Growth or well-being. Can austerity spur new coastal thinking?

7th October 2011

In these austere times, it may appear perverse to be faintly upbeat about the potential for coastal resort regeneration. However, while there are national structural changes and policy consultation taking place that could disadvantage coastal resorts and areas, the evolving national structures and reduced finances and staffing resources could enforce much needed new local leadership, thinking and longer-term planning for our relatively unproductive seaside resorts.

Given this relative failure to induce market forces into our seaside economies, and a predicted future of low or no economic growth, coupled with reduced public and individual spending, what should be the priority for coastal regeneration? The national emphasis on localism combined with a realistic analysis of the well-being role of resorts, rather than as latent economic growth areas, could start a seaside renaissance for many resorts.

If the solution is not exclusively economic, should the emphasis for coastal regenerators be ‘quality of life’ and ‘local distinctiveness’ issues, rather than ‘standard of living’? Could it even be that a focus on the quality of people’s lives and the environment in coastal communities (for example, reducing transience, improving housing, reducing crime, enhancing the public realm, improving health and lifestyles) could actually lead to ‘social regeneration’ by attracting new residential groups and new services to the area? Should the economic totem of Gross Domestic Product be replaced by Gross Domestic Happiness for coastal resorts whose historic and enduring ‘industrial’ product is “pleasure”?

This is not a cry to abandon the economic challenge, for there are products and services that coastal areas could develop to maximise on the location and the existing demographics. One of the key tests for resort regeneration, especially in the smaller resorts, will be the ability to generate niche markets based on demography, leisure, risk, history, culture, design and the environment. In order to develop these niche market opportunities, strong local leadership, an enhanced environment and clear and realistic vision of the potential of each area is required. This will require new local relationships, new local thinking and new longer-term planning. More of the same is not going to change the circumstances and public costs of servicing our coastal towns.

patrick.browne@lincolnshire.gov.uk

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