TOWN INVESTMENT PLAN - IT ALL STARTS HERE - OCTOBER 2020
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IT ALL STARTS HERE
TOWN INVESTMENT PLAN
OCTOBER 2020
contents
It all starts here, rooted in seaside tradition,
connected by open spaces,
Foreword
pioneered for feeling good,
living well and staying longer. 1. Context analysis 3 Engagement
and delivery
1.1 Our TIP at a Glance
3.1
Southport Town Deal
1.2
Map of agreed Boundary
Board
1.3 Southport History
3.2 Engagement &
1.4 An Introduction to Consultation
Our Town
Happiness starts here 3.3 Delivery
1.5
The impact of Covid-19
Sustainability starts here 1.6 Our Strengths,
Opportunities and Needs
Business starts here
2 Vision
Inspiration starts here
2.1 Strategic Objectives
Connectivity starts here 2.2 Spatial Strategy
2.3 Project Identification,
World class starts here Selection and Prioritisation
2.4 Project Summaries
2.4.1 Strengthen the
Visitor Economy
Your future starts here.
2.4.2 Diversify Our
Economy
2.4.3 Infrastructure to
Underpin Growth
2.5 Mapping of strategies
03
03
Southport Town Investment Plan IT ALL STARTS HERE
Foreword
We are delighted to have the opportunity to submit Southport’s intellectual property brand to Southport as
the anchor for a year-round attraction, with a
bid for Town Deal funding of £50m, not only on behalf of the national and international catchment, in turn
Town Deal board, but on behalf of the whole town. We are bringing full-time, permanent, employment
and career opportunities for our young people.
confident our submission includes several features that will not
We know we need to go further and to
be seen in any other town, or any other bid.
evolve and diversify our economy. The TIP
includes projects designed to do exactly
Firstly, we’ve been delighted by the This is only the start of a conversation this and to create an environment in which
breadth of consultation, level of with the town and we are committed to enterprises can form and flourish.
engagement and enthusiasm from across continuing engagement as we design and
Southport in this process. We have
received more than 6,000 responses to
our ongoing consultation process. We’ve
implement projects.
Despite the challenges of consultation
£400m
investment leveraged
during the pandemic, we’re confident that
worked hard to ensure young people
we’ve developed a vision, strategy and bid
have a voice in the TIP. This included
that reflect the views of the town.
interactive sessions with more than 700 Our TIP also includes investment to breathe Throughout our work this year, which has
schoolchildren aged 7 - 15 years old. Furthermore, we believe that this bid new life into the high street and re-use continued at pace despite the Coronavirus
Moreover, we’ve established a Shadow includes some truly unique, transformative vacant premises. pandemic, we’ve remained focused on
Board of college students who have and exciting projects that will further the key criteria in the development of our
inputted into our bid and will remain differentiate the town and its proposition as These and other projects are truly
vision and the progression of the emerging
involved in the project development and a place to live, visit, stay, work and invest. transformational in terms of the economic
priority projects. The work of the Board
strategy implementation process beyond The signature projects include a first-class impact delivered, totalling hundreds of
and our major consultation process led to
this submission. Youth engagement is Convention and Events Centre, a mesmerising millions of pounds of annual economic impact
the identification of three priority areas for Dwayne Johnson
priority for us, given our objective of new attraction that will animate the Marine and creating 1,250 net additional jobs. Chief Executive,
the Town Deal bid and TIP:
arresting youth flight and retaining young Lake and a range of visitor attractions that Sefton Council
Value for money is further demonstrated in
talent in Southport and the Town Deal will not only enhance our offer but support the “multiplier effect” of this bid, in which
will help us to create reasons for our economic recovery and growth. In particular, a £50m Town Deal will be the catalyst
1. Strengthen the Visitor
young people to stay and thrive. we are excited by our proposed visitor for more than £400m of investment and Economy -
attraction project, bringing a world-renowned development in the town.
more reasons to visit, to stay and stay
longer, more reasons to visit out-of-
season and on weekdays. Each support
the creation of full-time, permanent
employment opportunities. Rob Fletcher
Chair, Southport
Over Town Deal Board
7,000 2. Diversify Our Economy -
Consultation engagements, building on the presence of
including more than other sectors and employers,
Sandgrounders*
1,000 particularly in the Digital sector,
harnessing, developing and retaining
'Southport has grown in so many ways since the days of our tentative
first hotel and our scattered collection of fishermen's cottages.
school and college the young talent of Southport.
students Sandgrounders today are far more than those 'born on the sand lands'
with a linear local heritage.
3. Infrastructure to Underpin We are passionate about our town, and our community. We look out
for each other. We're a friendly bunch.
Growth –
Sandgrounders have a very warm welcome for our visitors. They come
including skills, digital, transport to enjoy our large, sandy beaches. Our historic pier. Our amazing array
of events. Our beautiful parks. Our fun fairground rides. Our delicious
and public realm.
bars and restaurants. Our top class hotels. Our wide range of shops.
Our famous lake and the scenery around it.
On behalf of the Town Deal board and
all Sandgrounders* we look forward to Many of these visitors can't help but fall in love with Southport, and
starting a conversation with Government come back time and time again. To us, they're all Sandgrounders too'.
about co-investment in our town through
Andrew Brown
the Town Deal.
SUFS
04 05
Our plan has been informed by the
biggest conversation that the town
has ever had about its future
What will our Town Deal deliver?
1
context analysis
1,250 net additional FTE jobs created
£60.6 million GVA boost every year
Additional £10.3 million GVA per annum during construction
Attraction of 1.2 million additional visitors per annum
£44.6 million visitor expenditure boost per annum
325 construction jobs supported per annum and
333,499 visitors to arts and cultural venues
4,000 new learners assisted
82 enterprises using high quality and affordable space
32 start-up businesses supported
And what else are we doing to leverage the Town Deal?
