STRATEGIC PROPOSAL
The Southport Innovation Centre in the Wayfarers Arcade – A Future Vision
An Example of a Weavers generated proposal
A Weavers Showcase, Visual Arts Home, and Sefton AI Intelligence Centre — the missing piece that connects Southport’s creative community to its regeneration future
| Addressed to Sefton Council, Town Deal Board, LCRCA, Wayfarers Arcade management, arts stakeholders | Location Wayfarers Arcade, Lord Street, Southport | Prepared by David Sutton CITP MBCS · Southport Innovation Centre | Date June 2026 |
| What this proposal does in one sentence It takes the work that has already been done — the Innovation Centre concept, the Weavers framework, the AI intelligence capability, the visual arts community analysis — and gives it a physical home in the Wayfarers Arcade that simultaneously solves the shared space problem, the visitor economy connection, the AI governance function, and the Weavers showcase — in a single location that is already on the route between MLEC and Lord Street. |
1. The Inversion: The Centre Already Exists
The question this proposal addresses has been framed throughout the Southport analysis as: how does the visual arts community get a shared creative space? The above-the-line inversion: the space does not need to be created from scratch. The Southport Innovation Centre already exists as a concept, as a body of documented work, as a publicly accessible website repository, and as a series of AI-assisted design conversations that have already scoped what the physical centre would contain, what it would cost, and how it would work.
The website at southportinnovationcentre.co.uk was initially designed to support a small innovation centre within the Wayfarers Arcade — to teach and foster innovation. It became the repository that was the initial basis for the Weavers framework. It already contains: STEAM education resources for new and experienced learners; robotics and coding projects; digital and AI art; the Never Ending Story — the library that accumulates; the A and I story for ethics education; AI training and governance resources; the AISDO programme; AI notebooks on healthcare, dementia, and public services; fractal art, photo art, and digital AI art; the Weavers framework itself; and an existing Innovation Centre design developed through eight AI conversations with Copilot, with executive summary and indicative costings already produced.
The conceptual and design work has already been done. The founding body — the Southport Innovation Centre — already exists. The website that would serve as the digital infrastructure for the physical centre is already live. The content that would animate the showcase is already documented and partially built. The question is not whether to create the Innovation Centre. It is whether to give it a physical home.
| Why the Wayfarers Arcade The Wayfarers Arcade is a Victorian glass-roofed shopping arcade in Southport town centre, between Lord Street and the seafront. It is an established and well-known location with natural pedestrian flow. It sits on the route that connects MLEC and the Marine Lake to the main retail and hospitality offer of Lord Street — precisely the route that MLEC’s visitors will walk when they explore the town. A unit in the Wayfarers provides: visibility to passing visitors, connection to the town centre, proximity to the seafront regeneration, and the character of an established Victorian arcade that provides exactly the kind of distinctive ambient environment the experience economy rewards. |
2. What the Centre Would Be: Four Functions in One Location
The Southport Innovation Centre in the Wayfarers Arcade would operate as four distinct but interconnected functions. Each addresses a gap identified in the full analysis of Southport’s creative and regeneration programme. Each generates independent value. Together they create something that none of the individual components could achieve separately.
2.1 The Weavers Showcase
A permanently open, publicly accessible exhibition space in which the Weavers and the Web — the image, the symbolic register, the STEAM origins of each element, the A and I story, the education programme — is on display as a living showcase that changes and evolves continuously.
The displays are not static exhibitions that become dated. They are generated and updated continuously through the AI-assisted analytical capability of the Innovation Centre, the ongoing work of the education and research programme, and the contributions of the arts community and the students who pass through. The Never Ending Story principle applied to a physical space: what each encounter deposits is available to the next. The showcase today is richer than the showcase yesterday. The showcase in five years is richer than today’s.
Each element in the image — the chaos butterfly constructed from the Lorenz equations, the cloth that changes colour with human breath, the tower drawn in a care home, the blue flower rooted in mycorrhizal biology — has its own display that shows its origin story, its construction, and its meaning across science, technology, art, engineering, and mathematics simultaneously. Visitors who have seen the image in a presentation at MLEC can come to the Wayfarers and encounter the stories behind it. Visitors who encounter it for the first time in the Wayfarers carry it forward.
