
on both the average LSOA (Lower Super
Output Areas) score and concentration
of deprivation measures.
Blackpool has the highest rate of
unemployment and youth unemployment
in the North West, with 1 in 4 of its
working age residents on some form of
welfare benefit. Some 11,000 claimants
alone have limiting health conditions
(ESA/IB) – double the national average.
www.visitblackpool.com
9
Local Economy Context
9
Local Economy Context
Key sectors of employment in
Blackpool include health &
social care, wholesale and
retail, manufacturing and
accommodation, food sectors
and also the public sector
although that is declining
heavily due to recent austerity
cuts. However, Blackpool is very
much a tourism town with 1 in
5 of all employees in Blackpool
(11,000 jobs) working in the
sector-double the England
average.
Blackpool’s future remains in realising
and growing a year round visitor
economy – both place and product that is capable of competing
in an increasingly sophisticated
marketplace.
Major investment of some £400m has
gone into infrastructure which supports
the visitor economy, in seafront
reconstruction, new tramways and rolling
stock, improved public realm and
investment in iconic heritage assets like
the Winter Gardens and the Tower. But
further investment is needed to enable
new investors to be confident of
Blackpool’s ambitions to be a
competitive modern destination.
The town centre is rich in heritage,
boasting landmark buildings which
provide positive focal points and
incorporates a conservation area. The
Townscape Heritage Initiative has
introduced quality shopfronts and a cafe
culture has emerged, complementing
this space. The development of an
events programme at St Johns Square
will help to create a vibrant space.
10
www.visitblackpool.com
There is a £20m Heritage Lottery Fund
project, “The Blackpool Museum” under
development, planned for the Grade II*
Winter Gardens building, which will tell
the extraordinary story of the world's first
working-class seaside resort, celebrating
its contribution to British and Western
popular culture. As well as displaying the
council’s own nationally-significant
collections in an imaginative, immersive
way, there will be quality space for
temporary exhibitions, co-created with
communities, the V&A and others. It will
be based in the Pavilion Theatre, saving
it from dereliction and finding a
sustainable use for an underutilised
space.
The creative and cultural sector in
Blackpool has a great opportunity for
expansion and a Creative Quarter is a
key aspiration.
The Lancashire STEAM report 2012
identified the continued importance of
Blackpool with it suggesting £1.2bn
visitor spend which is some 37% of total
Lancashire estimates. Blackpool Council
estimated that in 2014 around 14 million
people visited Blackpool.
However, despite the recent stabilisation
and success, average visitor spend
remains stubbornly low. There is a need
for transformational change in the range
and nature of the attraction and
accommodation offer to encourage
longer stays, attract a new and higher
spending visitor base and make more
appeal to families with higher disposable
income. Blackpool recognises it does
not yet have a rounded quality offer to
visitors - from transport gateways, to
hotel and guest accommodation, to
modern conference facilities and
associated hospitality and amenities
expected of a modern destination.
The town has recently been hit hard by
public sector cuts and as a result has an
increasingly high dependence on the
visitor economy.
Levels of engagement with the resident
Fylde coast/Blackpool community are
low /poor with some 63% of the
potential retail catchment population not
utilising Blackpool Town centre (FSP
report 2010). The Local Data Company
in its 2011 report, stated "Blackpool is in
the worst 10 towns for its retail
performance".
Whilst the town centre has a large Fylde
Coast catchment, it struggles to convert
residents into shoppers, retaining only
33% of non-food retail expenditure from
its catchment. The annual non-food retail
goods expenditure from residents is
around £316m, with a low sales density
of £4,879 per sq m. Retail units are
under trading and there is an oversupply
of poor quality floor space, apart from
the Houndshill Shopping Centre.
With the exception of shop front
improvements through the Townscape
Heritage initiative, many streets suffer
from poor quality, badly maintained
shops at ground level.
As of May 15 ground floor vacant units
in the principal retail core had a vacancy
rate of 14.1%. But the rate in the
periphery town centre where there is a
lack of critical retail mass was as high as
24.9%. Please see attached illustrated
vacancy map as of November 15,
APPENDIX D.