An initial investment of £50m will help unlock
£400m of regeneration projects in Southport including:
• Go Surf – inland surf experience • Completion of Southport • Encourage private investment in
(in contract) Business Park (discussions station gateway (discussions with
ongoing with developers) private and public stakeholders
• Viking Golf attraction (planning ongoing)
permission secured) • Encouraging / supporting re-use
of vacant town centre buildings • Lobbying for better intercity rail
• New lakeside visitor for economic uses (discussions connectivity between Southport,
accommodation offer (soft ongoing) Manchester and Preston
market testing with investors) (ongoing)
• Developing local loop
• Ainsdale-on-Sea – gateway connections to Liverpool City • Town Centre residential projects
enhancements and new assets Region Superspine connectivity to boost the resident population
to strengthen visitor offer and spending power
(council led, soft market testing
underway) • Ainsdale-on-Sea – infrastructure
improvements to support new
development (council-led)
Southport Town Investment Plan IT ALL STARTS HERE
1.1 1.2
OUR TIP AT A GLANCE These Maps show the agreed boundaries of the intervention area, as agreed with MHCLG.
And the larger map shows Southport in relationship to the larger North West.
What are we
trying to achieve Your future starts here
(vision)?
How do we do We strengthen our We diversify our We provide the
that (investment visitor economy economy infrastructure to
themes)?
underpin both
And how do we do • Create more reasons to visit • Provide better economic • Invest in walking and cycling
that? and stay overnight opportunities for our young infrastructure
• Invest in new attractions and people to stay in the town • Create opportunities and
brands • Create environment and spaces for business networking
• Diversify visitor markets property offer for enterprise to • Enhance the quality of public
attracted flourish in the town centre spaces within the town centre
• Create more visits out of • Create capacity to host
season (beyond weekends and outdoor events in town centre
summer) • Improve public transport Preston
• Address lack of all-weather links to surrounding cities Revised Southport Towns Fund Boundary
attractions
Ribble Estuary
Sefton Borough Boundary
What will success • Growth in visitor numbers • Greater economic diversity • Increased footfall, dwell time
look like? and expenditure and resilience and expenditure within the
• Increase in overnight stays • Growing digital and creative town centre
• Attraction of visitors from a cluster • Increased investment in Southport
wider regional catchment area • Growth in full-time town from existing and new
• Growth in full-time employment development partners
• Better connections to major
Irish Sea
permanent employment • Enhanced productivity
opportunities • Improved retention of young cities in the North West
people in employment (reliable and convenient
journey times)
How will the Marine Lake Events Centre - Enterprise Arcade - Les Transformations de
Town Deal Help a spectacular new venue for Southport’s first purpose built Southport
(TIP projects) conferencing, events, gaming incubator space for start-up
• Improved pedestrian and
Manchester
and e-sports businesses
cycling routes in the town
Project Barnum - site enabling Enterprise Store - A dedicated centre and waterfront
works for a new, branded enterprise hub for scale-up Liverpool
• Creation of new public spaces
indoor visitor attraction with businesses within the town
that will enhance dwell time in
global visitor market appeal centre, including co-working
the town centre
and infrastructure space
• Creation of a public space for
The Light Fantastic – creation Southport Market
hosting events within the town
of a UK-first light, water and Transformation - a year round
centre
sound show in Southport’s food destination for the town,
Marine Lake to attract visitors adjacent to these incubator Lord Street illumination -
from a wider catchment and spaces lighting within the landscape
improve dwell time of our iconic town centre
boulevard
Better Customer Experience –
providing skills and training to
visitor economy employees to
ensure high quality of service
08 03
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Southport Town Investment Plan IT ALL STARTS HERE
1.3
Southport History
1882 Victorian Peak 1887
THE RISE AND FALL... AND RISE OF SOUTHPORT
Southport the second most Construction of
popular tourist destination the Marine Lake
in the country. and gardens.
1838
Prince Louis-Napoleon Bonaparte spends 1870
Southport
Decline of Assets 1926
Sir Henry Segrave
time in exile in Southport, and the grandeur
of Lord Street inspires the Champs-Elysees fairground sets a new land speed
and the reconstruction of Paris. established. record on Southport
beach.
ery
ov
1180 1530 1792 1860
After a century of rare Sir Richard Aughton Southport, formerly Southport Pier 2020
c
Re
disturbance since the of North Meols is a scattering of opened. Closure of all of
Norman Conquest, the knighted at the fisherman’s cottages, Southport’s three
first written records of Coronation of is founded by department stores.
life in Meols emerger. Ann Boleyn. William Sutton.
1933 1964
Ryder cup hosted Southport to 2021
Town Pioneers for the first time
in the town.
Preston railway
closed.
Southport
Building Boom Town Deal
1989 2006
Southport Closure of Pleasureland
1830 Lido closes. but site saved and
Opening of the reopened by Sefton
Royal Victoria Baths. Council and Universal
Rides Limited.
1180 1882 2020 2030
Southport is a large coastal town situated in Sefton Metropolitan created new markets for Lancashire’s populations before developing into a resort slow, shabby but genteel decline. Lack of
seaside towns. of national renown. The town has adapted investment and maintenance had damaged
Borough Council, to the far North of the Borough. The Town lies since the first hotel was established, not private sector confidence and the town was
on The Irish Sea North of The River Mersey and South to least through the creation of an extended looking tired. It had lost its competitive
the Ribble Estuary. Victorian seafront beyond the original Promenade, advantage and direction. Since the late 1990’s,
incorporating the Marine Park area and this situation has been turned around by a
Southport grew rapidly then during the Southport Pleasureland Pleasureland. The image and character of willingness between the private sector and
Southport is situated in The Liverpool increasingly fashionable and accessible. Victorian times and today still contains theme park opened in 1912. Southport has always been one of a more public bodies to work together in partnership
City Region, it is recognised as one of the The first bathing house in the area known many exampless. Today the town contains genteel ‘resort’ than some other seaside to solve these issues. Briefly, a new sea wall
major attack brands for the Region's visitor then as South Hawes was opened in 1792 many examples of Victorian architecture, towns and this is exemplified in the history unlocked the investment potential of our
economy. The Town itself has a population followed by a hotel named South Port historic canopies, and the wide tree lined and character of Lord Street. For over a seafront, we renovated the pier, built a new
of over 90,000 and over 8 million day and from which the growing town subsequently boulevard of Lord Street. The construction century it was widely regarded as the North bridge to link the town centre and seafront,
staying visitors visit the resort every year. took its name. of the Pier was completed in 1860. West's premier shopping street. brought in business and community support
The opening of the railway line; to Southport Pleasureland theme park opened schemes, completed major public realm
projects and improvements to our conference
18th Century Liverpool first, then Manchester in the
1840s substantially improved access to the
in 1912.
