SWT Full Council

Wednesday, 26th February, 2020, 6.15 pm

The John Meikle Room - The Deane House

Members: Hazel Prior-Sankey (Chair), Simon Coles (Vice-Chair), Ian Aldridge, Benet Allen, Lee Baker, Marcus Barr, Mark Blaker, Chris Booth, Paul Bolton, Sue Buller, Norman Cavill, Dixie Darch, Hugh Davies, Dave Durdan, Kelly Durdan, Caroline Ellis, Habib Farbahi, Ed Firmin, Andrew Govier, Roger Habgood, Andrew Hadley, John Hassall, Ross Henley, Marcia Hill, Martin Hill, John Hunt, Marcus Kravis, Andy Milne, Richard Lees, Sue Lees, Libby Lisgo, Mark Lithgow, Janet Lloyd, Dave Mansell, Chris Morgan, Simon Nicholls, Craig Palmer, Derek Perry, Martin Peters, Peter Pilkington, Andy Pritchard, Steven Pugsley, Mike Rigby, Francesca Smith, Federica Smith-Roberts, Vivienne Stock-Williams, Phil Stone, Andrew Sully, Nick Thwaites, Anthony Trollope-Bellew, Ray Tully, Terry Venner, Sarah Wakefield, Alan Wedderkopp, Danny Wedderkopp, Brenda Weston, Keith Wheatley, Loretta Whetlor and Gwil Wren

Agenda 1. Apologies To receive any apologies for absence.

2. Minutes of the previous meeting of Full Council (Pages 7 - 44) To approve the minutes of the previous meeting of the Committee.

3. Declarations of Interest To receive and note any declarations of disclosable pecuniary or prejudicial or personal interests in respect of any matters included on the agenda for consideration at this meeting.

(The personal interests of Councillors and Clerks of Somerset County Council, Town or Parish Councils and other Local Authorities will automatically be recorded in the minutes.)

4. Public Participation The Chair to advise the Committee of any items on which members of the public have requested to speak and advise those members of the public present of the details of the Council’s public participation scheme.

For those members of the public who have submitted any questions or statements, please note, a three minute time limit applies to each speaker and you will be asked to speak before Councillors debate the issue.

5. To receive any communications or announcements from the Chair of the Council

6. To receive any communications or announcements from the Leader of the Council

7. To receive any questions from Councillors in accordance with Council Procedure Rule 13

8. Motion on Local Independent Schools, proposed by (Pages 45 - 46) Councillor Libby Lisgo, seconded by Councillor Brenda Weston (motion attached, proforma to follow) This motion is a means to facilitate a voluntary agreement in which local Independent Schools and Somerset West and Taunton Council innovate to jointly deliver and demonstrate the local public benefit of the schools.

9. The Future of Local Government in Somerset (Pages 47 - 60) This matter is the responsibility of the Leader of the Council, Councillor Federica Smith-Roberts.

Members will be aware that the Leader of Somerset County Council has stated that he wishes to pursue the option of a single Unitary Council for Somerset. This Report sets out the work conducted to date, looking at the options for the future of local government in Somerset, and suggests an option of further collaboration and integration as being the preferred option moving forward.

10. Taunton Strategic Flood Alleviation Improvements (Pages 61 - 120) Scheme (TSFAIS) This matter is the responsibility of Executive Councillor for Climate Change, Councillor Peter Pilkington.

The Taunton Strategic Flood Alleviation Improvements Scheme (TSFAIS) Project Delivery Plan sets the framework

of measures to be implemented in phases over the next 30+ years which will reduce the current flood risk, and appropriately mitigate against the future impacts of climate change over the next 100 year period.

11. Hinkley Tourism Strategy Phase 4 Action Plan 2020 - (Pages 121 - 148) 2023 This matter is the responsibility of the Executive Councillor for Asset Management and Economic Development, Councillor Marcus Kravis.

To report to Council on what has been achieved in the first five years of delivering the Hinkley Tourism Strategy 2015- 20 under Phase 1, 2 and 3 Action Plans.

12. Prosperity and Economic Development Strategy (Pages 149 - 226) This matter is the responsibility of the Executive Councillor for Asset Management and Economic Development, Councillor Marcus Kravis.

The document Somerset West and Taunton’s “Prosperity and Economic Development Strategy”, produced with the support of Deyton Bell consultants, is the first economic development strategy and framework for the new Council against which future interventions and business support and skills projects can be assessed, in terms of whether they address issues and market failure, build on existing activity, support and complement local and sub-regional stakeholder programmes or address evidenced gaps in the business support and skills landscape.

13. Somerset Homelessness and Rough Sleeper Strategy (Pages 227 - 320) 2019 - 2023 This matter is the responsibility of the Executive Councillor for Housing, Councillor Fran Smith.

District Councils have a statutory duty to adopt a Homelessness and Rough Sleeper Strategy. This strategy sets out the strategic goals for the four Somerset Housing Authorities including a detailed action plan to show how the strategy will be delivered.

14. Capital Loan to YMCA Dulverton Group (Pages 321 - 326) This matter is the responsibility of the Executive Councillor for Planning and Transportation, Councillor Mike Rigby.

Officers have been working with the YMCA Dulverton Group to determine final requirements for the requested

loan finance and to progress due diligence. The timing of meetings and requirement to provide the further loan advance before the end of March requires this report to come forward straight to Full Council, without prior review by the Executive or Scrutiny. The YMCA has approached SWTC with this request given the Council’s security invested in the asset and as a key funder of the capital project, and have not sought finance from any other source.

15. Access to Information - Exclusion of Press and Public During discussion of the following item(s) it may be necessary to pass the following resolution to exclude the press and public having reflected on Article 13 13.02(e) (a presumption in favour of openness) of the Constitution. This decision may be required because consideration of this matter in public may disclose information falling within one of the descriptions of exempt information in Schedule 12A to the Local Government Act 1972. The Council will need to decide whether, in all the circumstances of the case, the public interest in maintaining the exemption, outweighs the public interest in disclosing the information.

Recommend that under Section 100A(4) of the Local Government Act 1972 the public be excluded from the next item(s) of business on the ground that it involves the likely disclosure of exempt information as defined in paragraph 3 respectively of Part 1 of Schedule 12A of the Act, namely information relating to the financial or business affairs of any particular person (including the authority holding that information).

16. Procurement Report (Pages 327 - 340) This matter is the responsibility of the Executive Councillor for Planning and Transportation, Councillor Mike Rigby.

17. Land Acquisition Report (Pages 341 - 358) This matter is the responsibility of the Executive Councillor for Asset Management and Economic Development, Councillor Marcus Kravis.

18. Coastal Improvement Works - report to follow This matter is the responsibility of Executive Councillor for Environment, Councillor Federica Smith-Roberts.

19. To consider reports from Executive Councillors (Pages 359 - 404)

Part I – To deal with written questions to the Executive. Part II – To receive reports from the following Members of the Executive:- a) Councillor Federica Smith-Roberts – Leader of the Council and Environmental Services b) Councillor Benet Allen – Deputy Leader & Communications and Culture c) Councillor Christopher Booth – Community d) Councillor Ross Henley – Corporate Resources e) Councillor Marcus Kravis – Asset Management and Economic Development f) Councillor Richard Lees – Sports, Parks and Leisure g) Councillor Peter Pilkington – Climate Change h) Councillor Mike Rigby – Planning and Transportation i) Councillor Francesca Smith - Housing

An Executive Councillor shall submit a report to an Ordinary Meeting of the Council as to current and future business of their portfolio for the information of and comment from the Council. Such reports are for discussion and comment only and no motion shall be put to the meeting as to any such item other than those closure motions described in Standing Order 5.

JAMES HASSETT CHIEF EXECUTIVE

Please note that this meeting will be recorded. At the start of the meeting the Chair will confirm if all or part of the meeting is being recorded and webcast. You should be aware that the Council is a Data Controller under the Data Protection Act 2018. Data collected during the recording will be retained in accordance with the Council’s policy. Therefore unless you are advised otherwise, by entering the Council Chamber and speaking during Public Participation you are consenting to being recorded and to the possible use of the sound recording for access via the website or for training purposes. If you have any queries regarding this please contact the officer as detailed above.

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If an item on the agenda is contentious, with a large number of people attending the meeting, a representative should be nominated to present the views of a group. These arrangements do not apply to exempt (confidential) items on the agenda where any members of the press or public present will be asked to leave the Committee Room. Full Council, Executive, and Committee agendas, reports and minutes are available on our website: www.somersetwestandtaunton.gov.uk

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Agenda Item 2

SWT Full Council - 3 December 2019

Present: Councillor Hazel Prior-Sankey (Chair)

Councillors Simon Coles, Ian Aldridge, Benet Allen, Lee Baker, Marcus Barr, Mark Blaker, Chris Booth, Sue Buller, Norman Cavill, Dixie Darch, Dave Durdan, Kelly Durdan, Caroline Ellis, Ed Firmin, Andrew Govier, Roger Habgood, Andrew Hadley, John Hassall, Ross Henley, Marcia Hill, John Hunt, Marcus Kravis, Andy Milne, Richard Lees, Libby Lisgo, Mark Lithgow, Janet Lloyd, Dave Mansell, Craig Palmer, Martin Peters, Peter Pilkington, Andy Pritchard, Steven Pugsley, Mike Rigby, Francesca Smith, Federica Smith-Roberts, Vivienne Stock-Williams, Andrew Sully, Nick Thwaites, Anthony Trollope- Bellew, Ray Tully, Sarah Wakefield, Alan Wedderkopp, Danny Wedderkopp, Brenda Weston, Keith Wheatley, Loretta Whetlor and Gwil Wren

Officers: James Barrah, Lesley Dolan, Simon Doyle, Paul Fitzgerald, Paul Harding, James Hassett, Robert Hillier, Simon Lewis, Marcus Prouse, Clare Rendell, Ann Rhodes, Amy Tregellas, Fiona Webb, Jane Windebank and Rich Wiseman

(The meeting commenced at 6.15 pm)

71. Apologies

Apologies were received from Councillors P Bolton, H Davies, H Farbahi, M Hill, S Lees, C Morgan, S Nicholls, D Perry, P Stone and T Venner.

72. Minutes of the previous meeting of Full Council

(Minutes of the meeting of Full Council held on 8 October 2019 circulated with the agenda)

Resolved that the minutes of Full Council held on 8 October 2019 be confirmed as a correct record.

73. Declarations of Interest

Members present at the meeting declared the following personal interests in their capacity as a Councillor or Clerk of a County, Town or Parish Council or any other Local Authority:-

Name Minute No. Description of Reason Action Taken Interest Cllr L Baker All Items Cheddon Personal Spoke and Voted Fitzpaine & Taunton Charter Trustee

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Cllr M Barr All Items Wellington Personal Spoke and Voted Cllr M Blaker All Items Wiveliscombe Personal Spoke and Voted Cllr C Booth All Items Wellington and Personal Spoke and Voted Taunton Charter Trustee Cllr N Cavill All Items West Monkton Personal Spoke and Voted Cllr S Coles All Items SCC & Taunton Personal Spoke and Voted Charter Trustee Cllr C Ellis All Items Taunton Charter Personal Spoke and Voted Trustee Cllr A Govier All Items SCC & Personal Spoke and Voted Wellington Cllr Mrs Hill All Items Taunton Charter Personal Spoke and Voted Trustee Cllr J Hunt All Items SCC & Bishop’s Personal Spoke and Voted Hull Cllr R Lees All Items Taunton Charter Personal Spoke and Voted Trustee Cllr L Lisgo All Items Taunton Charter Personal Spoke and Voted Trustee Cllr M Lithgow All Items Wellington Personal Spoke and Voted Cllr J Lloyd All Items Wellington & Personal Spoke and Voted Sampford Arundel Cllr A Milne All Items Porlock Personal Spoke and Voted Cllr C Palmer All Items Minehead Personal Spoke and Voted Cllr M Peters All Items Taunton Charter Personal Spoke and Voted Trustee Cllr P All Items Timberscombe Personal Spoke and Voted Pilkington Cllr H Prior- All Items SCC & Taunton Personal Spoke and Voted Sankey Charter Trustee Cllr M Rigby All Items SCC & Bishops Personal Spoke and Voted Lydeard Cllr F Smith All Items Taunton Charter Personal Spoke and Voted Trustee Cllr F Smith- All Items Taunton Charter Personal Spoke and Voted Roberts Trustee Cllr V Stock- All Items Wellington Personal Spoke and Voted Williams Cllr R Tully All Items West Monkton Personal Spoke and Voted Cllr A All Items SCC & Taunton Personal Spoke and Voted Wedderkopp Charter Trustee Cllr D All Items Taunton Charter Personal Spoke and Voted Wedderkopp Trustee Cllr B Weston All Items Taunton Charter Personal Spoke and Voted Trustee Cllr L Whetlor All Items Watchet Personal Spoke and Voted

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Cllr G Wren All Items Clerk to Personal Spoke and Voted Milverton PC

74. Public Participation

Karuna Tharmananthar (Extinction Rebellion) made the following statement in relation to Agenda Item 11, Garden Town Charter and Checklist:- The Council had declared a climate emergency almost nine months ago and quite a lot had happened since then, but not all was good news. The most significant factor was that the risk of the temperature exceeding 1.5 degrees had increased and the World Meteorological Organisation had published findings that forecast an increase of 3 degrees, which would have a huge impact in terms of security, flooding and wellbeing. However, there was still an opportunity to take action. Dealing with climate not only dealt with the climate disaster effects, but it also brought some co-benefits in terms of health, wellbeing, sustainability and so on. Later on in the agenda, discussions would be had on the Design Guide for Taunton Garden Town, which was one area he would like to focus on, specifically building new homes. New homes had a legacy for carbon footprints, from when they were built, but more importantly throughout their lifespan and it was really important that the Council addressed the standard of homes that were built in the town. He gave an example of some new homes that had been built in Norwich which had met the carbon neutral standards and offered social and community benefits, which showed that it could be achieved. The design and construction techniques were available to deliver that within the area. The Standard that was mentioned in the Guide was adopted in 2012 in collaboration with Government. Since then, over 1.4 million homes had been built and only 104 had met the carbon neutral standards. He asked what the Council hoped to achieve by adopting a Standard that had failed to deliver homes for the future. He asked Councillors to challenge what they were being presented with and asked them to think of their constituents and their future generations to ensure that officers came up with a Standard that delivered carbon neutral homes for the future and gave a clear message to Developers that the Council would not allow homes that did not contribute positively to the Council’s target towards carbon neutrality.