Retail/service provision is focused
towards the middle and low end of the
retail spectrum, not providing the quality
or range necessary to attract many Fylde
Coast residents. Blackpool’s shopper
profile lacks affluent families and young
professionals tend to be attracted to out
of town retail parks or competing Fylde
Coast destinations. There have however
been some recent improvements to the
retail and restaurant offer including Jack
& Jones, Tessuti Scotts, Ed’s Easy Diner,
Prezzo, and Las Iguanas.
The night time economy struggles
especially outside the peak visitor times.
Early evening shopping is very limited
and whilst there is a healthy
representation of independent
restaurants, cafes and takeaways, there
is a notable absence of branded &
quality dining experiences and family
orientated chains, which hinders
attracting the more affluent market. The
early evening economy, the need for
greater penetration of the local
catchment population and the desire to
better capture custom from visitors have
been identified as the primary concerns
of the Coastal Communities Team, which
mirrors the BID opinion.
Blackpool’s nightlife attracts a youthful,
alcohol led price conscious market,
creating a perceived increase in
anti-social behaviour and acts as a
deterrent to some visitors and in
particular residents.
Empirical evidence indicates a wider
failure to engage the local community in
benefitting from the towns’ core leisure
and cultural assets.
The lack of a branded food and
beverage offer and early closing of most
shops does not assist a vibrant early
evening economy. Deficiencies still exist
within the physical infrastructure,
particularly linkages to the promenade
and require activity to support
clustering/zoning to avoid conflict
between differing consumer sectors e.g.
families and later evening stag parties.
Data/ Town Centre
Evidence
Town centre characteristics :Whilst the town centre has a large Fylde
Coast catchment it struggles to convert
residents into shoppers, retaining only
33% of non-food retail expenditure
from its catchment (2010).
Blackpool’s shopper profile lacks
affluent families and young professionals
who are drawn to out-of-centre retail
parks and competing shopping
destinations outside the Fylde Coast.
Whilst town centre spend is
supplemented by resort visitors this is
highly seasonal and has been reduced
by the loss of business tourism.
Blackpool’s nightlife attracts a dominant
youth, alcohol-led and price conscious
market. Drunkenness and anti-social
behaviour has become a deterrent to a
wide cross section of visitors and
residents. Zone A rents averaged £115
per square feet in 2009; and remain
the lowest when compared to nearby
towns such as Preston and Blackburn.
Whilst footfall may have increased,
expenditure has not done so in a similar
manner. The annual non-food retail
goods expenditure from residents of
the catchment is around £316 million,
with a low sales density of £4,879 per
square metre sales.
Retail units are under-trading and there
is an oversupply of poor quality floor
space.
Part of what makes the town centre
unique is the provision for tourists
within its core, boosting non-food retail
expenditure by an estimated £75 million
per annum (on top of an estimated
£316 million from residents of the
catchment). There is an opportunity to
expand Blackpool as a cultural
destination of choice.
Unless the town centre offer is made
more attractive, retail expenditure from
the catchment will continue to be
captured by competing destinations,
undermining regeneration efforts in the
town.
The town centre is vulnerable to
competing out of centre provision; and
it will be important for the Council to
control additional floor space and types
of retail in out-of-centre locations, to
protect the vitality and viability of the
town centre.
Please see APPENDIX E for a SWOT
Analysis of the Town Centre.
www.visitblackpool.com
11
Related initiatives
10
Related initiatives
Heritage Transport Museum:
This project involves a feasibility study to
look at future funding options potential
locations and content of the Museum.
The project aims to bring together a
number of private collections across the
Fylde Coast into a critical mass that will
hopefully be self-sustaining and perhaps
attract 100k visitors per annum.
The BID provides a wide range of
deliverable activities each year
providing services such as town centre
security wardens, town centre cleaning
activity, publicising town centre
businesses, undertaking consultation
with the Police, Council, PCT and a
range of community organisations,
delivering events to increase footfall and
activity to reduce the numbers of empty
premises.