Over 8 million day and 1990's and hotel offers. We now face new challenges
Southport’s origins there lie and its role as associated with the decline of the high street,
Southport began to grow significantly from town for the growing urban population staying visitors visit the
a seaside town, having originally served the By the 1990’s, Southport was an almost seasonal employment and now the impact of
the end of the 18th Century, as holidaying whilst the incremental introduction of
10 local Liverpool and Lancashire resort every year. typical example of a coastal town in long, Covid-19. 11
by the sea and seaside bathing became annual holidays for factory workers
Southport Town Investment Plan IT ALL STARTS HERE
1.4
AN INTRODUCTION
TO OUR TOWN
Southport is a large coastal town that is home
to over 90,000 residents and many businesses.
It is located 30 minutes’ drive from the national
motorway network, and is well connected to
Liverpool by a good rail service.
In contrast, the rail service to the from all over the country every year.
regional city of Manchester is Southport has developed a successful
unreliable and journey times are annual events programme including the Air
Show, Flower Show and British Musical
elongated. There are no direct rail
Fireworks Championship. In combination
links to the neighbouring city of these generate large numbers of visitors to
Preston to the North. the town and an important boost to the
economy in the area, but their impact is time
limited and cannot sustain businesses in the
The geographical location of Southport on
tourism and hospitality sectors year round.
the Irish Sea coast (to the West) and the
Ribble Estuary (to the North) means that
Southport effectively has a “90 degree”
population catchment. 30mins
From the M6 motorway
The town is located at the heart of
England’s Golf Coast, containing
Alongside tourism the town also performs
some of the finest courses in the UK if
as a ‘day to day’ town centre retail
not the world. Beyond Royal Birkdale
destination for residents as well as a wider
(which regularly plays host to The Open
Sefton and West Lancashire catchment
Championship) are championship courses
area. Lord Street is the centre piece of the
including Hillside, Formby, Hesketh,
town centre. Once a bustling and exclusive
Southport and Ainsdale, Formby Hall and
street it has fallen on hard times with the
West Lancashire. These courses continue to
loss of both anchor department stores
attract golfers and encourage people to take
(Beales and Debenhams) as well as the loss
short golf breaks in the area.
of BHS on the nearby Chapel Street within
Southport is a key tourist and leisure a period of just two years.
destination, attracting millions of visitors
Southport has long been Lord Street has
associated with major traditionally been
events such as the Air regarded as one of the
Show, Flower Show and premier shopping streets
British Musical Fireworks of North West England.
Championship
12 03
13
Southport Town Investment Plan IT ALL STARTS HERE
1.5
The Covid-19 Response Report also
THE IMPACT OF COVID-19 highlighted particular areas of
risk for our economy in
In order to aid understanding and to help recovery planning Sefton Council relation to:
commissioned a Covid-19 Response Report in May 2020. The report
highlighted the areas by sector and the impact (at that point in time) The Town Centre and areas of the Sefton Employment Impacts of Covid-19
that Covid-19 was having. It also projects the potential longer-term Coast that sustain employment
All employment and unemployment indicators illustrate the
impact to inform the local Covid-19 Recovery plans. Whilst lock down and its aftermath have had a severity of the crisis for our town. These include:
disproportionate impact on town centres in general, the
• 3,420 claimants within the Southport constituency area
The area of most concern and highest impact for Southport is focussed importance of the visitor economy to Southport and the
as at September 2020
Sefton coast more generally, and its virtual disappearance
around the impact on Visitor Economy and specifically the Hospitality for a considerable period of time, are likely to result in a • Ward level increases of between 58% and 164% in the
and Leisure industry with retail also seriously affected. concentration of severe impacts on the town and adjacent claimant count within the town (March to September)
coastal economies.
• Youth unemployment increasing by 120% between
In addition, Southport plays a role as a destination rather March and September 2020
than local shopping centre and the restrictions on travel
Sefton has recently been placed in to Tier 3 and this is likely
have intensified the economic harm suffered by the town
to further intensify the business and employment challenges
centre and its businesses. An example is;
Facts Southport Theatre and Convention
that we are facing. The economic need for the Town Deal
has never been greater.
Centre (STcC)
The Covid-19 outbreak resulted in the caretaker operation
that was in place for the STCC being put into receivership. It is estimated that we could
retail Closure of the STCC has had significant consequences
Comprising 13,000 jobs and 1,100 businesses across the whole of Sefton lose £310m of visitor expenditure,
for businesses in the accommodation, retail and food and
putting 3,500 jobs at risk in
borough. The largest concentration of retail employment in Sefton beverage sectors that rely on trade from events and staying
our town.
borough is in Southport town centre visitors.
food and beverage
Providing some 6,000 jobs in 650 businesses. Again the borough’s
employment in this sector is concentrated in Southport town centre Responding to the Immediate Challenges
Sefton Council has been proactively working with businesses and
Accommodation people to help those affected. For example:
Providing 1,250 jobs in 40 businesses across the borough. Southport has
the highest density of accommodation employment in the borough Business Rates Grants to Small Businesses:
• 4,197 Business have been awarded • 1,671 business eligible for the • 37 nurseries eligible for the
Sport and amusement activities a Small Business or Retail, Business Rates ‘holiday’ have Business Rates ‘holiday’
Hospitality and Leisure Grant. been awarded £40.8 million have been awarded £371k
Accounting for 1,750 jobs in 145 businesses across the borough. The The total value of grants paid in Business Rates relief in Business Rates relief
highest concentrations of employment in this sector are found in the was £49.9 million
waterfront area adjacent to Southport town centre
Discretionary Grants given:
service sector
Providing 1,250 jobs in 410 businesses. Southport town centre Sefton paid £2,237,500 Discretionary
contains the highest concentration of personal services employment Grant to 344 businesses
in the borough
The Town Deal will help us to lay stronger foundations for economic recovery
from Covid-19 and to support those business sectors and people most affected. 03
14 15
Southport Town Investment Plan IT ALL STARTS HERE
1.6
Our Strengths, THEME 1: STRENGTHENING
Opportunities and Needs the VISITOR ECONOMY
Southport’s rich and diverse visitor economy that, apart from Liverpool, attracts
more visitors to the Liverpool City Region than any other destination. Over the
8.4m
visitors resulting in only
Boasting 22 miles of natural last 15 years, it has made significant steps in harnessing the potential of its
22 miles of coastline and beaches. World renowned events like The Open with
759,000 staying visitors
coastline and as the capital of nationally recognised events including the Southport Flower Show and Air
Show are key drivers of the local economy and contribute positively to visitor
England’s golf coast hosting major
perceptions of Southport.