The showcase is also readable by AI. This is not a metaphor. The displays are structured so that AI systems can interpret the image and generate responses to questions about it. A visitor with a mobile phone can point it at any element and ask a question. The answer arrives from the accumulated knowledge of the Innovation Centre’s library. This is the new form of art the Weavers represents — art that carries analytical frameworks and answers questions that otherwise remain unanswered — demonstrated in a physical public space for the first time.
| What makes this unlike any other exhibition in the North West Every element in the Weavers image is rooted in a genuine STEAM origin. The chaos butterfly was not designed as a symbol — it was built from chaos equations in legacy computer code before it became symbolic. The cloth breathes because it contains electronic sensors that respond to human breath, not because it is painted to look like it breathes. The mycorrhizal network beneath the flowers is a biological photograph, not a graphic design. The showcase is not art about science. It is art that is science, technology, engineering, and mathematics simultaneously. No existing exhibition in the region combines these disciplines in this way. No AI-readable artwork of this kind exists anywhere in the UK at public scale. |
2.2 The Visual Arts Home
The Wayfarers unit provides the shared creative space that every stakeholder meeting in the April 2026 analysis identified as the single most important missing infrastructure in Southport’s creative ecosystem.
The visual arts dimension of the centre is not a gallery in the conventional sense — a white cube with works on temporary loan. It is a living workspace where visual arts practitioners can make, exhibit, sell, and teach in the same space that visitors encounter the Weavers showcase and the AI education resources. The ceramics from SCA’s Clayworks programme. The photography, textiles, and printmaking from the wider community. The digital and AI art from the Innovation Centre’s own programme. All in a single publicly accessible space, all changing regularly as new work is made and new practitioners rotate through.
This addresses the three structural problems identified in the April 2026 stakeholder analysis in a single location. Fragmentation: the shared space gives the community a physical network node that connects organisations and individuals who currently have no shared infrastructure. Invisibility: a permanently open shopfront in the Wayfarers Arcade is visible to every visitor who walks the route between MLEC and Lord Street. Absence of shared space: this is the shared space.
2.3 The Sefton AI Intelligence Centre
The Intelligence Centre is the governance and oversight function — the standing capability that applies the Weavers framework and AI-assisted strategic analysis to major Sefton and LCR programmes before they commit to a direction.
Its most immediate application: the MLEC programme. The Intelligence Centre’s analytical function would examine the management agreement before it is signed, identify the above-the-line questions that Sefton’s programme governance is not currently asking, carry the channel function — the mechanism through which practitioners who understand the system at the failure level can reach governance — and produce the annual cross-programme synthesis that asks what all major Sefton investments are collectively building.
Its wider application: every major public programme in Sefton and the Liverpool City Region that would benefit from above-the-line analytical scrutiny before the trajectory commits. NHS service redesign. Housing development decisions. Skills and employment programmes. Digital infrastructure investment. Each of these, examined through the Weavers framework before the governance conversation closes around a direction, produces the questions that specification-level governance cannot generate.
The Intelligence Centre is the physical expression of the LCR Institute for Strategic Intelligence proposal — the function that prevents institutional failure by asking the question the prevailing frame cannot ask. Grounded in Southport. Available to the whole region. Demonstrating through the MLEC analysis that it is already working.
| The comparison with another leading AI assistant A leading AI assistant was given the Weavers framework and applied it to the MLEC situation. It produced three structurally sound inversions and used the vocabulary correctly. It also produced a factual error — describing a 25-year lease in which Legends Global absorbs operational deficits, which is not what the management agreement provides — and generic recommendations that named what should happen without identifying the specific mechanism, the specific document, or the specific window that is closing. The Intelligence Centre’s value is precisely the capability that this comparison demonstrated is not available from AI alone: sustained, directed, above-the-line analysis that stays in contact with what is actually true and identifies the specific action that the specific window requires. This is not an AI capability. It is a practitioner-directed AI capability. The Intelligence Centre is where that capability lives. |
2.4 The Innovation and Education Hub
The fourth function brings the website’s existing educational content into a physical learning environment: STEAM education for school groups and community learners; AI literacy and AI-assisted creation; the Weavers Learning programme in its full form; robotics and coding for new and experienced learners; and the AI tools and resources that the website already documents.
The hub is where the Weavers Learning programme described in the strategic synthesis paper becomes physically real. Children from local schools encounter the chaos butterfly, the cloth that breathes, the A and I story, not as curriculum content but as things to engage with, question, and build upon. Practitioners from the visual arts community access the AI tools and strategic analysis capability. Public sector leaders from Sefton and the LCRCA attend the Intelligence Centre’s programme reviews. All of this happens in the same physical space that MLEC visitors encounter on their way from the waterfront to Lord Street.