There are a number of key guiding
Strategies and Business Plans available
including :-
Growth Accelerator:
Healthy High Streets:
Lancashire Economic
Partnership (LEP):
The “renewal of Blackpool” is one of only
4 specific objectives in the Lancashire
LEP “Strategic Economic Plan”, clearly
denoting the town’s importance for
support. The Visitor economy and its
importance to Blackpool and Lancashire
is clearly noted in this key LEP
document. Blackpool has a strong BID
which in September 15 was successful
in being approved for a third term.
In July 2015, Blackpool BID was
successful with a submission into the
Business in the Community “Healthy
High Street” programme. This
programme aims to support successful
towns by increasing footfall, reducing the
number of vacant properties and
stimulating the creation of new jobs in
100 towns over three years. The
programme is backed by some of the
UK’s biggest high street brands (High
Street Champions) – in Blackpool these
include Boots, the Co-operative Group,
Marks & Spencer, Santander EE,
Exterion Media and Greggs.
These champions will provide a bespoke
package of support, including access to
skills and expertise, working together
with the local partnership team, local
authority and relevant local partners to
address specific challenges facing the
town.
Blackpool Business
Improvement District
(BID):
Blackpool BID is now in its 10th year of
operation and a re-ballot in September
15 approved it to continue for a third
term of comprising a further 5 years.
12
www.visitblackpool.com
Coastal Communities
Fund (CCF):
Blackpool was successful with a CCF
bid for £2m for its LightPool project.
Commencing in 2015 the project will
deliver a radical transformation of the
iconic Blackpool Illuminations, creating a
compelling new visitor experience and a
major boost to the local economy,
driving Illuminations footfall into the town
centre.
Coastal Revival Fund:
Lancashire LEP has requested a local
Growth Accelerator strategy for the Fylde
Coast area is produced outlining the key
growth opportunities. Two of its key
priorities for action which support the
CCT are :• Support the Revitalisation of
Blackpool;
• Develop Blackpool Town Centre as a
sub-regional centre.
Destination Management
Plan 2015:
Night Time Economy
Working Group:
The DMP 2015 sets out a vision and
strategic direction for the resort.
Instigated and managed by Visit
Blackpool (the tourism arm of Blackpool
Council), it is designed to be holistic,
setting out how by working together, a
partnership would deliver a real step
change.
A working group has been established to
consider all of the issues that were of
concern in the night time economy in
Blackpool. With representatives from the
Council, police, health, residents and the
licensed trade, the key theme of the
working group is to “improve the
perception of Blackpool”. Two
sub-groups , one focusing on crime,
disorder and public safety and the other
on improving the early evening economy
have been established.
Its ambition is to keep the resort at the
forefront of tourism for generations to
come by creating a place that has a rich
blend of heritage and contemporary
attractions. The key outcome is not
merely to increase visitor numbers and
target the higher-spending leisure
seekers that other destinations are
enjoying without the inherent attractions
that Blackpool possesses, but also
change some of the deep-rooted
negative perceptions of the town.
The DMP outlines a variety of key actions
focused on areas such as improving and
ensuring a credible and sustainable
night-time and “early evening economy
“offer including the securing of ‘Purple
Flag’ accreditation.
LeCoast:
LeftCoast is a programme of arts and
creative activity delivered across
Blackpool and Wyre with the aim of
engaging the local community with the
arts inspiring them.
They provide a range of events and
independent festivals within the town
centre, alongside supporting artist
studios and pop up galleries. Showzam
is a key event example, incorporating a
week of circus and street performance in
February each year, helping to populate
and animate the town centre.
Funded by Arts Council England’s
Creative People and Places Programme
it is supported by organisations including
Blackpool Coastal Housing, Blackpool
Council, Wyre Council, Blackpool Grand
Theatre and Merlin Entertainments.
In December 2015, the Blackpool area
was successful with two bids into this
fund.
Blackpool Winter Gardens Pavilion
Theatre: Emergency stabilisation and
repair works to the Pavilion Theatre roof.