world tournaments, with these
strengths come opportunities for OUR
STRENGTHS
OUR
CHALLENGES
OUR OPPORTUNITIES
AND NEEDS
Southport to become a thriving
destination by diversifying its
• Southport’s visitor economy • Southport’s shopping experience • Upgraded and new convention
generates £597m per annum continues to decline, before and events centre attracting mid-
ineconomic impact and Covid-19 the Town had a vacancy week visits that will facilitate and
economy while growing and supportsover 6,800 FTE jobs rate of over 18%, well above
the national average of 10%,
enable wider hotel development
and investment while providing
• Over 8m day visitors
strengthening its visitor economy.
following further recent decline flexibility allowing new markets
with Southport being the only to be introduced such as Esports
• Staying visitors generate
town to lose three department
£222mfor the local economy • New Southport Market and
stores (Beales, BHS and
supportingthe accommodation, creative quarter enabling an
Debenhams)
attractions,food and drink and updated food and drink offer,
retail sectors • Lack of all weather attractions creating the right space for
resulting in seasonality and a creative businesses to locate and
• Those staying in
short summer season creating further supporting the supply
serviced accommodation
vulnerability in the sector chain of the visitor economy
There are however many barriers and needs to betweenincreased by 20%
over the last 4 years • Outdated and poor functionality • Major seafront development
overcome, including the seasonality and vulnerability • Southport is a leading event
of the Southport Theatre & including Pleasureland and other
Convention Centre resulting in major attractions addressing
of the visitor economy, diversifying Southport’s destination in the Northwest.
The Southport Flower
loss of destination conferences the need for all year around
in recent years, falling number attractions and helping to
economy and improving the Town’s connections Show, Air Show and Musical
of business tourism visitors and grow visitor numbers in a
FireworkChampionships attract
repeat leisure visits sustainable way
and infrastructure. over halfa million visitors
annually to theresort • Transience in the visitor • Building on the appeal of
economy workforce due to its England’s golf coast, Southport’s
reliance on students, young open spaces and major events
people and highly mobile programme to increase visitor
sources of labour. This leads to numbers and to add value
difficulties in management and to Southport’s new visitor
development in the sector attractions
• Southport depends on building • Potential for more events to be
the tourism offer for the hosted in the town centre subject
domestic audience in order to investment in spaces capable
to thrive of accommodating large numbers
of visitors
• Only 9% of visits result in
overnight stays
16 0317
Southport Town Investment Plan IT ALL STARTS HERE
THEME 2: DIVERSIFYING theme 3: INFRASTRUCTURE TO
OUR ECONOMY UNDERPIN GROWTH:
Southport’s economy is characterised by a relatively high proportion
of part-time jobs. There is a concentration of jobs in the wholesale 21.8%
Southport is geographically separated from the surrounding towns
and cities of the North West by virtue of its location on the coast, the Poor
and retail trade, with relatively high numbers employed in the
accommodation and food services industries which are exposed to
reduction of 18-24
year olds
Ribble Estuary and being surrounded by Green Belt land. The quality of
Southport’s infrastructure and its links in to the wider regional economy
Connections
economic shocks related to Covid-19. Jobs in health and social work of the North West and the rest of the UK are therefore important in between Town Centre & Waterfront
activities and in the arts, entertainment and recreation trades are also terms of access to labour, jobs and other life opportunities. In-town
higher than the regional and national averages. The dominance of visitor infrastructure is also vitally important to the movement of people,
economy and retail sectors therefore has a disproportionate effect on between attractions as well as in and around the town centre.
our labour market.
OUR OUR OUR OPPORTUNITIES OUR OUR OUR OPPORTUNITIES
STRENGTHS CHALLENGES AND NEEDS STRENGTHS CHALLENGES AND NEEDS
• Southport has a potentially large • ‘Youth flight’ is a major issue • Creative and digital businesses • Strong and efficient Victorian • Fractured and poor-quality east- • Enhance the appearance and
labour catchment area with for Southport, with many 18-21 benefit from fibre connection to grid system of streets connects west road and pedestrian routes façade of the station entrance
more than 1 million working years old leaving Southport for the US and this could potentially Southport’s neighbourhoods with through the town centre leading and in the longer-term work
age people within a 45-minute Higher Education or further be a source of comparative the Town Centre to severance between the town with a range of interested parties
commute. Within this commuter job opportunities, and not advantage in the future centre and the waterfront to address the lack of a
catchment businesses potentially returning. Over the last 30 years, • Good north-south road routes transport interchange
• Lord Street (the main route
have access to 380,000 people Southport’s population of over- • Business formation in digital through the town and linking
through the town centre) is
qualified to NVQ4 or above 65s has grown by 12.4%, and the and creative sectors in recent to the neighbouring city of • Create a coherent and high-
dominated by vehicular traffic
population of 18 to 24-year olds years highlights that these are Liverpool inhibiting pedestrian movement quality route between the station
• Educational attainment is higher has fallen by 21.8% sectors with growth potential. east-west across the town centre gateway, the town centre and the
in Southport than the national Our consultation on the TIP has • Good cycling and pedestrian waterfront to facilitate better
average with primary school • Population profile is weighted evidenced the need to overcome infrastructure along the coast • Lack of interchange facilities pedestrian movements and
outcomes above Sefton and towards a more elderly property barriers to enterprise between train and bus encourage linked trips
• Network of cycle routes
national averages for achieving demographic with the highest formation and growth
connecting neighbourhoods • Southport Station provides a • Targeted investment in key
Level 4+ in all three reading, older person population (+65) of
with the town centre already poor-quality gateway to the town
writing and mathematics. any metropolitan borough in the • Southport has potential to public realm linking investment
develop professional and developed as a result of Cycle sites in the town centre and
Southport Secondary schools UK (25%), increasing to 33% by • Train services to the regional centre
business service sector Town status (2008-2011) waterfront
achieve outcomes higher 2040 of Manchester are unreliable and
than the national averages for employment with 62,000 people slow, with no rail links to the city of
• High quality green infrastructure • Redesign the central section
percentage of pupils achieving • Southport contains a relatively working in the industry in the Preston to the north of the town
within the town centre (Lord of Lord Street to enhance