Alan Debenham asked the following questions:- Question 1 It's bad enough calling the new merged council Somerset West and Taunton instead of what was tacitly agreed at a full Council meeting in October 2018 should have been Taunton Deane and West Somerset. Now we have the added stupidity of calling it the awkward to say "SWTC" instead of "SWAT", just as Bath and North East Somerset Council calls itself "BANES". Please could the Council be helpful to everyone in recognising and calling its name by adopting SWAT as it’s easily said and remembered name?? Question 2 Its good news to see the North Taunton Woolaway Project progressed with 86 net gain in rented dwellings. After spending some £45 million of public funds to finance this whole project where do the public stand regarding future tenants' 'Right to Buy' at previous big discounts thereby putting the new properties into probable private purchase with no rented replacements, with new private ownership sales speculation for private profit as happened on a large scale at the

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onset of the Thatcher Council House big discounted, non-replaced ’giveaways’ back in 1980?? Question 5 In terms of atmospheric CO2 concentrations and climate records, nothing higher than 280 ppm (parts per million) existed for the whole of human existence until the industrial revolution. Very latest news puts ever increasing CO2 levels at over 415 ppm, now more than likely to accelerate into a 3 degrees rise in global temperatures by 2100 – double the 2015 Paris Climate Agreement –with sea levels rising probably 15 feet or more which, for example, exceeds the Hinkley C designed sea-wall defence height of some 13 feet, supposedly protecting a high- level radioactive on-site storage facility. Given that the Government, as well as SWAT, have declared "Climate Emergencies", surely Planning Committee must now make climate change mitigation an immediate material consideration in all planning and building regulation matters? AND with all existing planning and development permissions no longer fit for purpose, surely these MUST be reviewed ASAP for large uplifted sea level rises?

The Leader would provide a written answer to all of Alan Debenham’s questions.

Pip Sheard (Cycle Network) made the following statement in relation to a petition submitted to Full Council:- The petition that was being presented, was to go to both Somerset West and Taunton Council and Somerset County Council (SCC) and it called for funding bids from Government to achieve a transformational improvement to Taunton’s cycling and walking network. It had been signed by 1788 residents and was supported by 8 Parish Councils, along with 40 doctors, mainly consultants from Musgrove Park Hospital. SCC had failed to gain funding for schemes from bids to the Department of Transport and recently over £15 million had been spent on road schemes. The petition asked for the next bid to be for Taunton cycling projects. Taunton had massive potential for more cycling and walking journeys as an alternative to short car trips, which was highlighted in the Garden Town Vision. 50% of car journeys within the town were under 2 miles. An increase of cycling and walking would give multiple benefits, which included a reduction in pollution and congestion, improved health and even more reliable journey times. It also meant that residents saved money and it gave freedom and independence to those who did not have access to a car and needed to get a bus. An efficient transport system supported the economy and crucially what they were doing supported the Council’s Garden Town Vision and Draft Climate Change Strategy. Cycling to work in Taunton was already double the national average but there had not been a vast amount of investment over the last 15 years, so with investment they believed that Taunton could become a beacon cycling town as well as a Garden Town with good links to the surrounding towns and villages. They looked forward to the Council’s receipt of the petition.

Steve Altria (Creech St Michael Parish Council) made the following statement in relation to Agenda Item 12, Creech St Michael Neighbourhood Development Plan:- Many of the surrounding villages had been involved in the consultation on the Development Plan and he wanted to commend the Plan to the Council and

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thanked the officers for their support in getting the Plan to this stage and he looked forward to working with the Council in the delivery of the Plan, in particular dealing with the road safety issues in Creech St Michael.

75. To receive any communications or announcements from the Chair of the Council

The Chair started the meeting with a minutes silence for those affected by the London terror attacks.

She then advised all Councillors about the upcoming Full Council meeting dates and reminded them that the rules of purdah were to be adhered to during this meeting of Full Council.

76. To receive any communications or announcements from the Leader of the Council

The Leader advised Full Council that Councillor Alan Wedderkopp had resigned from the Executive and thanked him for all his work on his Portfolio.

She also reminded Councillors of the upcoming Mayor’s Christmas Carol Service being held in Vivary Park on 16 December 2019 and that the ice rink on Castle Green was due to open on 9 December 2019 and hoped that many people would visit and use the facility over the festive period.

77. To receive any questions from Councillors in accordance with Council Procedure Rule 13

Councillor Marcus Barr asked the following question:- With reference to Wellington Christmas Tree Lights, why was Wellington having to pay £24,000 to put up Christmas tree lights this year. When back in 2015 they were only charged £12,000. The Leader responded with the following:- There were a couple of reasons for the difference in cost, those were:-  The specification between now and 2015 was different. E.g. there were more lights, and more people were required to do the lights.  The Council hadn’t charged what the job actually cost. Last year the Council charged Wellington Town Council £21,000, which still wasn't a true cost.  And finally, although the Council had originally quoted a lower figure, it was not an attempt to make any money and the Clerk had been advised that any underspend would be returned to them.

78. Adoption of the international definition of Anti-Semitism

Resolved that Full Council adopted the International Holocaust Remembrance Alliance Working Definition on Anti-Semitism, including the examples.

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79. Financial Monitoring - 2019/20 as at 30 September 2019

During the discussion, the following points were raised:-  Councillors queried how the figures for Members Allowances had been underestimated. The Section 151 Officer advised that the figures had been set prior to officers knowing how many councillors and executive members there would be.  Councillors requested clarification on the figures reported to Scrutiny and why they differed to the figure within the Full Council report. The Section 151 Officer advised that the figures were often updated between the time they were reported to Scrutiny and Full Council.

The following questions would be provided with a written answer from officers:-  Councillors queried why the East Quay Loan was still included in the Capital Programme.  Councillors queried who was responsible for Operation Clean Sweep.  Councillors requested figures on bed and breakfast/homelessness costs to show how they had exceeded the budget.  Councillors queried who had decided not to have an ‘in-house’ pest control service.  Councillors queried how the Community Grant had been exceeded.  Councillors queried how officers had saved £408,000 on the insurance premiums.  Councillors highlighted that the car park income was under budget and requested a breakdown of the figures for each car park to show a comparison on the income generated by the pay on exit car parks.  Councillors queried what plans had been put in place to direct traffic towards the car parks.  Councillors queried whether there were any health implications with falling behind in the private water sampling.

Resolved that Full Council:- 1) Noted the Council’s forecast financial performance for 2019/20 financial year as at 30 September 2019; 2) Approved a Supplementary Budget of £747,000 in the General Fund Revenue Budget for transitional and service resilience costs in 2019/20, funded from the New Homes Bonus / Growth earmarked reserve; 3) Noted that the Executive approved a virement within the HRA Revenue Budget of £339,000, from in year underspend and managed savings to transitional and service resilience costs in 2019/20; and 4) Noted the risk to funding of future growth programme priorities, and committed to reviewing future options through the budget setting process.

80. Council Tax Support Scheme for 2020/21

During the discussion, the following points were raised:-  Councillors queried the score given for the potential growth on the risk matrix and what the driver for that was.

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Officers advised that it was easier to claim and therefore could lead to an increase in claims submitted.  Councillors queried whether Disability Living Allowance and Personal Independence Payment was disregarded in the calculations. Officers confirmed that they were both disregarded.  Councillors requested clarification on whether the Equality Impact Assessment (EIA) submitted in the previous year, would still be valid. Officers confirmed that because there had been no changes to the Scheme, it meant that the EIA could still be used.

Resolved that Full Council approved that the current CTS scheme for working age customers was retained for 2020/21.

81. Garden Town Charter and Checklist

During the discussion, the following points were raised:-  Councillors welcomed the document and it was a useful tool for the Planning Committee to use and suggested some training to be carried out with the Committee Members. The Portfolio Holder for Planning and Transportation agreed that a training session would advisable and supported officers in the arrangement of that.  Concern was raised that the document had been pushed through and that it would not carry any weight, especially with the introduction of the full Design Guide. The Portfolio Holder for Planning and Transportation advised that this document was only for the Garden Town area and would be used for planning decisions until the Design Guide was brought to Full Council in the New Year.  Councillors queried whether it incorporated zero carbon emissions. The Portfolio Holder for Planning and Transportation advised that the Local Plan Options document was due to go out for consultation and would include the priorities for new homes.  Councillors requested a more joined up process to include schools. The Portfolio Holder for Planning and Transportation agreed with the inclusion of schools within the document.  Councillors queried the possibility of the introduction of a district heating system. The Portfolio Holder for Planning and Transportation agreed and advised if the opportunity arose, he would be happy to investigate.  Councillors requested improved communications between the Planning and Building Regulations Departments. The Portfolio Holder for Planning and Transportation agreed and wanted building regulations specifications to be as high as possible.

Resolved that Full Council:- 1) Formally adopted the Taunton Garden Town Charter and Checklist as Council policy and technical guidance for development control purposes to help the Local Planning Authority assess the quality of proposed

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developments and to clearly set out the standard expected for well- designed homes and neighbourhoods in the Garden Town area; and 2) Authorised the Head of Strategy in consultation with the relevant Portfolio Holder to make any necessary minor editorial corrections and minor amendments to the document, and to agree the final publication style.

82. Creech St. Michael Neighbourhood Development Plan

During the discussion, the following points were raised:-  The Ward Councillors for Creech St Michael both supported the document and thanked everyone that had been involved in the work.  Concern was raised that in other areas that had adopted a Neighbourhood Plan, attention was not given to Section 106 part of the plan. The Portfolio Holder for Planning and Transportation agreed with the point made and advised that Planning would need to pay attention and give weight to the Neighbourhood Plan especially the Section 106 part.

Resolved that Full Council considered the Creech St Michael Neighbourhood Development Plan and that it be formally made as a Somerset West and Taunton Development Plan Document.

83. North Taunton Woolaway Project - Phase A Update and Home Owner Acquisition Budget

During the discussion, the following points were raised:-  Concern was raised on the stress and disruption to the community caused by the Project.  Councillors agreed with the delegation of decisions to the Director of Housing and the Portfolio Holder for Housing, to speed up the process, but wanted assurance that the decisions would be communicated to the Ward Councillors so they could assist with any queries raised by residents in the North Taunton area. The Portfolio Holder for Housing advised that she could be contacted at any time and was happy to arrange update meetings with the Ward Councillors prior to any decisions coming to Full Council.  The Shadow Portfolio Holder for Housing supported the recommendations and advised that the North Taunton units were in a worse state than those in the original report in 2013.  Councillors commended the officers for all their hard work carried out in the community and the high level of communication maintained throughout the progression of the Project.  Councillors queried whether the project would include passive housing. The Portfolio Holder for Housing advised that they had not intended to include any passive housing but hoped to be as close to carbon neutral as possible. Once the contract had been assigned, officers would ensure that carbon neutrality was included in the build specifications.  Councillors queried the quality of insulation used and didn’t want to miss out on the opportunity to build award winning housing with the area.

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 Councillors queried whether the private home owners within the North Taunton area had been given the option to swap to other properties. The Portfolio Holder for Housing would check and provide a written answer.

Resolved that Full Council:- 1) Delegated the decisions to progress the enabling works for the remaining Phases to the Director of Housing in consultation with the Portfolio Holder for Housing; 2) Delegated authority to the Director of Housing to negotiate and agree the purchase of the 19 private owned homes within Phases B – E of the North Taunton Woolaway Project area; 3) Approved a supplementary budget of £5.7 million for Phases B – E of the North Taunton Woolaway Project; 4) Approved an additional supplementary budget of £1.5 million for Phase A of the North Taunton Woolaway Project increasing the budget for Phase A from £7.2 million to £8.7 million; and 5) The budgets would be funded utilising a combination of capital receipts, Social Housing Development Fund revenue contribution, and capital borrowing. Council delegated the final funding arrangement to be determined by the S151 Officer in line with the Council’s capital and treasury strategies, prioritising affordability for the Housing Revenue Account set out in Table 2 in the report.

(The Meeting ended at 8.10 pm)

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SWT Full Council - 17 December 2019

Present: Councillor Hazel Prior-Sankey (Chair)

Councillors Simon Coles, Ian Aldridge, Benet Allen, Lee Baker, Marcus Barr, Mark Blaker, Chris Booth, Sue Buller, Norman Cavill, Dixie Darch, Hugh Davies, Dave Durdan, Kelly Durdan, Caroline Ellis, Habib Farbahi, Ed Firmin, Andrew Govier, Roger Habgood, Andrew Hadley, John Hassall, Ross Henley, Marcia Hill, Martin Hill, Marcus Kravis, Richard Lees, Sue Lees, Libby Lisgo, Mark Lithgow, Janet Lloyd, Dave Mansell, Simon Nicholls, Craig Palmer, Derek Perry, Martin Peters, Peter Pilkington, Andy Pritchard, Steven Pugsley, Francesca Smith, Federica Smith-Roberts, Vivienne Stock-Williams, Andrew Sully, Nick Thwaites, Ray Tully, Sarah Wakefield, Alan Wedderkopp, Danny Wedderkopp, Brenda Weston, Keith Wheatley, Loretta Whetlor and Gwil Wren

Officers: James Barrah, Lesley Dolan, Paul Fitzgerald, James Hassett, Gerry Mills, Clare Rendell, Amy Tregellas and Joe Wharton

(The meeting commenced at 6.15 pm)

84. Apologies

Apologies were received from Councillors P Bolton, J Hunt, P Stone, M Rigby, A Trollope-Bellew and T Venner.

