Page 268 - Minutes of meeting

Appendix A - Draft Strategic Framework

10 Strategic Objectives 10 Features of the Socio-Economic Likely Output Categories
1
Narrative
power of digital technologies will ensure Barrow has • No. of additional active travel infrastructure
the best infrastructure to stay ahead through e.g. cycle hubs, cycle storage
generating business growth, fostering innovation and • Improved air quality linked to public
improving lives. transport
• Reduced carbon from supply chain
transport movements
To deliver a more diverse and attractive housing offer Median house prices are significantly below • No. of residential units linked to identified
while ensuring the continued renewal of our existing stock benchmarks. Barrow has good access to affordable gaps (type and tenure)
housing, but the housing mix is limited (50% terrace) • No. of residential units delivered on
and there is a lack of high quality aspirational housing previously developed/brownfield sites
to attract and retain people.
To achieve a vibrant town centre, leisure and service offer Above average vacant units (14%) in the town centre*. • Increased footfall and spend (£)
supporting the role of Barrow as a regional centre while Retail heart has been damaged by out-of-town • No. of events/activities
enhancing our rich built and cultural heritage shopping and rise of e-commerce, with major retailers • No. of vacant units brought back into use
earmarked for closure (M&S). Retail spend leakage is • No. of businesses started in
undermining the BTD potential. retail/leisure/culture
• Size of night-time economy (businesses,
licenses, visitors)
To put residents at the centre of public service delivery Meet increased demand on local public services as a • Increase in user satisfaction
result of economic and housing growth and • No. of partners working together to support
demographic change; improved service delivery delivery
around citizen needs. • No. new partners engaged
• Additional funding levered
• To discuss: release land for new homes;
savings in running costs; deliver integrated
services for local communities

Private and confidential
4