5A*C including English and low proportion of large commuting catchment area
Street Gardens, Kings Gardens, • Pedestrian legibility of the town pedestrian and cycle priority
Mathematics businesses employing 250+
• The higher education provision Princes Park, Rotten Row etc.) centre and the waterfront is poor and increase the capacity to
people. This category represents
• Southport exhibits a relatively 0.1% of all “local units” (or and wider R&D assets support host town centre events
• Frequent and high-quality train • The quality of the public realm is
strong representation of small businesses) in Southport innovation – particularly in
services to Liverpool City Centre. incoherent across the town centre • Refine and simplify signage to
businesses employing 10 to compared to 0.4% at the North digital, health tech and materials and waterfront, it does not assist
Good bus coverage assist in wayfinding on foot,
49 people (13.9% of all West level with wayfinding or encourage
• The comparatively high bike and for vehicles
businesses compared to 13.4% • Hidden Assets – Transatlantic residents and visitors to make
• Broadband coverage is generally vacancy rates in our town linked trips between areas, or to
in the North West) Cables landing station and • Lobby for improvements to
above 90% but take up rates are centre properties provides an dwell in the town centre
connectivity at Southport inter-city rail connections to
• Active collective of Digital & significantly lower, averaging opportunity for a significant
scale of regeneration • Parking in the town centre Manchester
Creative SME’s around 60% across Southport
can be difficult to navigate for
• Digital & CreaTech Sector visitors. Usage and pricing are • Review parking management,
• Southport’s two central wards
Development – workspace inconsistent. There is no modern pricing and signage as part of
Dukes and Cambridge which
project multi-storey, long stay car a parking strategy for the town
cover the town centre have
parking in the town centre
5 Lower Super Output Area • City Region spine infrastructure
• Digital Inclusion, not impacted
(LSOA’s) in the top 20% most • Public spaces in the town centre making connection with the
by availability of network
deprived in the UK with almost aren’t specifically designed Transatlantic cable network
infrastructure
half of Southport’s SOAs are in to host larger events, which
the lowest quartile constrains the ability of town • Digital Skills for Recovery &
centre businesses to benefit from Growth – colleges new incubator
enhanced event trade
projects 03
18 19Southport Town Investment Plan IT ALL STARTS HERE
1.7 Strengths Weaknesses Opportunities Threats
SUMMARY OF OUR ASSETS • Highly engaged community
Affinity with and pride in town
• Seasonality of economy
• Concentration of majority of
• Re-position visitor attractions to
tap into regional, national and
• Disproportionate exposure to
economic impacts of Covid-19
AND STRENGTHS • Natural capital (beaches, sea, jobs in relative few sectors international markets across all our key sectors
sand dunes, marshes) • Closure of the town’s theatre • Attraction of new branded • Further business closures in
• Opportunities for healthy and convention centre attractions and global IP the town centre will damage
lifestyles and outdoor pursuits • Opportunity to repurpose vacant perceptions and footfall in
• High and rising unemployment,
retail premises for new uses the town centre
• Space, light and fresh air with young people
disproportionately affected • Growth in digital and creative • Failure to obtain Towns Fund
• High quality townscape,
Southport has many unique features businesses could help regenerate support will result in the
buildings and heritage • Youth flight from the town
town centre regeneration of the town
and strengths upon which the TIP can • Valued parks and formal gardens • Historic lack of investment centre stalling
in attractions • Publicly owned land and
build. The following SWOT (Strengths, • The closest coastal resort to • Decline in the condition of our
buildings to kick start
Weaknesses Opportunities & Threats) millions of residents in parts of • Lack of investment in heritage assets if new uses for
regeneration
Greater Manchester, the public realm buildings not found
summarises these. • Development land available
Liverpool City Region and • Lack of public transport
Central Lancashire around the Marine Lake
interchange and rail links to
• Good rail links to Liverpool Manchester and Preston • Town Deal publicity has created
potential investor interest
• High baseline levels of visitors • Loss of all three department
• Successful annual events stores in two years
programme • High retail vacancy rate (18%
• Large resident population and rising)
providing a significant household • Absence of purpose built office
expenditure base space, co-working and business
incubators in the town centre
Our SWOT assessment has informed our understanding of the issues and opportunities which in turn has helped to develop targeted
projects, and informed a project design, selection and prioritisation process.
The alignment of the SWOT to our TIP Projects is shown in table below and our projects are summarised in a proceeding section of the TIP.
SWOT - Identified Theme Alignment Project - Associated
Assets ready for regeneration Council
Strengthen Visitor Economy Marine Lake Events Centre
owned (deliver at pace)
Next Phase of Consultation &
Engaged Communities Engagement and Consultation
Engagement
Marine Lake Events Centre / Light
Major Events Programme Strengthen Visitor Economy
Fantastic / New Attractions
Marine Lake Events Centre / Project
Dependency on Seasonal Economy Strengthen Visitor Economy
Barnum / New Attractions
Lack of Economic diversity Diversify Economy Incubator & Innovation Space
Next Phase of Consultation Digital Strategy – Potential Wi-Fi
Utilisation of New forms of Engagement
& Engagement Project Building upon consultation.
Marine Lake Events Centre / Light
Marine Lake Strengthen Visitor Economy
Fantastic / New Attractions
Location for visiting, sites for development
Development sites in strategic locations Masterplan and Engagement
(residential and tourist driven)
All Projects have positive influence in
Strategic linkages to Local / Regional
Covid-19 (impact on Visitor Economy respect to Strategic Pandemic recovery
and National Recovery Plans
“Build Back Better"
20 03
21Southport Town Investment Plan IT ALL STARTS HERE
It all starts here
Happiness starts here
2 Sustainability starts here
VISION Business starts here
Inspiration starts here
Connectivity starts here
It all starts here World class starts here
Your future starts here
By 2030 our town will have built back a world class grand, mile-long pedestrian boulevard which provided
events and conferencing centre on the waterfront. the inspiration for the design of the Champs Elysees.
We will have refreshed our existing visitor Our digital and creative businesses will be flourishing
attractions and delivered a range of new family in a choice of workspaces, breathing new life in to the
friendly attractions set in beautiful historic town centre.
parkland and next to 22 miles of golden coastline.
We will have delivered the first new public events
A choice of new hotels and self-catering space since the Victorian pioneers of our town
accommodation will provide more opportunities created our iconic town centre.
for people to stay for longer.