85. Declarations of Interest

Members present at the meeting declared the following personal interests in their capacity as a Councillor or Clerk of a County, Town or Parish Council or any other Local Authority:-

Name Minute No. Description of Reason Action Taken Interest Cllr L Baker All Items Cheddon Personal Spoke and Voted Fitzpaine & Taunton Charter Trustee Cllr M Barr All Items Wellington Personal Spoke and Voted Cllr M Blaker All Items Wiveliscombe Personal Spoke and Voted Cllr C Booth All Items Wellington and Personal Spoke and Voted Taunton Charter Trustee Cllr N Cavill All Items West Monkton Personal Spoke and Voted Cllr S Coles All Items SCC & Taunton Personal Spoke and Voted Charter Trustee Cllr H Davies All Items SCC Personal Spoke and Voted Cllr C Ellis All Items Taunton Charter Personal Spoke and Voted

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Trustee Cllr A Govier All Items SCC & Personal Spoke and Voted Wellington Cllr Mrs Hill All Items Taunton Charter Personal Spoke and Voted Trustee Cllr R Lees All Items Taunton Charter Personal Spoke and Voted Trustee Cllr S Lees All Items Taunton Charter Personal Spoke and Voted Trustee Cllr L Lisgo All Items Taunton Charter Personal Spoke and Voted Trustee Cllr M Lithgow All Items Wellington Personal Spoke and Voted Cllr J Lloyd All Items Wellington & Personal Spoke and Voted Sampford Arundel Cllr D Mansell All Items Wiveliscombe Personal Spoke and Voted Cllr S Nicholls All Items Comeytrowe Personal Spoke and Voted Cllr C Palmer All Items Minehead Personal Spoke and Voted Cllr D Perry All Items Taunton Charter Personal Spoke and Voted Trustee Cllr M Peters All Items Taunton Charter Personal Spoke and Voted Trustee Cllr P All Items Timberscombe Personal Spoke and Voted Pilkington Cllr H Prior- All Items SCC & Taunton Personal Spoke and Voted Sankey Charter Trustee Cllr F Smith All Items Taunton Charter Personal Spoke and Voted Trustee Cllr F Smith- All Items Taunton Charter Personal Spoke and Voted Roberts Trustee Cllr V Stock- All Items Wellington Personal Spoke and Voted Williams Cllr R Tully All Items West Monkton Personal Spoke and Voted Cllr A All Items SCC & Taunton Personal Spoke and Voted Wedderkopp Charter Trustee Cllr D All Items Taunton Charter Personal Spoke and Voted Wedderkopp Trustee Cllr B Weston All Items Taunton Charter Personal Spoke and Voted Trustee Cllr L Whetlor All Items Watchet Personal Spoke and Voted Cllr G Wren All Items Clerk to Personal Spoke and Voted Milverton PC

86. Public Participation - To receive only in relation to the business for which the Extraordinary Meeting has been called any questions, statements or petitions from the public in accordance with Council Procedure Rules 14,15 and 16

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Phil Cookson spoke on Agenda Item 10, Commercial Investment Strategy:- I would like to request that each and every investment was only approved to go ahead after detailed carbon projections and a proposed carbon neutral action plan had been audited to ensure the capital and operational works during any construction and over the lifetime of the investment were achievable and had a robust monitoring and evaluation scheme legally integrated into the investment contracts and terms and conditions. Only in that way, would the Commercial Investment Strategy contribute to the delivery of a carbon neutral district by 2030

Nigel Behan asked the following questions:- Q1 Bus Provision/Contracts Would Somerset West and Taunton (SWT) divert focus and attention (with other Councils in Somerset) to Public Transport - starting with prioritising the creation of a comprehensive bus network (involving immediate investment) which was sustainable, affordable for all and inclusive? That might require Local Authorities pressing Government for the power to take over private (bus) contractors? Q2 Procurement “We were in the process of incorporating wording into our procurement processes that would aim to ensure that our suppliers and partners were actively working towards reducing their carbon and environmental footprints.” Presumably SWT would include a series of contractual requirements (with Key Performance Indicators including pollution penalties etc) which were measurable and meaningful. Was a model “Climate Emergency” procurement template available for inspection at present? Q3 Local Plan Review At the SWT Executive last month it was noted that: “Climate and Sustainability Implications” 8.1 The climate emergency, and our response to it, was a strong theme running throughout the document. The proposed policies aimed to mitigate the climate emergency and adapt to its effects. It covered issues including reducing carbon emissions through walking, cycling and public transport, the location of development in sustainable locations, the energy efficiency of buildings, renewable energy, biodiversity enhancements, tree planting and flood risk.” Whilst perhaps implicit there did not appear to be direct reference to setting up practical actions to reduce pollutants in the environment merely, for instance, as an example, “7b/7 Not worsen, and where possible improve the quality, quantity and availability of the water resource, reduce flood risk “And: “Improve air quality in Air Quality Management Areas (AQMAS) at the A358 in Henlade and East Reach, Taunton.” Should the policy approach (es) be more robust and “ambitious”?

Councillor P Pilkington, Portfolio Holder for Climate, would provide a written answer to all of Nigel Behan’s questions.

87. To receive any communications or announcements from the Chair of the Council

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The Chair advised that she was sending round a collection pot for Councillors to make a contribution towards the local Food Banks, to provide assistance for those in need at this time of year.

88. To receive any communications or announcements from the Leader of the Council

The Leader made the following announcements:-  She reminded Councillors that the ice rink at Castle Green was now open and proving very successful.  The swimathon was taking place in the February 2020 half term week and she was looking for some volunteers to join her team.  As many Councillors would be aware, part of the harbour wall at Watchet had collapsed and left a large hole in the sea defences.

Chris Hall then gave the following information to Full Council:- Today was the first day of visible works with a 13 tonne excavator and pecker being diverted from other coastal works to our location. The machine had spent the day removing lose sections of the Quay surface, exposing the full scale of the hole, and breaking up a large pieces of concrete within the hole in preparation for the geotextile membrane and rock amour that was to be installed tomorrow. The decision was made not to remove the archway as technical advice led us to the conclusion that to remove it would place us at risk of further material loss from the sea facing section. The contractors on site today had been through a range of options with us in regard to the surface of the material that was exposed, my report yesterday suggested that shot fired concrete was being considered and whilst that remained a possibility there were very real concerns that it wouldn’t last. We had seen more material loss today, although considerably less than in the previous 48 hours. To deliver that as a solution would require preparation and equipment, that took time to bring to site and might be too late upon arrival due to the fragility of the surface, alternatively the work was undertaken but did not last, we continued to take advice on this as well as the risk associated with all aspects of the works. Today had also been a busy planning day and we had been able to secure 50 of the 200 tonnes of material, in the right size, that was needed, this would start arriving to site tomorrow (Wednesday) as would a larger excavator and the geotextile material. The Lego blocks from the Environment Agency would also be delivered tomorrow and the car park had been cordoned off in preparation for that. We expected tomorrow to be very busy with activity on the wall and wider traffic movements of large vehicles starting from 7 am, traffic planning for that was also underway. In conducting these works we continued to liaise with the Marina Operator, the Onion Collective, the Town Council, and of course the residents and visitors who had been taking an interest in the incident.

89. To receive only in relation to the business for which the Extraordinary Meeting has been called any questions from Councillors in accordance

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with Council Procedure Rule 13

No questions were received from Councillors.

90. Receipt of Petition on behalf of Extinction Rebellion

Presentation for Extinction Rebellion Petition on Climate Change David Hincks and Fran Hicks introduced themselves to the Councillors and gave the following speech:- We all knew a climate emergency was declared by SWT Council back in February 2019 and that was a great start, and we also all knew it was no good shouting “fire” and then all sitting down to have a cup of tea. Actually we did recognise that SWT was already making some good moves. Park and Ride extension, grants for outlying areas to have electric vehicle power points installed, St James Street pedestrianisation, improvements at the Railway Station, were all examples of steps already underway, but much more needed to be done, and quickly. Q. So, Fran, was the target set for net zero carbon emissions in the district by 2030 ambitious enough? It was certainly better than the Government’s current national target of 2050, but I urged the Council to set its sights even higher. It would be too late if we got to 2030 and looked back thinking we should have done more. We had to be ambitious. Very ambitious. The situation demanded it. Q. Could you give some examples of policy areas that the Council should be looking at to achieve carbon reductions? Actually probably every area that fell within the ambit of local authority governance. If we took Transport, for example, we needed to find ways of incentivising people to lessen their dependence on cars, so better public transport, better transport links, encouragement of car sharing schemes, more traffic free areas, reliable park and ride going forward, incentives for taxis and buses to move away from petrol and diesel engines, better cycling routes and infrastructure, and so on.... Those were all things that a Citizens Assembly (CA) could consider in more detail and provide guidance on to Council. Q. So Fran, could you tell us a bit more about CAs and why you thought one was needed? Big subject. We were facing a challenge of unprecedented change in an unprecedented time frame. Human nature was what it was, and most people disliked change. But what we did or didn’t do over the next ten years would determine whether we could slow the acceleration of destruction sufficiently to pull us back from the brink, or whether the snowball of runaway climate change would just speed us exponentially towards an unliveable future. Q. So you saw Citizens Assemblies as a way of overcoming public resistance to change? Yes, there would almost certainly be some discomfort in and even resistance to the initial changes. I was on the advisory panel around public spaces and the closing of St James Street and experienced at first hand the initial kick back for that scheme. It was crucial that time was not lost in multiple protracted internal meetings, and that the issues were instead properly presented to a wide-ranging group of citizens, with the potential gains being understood and supported by the

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public as a result. That could be achieved through the use of a Citizens Assembly. Q. And how would a Citizens Assembly actually work to achieve that? Well, it would demonstrate the Council’s willingness to engage in deliberative democracy, by inviting ordinary people to learn about good deliberative practices, to hear from experts and stakeholders, and to be led by trained and experienced facilitators, from an independent body, and to come to decisions in a thoughtful and timely manner. Then to vote on options, which would be put to Council and if above a certain percentage, duly adopted. Of course it made sense for that to be done at a County level also, and discussions were ongoing with Somerset County Council about that, but SWT could set a lead by example. Q. And what sort of shape or structure might a CA have? Precise models for CAs varied, in size, scope, and potential cost, and we were more than happy to meet with Council representatives in January 2020 to discuss possible formats and approaches in more detail. One possibility might be to run a smaller version of a CA: sometimes referred to as a Citizen’s Jury. That would work in the same way as a CA, but would take less time, money and people. Q. What other benefits might a CA have? This isn’t just about a need to address the climate and ecological crisis, it was also an opportunity to address the deep malaise that affected our existing democratic system, and to give people a sense that their views and experience count, not in a polarised way but in a rounded and thorough way, going beyond just putting issues out for consultation. Our contention was that, based on the positive existing examples of deliberative democracy practices both from in this country (e.g. Camden Borough Council, Devon County Council, Oxford City Council and the Welsh National Assembly) and across the world (e.g. Ireland, Belgium, Poland, France and Spain), it wouldn’t be just what we did in addressing the challenges of the climate and ecological crisis that got remembered but the way that we did it. Well, thank you Fran for all that information. It’s a lot to take in and there was of course a lot more that could be said, however we’re running out of time. Thank you for listening and we hoped SWT could now rise to the challenge and act appropriately on the proposals set out in our Petition, in summary: 1) Be bold and implement policies aiming at net zero by 2025, not 2030 2) Put carbon emissions and consumption levels at the heart of policy and all decision making, and 3) Got the public mandate to agree the urgency for action, and the bold steps needed through a Citizens Assembly: active participation not just passive consultation.

The following comments were raised during the discussion:-  Councillors supported the move towards carbon neutrality and the implementation of new policies to work towards that, but were unsure that a CA was the best way to achieve that.  Concern was raised that if Councillors agreed to set up a CA that it would take away resource from the work needed to create new strategies.  Councillors highlighted that SWT had already confirmed their commitment to climate change and raised concern on the CA model being used and that it would not give any added value to the work needed.

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 Councillors welcomed the petition because it provoked a debate on climate change.  Councillors highlighted that it had been a challenging year and were thankful for all the projects that had already been achieved so far.  The Leader confirmed she would be happy to meet with the members of Extinction Rebellion in 2020 to discuss the options.

91. Access to Information - Exclusion of the Press and Public

Resolved that the press and public be excluded during consideration of agenda items 9 and 10 on the grounds that, if the press and public were present during the item, there would be likely to be a disclosure to them of exempt information of the class specified in Paragraph 3 of Part 1 of Schedule 12A of the Local Government Act 1972 as amended as follows: The items contained information that could release confidential information that related to the financial or business affairs of any particular person (including the authority holding that information). It was therefore agreed that after consideration of all the circumstances of the case, the public interest in maintaining the exemption outweighed the public interest in disclosing the information.

92. Mixed use development at Seaward Way, Minehead

Resolved that Full Council:- 1) Approved an increase to the Supplementary budget within the Capital Programme to enter into a JCT design and build contract with the main contractor to build out: a. Two light industrial units to the east of the site, as per planning permission 3/21/18/021 (and previous November 2017 resolution); and b. The common infrastructure elements of the site, (thus enabling future development of the residential scheme), prior to completion of the sale of the residential plot. 2) Noted the application for Homes England small sites fund grant for infrastructure works; 3) Delegated authority to officers to explore design changes to industrial unit no.2 to increase let-ability, subject to planning permission, whilst remaining within the current budget and business case; and 4) Delegated authority for the Director of Housing together with the S151 Officer and Asset Management to progress options for development and/or disposal of remainder of site.