The Pavilion Theatre with the iconic
Winter Gardens has been without a
permanent use for over twenty years, as
the instability of its ornate plasterwork
ceiling has restricted its potential for use.
Before the ceiling can be refurbished,
however, it is essential that the roof can
be made wind and watertight. Repairing
it is the first step in creating a safe space
for a sustainable new use, as the
location of a major £21m “Blackpool
Museum of Popular Culture” scheme,
which will see the creation of 80 FTE
new posts, currently programmed to
commence in January 2017.
www.visitblackpool.com
13
Communications and Conclusion
11
Communications
The CCT has a wide public,
private and community
membership. With prominent
membership from the likes of
BID and Healthy High Street
Team, thorough consultation is
clear. It is the responsibility of
individual partners to provide
feedback to their respective
sectors on progress and
outcomes.
12
As accountable body Blackpool Council
will provide DCLG and CCA with a
minimum of annual updates of
performance against action plan
progress.
Individual partners provide feedback on
the success of specific actions to the
CCT secretariat (Blackpool Council staff)
alongside specific monitoring and
evaluation activities supported by
dedicated teams within the Council.
Conclusion
The Coastal Communities
Team provides an opportunity
for representatives from the
private, community and public
sectors to work together for the
greater benefit of Blackpool,
providing structure to working
relationships that have not
worked as effectively as they
should historically.
In an era of reduced public sector
budgets, these working relationships
will be key to providing sustainability
throughout the town, and the creation
of the CCT and its vision will provide a
framework around which the limited
resources available can be put to best
use in order to strengthen the town’s
offer.
Statistically, it is clear that Blackpool has
numerous socio-economic issues that
require improvement. The CCT is able
to use these areas of difficulty to identify
objectives and lay out a structure to go
about meeting them, with this Economic
Plan outlining clear targets that the CCT
will look to meet by 2020. Whilst meeting
these targets will be a challenge in an
environment that has only just started to
realise its dormant potential as a
functioning and thriving large town,
setting them so clearly shows that those
working to improve the town have strong
ambitions, and the CCT provides a
structure to support those working
towards these aims in achieving them.
APPENDIX A
CCT ACTIVITY PlAN 2016-2018
(SEE SEPARATE SPREADSHEET)
14
www.visitblackpool.com
www.visitblackpool.com
15
Appendix
Role/Task
CCT teams need to have an
understanding of the key social and
economic issues facing their local
community. Key short and medium term
roles include:-
APPENDIX B
APPENDIX C
Key Aims
Our Blackpool CCT
Our Blackpool Coastal Community
Team (CCT)
The overall aims of CCT’s are to:
Executive Board Membership
(as at December 15)
Blackpool Council various departmental representatives
Cllr Mark Smith Cabinet Member for Business and
Economic Development
VisitBlackpool
Blackpool, Fylde & Wyre EDC
Blackpool & The Fylde College
Blackpool Town Centre BID
Blackpool Business Leadership Group
Chamber of Commerce
Night Time Economy Group
LeftCoast
Friends of the Illuminations
Stay Blackpool
Blackpool CVS
Healthy High Street Members (currently
Santander, Marks & Spencer, Boots,
Co-op, EE, Greggs )
Merlin Entertainments (Private)
HoundsHill Shopping Centre (Private)
Grand Theatre (Private)
Winter Gardens
Napthen’s Solicitors (Blackpool)
Volunteer Centre Blackpool Fylde and
Wyre
Duxbury’s Commercial Chartered
Surveyors
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www.visitblackpool.com
Terms of Reference
Background to the CCT
In April 2016 Blackpool Council were
invited to be one of 12 pilot Coastal
Communities teams (CCTs) by the
Department for Communities and Local
Government (Town Centres, High Streets
and Coastal Division) “DCLG”.
The CCT initiative is designed to mirror
the Government’s previous approach on
“Town Teams” and is intended to
incorporate a partnership of public,
private and community stakeholders to
come together to support the
development of local solutions to issues
facing coastal communities.