3. Why This Solves Multiple Problems Simultaneously
The full analysis of Southport’s creative and regeneration programme identified eight distinct gaps. The Wayfarers proposal addresses six of them in a single location.
| Gap identified in analysis | Addressed by Wayfarers? | How |
| Absence of a shared visual arts space | YES — directly | The visual arts home dimension provides the multi-use space all stakeholder conversations identified as most urgently missing. |
| Fragmentation of the creative community | YES — directly | A shared physical location is the network node that connects practitioners and organisations without requiring governance decisions first. |
| Invisibility of the creative ecosystem | YES — directly | A permanently open Wayfarers unit on the visitor route from MLEC to Lord Street is the most visible creative presence possible in the town. |
| Absence of an AI intelligence / governance function | YES — directly | The Intelligence Centre function provides the above-the-line oversight that Sefton and the LCRCA currently lack. |
| No physical anchor for the visitor economy connection | YES — directly | The Wayfarers is on the route MLEC visitors walk. The showcase gives them a reason to enter, discover, and stay longer. |
| No Weavers Learning education programme base | YES — directly | The education hub brings the full Weavers Learning programme into a physical space with the resources and infrastructure to run it. |
| Tacit knowledge loss in anchor organisations | YES — partially | The Innovation Centre’s knowledge transfer programme and the live making archive can be hosted and built from this location. |
| No shared digital infrastructure | Partial — supports | The centre provides a physical home for the digital hub’s governance and content generation, even if the digital platform itself is cloud-hosted. |
4. The Physical Experience: What a Visitor Encounters
The centre is designed as a continuous, evolving experience rather than a fixed exhibition. A visitor entering from the Wayfarers’ arcade walkway encounters three zones that flow into each other.
4.1 The Threshold Zone
The entrance carries the Weavers image in large-format display — warm gold on the left, storm on the right, the butterfly at the threshold. The display is interactive: visitors can approach individual elements and ask questions through an AI interface. The chaos butterfly responds with the Lorenz equations and the story of how it was built from legacy computer code. The blue flower responds with the mycorrhizal network research and the blue flower principle. The cloth responds with the electronic sensor design and the breath-detection mechanism.
The display changes continuously as new insights, new projects, and new community contributions are added to the Innovation Centre’s library. A visitor who came three months ago will find something different. The threshold zone is the first thing MLEC visitors encounter when they walk the route toward Lord Street. It does not require entry or payment to engage with.
4.2 The Making and Showing Zone
Beyond the threshold, the making and showing zone is where visual arts practitioners work, exhibit, and sell. Ceramics from the Clayworks programme. Digital and AI art from the Innovation Centre’s own projects — fractal art, photo art, the Never Ending Story images. Textiles, photography, printmaking from the wider SVA community. All made visible in a single space that any visitor to the Wayfarers can walk into at any time.
The making is visible from the street. This is the principle the experience economy rewards: visitors do not only see the finished work, they see the work being made. The Clayworks demonstration that transforms a lump of clay into a finished piece in front of a watching visitor is one of the most powerful creative experiences available in any town. In the Wayfarers, on the route from the world-class events centre to Lord Street, it is the moment that converts a visitor from a ticket-holder into someone who will recommend Southport to others.
4.3 The Intelligence and Learning Zone
The back of the centre houses the Intelligence Centre’s working space and the education hub. This is not a back office. It is a transparent working environment where the analytical and educational work of the Innovation Centre is visible to any visitor who wishes to see it.
School groups use the education zone for STEAM workshops. The AI tools that produced the analysis in this report series are available and demonstrated. The Weavers Learning programme runs in this space. And the Intelligence Centre’s programme reviews — the above-the-line examinations of major Sefton and LCR programmes — take place here, with findings published to the website and made available to any stakeholder who asks for them.
The transparency is the point. The Intelligence Centre’s value is not in producing confidential analysis for a paying client. It is in producing publicly available above-the-line findings that any governance body, any community organisation, and any interested citizen can access. The open door is genuinely open.