93. SWT Commercial Investment Strategy

Resolved that Full Council approved the Commercial Investment Strategy as per the confidential recommendations included with the report.

(The Meeting ended at 9.40 pm)

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SWT Full Council - 14 January 2020

Present: Councillor Hazel Prior-Sankey (Chair)

Councillors Simon Coles, Ian Aldridge, Benet Allen, Lee Baker, Marcus Barr, Mark Blaker, Chris Booth, Sue Buller, Norman Cavill, Dixie Darch, Hugh Davies, Caroline Ellis, Habib Farbahi, Ed Firmin, Andrew Govier, John Hassall, Ross Henley, Marcia Hill, Martin Hill, John Hunt, Marcus Kravis, Andy Milne, Richard Lees, Sue Lees, Libby Lisgo, Mark Lithgow, Janet Lloyd, Dave Mansell, Simon Nicholls, Craig Palmer, Derek Perry, Martin Peters, Peter Pilkington, Steven Pugsley, Mike Rigby, Francesca Smith, Federica Smith-Roberts, Vivienne Stock-Williams, Andrew Sully, Anthony Trollope-Bellew, Ray Tully, Sarah Wakefield, Alan Wedderkopp, Brenda Weston and Loretta Whetlor

Officers: Lesley Dolan, Marcus Prouse, Amy Tregellas, Tim Bacon, Joe Wharton, Paul Fitzgerald, James Hassett, Robert Hillier, Lisa Redston, Mark Wathen and Jack Johnston

(The meeting commenced at 6.15 pm)

94. Apologies

Apologies were received from Councillors P Bolton, D Durdan, K Durdan, R Habgood, A Hadley, C Morgan, A Pritchard, P Stone, N Thwaites, T Venner, D Wedderkopp, K Wheatley.

95. Declarations of Interest

Members present at the meeting declared the following personal interests in their capacity as a Councillor or Clerk of a County, Town or Parish Council or any other Local Authority:-

Name Minute No. Description of Reason Action Taken Interest Cllr L Baker All Items Cheddon Personal Spoke and Voted Fitzpaine & Taunton Charter Trustee Cllr M Barr All Items Wellington Personal Spoke and Voted Cllr M Blaker All Items Wiveliscombe Personal Spoke and Voted Cllr C Booth All Items Wellington and Personal Spoke and Voted Taunton Charter Trustee Cllr N Cavill All Items West Monkton Personal Spoke and Voted Cllr S Coles All Items SCC & Taunton Personal Spoke and Voted Charter Trustee Cllr H Davies All Items SCC Personal Spoke and Voted

SWT Full Council, 14 01 2020 Page 25

Cllr C Ellis All Items Taunton Charter Personal Spoke and Voted Trustee Cllr A Govier All Items SCC & Personal Spoke and Voted Wellington Cllr Mrs Hill All Items Taunton Charter Personal Spoke and Voted Trustee Cllr J Hunt All Items SCC & Bishop’s Personal Spoke and Voted Hull Cllr R Lees All Items Taunton Charter Personal Spoke and Voted Trustee Cllr S Lees All Items Taunton Charter Personal Spoke and Voted Trustee Cllr L Lisgo All Items Taunton Charter Personal Spoke and Voted Trustee Cllr M Lithgow All Items Wellington Personal Spoke and Voted Cllr J Lloyd All Items Wellington & Personal Spoke and Voted Sampford Arundel Cllr A Milne All Items Porlock Personal Spoke and Voted Cllr S Nicholls All Items Comeytrowe Personal Spoke and Voted Cllr C Palmer All Items Minehead Personal Spoke and Voted Cllr D Perry All Items Taunton Charter Personal Spoke and Voted Trustee Cllr M Peters All Items Taunton Charter Personal Spoke and Voted Trustee Cllr P All Items Timberscombe Personal Spoke and Voted Pilkington Cllr H Prior- All Items SCC & Taunton Personal Spoke and Voted Sankey Charter Trustee Cllr M Rigby All Items SCC & Bishops Personal Spoke and Voted Lydeard Cllr F Smith All Items Taunton Charter Personal Spoke and Voted Trustee Cllr F Smith- All Items Taunton Charter Personal Spoke and Voted Roberts Trustee Cllr V Stock- All Items Wellington Personal Spoke and Voted Williams Cllr R Tully All Items West Monkton Personal Spoke and Voted Cllr A All Items SCC & Taunton Personal Spoke and Voted Wedderkopp Charter Trustee Cllr B Weston All Items Taunton Charter Personal Spoke and Voted Trustee Cllr L Whetlor All Items Watchet Personal Spoke and Voted

Councillor Mark Blaker declared a prejudicial pecuniary interest in respect of the Petition from My Theatre Matters (Brewhouse) as Director of a Café participating at the Brewhouse and declared he would leave the room for that item.

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96. Public Participation - To receive only in relation to the business for which the Extraordinary Meeting has been called any questions, statements or petitions from the public in accordance with Council Procedure Rules 14,15 and 16

A. Ms Bryony Chetwode (Company Secretary – TravelWatch SouthWest ) had submitted the following statement in relation to Item 9 – Taunton Bus Station;

In response to negotiations for the sale of Taunton Bus Station with the Council as potential purchasers, we would like Councillors to ensure any course of action will enable two key outcomes for passengers:

1. Provision of adequate and convenient facilities in town. “Adequate” should be taken to include W.C.s, refreshment, information and shelter. This is especially important for those with accessibility issues, and in encouraging greater public transport use as necessary to tackle environmental issues. 2. Solutions which bear in mind the need for adequate interchange, capable of absorbing the required network growth and potential to increase bus and railway connections. This must be accessible, appropriate, and weatherproof at the station. The Community must be engaged around future bus interchange provision We hope you will engage with TravelWatch SouthWest by working collaboratively to find the optimum solution for the community, not missing this opportunity to support the growth plan, sustainable transport use, and flow of human resources across the Somerset. TWSW is used to working with Local Government, National Government, Operators and Community Groups, Passengers, and NGO’s, which has given us understanding of triggers for use and avoidance of public transport services.

Taunton community needs reassurance that there will be a good Interchange at all times. The facility provided by the bus station is an asset to passengers and the town, although improvements would be welcomed. If an alternative plan is developed there must not be reduced facility for the community Taunton serves in the short, medium, or long term. An alternative plan should enhance the passenger experience and be considered as an opportunity to improve the cost, reliability, quality, interchange, and perceived safety of public transport use.

Beyond the immediate Building The Bus Interchange is important as an appropriate scheme could us station could provide an opportunity to address the community concerns: 1. Ageing Population: Good, straightforward, bus connections enable vulnerable people to be delivered from isolation and access services and retain independence without the expense of Council funded transport. 2. Declining High Street; Public transport can deliver people in close proximity of businesses and in (with less congestion and bus priority) better time. As we move to a more leisure-based society public transport

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enables the pubs and restaurant to receive business without risking lives as a consequence of drink driving. 3. Social inclusion: The Social Mobility Index shows that the connecting rural communities Taunton serves are as challenged as those in the North of England. Bettering the connectivity is crucial to improving opportunity and retaining our young talent. 4. Accessibility: A good interchange enables access to services and other routes. This is essential for the aging population, vulnerable, child burdened, luggage laden, and weather shy. In a town with an aging population, tourists, County hospital connections, a plan for growth and inclusion, and South Westerly weather, this is logical. 5. Air Quality and Climate Change: The costs of these are both local and global. The benefits of a switch from car to public transport are well documented. Tackling congestion, providing alternatives to cars, and sustainable interchanges form part of a good bus interchange plan and would help the Council meet the Climate Emergency objectives. Time for a Step Change in Taunton We would be very pleased if the Council could work with the TWSW and the community when addressing the issues above as it is our aiming to bring a better experience for passengers.

It may even be possible to tie in with future government funding initiatives, whether attached to bus companies buying into sustainability, digitalisation or High Street regeneration.

We need this project to deliver a step change for Users.

B. Mr David Redgewell (Vice Chair – Severnside Rail Future ) had submitted the following statement in relation to Item 9 – Taunton Bus Station; From a passenger perspective and an organisation which considers Taunton to be a major transport interchange of the SouthWest, whilst we welcome the new bus rail interchange Taunton Station, we are acutely aware that the design of the interchange being built by Network Rail and First Group only involves 5 bus bays. Therefore, we would be extremely concerned if the Council thought that by shutting Tower Street Bus station that these facilities could be replaced at Taunton Railway Station, without considerable amounts of work and investment in building. We therefore think it is essential that we retain the bus station for its regional connectivity (Wellington, Tiverton, Axminster, Wells and Burnham and Bridgewater), as well as being a major hub for national express. Whilst we wouldn’t be against the relocation of the bus station within the town centre and are aware that the Crescent has been previously considered, we would not consider it appropriate to make the Parade into a linear bus Station. The bus station currently includes a café, information centre, staff accommodation and toilets. We would urge the Council to consider full Consultation allowing engagement with Somerset Bus Users, TravelWatch

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SouthWest, UK Citizens, and Transport Focus etc. There must be consultation with. We would have liked the opportunity to raise this in a public forum but understand this could not happen for an exempt item. Therefore, we are asking that this letter is circulated to members of the Executive. We must emphasise that, our concern is with retention of facility to the community and not in the land and that if the facility is moved, we would like full consultation with key stakeholders. C. Mr Nigel Behan asked the following questions in relation to Item 9 – Taunton Bus Station;

1. Will Somerset West & Taunton (SWT) commit (as part owner of the site) to continue to maintain the site as a Bus Station and in conjunction with Somerset County Council (SCC) who state:

“Together we look at the transport requirements throughout Somerset and work out the best way to achieve a comprehensive and efficient transport network.”

And

“We have long recognised the benefits of sustainable modes of transport and is committed to encouraging residents, businesses and visitors to the county to adopt a positive, healthy lifestyle which embraces walking and cycling as a regular part of their daily routine wherever possible.”?

2. As “The County Council and District Councils are working together to produce a joint Climate Emergency Strategy” will the survey/”Have your say” drops-in consult on public transport (including an expansion of the bus and train network) and appropriate infrastructure that is necessary for this purpose: for instance securing the existing Bus Station and creating public transport hubs (interchanges) etc?

3. How will Service Users, Electors, Citizens, Residents and Council Taxpayers be meaningfully consulted on the future of Taunton Bus Station and additionally an integrated Public Transport (buses and trains etc) Network (and prioritising it as part of tackling (anthropogenic) climate change) in Somerset West and Taunton (and beyond)?

Councillor Marcus Kravis (Portfolio Holder for Asset Management and Economic Development) thanked Mr Behan for his questions and responded that whilst the item was to be held in confidential session, he would say that for economic and social reasons the Council was keen to ensure there was a more than suitable bus service for the whole of the district. Any decisions around the Bus Station

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and whether it stays open or closed is down to the Bus Company and also the County Council bears responsibility.

97. To receive any communications or announcements from the Chair of the Council

The Chair wished everyone present a Happy New Year. The Chair and the Mayor of Taunton, Cllr Francesca Smith had met with PROMISE mentoring, a registered charity which helped mentor young people from early years right up to young adults who are care leavers. If Councillors were interested in becoming mentors the Chair had further information and leaflets to share.

The Chair highlighted the upcoming Taunton Swimathon, of which there was hoped to be a Mayor of Taunton’s team and a request for sponsorship was made.

Councillors were notified of the thanks that had been received from Taunton Foodbank from all the food and monies that was collected at the previous Full Council before Christmas.

The Chair reminded Councillors of the upcoming Holocaust Memorial Service on the 27th January 2020 at St. John’s Church, Taunton, which would also be the 75th anniversary of the liberation of the Auschwitz concentration camp.

98. To receive any communications or announcements from the Leader of the Council

The Leader of the Council clarified that in terms of the Taunton Swimathon the Mayor of Taunton had declared that the Leader of the Council would also be submitting a team and would be swimming at the event. Councillors Henley, Booth and Kravis would be joining, and she encouraged other Councillors to come forward for a brilliant cause.

The Leader declared that the Ice Rink which had been installed in Castle Green, Taunton, over the Christmas period had been very successful and was predicted to make a small profit for the District. The Leader was currently in discussions to use that profit to go towards the Council’s climate change agenda, to offset some of the carbon emissions that the rink generated. She commended the work of the Communications team and in particular Officers Georgie Andrews and Craig Stone.

Councillors would have seen in the news in the last week or so of the decision of Somerset County Council to push to become a Unitary Authority. The District Councils in the region were working collaboratively on an alternative suggestion as the Districts believed that services were much better delivered at a local level and were already doing great things there in that regard around partnership working. The Leader promised to keep the Council, and the public up to date as the situation unfolded.

99. To receive only in relation to the business for which the Extraordinary

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Meeting has been called any questions from Councillors in accordance with Council Procedure Rule 13

No such questions in accordance with Council Procedure Rule 13 had been received.

100. Receipt of Petition on behalf of My Theatre Matters (Brewhouse)

Ms Val Hammond (Chair of Trustees of Taunton Theatre Association) presented the petition’s demands on behalf of My Theatre Matters which had been included within the Agenda along with a pro-forma assessing the potential approvals required;

Good evening Councillors I am Val Hammond, Chair of Trustees of Taunton Theatre Association, which as you know is a registered charity and which has successfully revived your capital asset The Brewhouse Theatre and Arts Centre in Taunton. The petition was originally presented to Council on the 8th October 2019 where it had been signed by over 3000 people. The petition requested an increase in funding to enable Taunton Theatre Association to sustain its high quality and accessible and diverse arts centre in Somerset’s County Town due to the planned redevelopment being put on hold by the Council’s new administration. The great majority of the signatories live in the District but some of them further afield evidencing the venues positive economic impact.

