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 2055Also at Belfast, Birmingham, Bristol, Cardiff, Edinburgh, Leeds, London, Newcastle and Reading

October 2002

CONTENTSSECTION 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 RecordChecked 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

1

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

2

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

1


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

3


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

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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

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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

6


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

7


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

8


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.

9


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.

4

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.

5

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

7

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.

18


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 chan

Morecambe Resort Action Plan

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