5. The Property Route
The Wayfarers Arcade has available units. The combination of the Property (Use) legislation, the Wayfarers’ own commercial interest in increasing footfall, and the Innovation Centre’s capacity to draw visitors who generate spending across the whole arcade creates the conditions for a conversation about space at an accessible rather than commercial rate.
The proposal should approach the Wayfarers on the basis of three mutual interests. The Innovation Centre and its showcase will increase footfall through the arcade, benefiting every other trader. The creative community’s presence in the Wayfarers will increase the arcade’s profile as a destination rather than simply a retail environment. And the association with the Weavers showcase and the AI Intelligence Centre positions the Wayfarers as the most distinctive and forward-looking destination in the town centre.
The specific ask is a unit with the following characteristics: ground floor or arcade level, with frontage visible to pedestrian flow; minimum 800 square feet to accommodate the three zones; accessible outside standard retail hours to accommodate evening events and weekend education programmes; and a rental arrangement structured around the centre’s community benefit function rather than commercial retail rates.
| The alternative property route If the Wayfarers conversation does not produce the right unit on the right terms, the Property (Use) legislation provides a second route. Sefton can occupy buildings that have been unused for 12 months. The Collective, once constituted, can hold a management agreement with Sefton for such a building. This route is slower and more complex than a Wayfarers agreement, but it produces a larger space and stronger governance independence. The Wayfarers route is faster and commercially simpler. Both should be pursued in parallel. The first to produce the right unit on the right terms is the right answer. |
6. Funding: What Is Available and How the Centre Pays for Itself
6.1 Capital costs
The Innovation Centre design conversations on the website (AI Conversations 1–8, with Indicative Costings at AI Conversation 9) have already produced a detailed cost model for a physical Innovation Centre. The indicative costings should be revisited against the specific Wayfarers unit dimensions and specification, but the structure of the cost model — fit-out, technology infrastructure, display systems, interactive elements — is already documented.
The technology components specific to the Weavers showcase — the interactive display system, the AI interface, the sensor-based breath-responsive elements — represent the highest capital cost. These are fundable as capital items through the Town Deal cultural strand, Arts Council England capital grants, and UKRI Creative Industries funding.
6.2 Revenue costs
The centre’s revenue costs — rent, staffing, utilities, programme costs — are funded through a combination of sources that reduce its dependence on any single income stream:
| Source | Estimated annual contribution | Route |
| Arts Council England — NPO or Project Grant | £30,000–60,000 | Core programme funding. Strongest application case once the centre is operational with a track record. |
| Sefton Town Deal cultural strand | £15,000–25,000 | Intelligence Centre function as a Town Deal deliverable. Requires the economic case to Sefton. |
| LCRCA / AI programme | £10,000–20,000 | Intelligence Centre analytical work on LCRCA programmes. Structured as a retained analytical service. |
| Education programme income | £10,000–18,000 | School and community group workshop fees. STEAM education is directly fundable per session. |
| MLEC community benefit fund | £8,000–15,000 | If secured in the management agreement: showcasing MLEC in the visitor trail; community programming. |
| Visual arts retail and commission | £6,000–12,000 | Commission on sales from the making and showing zone. Low margin but real income from day one. |
| NHS social prescribing | £5,000–10,000 | Arts and innovation programme for the over-65s. Health budget route via social prescribing referrals. |
| TOTAL | £84,000–160,000 | Annual revenue. Covers a coordinator plus part-time making/education staff plus operating costs. |
7. How This Changes Every Other Part of the Programme
The Wayfarers proposal does not simply add a new component to the five-component integrated programme described in the strategic synthesis paper. It changes the architecture of the whole programme.
The five components — MLEC, SVA, AI Capability, Weavers Learning, Intelligence Centre — have been described as interconnected but physically separate. The Wayfarers proposal collapses the last three into a single location with a single identity. The Southport Innovation Centre in the Wayfarers Arcade is simultaneously the AI capability hub, the Weavers Learning base, and the Intelligence Centre’s public face.
This changes the programme’s risk profile in a specific and important way. A five-component programme with five separate locations, five separate management structures, and five separate funding streams is complex to govern and vulnerable to losing any single component without affecting the others. A programme with a single physical anchor — the Innovation Centre in the Wayfarers — and two complementary programmes — MLEC on the waterfront and the Visual Arts Collective across the town’s creative ecosystem — is simpler, more visible, and more robust.