Taunton Theatre Association is the largest provider of arts and culture in the District, providing a rich and diverse programme at our base and increasingly working with others across the region and nationally. We’re a successful organisation, offering over a thousand events each year, six to seven days a week, day and night and with visitors now reaching 72,000 people a year. As you will recall, four years’ work with the previous Council resulted in well researched, realistic and ambitious plans for a Multi-Purpose Venue with a 750 seat theatre, cinema, studio theatre, art gallery, and cultural space. This flexible and sustainable venue would re-invigorate Taunton and benefit the whole region and its people. The project, anticipated for the Brewhouse site, could be re-purposed to provide a spectacular centrepiece for Firepool.

However, rather than repeat the presentation that was made to Council in October I would like to comment on the proposal before you and update on what has happened since then. I must emphasise, that the request for additional funding did not originate from TTA but was made in response to a request from the Council on 1st April 2019 to set out clearly the financial implications of the proposed Brewhouse development not going ahead as planned. On the basis of this TTA brought forward a financial proposal demonstrating the additional costs necessary to sustain its cultural programme if it were to remain in the aged and seat limited Brewhouse facility we showed both best and worst case scenarios. Best case TTA winning grants from elsewhere, worst case based on not winning any grants at all. Something we have not experienced to date, although grants are usually dependent on there also being local Council support.

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In the papers before you tonight, the figures showed the worst case for one year, that year has been rounded up and presented as if it was the case for each year. I put it to you that although it is wise to consider the worst case, the way it is presented is misleading especially as it includes the existing grant. We anticipated negotiation on would, could and couldn’t be afforded and to be asked to taper our request accordingly. Instead there have been no discussions on this particular aspect and little engagement recently. With uncertainty surrounding the planned redevelopment and funding TTA are in limbo, uncertain if we can continue to deliver the breadth and quality of arts provision successfully developed since we re-opened the Brewhouse in 2014, and as demanded by the public.

The re-development project, which could solve the sustainability issue, is on hold whilst The Brewhouse, the Council’s own asset further degrades, for example, during the Christmas show, The Railway Children, which was itself very enthusiastically received by very strong audiences, we had to close the Theatre to the public and cancel performances when water poured through the roof and into the main electricity board. We were grateful for the supply of the Council’s maintenance team, but must emphasise that this kind of unplanned expense is very likely to occur due to the age and structure of the building. A reason for looking seriously at redevelopment. For our part, TTA has already taken the difficult decision to close the premises on Mondays and further changes may be necessary without sufficient funding.

I would ask you please tonight to think carefully about your decision. It could well affect the future economic development of our County Town. As The Brewhouse is a key driver of the day and night-time economy and brings people from across the region as well as meeting local needs. The variety and scope of activities that we offer are unlikely to be delivered at any other centre on such a consistent basis across the whole age groups and cultural spectrum. We appreciate the Council has many demands on its funds and attention, but we must say that from our own hard-won experience it is harder to generate a lost theatre than to keep a successful venture going. Please support and engage with us to find a solution that works for all. Thank you.

Councillor Benet Allen (Portfolio Holder – Communications and Culture) responded and thanked Val for her presentation, and appreciated the work that The Brewhouse has done over the last four years. The petition did not make direct mention of the financial situation but he confirmed that there is provision in the forthcoming budget to maintain the £132,000 per annum which is the extent to which the Council currently subsidised The Brewhouse. He pointed out that there was another fairly large theatre in the District in Minehead which received absolutely no Council subsidy at all. They were quite good at fundraising and he implored The Brewhouse to look in all directions for funds. There was also an extra £28,000 in the current budget which he believed was for essential statutory maintenance to the building and to keep it running. The Council was very pleased with the TTA’s stewardship of The Brewhouse but he thought we could all agree that The Brewhouse was not in a very good physical shape and the building has got some very serious problems and rebuilding on that site may not be the easiest way forward. There was also, as he was sure everybody was aware, a

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rectangle on the new Firepool Development Plan marked ‘venue’ and as most people were aware there was talk about moving The Brewhouse or some theatre into that slot. So the existing building we have got wasn’t really going to do the trick. Nonetheless the current subsidy would continue and he responded as to why the previous report wasn’t brought to Full Council. Simply we had been advised by our s151 officer that there was no budgetary provision to provide the extra £1.2 million pounds being asked for over three years and the report was pulled on that basis. Since we were considering new developments over at Firepool we must necessarily keep the project on hold for the time being. TTA were asked to continue to do the excellent work that they had been doing and obviously to look for funds wherever they could find them. They would be aware that they cannot rely on the District Council as a sole source of funding and the Council had many demands on its funding and we were doing our best to allocate our funds as we could. We would continue to engage in dialogue with The Brewhouse about current operations and its long-term future.

Councillor Caroline Ellis made comments of support for The Brewhouse and the TTA and considered it a vital part of Taunton and the wider district. She requested access to the previous feasibility study which included the business case and plan for the redevelopment of The Brewhouse and the previous thinking of the last administration. As an organisation we needed a much better grip on arts and culture. It was a really important partnership and a better way was needed going forward of resolving this. The Brewhouse was vital for the town.

Councillor Norman Cavill stated that the economic impact of The Brewhouse in the last year had amounted to £2.4 million and a large amount of that had been retained in the area. If you were moving a company into the area you need that arts culture, and this was necessary to the town being a growing town. You had to have a vibrant theatre offer, that is full-time and of a size that makes it viable.

Councillor Federica Smith-Roberts (Leader of the Council) responded that she partly echoed Cllr Allen’s points and appreciated that it has taken time to get to this point. The Leader advised that there had been difficulties since coming in as a new administration in May 2019 when the Transformation Programme did not survive impact with reality. There are many things we have had to initiate to ensure that basic services are stabilised such as grass cutting, telephone calls answered and bins are collected. That stabilisation has been the paramount focus of the Council, and along the way we had advised TTA that the new administration does value arts and culture, but despite what may have been said by the previous administration, there were not the funds available to build a new building or provide the £1.2 million request which was not in the budget in October. The Council would be continuing to provide a grant, which is one of the biggest grants that the Council gives out and is proposed to continue in budget setting and is for Council to decide and dialogue would of course continue. The Leader personally reiterated her belief that TTA did great things, with her own family and friends seeing shows recently and there were really great opportunities for all of us including local children to go. TTA did a fantastic job, unfortunately there are so many different pulls on our services the Council just needed to spin all those plates, and whilst it’s just taking a little bit of time to get there we are going as fast as we can.

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The Chair drew the item to a close, and as no motions were forthcoming by default the Council decided to take no further action.

101. Access to Information - Exclusion of the Press and Public

RESOLVED that the press and the public be excluded from the meeting for the items numbered 9 and 10 on the Agenda as the items contained exempt information as defined in Paragraph 3 of Part 1 of Schedule 12A to the Local Government Act 1972, and the public interest in withholding the information outweighed the public interest in disclosing the information to the public.

102. Taunton Bus Station

Councillor Marcus Kravis (Portfolio Holder for Asset Management and Economic Development) introduced the report and proposed the recommendations as written in the confidential report.

During the course of the debate and discussion in confidential session an amendment was proposed by Councillor Blaker and seconded by Councillor Aldridge as follows;

i. This Council expresses concern that changes to Bus Services might negatively impact on residents across the District, and will seek to engage with both Somerset County Council and First Bus to understand and scrutinise the proposals.

The amendment to the motion was discussed and thus put to the vote where it was lost.

RESOLVED that the Council approved the recommendations as written in the confidential report.

103. Firepool

Councillor Marcus Kravis (Portfolio Holder for Asset Management and Economic Development) introduced the item and moved the recommendations as written in the report. Tim Bacon, the Council’s Specialist Officer then gave Councillors a brief presentation.

Council RESOLVED:

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1. Business Case development continues as set out in the confidential report including further external advice on the scheme as a whole, sought on the business case work prepared and the outcome is reported back to Council this includes the costs of design development for an LDO, detailed design on Blocks 1 and 2, business case development for the venue and on delivery options including the possibility of developing the site through a Special Purpose Vehicle and project team costs.

2. The Council allocated a confidential budget amount for the next phase of the development work for the site, to be spent across the 2019/20 and 2020/21 financial years.

3. The budget to be funded by a confidential budget amount from the Economic Growth and Prosperity Fund underwritten by the Business Rates Smoothing Reserve and a confidential amount from the Town Centre Regeneration existing budget allocated within the Growth Programme.

4. Continued negotiations with the current prospective occupiers in consultation with the S151 Officer and Asset Management.

5. That a Local Development Order is started as soon as possible together with the other planning development work as set out in the confidential report.

Councillor Lisgo declared a wish that her vote of abstention was recorded in the minutes.

(The Meeting ended at 8.50 pm)

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SWT Full Council - 27 January 2020

Present: Councillor Hazel Prior-Sankey (Chair)

Councillors Simon Coles, Ian Aldridge, Benet Allen, Lee Baker, Marcus Barr, Mark Blaker, Chris Booth, Paul Bolton, Sue Buller, Norman Cavill, Dixie Darch, Hugh Davies, Dave Durdan, Kelly Durdan, Caroline Ellis, Habib Farbahi, Ed Firmin, Andrew Govier, Andrew Hadley, John Hassall, Martin Hill, John Hunt, Marcus Kravis, Andy Milne, Richard Lees, Sue Lees, Libby Lisgo, Mark Lithgow, Janet Lloyd, Chris Morgan, Craig Palmer, Derek Perry, Martin Peters, Peter Pilkington, Andy Pritchard, Steven Pugsley, Mike Rigby, Francesca Smith, Federica Smith-Roberts, Vivienne Stock-Williams, Andrew Sully, Nick Thwaites, Anthony Trollope-Bellew, Ray Tully, Terry Venner, Sarah Wakefield, Alan Wedderkopp, Danny Wedderkopp, Brenda Weston, Loretta Whetlor and Gwil Wren

Officers: James Barrah, Lesley Dolan, Paul Fitzgerald, Chris Hall, James Hassett, Steve Hughes, Wendy Lewis, Lisa Redston, Clare Rendell and Amy Tregellas

(The meeting commenced at 6.15 pm)

104. Apologies

Apologies were received from Councillors R Habgood, R Henley, Marcia Hill, D Mansell, S Nicholls, P Stone and K Wheatley.

105. Declarations of Interest

Members present at the meeting declared the following personal interests in their capacity as a Councillor or Clerk of a County, Town or Parish Council or any other Local Authority:-

Name Minute No. Description of Reason Action Taken Interest Cllr L Baker All Items Cheddon Personal Spoke and Voted Fitzpaine & Taunton Charter Trustee Cllr M Barr All Items Wellington Personal Spoke and Voted Cllr M Blaker All Items Wiveliscombe Personal Spoke and Voted Cllr P Bolton All Items Minehead Personal Spoke and Voted Cllr C Booth All Items Wellington and Personal Spoke and Voted Taunton Charter Trustee Cllr N Cavill All Items West Monkton Personal Spoke and Voted Cllr S Coles All Items SCC & Taunton Personal Spoke and Voted Charter Trustee

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Cllr H Davies All Items SCC Personal Spoke and Voted Cllr C Ellis All Items Taunton Charter Personal Spoke and Voted Trustee Cllr A Govier All Items SCC & Personal Spoke and Voted Wellington Cllr J Hunt All Items SCC & Bishop’s Personal Spoke and Voted Hull Cllr R Lees All Items Taunton Charter Personal Spoke and Voted Trustee Cllr S Lees All Items Taunton Charter Personal Spoke and Voted Trustee Cllr L Lisgo All Items Taunton Charter Personal Spoke and Voted Trustee Cllr M Lithgow All Items Wellington Personal Spoke and Voted Cllr J Lloyd All Items Wellington & Personal Spoke and Voted Sampford Arundel Cllr A Milne All Items Porlock Personal Spoke and Voted Cllr C Morgan All Items Stogursey Personal Spoke and Voted Cllr C Palmer All Items Minehead Personal Spoke and Voted Cllr D Perry All Items Taunton Charter Personal Spoke and Voted Trustee Cllr M Peters All Items Taunton Charter Personal Spoke and Voted Trustee Cllr P All Items Timberscombe Personal Spoke and Voted Pilkington Cllr H Prior- All Items SCC & Taunton Personal Spoke and Voted Sankey Charter Trustee Cllr M Rigby All Items SCC & Bishops Personal Spoke and Voted Lydeard Cllr F Smith All Items Taunton Charter Personal Spoke and Voted Trustee Cllr F Smith- All Items Taunton Charter Personal Spoke and Voted Roberts Trustee Cllr V Stock- All Items Wellington Personal Spoke and Voted Williams Cllr R Tully All Items West Monkton Personal Spoke and Voted Cllr T Venner All Items Minehead Personal Spoke and Voted Cllr A All Items SCC & Taunton Personal Spoke and Voted Wedderkopp Charter Trustee Cllr D All Items Taunton Charter Personal Spoke and Voted Wedderkopp Trustee Cllr B Weston All Items Taunton Charter Personal Spoke and Voted Trustee Cllr L Whetlor All Items Watchet Personal Spoke and Voted Cllr G Wren All Items Clerk to Personal Spoke and Voted Milverton PC

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106. Public Participation - To receive only in relation to the business for which the Extraordinary Meeting has been called any questions, statements or petitions from the public in accordance with Council Procedure Rules 14,15 and 16

Mr Shawn Rutter (No Taunton BID) made the following statement in relation to Agenda Item 12 – Taunton Business Improvement District Ballot:

Good evening, I’m speaking for No Taunton BID, representing the significant number of businesses opposed to the new Taunton BID proposal, some of whom have joined me tonight. BID is an emotive subject, probably more-so because of Taunton’s poor BID history. Whilst some voters might see value and can easily afford it, there are many that just don’t see the value, and don’t want to be forced to part with their hard earned cash, at a time when high street running costs are high enough. But let’s move onto my main point, your BID ballot voting decision for your properties, and the moral dilemma you face in making that decision. This Council is legislated as a BID partner, and has a vested interest in BID businesses investing in one of it’s towns, but this council also has a moral responsibility to do right by both voting sides. All this makes you a very different voter. The only way a fair ballot can be achieved for the businesses BID is meant to be for, is if this council does the right thing and abstains from voting for its properties, in order to let the businesses decide for themselves. At average BID ballot turnout, just this councils ballot vote for its 11 properties, will amount to about 6% of the total votes cast, and 11% of the cumulative rateable-value vote. This is significant block voting bias from just one voting decision, and if the poor turnout at the YES campaign event last week is anything to go by, this weighting could be a lot more. Despite being a NO campaigner, note that I’m not stood here asking you to vote NO for your properties as perhaps I should – because morally that’s not fair given it would cause voting bias against those businesses wanting a BID. So you should not vote NO. And so by the same reasoning you should not vote YES for your properties, as it would cause voting bias against all those businesses not wanting a BID. If Taunton is to do BID yet again, it will only work if the true majority of real businesses vote it in, and the only way that can happen is a ballot without council voting influence. Only last week I spoke with a Director of the last BID, and he said what made it exceptionally hard last time was not having the full support of businesses, and we all know how that BID ended. Say you vote YES for your properties, and your block vote effectively swings BID in, do you really want to be known as the council that despite Taunton’s BID history and being warned, helped force BID in against the will of the true majority of businesses? So far you have done all the right things as a council by supporting development of this BID proposal and that’s only right. BUT the fairest and most morally acceptable decision for you tonight, is to abstain from voting for your properties, and be proud that you have embraced the true spirit of BID regulations by leaving the decision to the businesses.