We will benefit from a year round, all weather
Millions more visitors will come to our town every economy that is not only more diverse but also
year. Many will choose to stay overnight to marvel provides opportunities for our young people to
at the unique lightshow displays in the lake, to dine see their future in the town and choose to stay.
in our refurbished market hall and to stroll along our
22 03
23Southport Town Investment Plan IT ALL STARTS HERE
2.1 2.2
Strategic Objectives SPATIAl
1
Focusing investment on the primary economic drivers of the
STRATEGY town (the town centre, the Kew Gateway and the coastal assets)
to strengthen key sectors and diversify the economic base.
We have devised a series of strategic objectives as a Town Board that respond
2
Our spatial strategy has been informed by Improving links to residential neighbourhoods surrounding
to the SWOT analysis and will help to deliver our vision. the preparation of a new masterplan for the these economic drivers and thereby retaining more spending
town which has been subject to an extensive, power locally.
far reaching and ongoing engagement
programme. Every resident, school child and
3
Harnessing Southport’s green and natural infrastructure as a
business in the town has had the opportunity
unique feature of its visitor and residential functions.
Strategic Objectives to contribute their “big ideas”, which have all
been considered in developing the masterplan
and subsequently the Town Deal projects. The
4
masterplan covers all areas of the Town, as well Improving connections to surrounding cities and city
1. Retain and grow day and overnight visitor numbers and associated spending as a long list of potential interventions some of regions – optimising access to a wider visitor market and
which form part of the Town investment plan. boosting the size of the labour market catchment.
We have also reached out and surveyed visitors
2. Build greater resilience to seasonal nature of leisure visitor market to the town to obtain their views.
The spatial strategy set out in the masterplan
can be concisely summarised in four points:
3. Diversify the economic base to boost productivity and maximise prosperity
4. Ensure that the town centre functions and is well connected to neighbourhoods
sens
sens
Cros
Marshside
Cros
Marshside
5. Grow the local resident catchment for town centre shops, leisure industries and services Sefton Coastline
H
Sefton Coastline
e Churchtown H Churchtown
e
Pa ske Pa ske
rk t h rk t h
Town Centre Town Centre
6. Ensure place branding, marketing and communications reflect the changing nature of the visitor market in order to & Inner & Inner
Neigbourhoods Norwood Norwood
maximise the appeal of the town Neigbourhoods
ay
Ga Kew
tew
Kew Kew
Birkdale Birkdale
Hillside
Hillside
Birkdale Birkdale
Hills Hills
Mossland Mossland
Ainsdale Ainsdale
The structure of the town, the role and Focus on economic drivers
function of neighbourhoods
Analysis of the business base and economic activity in the town
highlights that there are three principal areas which sustain the
Southport is a large town and on first inspection it appears to local economy. They are:
be one contiguous urban area. However, a closer look reveals
it comprises a series of distinct communities and residential •T
he Town Centre – containing the majority of jobs, businesses, shops
neighborhoods; all with their own identities and links in to and providing the central point for visitor activities and attractions
the town centre. The spatial strategy seeks to retain the •T
he Kew Gateway – the arrival point to the town from the
spending power associated with the residential neighborhoods east. This area is allocated for many new homes and contains
(and over 90,000 residents) by improving the range and concentrations of employment at Southport Business Park, the
quality of attractions locally and access into the town centre. hospital, secondary schools and Kew Retail Park
•T
he coast – Southport offers access to 22 miles of accessible
coastline, the coast in itself is an economic driver and reason for
visiting the town. To the south of the Town Deal area, Ainsdale-on-
Sea is a popular visitor destination and access point to the coastline
The spatial strategy includes investment focus in each of these
three principal areas which sustain the economy – allowing them to
evolve and reach their full potential. This will involve investing to
24 strengthen the key industry locally (tourism) and also supporting 03
25
diversification of the economy in to new sectors.Southport Town Investment Plan IT ALL STARTS HERE
2.3
Given the importance of the town centre in sustaining the Project – Identification,
economy of Southport, more detailed consideration has been
given to the spatial strategy for this area in the form of a town
Selection and Prioritisation:
centre masterplan. Key features of this masterplan include:
Southport Town Deal board collated a longlist of more than 40 projects,
• C reating a critical mass of new “anchor • I ntroducing business uses in to the town • Fully utilising land and property assets both public- and private-sector led, following the analysis of evidence of
uses” to replace lost department stores on centre in the form of co-working and fronting the Marine Lake to create The prioritisation process for
need and the early stakeholder engagement and consultation.
Chapel Street and Lord Street enterprise hubs to assist in div rsifying a destination to include all weather projects took account of the
the economy attractions, improved conferencing following considerations:
• Focusing the primary shopping area on In line with the six considerations listed herein, this longlist was refined over time, through board
facilities, a better choice of hotels and
Chapel Street and the central section of • Strengthening east-west movement engagement, project evaluation and development, and the wider consultation and engagement
opportunities for living (a Marine Village)
Lord Street through targeted investment in the routes process. With ongoing considerations of the impact of COVID-19 and the relevance of projects to • A lignment to MHCLG Town Deal
and public spaces connecting the town economic recovery, the board identified and agreed the priority projects included in this TIP.
•A
llowing the northern and southern criteria and feedback
centre and the waterfront area
sections of Lord Street to evolve and
• A lignment to Stakeholder engagement
become more mixed use in character,
and consultation feedback
including opportunities for living in
the town centre • Transformational impact on economy
• Financial Viability (affordability and
revenue funding implications)
• D eliverability (particular focus
Masterplan on pace)
• A lignment to Town Vision (Theory
of Change)
North Shore
ag e
ill rin
e
e
a
bl y riv
M
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Pu wa D
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Waterfront
h
ac
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on
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nt
The full proccess for prioritisation can be seen in the graphic below.
ay
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ng g
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af
a
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Project - Identification,
ac
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M Oct 20 - Final sign off
r on
on
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Sep 20 - Town
ttr
in ort
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Ec
s
en N
n on Short List of Projects
is r
V ate
de
Ev et
Board Final review of
e, te
ar
Selection &
W
at Town Board and readied
af S
G Long List and
C ord
for inclusion in TIP.