The CCT team has been allocated an
initial £10,000 to support its
establishment and to support identified
local needs. This money has to be paid
as s31 unringfenced revenue grant, paid
directly through the local authority,
Blackpool Council.
• Encourage greater local partnership
working in coastal areas;
• Support the development of local
solutions to issues facing coastal
communities;
• Establish a network of Teams across
England who can work together and
with Government to tackle issues
facing coastal communities; and
• Encourage the sustainable use of
heritage to provide both a focus for
community activities and enhanced
economic opportunities.
While Coastal Community Teams may
choose their own priorities, suggested
areas of focus by DCLG included:
• Enhancing attractiveness and
accessibility of public areas;
• Providing increased community
facilities;
• Promoting the visitor economy; and
• Encouraging sustainable uses of
heritage/cultural assets.
1) To determine a geographic area to be
the focus of the CCT area;
2) To develop a “Plan” for making
improvements that meets with the
issues facing the community in the
area. This may build on existing work
which is already underway in
Blackpool or could be an entirely new
initiative;
3) To support the delivery of activities
identified in the Plan;
4) Support the aims and objectives of
the Coastal Communities Fund
“LightPool” project;
5) Devise project ideas that will meet
with the forthcoming “Coastal Revival
Fund” and any future “Coastal
Communities Fund” bidding rounds;
6) To provide strategic input and advice
to support the development of a
thriving and sustainable town centre
economy, while ensuring the viability
of the local community is not
compromised;
7) To maximise the participation of local
businesses and the community to
work in unison to aid in the delivery of
a plan aimed at improving the town
centre retail offer, encouraging
commercial activity, enhancing the
built environment, increasing footfall
and maximising spending.
Membership
The CCT comprises a local partnership
which has an understanding of the
issues facing the area and can work to
develop and deliver a forward strategy.
Membership should include local
voluntary and community organisations,
the Business Improvement District, major
local employers and representatives of
will provide feedback on deliverables to
important local assets, such as local
tourist attractions and the local
Destination Management body,
VisitBlackpool.
Membership will be kept under review,
and other stakeholders may be invited to
meetings if deemed appropriate.
As appropriate, Officers from Blackpool
Council and other invited specialists
would provide support and attend as
observers
Chairperson
The Chairperson will be drawn from the
existing membership of the group. They
will lead the group for a one year term,
with an election of members held
annually to determine the role. Any chair
will only be allowed to hold the post for a
maximum of two consecutive terms.
A vice chair will also be drawn from the
existing membership of the group. Only
the Chairperson, or in absence of the
Chairperson, the vice chair, should
engage with the media with regards to
any business of the CCT.
Transparency and engagement
The CCT is expected to participate in an
open and transparent way. DCLG
require CCT membership and plans to
be publically available on the local
authority’s website and/or their own
website. DCLG also wish this information
to be accessible via the Coastal
Communities Alliance, who will provide
overall coordination for the programme
and support to coastal community
teams.
All Coastal Community Teams will be
encouraged to use social media to
promote the work they are undertaking
to local people and to encourage local
support.
As accountable body, Blackpool Council
officers act as secretariat for the CCT,
providing agendas, minutes and
monitoring functions. This function will
be provided for the life of the group free
of charge.
sector champion with a keen interest in
the outcomes of the programme. These
the Executive Board. Task and Finish
groups are expected to meet ad hoc,
with each group accountable for its
outcomes and ultimately successful
delivery of the programme. Meetings are
held from a rotated venue. Initial
catering / room hire costs are supported
through the initial £10,000 provided by
DCLG, however going forward these will
be provided through partner venues at
no charge or via partner contribution.
Agendas for each meeting will be
circulated to members at an agreed date
in advance. Basic administration and
secretarial duties with regards to
securing a venue and circulating
agendas shall be carried out by a
member representing Blackpool Council
Each meeting will be an open forum for
members to discuss matters, with each
member entitled to a fair expression of
their views. It is the responsibility of the
chairperson to allow each member to
express themselves in meetings, and
any decision made by the chairperson
regarding the conduct of a discussion
shall be final. Chatham House rules will
apply.