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So Councillors – putting it simply, you should actually be pleased that this is one of those rare occasions, when you are allowed to let others make the final decision for a change. And with BID, that’s the way it should be, in order for you to give it the best chance of success. Thank you.

Mr Nigel Pearce (President - Taunton Chamber of Commerce) made the following statement in relation to Agenda Item 12 – Taunton Business Improvement District Ballot:

Firstly I would just like to thank you on behalf of the Chamber of Commerce for your support to date and for allowing us the opportunity to speak. In representing the wider business community, some based in the town centre and some further afield such as Blackbrook. Although I have an office within the BID area I am an architect, it would therefore reasonable to ask ‘What benefit am I going to get from the BID?’ There is a lot of support from other businesses and the wider professional services. Their reasons for doing so include the need to attract good quality staff, and this can be a struggle in the town when we are in competition with Exeter and Bristol. It is not all about salary levels, and lifestyle and enjoyment can be a much higher issue on the Agenda. For many that means a good and thriving Town Centre, and a place their families can enjoy and use for more purposes than just shopping, making Taunton a really good place to live. So these companies do see the BID as an important factor in their ability to recruit and be successful. As an architect, I am not looking to expand greatly, so recruitment is an optional driver, but the employees of these companies and the companies themselves are my clients and that is why BID is important to me.

Mr Lee Tomkins (Independent Financial Adviser – Blackdown Financial Services) made the following statement in relation to Agenda Item 12 – Taunton Business Improvement District Ballot:

I am a businessman in town and actually have three businesses in the proposed BID area. I was involved in the last BID 2007-2012 and was deeply unimpressed. I was asked if I would get involved again this time round and my new line was that I wouldn’t as I wasn’t impressed with the Council back in the day. However, I’ve been convinced that you are a new Council now and hopefully you have learnt from those mistakes. So I’m supporting the BID, I think it’s a worthy cause and if the BID and the Council work together they can make the town a great place. My experience of the people that I have met in the BID environment this time is there is some good people there and some good heads and some good ideas. I think it is vitally important that there is communication between the Council and the BID.

Ms Mel Amor (Crystals Bath Place & Vice-Chair of Bath Place Traders Association) made the following statement in relation to Agenda Item 12 – Taunton Business Improvement District Ballot:

I urge you to vote for the BID because it is an opportunity for the business community of Taunton to form a strong group of passionate individuals who can

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make good decisions and implement new ideas to improve the town’s atmosphere and overall visitor experience. Taunton is in need of an injection of well-planned regular events. Events which have been carefully constructed to maximise footfall and encourage more people to shop locally whilst fully enjoying themselves and to attract new visitors too. The more entertained and happy people we attract to the town the more the benefit to our businesses and our communities. I cannot see a better way of raising needed funds than to deliver such a vibrant programme events than the money collected through the BID. It means we are all contributing a fair amount into the fund to benefit from something we have all created together. Also, identifying a distinctive and unique selling point for the town as a whole is something I feel passionate about the BID achieving. Taunton needs to be known for something great so it can enable business to flourish and our culture and communities to grow. We have yet to fathom what defines Taunton, we need to create an identity that is strong and empowering for our town. In my view, the BID team is the best hope of working this out and ensuring Taunton becomes the best possible version of itself. We need to put our minds together, and by this I mean the business community and the Council to work together and consult each other on what really is actually best for the town’s businesses, population and potential future visitors. We are the people on the ground. We have constant contact with those who shop, eat, spend and consume. We hear what the public are concerned about, what they are pleased about and enjoy and also general response to the Council’s actions actually are. We are the people who know how things are impacting our businesses. The BID is an opportunity for us as businesses and the Council to unite and really put Taunton on the map. By you voting for the BID it means you are supporting our local business community and contributing to the success of the town in general. This relationship needs to strengthen and consultation needs to increase. The BID is how we can do that. By voting for the BID you will be ensuring we have the resources needed to improve our town effectively and efficiently.

Mr Colin Barrell (Chairman - Taunton Chamber of Commerce) made the following statement in relation to Agenda Item 12 – Taunton Business Improvement District Ballot:

Thank you for the opportunity to come and address you. I and the working group of around 15 individuals representing large national retailers such as Debenhams, Marks and Spencer, Primark; Small Independent businesses from the likes of Bath Place and the St. James Street area, pubs, charity shops, banks, building societies and estate agents. We’ve been engaging with them all our working group, we’ve given people opportunities to come to meetings, individual one to ones, we’ve had newsletters and questionnaires go out to get information. One of those businesses we’ve consulted with is Somerset West and Taunton. You after all, are one of the biggest businesses in the town. You’ve got significant revenue income from your assets within the area of the proposed BID. It is my belief and that of the working group that we need to work in partnership for our mutual benefit and that of our residents, our employees and our visitors. If you know me and my track record both in business and the community, you will appreciate that as well as wanting a successful business for myself and my twenty eight employees, I’m also passionate about making Taunton an even

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better place to live and letting more people know about that. Taunton is crying out for all of us to work together and grasp the opportunity a BID can provide. The vast majority of the businesses are prepared to invest and I believe the Council will want to endorse the mandate to move forward by voting yes when the ballot does take place. We are constantly compared to other towns in the region. Most of them have got together and chosen to strengthen those partnerships between the businesses and their Councils by voting yes to a BID. You only need to look down the road to Minehead, Clevedon and Exeter pretty much everybody has got a BID. I urge you to vote yes to unlock the potential we all know exists. Just to finish off, anecdotally, I do a lot of meet and greet in my business, I’ve met in the last month people from Newton Abbott, Shepton Mallet, Sidmouth, Burnham-On- Sea, Tiverton, Barnstaple – the answers as to why they came to Taunton were many but it’s a nice town, its compact, we’ve got great independents but a good smattering of national shops as well. Friendly people, we get a great welcome, we can now find the car parks because we have got good signage. The traffic is not as bad as Exeter and Bristol. But, you need to shout about it more, they’re telling us that, it’s a great secret that people don’t know about. I believe a BID can do that, I hope you will help us to make that happen.

107. To receive any communications or announcements from the Chair of the Council

A minutes silence was observed at the start of the meeting to mark Holocaust Memorial Day.

The Chair of the Council made the following announcements at the start of the meeting:-  Councillors were reminded that they were required to complete the Hospitality Book and Register of Interests with any amendments.  The Chair passed round the sponsorship form for the Swimathon for Councillors to show their support for the team.  Councillors were reminded about the Songs for Summer event being held on Saturday 29 February 2020 at St James’ Church in Taunton.

108. To receive any communications or announcements from the Leader of the Council

The Leader of the Council made the following announcement:-  She had attended the Holocaust Memorial Service and thanked all Councillors and Officers that had attended and encouraged all Councillors to attend the civic services that were held across the district.

109. To receive only in relation to the business for which the Extraordinary Meeting has been called any questions from Councillors in accordance with Council Procedure Rule 13

No questions were received in relation to Council Procedure Rule 13.

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110. Environment Bill (For Information Only)

During the discussion, the following points were raised:-  Councillors queried whether the District Council analysed the Bills that were sent through Parliament and believed that they should be scrutinised. The Chief Executive advised that officers submitted their opinions to any consultations that had been sent out, however, he was happy to include Councillors within that process in the future.  Councillors were glad to see that flood and coastal erosion had been included in the Bill.

Resolved that the report was noted.

111. Somerset West and Taunton Meeting Timetable

During the discussion, the following points were made:-  The Chair of the Council advised that the Annual Meeting of Full Council would be changed to 5 May 2020.  The Section 151 Officer advised that he had added some budget setting meetings of Scrutiny, Executive and Full Council to the calendar.  Councillors requested that the member briefings were held in both the Deane House and West Somerset House.

Resolved that the meeting timetable for the municipal year 2020-21 was noted.

112. East Quay Wall

During the discussion, the following points were raised:-  The Chair of the Council thanked Chris Hall and his team on behalf of all the Councillors for all the hard work that they had done on the project.  Concern was raised on Splash Point and the money being spent and whether it would ‘future proof’ the area from future damage.  Concern was raised that Government did not help Council like Somerset West and Taunton in situations like that. Central Government funding was held by the Environment Agency and Local Councils could bid for that. Somerset West and Taunton was in the process of bidding for some but were not likely to get help with the emergency repairs but it was possible that help might be given for Splash Point due to the vulnerable domestic properties located along the Esplanade.  Councillors were pleased to see in the report that the southern section was not going to be as expensive to work and that the area had been described as ‘sound’.  Councillors queried who was responsible for the dredging of the Marina and when it was last carried out. The Council was responsible for the harbour area and the Marina Operator was responsible for the Marina. Officers were in contact with the Marina Operator to ensure they were compliant with their lease agreement.

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 Concern was raised on the design costs and whether the two costs could be combined to save money. Clarification was given on the two designs needed, the fees were high as they came with a guarantee for the professional services required for the design work, which would be put through the procurement process.

Resolved that Full Council approved the following additions to the Capital Programme, which would be funded through borrowing:- 1) The following to the Capital Programme for 2019/20: The sum of £100k be allocated to the wall design works at Splash Point and The sum of £100k be allocated to the wall design works at East Quay 2) And the following to the Capital Programme for 2020/21: The sum of £500k be allocated to reinforce the East Quay wall in the central section and The sum of £40k for project management resource to deliver this project to its conclusion.

113. Access to Information - Exclusion of the Press and Public

Resolved that the press and public be excluded during consideration of agenda items 11 and 12 on the grounds that, if the press and public were present during the item, there would be likely to be a disclosure to them of exempt information of the class specified in Paragraph 3 of Part 1 of Schedule 12A of the Local Government Act 1972 as amended as follows: The items contained information that could release confidential information that related to the financial or business affairs of any particular person (including the authority holding that information). It was therefore agreed that after consideration of all the circumstances of the case, the public interest in maintaining the exemption outweighed the public interest in disclosing the information.

114. Housing Revenue Account Acquisitions

Resolved that Full Council approved the confidential recommendations included with this report.

115. Taunton Business Improvement District

Resolved that Full Council approved the confidential recommendations included with this report.

(The Meeting ended at 8.20 pm)

SWT Full Council, 27 01 2020 Page 44 Agenda Item 8

Full Council – 26 February 2020 Motion on Local Independent Schools

Motion proposed by Councillor Libby Lisgo, seconded by Councillor Brenda Weston

This motion is a means to facilitate a voluntary agreement in which local Independent Schools and Somerset West and Taunton Council innovate to jointly deliver and demonstrate the local public benefit of the schools.

This Council therefore proposes,

1. From February 2020, and annually in February thereafter, it will be the policy of this Council to invite the Independent Schools in the District, who receive Business Rate Relief, to each make a donation equivalent to 10% of their mandatory relief to a fund to be held by the Somerset Community Foundation.

2. The Fund will be established for community initiatives promoting health and wellbeing with 50% of that fund targeted at projects within the areas of greatest need in our area. A Public Benefits Panel will be established to determine criteria and oversee the process. Their decisions will be subject to Scrutiny and final Executive approval.

3. A joint consultative body will also be established between the relevant parties to consider and implement ways in which the Independent Schools can provide volunteering or other non financial support to our neediest communities.

4. It will be the policy of this Council to support and endorse the formal Public Benefit statements of schools participating in this initiative, to ensure that they are able to clearly evidence the public benefit our area derives from their participation.

Page 45

Agenda Item 9

Report Number: SWT 49/20

Somerset West and Taunton Council

Full Council – 26 February 2020

The Future of Local Government in Somerset

This matter is the responsibility of the Leader of the Council

Report Author: James Hassett, Chief Executive

1.0 Executive Summary / Purpose of the Report

1.1 Members will be aware that the Leader of Somerset County Council has stated that he wishes to pursue the option of a single Unitary Council for Somerset. This Report sets out the work conducted to date, looking at the options for the future of local government in Somerset, and suggests an option of further collaboration and integration as being the preferred option moving forward.