L
compilation of Short
t.
s
Prioritisation.
ng l S
g’ List of Projects.
el tiq se
in
ot u U
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ue
K
H Bo ed-
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re d
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oA e
St tin
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a
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Aug 20 - Refined
s
St tin
et on
ta sol
es
an t
Kingsway s
ge
r
D
o
Re on
& Selection of Projects
te sp
ic al
C
ch
In ran
iv tur er Presented to Town Board Sep 20 -Town Deal Criteria
r
T
C ul rt
nt
C ua for distillation into "Vital
ttr o ro
D highlighted for detailed
A isit erf
ng .
Q
et on
es Few". Long List Review.
vi St
n
RAIL prioritisation exercise.
ac r
re ati
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tio
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s
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et on
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D
Li rba
Ongoing - Covid-19: Ongoing - Refinement of Project
ng
ew
U
P+R Re-assessment, risk review selection and review at Town Deal
vi
and adjust. Board. Presented and agreed as
re
part of Masterplan discussions.
ng
us
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e th
l
ub ta
Li
#Note repeated up to submission
ur u
is So
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Ongoing - Creation of
uo
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Re ad k
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of TIP
ic n ar
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in
Sub-Committees adding
bl pla a P
al e
af S
m
C ord
Pu Es ori
nt
detail and pace to review
& ict
L
Co
V
on specific theme and
the associated Projects.
Jan 20 - Current Projects
Harvested and Listed.
Presented to Town Deal
Board as 'Emerging
Projects. Submitted as part
of a Readiness Checklist.
26 03
27Southport Town Investment Plan IT ALL STARTS HERE
2.3 2.3
Town Deal Short-Listed TIP-wide Theory of Change
Projects: The following Logic Table summarises our overarching theory of change for the TIP,
relating needs to specific interventions as well as outputs, outcomes and impacts.
The following Table provides a list of the prioritised TIP Projects and their alignment to the Themes:
Themes and prioritised Projects Themes and prioritised Projects
Theme Project Headline Input Output Outcome Impact
Context
Strengthen the Visitor Economy • Marine Lake Events Centre
• Project Barnum High dependence £50m initial Regeneration 1,250 net Towns Fund a
• Light Fantastic upon the visitor Towns Fund and development additional FTE catalyst to unlock
• Building Better Customer Experience economy and investment in a of 16ha of jobs created. £400m of further
highly seasonal range of catalyst dilapidated sites investment and
£60.6 million GVA
nature of trade. projects. in the town centre development
productivity boost
Diversify Our Economy • Enterprise Arcade Need for economic and key gateway
Partnership every year. within the town.
• Enterprise Store diversification. locations.
with local and
Attraction of 1.215 Attraction of
Key visitor Liverpool City 13,332sqm new
million visitors per globally recognised
attractions in need Region partners. conference and
Infrastructure to • Les Transformations de Southport annum. IP partner to
of investment to events venue.
Underpin Growth Partnership and underpin our
sustain and grow £44.6 million
collaboration 3,296sqm of visitor appeal and
visitor base, to visitor expenditure
with Southport’s new high quality
diversify customer boost per annum. enhance visitor
businesses to commercial
markets and perceptions.
deliver training floorspace for 325 construction
expenditure in
and development start-up and jobs supported A more diverse
the town.
Sequence of priorities Local businesses
activities.
Ongoing
growing businesses
in digital and
per annum and
£10.3 million GVA
and resilient
local economy.
have been severely creative sectors. boost.
collaboration with
and negatively New uses for
young people in 864 linear metres 333,499 visitors to
affected by vacant buildings in
the town to ensure of new and arts and cultural
Covid-19. the town centre.
that projects are upgraded cycle and venues.
SHORT TERM MEDIUM TERM LONG TERM Town centre relevant to and walking paths. Increased footfall
4,000 new learners
vacancy rates benefit them. and expenditure
30,990sqm of new assisted.
rising. Need for supporting town
public space.
In the short term we have focused on In the medium term, we will see In the longer term we expect to see the new uses. 82 enterprises
centre businesses.
projects that are shovel-ready for which new businesses emerging from strengthening of our brand, growth 4,000 local using high quality
Market failure
the Town Deal can be the stimulus, new sectors, born in the Enterprise in visitor numbers and resilience of recipients of and affordable More business
in provision of
and which provide “anchors” for new Arcade and Enterprise Store, to economy all underpin the investment training and space. start ups, survival
purpose built
investment and development in key further strengthen and diversify our case for addressing the rail connectivity development and improved
business space in 32 start-up
areas of the town. The new Convention economy, strengthening links with issues that the town has with in customer business retention.
the town centre. businesses.
and Events Centre will be the catalyst existing infrastructure and employers. Manchester and Preston and investing service and
for further projects on adjacent sites The transformation of our visitor in public transport interchange Skills deficits communication More
and around the north end of Marine economy will engender quality career facilities. In advance we would expect and hard-to-fill skills. opportunities for
Lake that further strengthen our offer, opportunities for local young people to see investment in the train station vacancies in key young people to
Collaboration
for example. These projects underpin and will become a centre of excellence itself stimulated by this growth in sectors. realise their full
with 150 local
investor confidence and stimulate for the sector. Growth in visitor demand and patronage. The council
Barriers to employers. potential in
further opportunities. They also economy and diversification of our will continue to work with the Town
movement within the town.
deliver immediate transformational economy will drive the evolution of Deal board, the Shadow Board, and the
the town centre
impact on our economy with regards our retail offering into something more wider community, in bringing forward
and waterfront
to job creation and the engagement of diverse, distinct and complementary further publicly-held assets and
areas of the town
our young people in the town and its to the town’s offer, for visitors and working with our partners to secure
which limit.
future, which will better reflect their for an increasing number of residents the wider regeneration of Southport
ambitions and aspirations. This is vital as we realise the full residential Town Centre, in line with the spatial
in the context of economic recovery potential of the town centre and the strategy detailed below.
from the impacts of COVID-19. Waterfront area of the town, securing
further rounds of private investment in
business and innovation space.
28 03
2930
2.3
Cu Bu
sto ild
me ing
r E Be
xp tte
eri r
en
ce
Se s
af
W ro
P+R
V W nt
V at &
& ict A isit erf
V ate
is r
Pu Es ori ttr o ro ito fr Be
bl pla a P ac r nt r on ac
ic n ar
Re ad k tio A t h
al e n ttr
m ac
tio
n Transformational
Town Centre Projects
L
C ord
K
af S
Project Barnum
in
e, te
g’
Le et
s
is So
M
ur u
ar
e th
& M
in
Kingsway
e
G
Li
The Light Fantastic
vi C G ar
ar
La
ng & ate ine
d
Re on
ke
Pu wa D
en
s
Lo ta sol bl y riv
e
Transformation
il id Tr ic
Southport Market
C at m a Re
Li rd oA e w al
vi St re d ay m
ng .
