Page 5 - Barrow Town Deal Board Mins - 28th Feb 2020

8. Rebecca Robson had suggested removing ‘regional centre’ and

replacing with ‘cultural destination’;

10. Sam Plum had suggested replacing ‘communities’ with ‘Residents

within communities’. In addition, Rebecca Robson had

suggested that objective 10 be put first in order to place people at

the heart of it.
ACTION

ITEM

The Chair advised that the next stage once the vision and objectives

had been tweaked would be to describe the deliverables within the

plan. Michael Barry would circulate the revised vision and objectives

remotely before the next meeting.

Michael Barry sought the Board’s views regarding the hashtags and

slogans. Steve Cole commented that the communications need to be

designed to be relevant and fit for purpose to all relevant

Stakeholders and Communities. Sam Plum suggested that the use of

‘better’ need to be re-considered as that was already used for other

initiatives within the Borough; she suggested ‘Destination Barrow’. Michael Barry

She added that it was important to get the branding right.

RESOLVED:- To note that Michael Barry would circulate the revised
vision and objectives, taking in the suggested amendments, prior to

the next meeting.

16 – Town Deal Communications and Engagement Plan

Sam Plum submitted a report setting out the proposed approach to
communication and engagement in support of the Town Investment

Plan. The approach sought to reach the widest number of

Stakeholders in a quality manner. The approach was based on good

practice and was mindful that engagement activity would influence the

reputation and perception of Barrow-in-Furness and local Partners. A

number of key messages had been developed which were intended

to focus thoughts, be clear about the opportunity presented to the

Town, the need for local input, the limitations faced and the process

that would be followed.

A draft communications and engagement plan which set out the

proposed approach to consultation and engagement, including

techniques and timescales had been appended to the report. It was

intended that the plan would become a live document, subject to

evolution and change in response to emerging information and

changing circumstances including publication of the Government’s

awaited communications Toolkit.
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