2.0 Recommendations

2.1 That Full Council approves:

1. A full business case be prepared, which fully explores Option 2 (Collaboration and Integration), being the preferred way forward at this time. This business case should come back to Executive in July 2020, along with clear recommendations and a delivery plan.

2. A joint Project Board be created, with the Leader of the Council being the representative from Somerset West and Taunton Council, to oversee the work during the next stage.

3. Option 2 – Collaboration and Integration, as Somerset West and Taunton Council’s current preferred option for the future of local government in Somerset to take forward through community consultation and engagement.

4. It notes that in the best interests of the communities and residents of the District, the Council will continue to work with colleagues across all tiers of local government and public service in Somerset

3.0 Risk Assessment

3.1 A risk assessment will be considered in the development of the detailed Business Case. Page 47

4.0 Background and Full details of the Report

4.1 The debate about the best form of local government in Somerset has been ongoing for a number of years. In the last 30 years various forms of Unitary Government have twice been proposed, most recently in 2006 when an initiative to create one Unitary Council for the whole of Somerset did not win the backing of Government.

4.2 The issues that drove that debate, however, have not gone away. Over the past eighteen months the 5 Councils of Somerset have been exploring together the best way to address the challenges we face, and, under the banner of Future of Local Government in Somerset (FoLGiS) we have commissioned research into the options for the future. The aim has not been to simply cut costs, the intention has been to find a way, through the better use of our resources, to sustain vital services now and for the future whilst also dealing with some of the big challenges Somerset and its communities face.

4.3 Based on a collective view of the financial challenges that we face, the growing demand pressures for services likely to stem from a growing and aging population, and the opportunities inherent in a relatively low level of collaboration and sharing in the past, we concluded that change needs to happen to ensure that we do the best we can for the communities of Somerset and for local government to be financially sustainable.

4.4 We have considered the impact on our services and communities of continuing on the current path and concluded that “no change is not an option”. The only real question is what changes do we need to make and when shall we do it? The high level options report on the Future of Local Government in Somerset stated: “We are now convinced that staying purely to our own paths is not an option. We can collectively do better”…. “Continuing ‘as is’ is not a sustainable long-term strategy. Service needs across Somerset are evolving, demand is increasing, and a new collaborative delivery strategy is needed”

4.5 This Report aims to summarise and make plain the main points of the research that the five Councils of Somerset commissioned, to enable an informed choice to be made. Prior to the 2019 local government District Council elections a way forward based on deeper collaboration and integration rather than reorganisation had been preferred, but it is recognised that changes have taken place in the political landscape since that time.

4.6 Although the FOLGIS work was commissioned by all five Councils, more recently Somerset County Council has stated that it believes a Unitary approach is their preferred way forward. This is not a position that is currently shared by the District Councils. With growing momentum at a national level for local government reorganisation and a report indicating that savings and improvements are available to the Councils, “no change” is undesirable for all Councils. Unless the District councils of Somerset grasp the opportunity to shape that change and fully commit our organisations to it, we risk being subject to change designed by others who do not understand Somerset and its communities as well.

4.7 It is the case that the District Councils recognise change is needed. However, it is believed that the best way to deliver real, lasting and effective change is to simply get on with it, by working more collaboratively immediately. Long protracted and costly Unitary proposals, whilst looking potentiallyPage 48 attractive in financial savings terms, have a much longer period for delivery, not to mention the organisational turmoil that this approach creates.

4.8 They take the “local” out of local government by moving decisions and the decision makers further away from the communities that they are there to serve. Not only is this form of local government further away from people and communities, it causes “lost years” to communities as staff of councils focus on changing structures and how it affects them, with less focus on dealing with the challenges faced by the communities they are there to serve.

4.9 Abolishing five councils and setting up a new one costs a substantial amount of tax payer’s money. The District Councils believe that this money, our residents’ money, would be better spent on the communities of Somerset, not on “rearranging the deckchairs”

5.0 The Options for Change

5.1 To help focus on the specific ways forward this part of the Report draws on the research undertaken by the consortium of Ignite, Collaborate, Pixel Finance and De Montfort University. This Report, “Future of Local Government in Somerset” (FoLGiS) and subsequent work completed by the Somerset Internal Consultancy Team, has been circulated to Members previously. The FoLGiS research identifies a number of options setting out possibilities for different configurations of Unitary Councils as well as alternatives for closer collaboration, rather than structural changes.

5.2 It should be noted that the options research is high level and does not represent a business case for any options. It was intended to inform a discussion with a view to an option being selected to be developed into a more detailed business case.

The 7 options in the FoLGiS report

Option 1 – ‘As Is’

5.3 It should be noted that this is not a “no change option.” Improvements and savings would continue to be delivered in individual Councils, however this option does mean that there would be a continuation of the current arrangements across Somerset (no specific changes to the way we work, the way we deliver services collectively across Somerset, or the way we are structured). We would continue to have the existing County, 4 Districts, and the Town and Parish Councils,

5.4 The savings delivered would be the sum of those currently being pursued by the individual Councils through their independent change and transformation plans which differ in nature and focus.

5.5 The collective view, based on the predicted pressures on services and budgets into the future, is that this is not an adequate option for Somerset as a whole. The challenges for our communities and services (set out in Part 1 of this Report) are too great, and the opportunities, too good to miss. If we want to improve the outcomes for our communities then we need to change, it is just a matter of how and when.

Option 2 – The Collaboration & Integration option, referred to as ‘Get Fit + Sharing’ Page 49 5.6 This means that each of the 4 District Councils, and Somerset County Council would remain as sovereign and independent legal authorities. They would at first work to deliver efficiencies individually, but in a co-ordinated way, with the aim of joining together services, strategic outcomes and initiatives to deliver efficiencies as quickly as possible. Individual savings plans would be pursued, based on a set of principles and standards which are agreed across all Councils. Joint work would then be pursued in the following areas:

5.7 A single strategy – aligning and joining up our strategies and action plans across the Councils. This could, for example, be things like one Local Plan for the whole of Somerset, one Economic Development Strategy, one commercial strategy, one procurement strategy, one approach to working with older people across the County, or with troubled families, or joining together local preventative services with better ways of working with people with high needs.

5.8 Shared support services - this could mean joining together all the back-office functions of the Councils, such as HR, ICT and finance functions, for example, to maximise use of back office and internal support resources across organisations. Different councils might lead on the provision of a particular service. To maximise savings and for this option to be competitive with other Unitary options, Councils would have to make a commitment to share these services extensively and for a significant period of time.

5.9 Joint locality working - a joined-up approach to dealing with our customers, service users and residents. An example of this would be one aligned way of delivering Customer Hubs/Customer Contact Points, delivering services on behalf of all Councils in one place as well as integrated teams at a local level working with communities and groups to get better outcomes and reduce demand.

5.10 This would lead to financial savings and therefore would free up much needed money for frontline services and for changing the way we work.

5.11 This option is predicted to save up to £32m per annum (pa) in the first phase with a further £16m pa to follow. Savings could start to be realised within a year and continue over a three-year period

Option 3a – One new Council for Somerset

5.12 This option would mean that one new (unitary) Council across the whole of Somerset would replace all the Districts and the existing County Council. Town and Parish Councils would remain. It would mean a reduction in the number of elected Members across the County. (from 266 to circa 100-125). The FOLGIS report envisages that working at a local level would take place under newly constituted Area Boards, who would have powers and responsibilities, to be determined, delegated to them.

5.13 This option is estimated to deliver savings of up to £47m pa.

5.14 It would take longer to pay back the investment necessary compared to Option 2 and savings would realistically start to be realised within 3 to 5 years as typically, the journey to Unitary government takes 2 to 3 years to achieve from the point an area decides to embark upon it.

Option 3b – Two new Councils forPage Somerset 50 (North/South)

5.15 This option would follow the same path as Option 3a above and with the same features - abolishing the existing County Council and the 4 Districts, and creating two new councils; one being the amalgamation of Bath & North East Somerset Council (B&NES) and North Somerset Councils, and the other, a new Council for the existing County Council area. It would mean a reduction in the number of elected Members too as in Option 3a above. Town and parish councils would remain under this Option and Area Boards may also feature.

5.16 The time taken to get to benefit would be the same as Option 3a above with savings taking 3 to 5 years to start to be realised.

5.17 This option is estimated to save up to £80m pa (a big increase over Option 3a, but based on an extended geography with two other, existing Unitary Councils combining together)

Option 3c – Two new Councils for Somerset (East/West)

5.18 In this Option, two new councils for Somerset replace the existing County Council, all the District Councils and two unitaries to the north of the current County Council area. The two Councils would therefore be:  to the east, B&NES, Mendip and South Somerset, and  to the west, North Somerset, Sedgemoor, and Somerset West and Taunton. Town and Parish Councils would remain.

5.19 This option is also estimated to deliver the same savings of up to £80m pa, in the same time frame as Option 3b beginning in 3-5 years

Option 3d – Three new Councils for Somerset

5.20 This Option creates three new councils replacing the County, Districts and two existing unitaries. The areas are proposed as incorporating all the Councils in the what is referred to as the ceremonial or geographic County, Hence:  Council 1 – B&NES and Mendip  Council 2 – North Somerset & Sedgemoor  Council 3 – South Somerset, Somerset West & Taunton

5.21 Member numbers would reduce across Somerset from 381 to lower levels than Options 3a-c above. The three new councils would delegate authority to Area Boards to support locality-based working and the benefits are estimated to be the same as those for the two council options, up to £80m pa beginning in 3-5 years.

Option 4 - A New Way of Working

5.22 This option is not described in great detail and it is not seen as being achievable immediately. One of the Options above would need to be delivered first to pave the way for the kind of work underway in Greater Manchester and potentially involving the creation of new organisations at 3 levels: a) Pan-Somerset entity (similar to that of a Combined Authority (with or without a mayor). b) “Super locality” councils (based on the current four District Council boundaries) c) Town and Parish councils. Page 51

5.23 In this Option the County Council would no longer exist and the “Super localities” would run scaled services at a local level. The Pan Somerset entity would run and coordinate services at a larger scale such as Transport, Planning, and integrated services with the NHS.

5.24 For ease, the table below shows the potential financial costs and benefits from each option.

* It is important to recognise that these potential savings are estimates derived from ‘typical’ savings levels as a percentage of current spend, and the cost of change has similarly been estimated based on estimates and experience from elsewhere.

5.25 Finance Officers from the Councils have reviewed the estimates and indicated their satisfaction with this methodology as far as it goes. However, these estimates do not represent a business case and were not intended to do so. The Options research was intended to inform a discussion and enable selection of a preferred option to be investigated in more detail. Indeed since the work was originally commissioned all the District Councils have continued to deliver savings and efficiencies through their own transformation programmes.

5.26 It is essential that before commitment is made to any one Option that the figures are explored more fully through the development of a detailed business case. The next part of this work could be to fully explore the preferred Option and to build a business case for the change, that better reflects the specific elements of the chosen Option and therefore the potential savings.

6.0 The Preferred option of the District Councils

6.1 Having considered the FoLGiS Report, the Leaders and Chief Executives of the District Councils are agreed in principle that Option 2 is preferred on the basis that: a) The savings are comparable to other “reorganisation” options, b) The time to benefit is faster i.e. savings and community benefits can start to be delivered within the first year, c) It is less disruptive than other options and therefore less likely to detract from dealing with the important issues facing our communities and d) Work can begin now to deliver a new approach to local government without the uncertainty and division inherent in the creation of one, two or three Unitary Councils. Page 52 6.2 However, the District Councils are fully aware that the collaborative, non-structural, Option is not the easy option. This is not about loose partnerships and sharing of a few services. Instead, it requires a deeper level of collaboration at a strategic and service delivery level that will lead to an integration of the four District councils of Somerset, and should they accept the invitation, the County Council too, whilst retaining them as independent democratic and legal authorities. Their systems, buildings, ways of working would become closely integrated.

6.3 This is a big change to the way local government currently works in Somerset. It is unfortunate that at this time, Somerset County Council no longer wish to progress this Option alongside the Districts, and it is certainly the case that more efficiencies and greater community impacts can be achieved with them being part of this work.

What might Option 2 “Collaboration and Integration” look like?

6.4 Exactly what Option 2 would look like would need to be determined by the four District councils through the business case research and development, and in the detailed implementation process. However, for the purposes of illustration, the bullets below set out what Option 2 could look like and the sort of things that might happen:

a) One set of strategies & strategic outcomes – this might involve having one Strategic Plan for Somerset, one development plan, one economic strategy etc, building on the approach already in place for some key strategic areas such as the Somerset Housing Strategy and the Somerset Climate Change Strategy.