M
W
& ixe H a
H B d
North Shore
ot ter
ot ou -U el fr
D el tiq se & on
D
es ue C t
es
St tin
a
on
St tin
s
re ti f.
re ati
et on
s
Building Better
et on
D
Q
Customer Experiences
H igi
les d
&
ub ta
C ua
l
ic al
M
Tr e So
C ultu rte
iv r r
D a
an ut
D
V
es
es
sfo hp
L
St tin
s
St tin
ill rin
Enterprise Store
rm or
re ati
re atiLo C ord ag e
et on
et on
af S
s e
at t
re e, te
io
m Ev et
to the town centre masterplan.
en N
ns
in ort
g h
RAIL
Ec
Marine Lake
Waterfront
Events Centre
on
Lo
om rd
L
Enterprise
C y i
& v
Li i St
vi n .
Cu
T
Li hap ng g
In ran
vi e sto
U te sp ng l S
rc o
Bu me
relationship of the priority projects
Arcade
Li rba ha rt t. ild r E
ng
e
vi n
in xp
ng
g B er
et ien
ter ce
s
Bu
ild
in
g
Economy
the Visitor
Strengthen
Be
tte
rC
us
to
m
the whole town.
er
Ex
pe
ri
en
ce
St
th ren
e g
Ec Vi the
U
o no sito n
In nde
fr rp
m r
as in y
The TIP will have benefits for
tr
Di ct g u nin
ur
e
ve
Ec Ou rsi
on r fy
om
y
Bu
ild
in
g
Be
tte
rC
us
to
m
er
Ex
pe
r ie
nce
03
312.4
Project
summaries
2.4.1
Strengthen the
Visitor Economy
Project
Marine Lake
Events Centre
The Southport Theatre and Convention Centre has a
long and proud history, but the venue closed in 2020 due
to the Coronavirus pandemic. An asset that stirs great
passion among Sandgrounders, in an incredible location
in town, but in need of radical transformation of the
building and its offer.
The Marine Lake Events Centre – - the working title
given by one of the 300-plus schoolchildren who
responded to the targeted consultation on the project –
will provide a first-class flexible events space targeted at
the mid-sized conferencing market, but with particular
emphasis (again in line with the consultation feedback)
on the gaming and e-sports market – to quote another
student who responded, “making Southport cool”.
32 33Consultation • The importance of conferences and events to the Town emerged strongly through the
Feedback consultation process also the importance of cultural experiences. Consultation with under
18’s also resulted in a strong preference for a flexible entertainment space that can hold
E-sports events
Outputs • Development of a dilapidated 1.94 ha brownfield site within the town centre and in a
gateway location to Southport’s waterfront
• Creation of a new venue and theatre comprising 13,332sqm of new floorspace in total and
providing a 1,200 seat (1,490 capacity) auditorium, conference break out space, food and
Project
Title Marine Lake Events Centre beverage provision and car parking.
• Delivery of 3,000 sqm of new public space including a new pier head creating a viewing
platform for the Lake Animation (light, water and sound show)
Project The Southport Theatre and Convention Centre (STCC) is a strategic entertainment and
• Once operational the project will create 233 net additional job
Summary convention facility located alongside the Marine Lake in Southport. It is the town’s principal
conference, banqueting and entertainment venue, and is an integral part of town and region’s • Productivity associated with employment (GVA) = £8.9m
cultural and visitor economy.
• Increase in visitor expenditure (annual) = £14.47m
However the facility is nearing the end of its serviceable life falling below modern standards,
and is in need of a modern flexible replacement to secure destination conferences and host
Outcomes • Attraction of 333,499 visitors to Southport per annum
new entertainment experiences such as national esports events. The waterfront site on which
the current building is located is underutilised and does not maximise its strategic potential. • 160 net additional construction jobs supported with associated productivity of £5.1 million
Therefore, the project vision is: per annum
“To transform the existing STCC into a high quality, distinctive entertainment and business
events venue capable of providing great experiences to audiences and users. It will be an anchor Project Status Shovel Ready
for the Waterfront redevelopment, retaining and attracting visitors and driving major economic • OBC finalised
impact for Southport”.
• RIBA Stage 2
The project includes the complete redevelopment of the STCC site, creating a new major
events complex including a flexible 1,200 seat (1,490 capacity) auditorium, with state of the
art technical facilities, to attract a wide range of different types of entertainment events and Social Value / Incorporated in the full life-cycle thinking and part of OBC exampled by:
audiences to Southport. The auditorium will also be suitable for large conferences, supported by Clean Growth
• Design includes BREEAM status Excellent targeted.
a fully flexible and sub-divisible 1,500sqm exhibition hall and break-out spaces for up to 1,000
delegates, all with a view of the Marine Lake. Due to its flexibility the exhibition hall will be • Social Impact incorporated in procurement and full life-cycle through development.
able to accommodate a multitude of uses including major sporting events, entertainment and
also Esports. If required the attendance of the hall can be extended to over 4,000 spectators
bringing a brand new audience to Southport and being a catalyst to creative and digital growth.
The improvements to the appeal of the waterfront will be completed by the development of an
accessible pier, extending the connections from the Upper Promenade, through the building foyer
to the Marine Lake. The project will bring the Marine Lake to life brining in underused public
space, linking to The Light Fantastic
Alignment to • Urban regeneration, planning and land use
Town Deal
• Arts, culture and heritage
Criteria
Alignment to • A world class venue, with sustainability at its heart, significantly contributing to the leveling
our Vision up agenda
and
• Increased visitor numbers, both day and staying, with an increased stay length strengthening
Objectives
the visitor economy
• Town-wide economic impact and major economic catalyst
• Diversifying the economy by introducing new markets such as E-sports
Rationale and • Outline Business Case, building condition surveys and feasibility work highlight that the
Evidence of building has significant repair requirements. The buildings also have significant operational
Need limitations which impact negatively on its ability to attract and host major events.
• Will attract midweek visitors with a high proportion outside of the City Region thus
creating wider economic benefit
• Will act as a major catalyst for further regeneration and private sector investment
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