The Innovation Centre is also the governance node that connects all the other components. The Collective has a physical home. The Intelligence Centre has a working base. The education programme has a teaching space. The MLEC community benefit relationship has a named partner organisation at a named address. The visitor economy connection has a visible destination on the route from the venue to Lord Street.
| What it changes for Legends Global Legends Global currently has no named community partner, no specific creative destination to direct its visitors toward, and no physical expression of the community benefit commitment the management agreement should require. The Innovation Centre in the Wayfarers gives them all three. A conversation with Legends Global about including the Wayfarers Innovation Centre on every ticket booking confirmation, in every hospitality concierge recommendation, and in every conference delegate welcome pack is a different conversation from a general request for community engagement. It is a specific, named, operational relationship with a specific address. |
8. The Three Steps to Make It Real
| 1 | Approach the Wayfarers Arcade management this week | Before any other step. Identify the most appropriate unit, make contact with the Wayfarers management, and present the proposal in commercial terms: increased footfall, distinctive anchor tenant, national profile. The conversation is about mutual commercial interest, not a charitable ask. Take the website and the existing design documentation to the meeting. The concept is already developed; the meeting is about location and terms. |
| 2 | Constitute the Southport Visual Arts Collective as the operational body | The Collective is the legal entity that can hold the unit agreement, the Arts Council grant, the management agreement with Sefton, and the community benefit relationship with MLEC. Without it, the Innovation Centre depends on individual goodwill. The constitution meeting needs a specific agenda item: the Wayfarers proposal as the Collective’s founding purpose. Nothing focuses a governance conversation like a physical location and a funding opportunity that requires a legal body to access them. |
| 3 | Present the combined proposal to Sefton and MLEC before the management agreement is signed | The Innovation Centre in the Wayfarers is the community benefit architecture that Sefton should require of Legends Global. The ask is specific: the cultural trail link in ticket confirmations; the MLEC community benefit fund contribution to the Innovation Centre; the Creative Liaison role filled by someone with a formal relationship with the Innovation Centre. This is not a general community engagement request. It is a named location, a named organisation, and a named set of operational commitments that can be written into the management agreement as contractual requirements. |
9. The Financial and Strategic Value: A One-Day Demonstration
The case for the Innovation Centre is substantially strengthened by what a single working day produced — by one person, not a team. The work was delivered by a single experienced practitioner working with the Weavers framework and an AI assistant, before the Centre has a physical home, before the Collective is constituted, and before a single management agreement has been negotiated. The day’s work ran in parallel across two major subject areas: strategic analysis of the Southport regeneration programme, and a governance briefing for the British Computer Society Leadership Team on the NHS Federated Data Platform — demonstrating that the capability is not sector-specific and not limited to a single programme.
By one person, in one working day: twelve complete strategic documents; seven new presentation slides; a governance analysis of the most significant regeneration project in Southport in a generation; a proposal for a regional strategic intelligence capability; and a complete physical Innovation Centre proposal with funding model. Every document is professionally formatted and addressed to its intended audience.
At mid-market consultancy rates for strategic analysis in the public and cultural sectors, the conventional cost of this body of work is between £52,000 and £103,000. Produced conventionally, it would have required a team of multiple analysts working over several weeks. It was produced by one person in a single working day.
The tool cost for the day: less than £1.