Operation of the CCT
• In line with DCLG requirements, CCT
papers, reports and minutes from
meetings will be made available
for public view (website to be
determined);
• Blackpool Council will act as
secretariat for the CCT;
• The CCT will have a DCLG funded
£10,000 operating budget available
but this will be held in a Blackpool
Council account;
• All members of the CCT will act as
volunteers, and no person or
organisation will receive any
remuneration, expenses or financial
gain in respect of their involvement
with the CCT.
Meetings
Our Blackpool CCT Executive Board will
meet quarterly to receive updates on
programme progress in accordance with
a calendar approved by the Board.
Projects are delivered by Task and Finish
groups dedicated to a specific
programme. Each is led by a private
www.visitblackpool.com
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Swot analysis
APPENDIX D
ToWN CENTRE RETAIl VACANCY MAP
(November 15)
APPENDIX E
ToWN CENTRE SWoT ANAlYSIS
“Our Blackpool” Coastal Communities Team Centre SWOT analysis
Strengths
• Strong provision for tourists within
Town Centre core (attractions), and
proximity to the Promenade places
the Town Centre close to the focus of
tourist activity;
• Strengthened retail core following the
relatively recent developments of the
Houndshill shopping centre, and
improved retail and restaurant offers;
• Town Centre is rich in heritage
boasting landmark buildings. Major
landmarks such as Blackpool Tower
& Winter Gardens are now Council
owned, enabling investment and
control of future use;
• Healthy calendar of large scale events
including Illuminations, Showzam,
Dance Festival, Airshow and Firework
championships (highlights the
potential for increasing town centre
footfall and expenditure);
• Public realm improvements (Birley
Street & St John’s Sq) have
encouraged a café culture and
subsequent increased footfall.
Weaknesses
• Despite the town centre having a
large Fylde Coast catchment, it
struggles to convert residents in to
shoppers. Affluent families and
young professionals in particular are
being drawn to out-of-centre retail
parks and competing shopping
destinations outside the Fylde Coast;
• Town centre spend is heavily
supplemented by resort visitors and is
therefore highly seasonal;
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www.visitblackpool.com
• Blackpool’s nightlife attracts a
dominant youth, alcohol-led market
resulting in drunkenness and
anti-social behaviour being a
deterrent to visitors and residents;
• Further to the relocation of Council
satellite offices into Central Business
District, future phases provide the
foundation to attract new offices into
the town centre;
• Retail and service provision is
focussed towards the middle and
lower end of the retail spectrum;
• Proactive management and
maintenance of the town centre is
critical in order to make the most of
new/improved public spaces.
• In November 2015 the Core Retail
area vacancy rate was 15.7%;
• With the exception of shopfront
improvements through Townscape
Heritage Initiative, many streets are
plagued by poor quality, badly
maintained shops;
• There are limited trees and green
spaces in the town centre.
Opportunities
• Claw back of current ‘expenditure
leakage’ from the Fylde Coast
catchment and increase retention
figures;
• Phase 2 and 3 of the Houndshill
development each have potential
capacity for 3,000 sq.m of net retail
floorspace;
• Key sites provide opportunities for
new, quality leisure development,
including national hotel and restaurant
chains, within and on the edge of the
town centre;
Threats
• Current trends in supermarket,
out-of-centre and on-line shopping
are expected to leave traditional town
centres fighting for a shrinking share
of retail expenditure;
• Investor and developer confidence in
Blackpool is limited unless it is
supported by large levels of public
sector pump priming;
• Without additional intervention, recent
public realm investment is unlikely to
change current perceptions of the
town centre and improve the
commercial performance of occupiers
or the quality of the building stock;
• Blackpool has a 47% higher
concentration of financially ‘unhealthy’
retailers than similar towns. This
suggests more closures and
prolonged difficulties in filling vacant
premises.
• Former Central Station site has the
potential to deliver a major new
leisure development;
www.visitblackpool.com
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