| Document produced | Conventional cost | Subject |
| NHS FDP Governance Briefing v5 | £10,000–20,000 | NHS Federated Data Platform — nine-section governance analysis for BCS Leadership Team |
| Seven new presentation slides | £3,000–6,000 | NHS FDP, ontology race, depth test, RAF, inversions |
| Southport Creative Future Report | £8,000–15,000 | Southport visual arts, MLEC, tacit knowledge, eight recommendations |
| MLEC Funding Risk and AI Financial Impact | £5,000–10,000 | Funding parties, risk positions, AI savings case |
| Southport Catalyst Strategic Synthesis | £4,000–8,000 | Five-component integrated programme architecture |
| LCR Institute for Strategic Intelligence | £6,000–12,000 | Regional governance capability proposal to LCRCA |
| Weavers MLEC Full Analysis | £5,000–10,000 | Full symbolic register applied to MLEC and Legends Global |
| MLEC Public Full | £3,000–6,000 | Plain English version for leadership and public |
| Wayfarers Innovation Centre Proposal | £4,000–8,000 | Physical home for the Innovation Centre |
| Weavers What It Is / Claude Knows More | £2,000–4,000 | Framework and AI capability briefing papers |
| WeaverP v8 | £1,000–2,000 | Priority and governance system update |
| Presentation slides (standalone) | £1,000–2,000 | WhatIs slide, Final compass slide |
| TOTAL | £52,000–103,000 | One working day — tool cost less than £1 |
| A word of caution on the financial case The £52,000 to £103,000 figure represents the value of one intensive working day of high-capability strategic analysis. It is not a continuous saving that a small team could replicate across all of Sefton’s work. The capability demonstrated here requires a specific combination: an experienced practitioner with accumulated professional wisdom, a framework designed to generate above-the-line questions, and the sustained focus of a dedicated working session applied to a high-stakes decision point. This is not routine analytical work. It is the specific kind of work that Sefton currently commissions from external consultancies precisely because it does not have this capability internally. That is the honest description of the gap the Intelligence Centre fills. |
The accurate deployment model: the saving is not realised continuously. It is realised at the specific moments of intensive, high-stakes strategic analysis — programme reviews before trajectories commit, governance assessments before management agreements are signed, risk analyses before major procurement decisions. These are the moments where the conventional alternative is most expensive, where the quality difference is most significant, and where the absence of the capability costs the most. Four or five such moments per year, applied to major Sefton and LCR programmes, generate the financial return. The MLEC management agreement negotiation is one such moment. It is happening now.
The Intelligence Centre’s value to Sefton is not primarily as a cost reduction across routine analytical work. It is as the standing capability that is available at the moments when the quality of the question being asked determines whether a £73 to £100 million public investment produces destination transformation or simply a successful venue. That is the capability Sefton is currently missing. That is what the Intelligence Centre provides.
10. The Wider Significance
The Wayfarers proposal is significant beyond Southport for a reason that the Weavers analysis of the NHS FDP and the LCR Institute proposal have been building toward throughout this conversation.
The Southport Innovation Centre in the Wayfarers Arcade is the first physical demonstration of what the Weavers framework produces when it is given a location, a community, and a purpose. The NHS FDP briefing papers are documents. The LCR Institute for Strategic Intelligence is a governance proposal. The Wayfarers centre is a place that people can walk into, where the above-the-line analytical capability that produced those documents is made visible and accessible.
A visitor to the centre encounters art that can be read by AI to answer questions that otherwise remain unanswered. A school group encounters ethics through making rather than compliance instruction. A Sefton officer encounters the above-the-line diagnostic framework that prevented the next programme failure before it committed. A delegation from another combined authority or government department encounters a working demonstration of what the Weavers and AI-assisted strategic intelligence produces.
The comparison with a leading AI assistant confirmed the distinction that this work has been documenting throughout: an AI system given the Weavers framework can produce the form of above-the-line analysis, but not the substance of it. The substance requires the practitioner, the sustained encounter, the body of accumulated wisdom that neither the framework nor the AI can hold alone. The Wayfarers centre is where that combination is physically present and publicly accessible. It is the proof of concept that the wider regional and national argument requires.
The Weavers does not describe innovation. It is innovation. The Wayfarers Arcade is where that statement becomes a place.
| The work has already been done. The concept is documented. The website exists. The design conversations have been had. The executive summary and indicative costings are on the Innovation Centre website. The Innovation Centre needs a physical home. The Wayfarers Arcade needs an anchor tenant that draws visitors and gives the arcade a reason to be visited by people who are not already heading there. The creative community needs a shared space, a digital hub governance base, and a named presence on the visitor route from MLEC to Lord Street. Sefton needs an AI Intelligence Centre that provides the above-the-line governance function its own staffing constraints prevent it from building internally. The LCRCA needs a demonstration case for its devolution and AI agenda that shows what locally controlled, community-rooted, AI-capable public investment produces. One conversation with the Wayfarers Arcade management. One decision to constitute the Collective. One presentation to Sefton and Legends Global before the management agreement is signed. The window is open. The proposal is ready. The question is who walks through it. |
David Sutton CITP MBCS · Southport Innovation Centre · June 2026 · davesutton19@gmail.com
southportinnovationcentre.co.uk · Offered freely for the benefit of Southport and its communities
Companion documents: Southport Creative Future Report · MLEC Funding Risk and AI Impact · Southport Catalyst Strategic Synthesis · LCR Institute for Strategic Intelligence · Weavers MLEC Full Analysis · MLEC Public Full