Each plan would be developed and adopted by all councils. It might include specific chapters on each district area or even subdivisions of districts to take account of local community differences of need. This would ensure a unity of purpose between the councils at a strategic and operational level and support collaboration and sharing of resources in dealing with the opportunities and challenges within Somerset. It would also give Somerset the advantage of a unified voice when dealing with the Heart of the South West (HoSW) Joint Committee and Local Enterprise Partnership (LEP), and with government which could assist in making a case for devolution of powers and funding to deal with challenges and realise opportunities in Somerset.

b) Leadership / management integration – this could mean at its basic level, shared management boards to bring senior managers together to oversee the development of strategy and the delivery of community outcomes and efficiencies. At the other end of the scale it could lead to a shared management structure with, for example, a single Senior Leadership Team for Somerset, leading the officer core of all Councils. This has been deployed in other areas of the country, for example in Oxfordshire where the Chief Executive of the County Council is also the CEO of a district – this could be applied across all districts; or in Gloucestershire where the Chief Executive of Gloucester City Council is also a Director of the County Council. A potential model for a unified senior structure across Somerset could be developed across the councils using similar lines to either of these examples. An integrated management across the councils with a core mission to deliver the benefits of Option 2 would seem important to ensuring the change has an ownership and accountability for delivery.

c) Shared internal support services – examples already exist, for example with shared legal services in Somerset, that could be more broadly applied to all internal support services, such as HR, Finance etc. and applied across all councils. This would achieve economies of scale and wideningPage of 53 expertise that is not achievable with separate sets of support services. Such shared services could all sit under one umbrella – a partnership entity overseen by all councils – or each council could be the lead partner for a support service, providing services under service level agreements to the other councils e.g. one council leads on HR, one leads on Legal, one leads on Finance etc. d) Simple self-serve customer journeys – this might involve redesigning all services through the eyes of the customer rather than which council they are interacting with. It could involve a single customer portal for Somerset, with service design directing the customer need to the appropriate council and potentially other service providers, but to the customer appearing seamless in its delivery. It would promote self-service to all residents of Somerset, thus allowing resources to be freed up to service demand from customers / residents who cannot or will not use self-service channels. e) Local holistic triage – this could involve investing in shared or integrated teams operating at a community level, able to deal with a range of service needs across councils and holding the knowledge of which specialists to contact from which council to meet customer demand. Teams would be able to look at the resident / customer needs in the round rather than being constrained by organisational boundaries. f) Multi-disciplinary locality working – this might involve integrated teams operating at a community or place level and sharing information and solutions and operating to locality plans and objectives that take account of local needs and differences as well as the wider strategic ambitions for Somerset. This could be based on themes e.g. community – bringing together disciplines such as housing and health, to tackle community and individual issues. g) Single strategy / approach to community-based demand management – reducing demand or at least stemming the increase in demand for services is a common challenge for all public services. A single strategy and approach would ensure all councils and potentially other public service providers are working coherently to reduce demand and are taking account of the impact of decisions about services and initiatives on demand for their services and the services of others. h) Joined up commissioning & procurement – all councils are involved in procuring similar goods and services. Joining this up could involve either more integration between the current individual and teams within councils or having a single procurement team tasked with driving down procurement costs and maximising the social and economic value to Somerset from the goods and services all councils buy. i) Single commercial strategy (and delivery) – all councils have embarked to varying degrees on commercial strategies to support the sustainable delivery of services. A single commercial strategy and delivery could involve at the very least, a more coordinated approach, sharing experience and expertise and coordinating activity. At its furthest extent there could be a shared commercial strategy and team tasked with maximising the return for all councils and helping reduce risk by operating a shared portfolio of investment. A shared team would enable both a greater depth and breadth of knowledge and experience and potentially make the authorities more competitive in attracting the required expertise to manage commercial investment and risk well. Each council needn’t necessarily hold the same level of equity in the shared portfolio but could potentially invest at different levels dependent on need and appetite for risk.

Page 54 j) Focused asset strategy & portfolio management – all councils hold significant assets between them. Across the entirety of the portfolio there is undoubtedly excess operational space and the ambitions of “one public estate” are far from being fully realised. A focussed and shared asset strategy and portfolio could bring renewed focus to the efficient use of public assets, releasing those assets that are surplus to requirements for other uses and priorities and delivering operational savings and potentially capital receipts. Sharing portfolio management would not necessarily mean that if an asset was sold the financial benefits were shared between all councils, as clearly the asset will still be owned by one council. However, methods could be examined to incentivise greater sharing and release of surplus assets, including potentially with other public service providers.

7.0 Moving Forward

7.1 To realise the benefits of Option 2 will require significant work to be undertaken from staff and most probably, external expert support given the capacity constraints in all councils. Furthermore and more importantly, the Councils will need to commit to far reaching reforms for the long term to realise the benefits identified and there will need to be unified, determined and consistent political and senior managerial leadership across the councils to drive this through to conclusion, and overcome the undoubted obstacles and challenges that change of this scale will pose.

7.2 The Leaders and Chief Executives commissioned some further exploratory work by an internal team drawn from the five councils to consider Option 2 and how it might be delivered. This fleshed out a potential approach and led to this Option being renamed “Option 2 – Collaboration and Integration” as a better reflection of what it involves. The Team began to cluster the areas of work together to create a better integrated approach, reducing the risk of double counting financial benefits, and provide a clearer framework for moving forward.

7.3 These clusters need further work to define them accurately, but the intention would be to create a sequence that:

a) Starts with the creation of the ‘machinery’ to do the ‘heavy lifting’ of the ‘transformation programme in the future by bringing together data and strategy personnel, creating combined programme management and change delivery teams and working to assess the specific opportunities arising from the commitment to close collaboration. This work will also start to bring together the back office functions whose role is so vital in driving change, HR and ICT, finance and property. As each area of service is brought together the leadership and management elements can be integrated and rationalised

b) Once this is in place then the programme could begin the task of strengthening work at a local level, working to create the single strategy/approach to community- based demand management outlined above, redesigning customer access, creating a common front door to services and to local forms of help, and crucially working alongside local voluntary groups, Town and Parish Councils to build communities to combat isolation and exclusion. This work would also entail a greater emphasis on targeted early intervention and prevention.

c) The programme could then progress to create the ventures and initiatives which could provide new approaches to long standing problems and create new opportunities to work creatively withPage the assets55 of the organisations. The process of jointly recommissioning major areas of service could give us the opportunity to rethink and redesign many areas of service, working alongside partners and using evidence of what works from elsewhere to deliver better outcomes and better value for money. It could also present an opportunity to create community interest and other companies to pursue objectives creatively.

7.4 The potential programme outlined above needs a firm foundation, hence, to move ahead with a sense of urgency requires the immediate establishment of a Collaboration Programme Board with a remit to:

a) Build awareness of current activity in the Councils. b) Gather the data necessary to create the business case to make the final decision, in particular the accurate modelling of future demand, and the validation of estimates for savings and the costs of achieving them. c) Ensure that all improvement activity in the separate Councils is understood and then aligned, based on the premise that a shared approach is the agreed goal of the organisations. d) Revisit the original report and create clusters of workstream activity. e) Identify where work could start in order to show quick progress.

8.0 Conclusion

8.1 The debate on the Future of Local Government in Somerset, which has been ongoing for over 18 months in this instance, and sporadically for several decades before that, needs to move decisively into concrete action and follow a clear direction.

8.2 It is clear that the combined pressures of a growing and aging population, increasing levels of poverty and poor social mobility, low wages and insufficient housing present a set of challenges that threaten to overwhelm local government and other public sector organisations. Action is needed quickly to arrest and reverse the trends and to build on opportunities that have been dormant for some time.

8.3 Ironically the limited collaboration between the Councils in the past provides the basis of the first steps toward a new future. As stated at the beginning, the District Councils believe that a more collaborative approach is the best way to achieve immediate change and improved outcomes for the communities that we serve. There are, at first sight, substantial savings to be gained from bringing the organisations together and removing waste and duplication. A number of options are available, with the preferred option being the one that delivers savings quickly and enables people to be fully focussed from day one on the development of effective strategies, the redesign of services and the strengthening of communities.

8.4 The collaborative Option is not the easiest and this will require considerable and sustained political and managerial will. Light touch sharing will not provide the outcomes to compare with those on offer through the pursuit of a Unitary path, it will require integration at scale whilst retaining the local democratic arrangements.

8.5 Work needs to start now by creating a joint programme board to create the business case and establish the capacity to deliver an ambitious programme that will give Somerset residents the local government they need and deserve.

Page 56 Timetable  February 2020: Reports submitted to the District Councils to gain commitment and agreement to formally develop Option 2. Workshops at each Council  March - June 2020: Discovery and development of detailed business case and outline delivery plan, governance, etc. for Option 2. Community Consultation and Engagement on the issues and the future of Somerset  July 2020: Joint Scrutiny Panel. Individual Council Scrutiny. Formal Consideration of Business Case, Delivery Plan and Governance by each of the District Councils  August 2020: Commence Implementation

9.0 Recommendations

9.1 Executive recommends to Full Council that:

1. A full business case should now be prepared, which fully explores Option 2 (Collaboration and Integration), being the preferred way forward at this time. This business case should come back to the Executive in July 2020, along with clear recommendations and a delivery plan.

2. A joint Project Board should be created, with the Leader of the Council being the representative from Somerset West and Taunton Council, to oversee the work during the next stage.

3. Option 2 – Collaboration and Integration, as Somerset West and Taunton Council’s current preferred option for the future of local government in Somerset to take forward through community consultation and engagement.

4. Note that in the best interests of the communities and residents of the District, the Council will continue to work with colleagues across all tiers of local government and public service in Somerset

10.0 Links to Corporate Strategy

10.1 There will be an indirect impact on all Corporate Priorities

11.0 Finance / Resource Implications

11.1 The financial implications of this Report will be considered in the development of the detailed Business Case, if this Option is approved

12.0 Legal Implications

12.1 The legal implications of this Report will be considered in the development of the detailed Business Case, if this Option is approved

13.0 Climate and Sustainability Implications

13.1 The climate change implications of this Report will be considered in the development of the detailed Business Case, if this Option is approved

14.0 Safeguarding and/or Community Safety Implications Page 57 14.1 Any safeguarding and/or community safety Implications will be considered in the development of the detailed Business Case, if appropriate.

15.0 Equality and Diversity Implications

15.1 The equalities implications will be considered in the development of the detailed Business Case, if this Option is approved

16.0 Social Value Implications

16.1 There will be both direct and indirect impacts on the delivery of services to our customers and communities, and the Business Plans will in due course identify these in more detail

17.0 Partnership Implications

17.1 If Option 2 is approved the implications of collaboration and integrated working will be covered in the detailed Business Report.

18.0 Health and Wellbeing Implications

18.1 The health and wellbeing implications will be considered in the development of the detailed Business Case, if this Option is approved

19.0 Asset Management Implications

19.1 Any asset management implications will be considered in the development of the detailed Business Case, if this Option is approved

20.0 Data Protection Implications

20.1 Any Data Protection implications will be considered in the development of the detailed Business Case, if this Option is approved

21.0 Consultation Implications

21.1 Any Consultation implications will be considered in the development of the detailed Business Case, if this Option is approved

Page 58 Democratic Path:

 Scrutiny / Corporate Governance or Audit Committees – No

 Cabinet/Executive – Yes

 Full Council – Yes

Reporting Frequency: Ad-hoc

Supporting Document:

Ignite Consortia Report - which looked at the range of options for change - February 2019

Contact Officers

Name James Hassett, Chief Executive Direct Dial 0300 304 8000 Email [email protected]

Page 59

Agenda Item 10

Report Number: SWT 50/20

Somerset West and Taunton Council

Full Council – 26 February 2020

Taunton Strategic Flood Alleviation Improvements Scheme (TSFAIS)

This matter is the responsibility of Executive Councillor for Climate Change (Cllr Peter Pilkington)

Report Author: Ann Rhodes (Strategy Specialist)

1 Executive Summary

1.1 Somerset West & Taunton (SWT) Council and the Environment Agency (EA) have been working in partnership over a number of years to identify strategic flood risk solutions for Taunton

1.2 Currently 1031 properties (residential, commercial and infrastructure) are at risk from river flooding along with the A38, A3027 Bridge St, A3027 Staplegrove Rd and the A3038 Station Rd. With no change in the current standard of flood protection the number of properties and infrastructure affected by flooding will get worse as flood risk will increase with climate change. 2548 current properties will be affected with the flood waters covering a larger area and greater depth in the areas of North Town, Firepool, Tangier, Bathpool, Wilton and the High Street.

1.3 An assessment of the existing flood defences highlights that these are insufficient to protect Taunton if a 1 in a 100 flood event occurred today. It is estimated that a single major flood in Taunton could cost the local economy approximately £50million.

1.4 The Taunton Strategic Flood Alleviation Improvements Scheme (TSFAIS) Project Delivery Plan (PDP) sets the framework of measures to be implemented in phases over the next 30+ years which will reduce the current flood risk, and appropriately mitigate against the future impacts of climate change over the next 100 year period. The full PDP report sets out the conceptual design, budget cost estimates as well as the risks and benefits for each solution.

1.5 Appended to this report is a non tech summary. This explains the key recommendations of the PDP and how both SWT and the EA intend to practically develop the flood risk reduction options for Taunton that could be delivered over the next 10 to 30 years periods (from 2019/20) to manage the predicted impact on river flooding from climate change up to 2118.

1.6 SWT and the EA wish to continue to work in partnership to deliver the short term measures at Longrun Meadow and the town centre defence improvements on the left bank of the River Tone (Frieze HillPage to Town 61 Bridge). This will involve detailing the schemes to an appropriate design standard to secure the necessary consents to

enable a contract to be let for their delivery. These solutions permanently improve the level of flood protection in and around North Town and Firepool. They would, when implemented, negate the requirement for temporary demountable flood defence barriers, and the operational challenges faced with erecting these in times of flood, required for the Firepool development.

1.7 £6m capital funding has been identified to deliver the two short term measures above. A funding strategy will need to be developed for the remaining preferred approach. As there are a number of schemes with wider benefits, such as increased bio-diversity and public amenity, these may attract sources of funding wider than flood defence.

1.8 There is the opportunity to progress detailed design of a third scheme, raising the Firepool lock gate and earth bund between the river and canal. Subject to capital funding being identified, works could be undertaken whilst construction is taking place on the Firepool site. The works would be more difficult to implement after the Firepool development is built and it would cause disruption and potential blight for occupants of the Firepool development.

2 Recommendations

2.1 The recommendations are:

1. Accept the findings of the project development plan report and endorse the recommended strategic and long term approach to the management of flood risk in Taunton, listed in section 6 of the non-technical summary.

2. In partnership with EA to progress the identified short term priorities of: Longrun Meadow, the town centre defence improvements on the left bank of the River Tone (Frieze Hill to Town Bridge) and Firepool Lock to an appropriate design standard to secure the necessary consents and implementation.

3. Seek the approval of Full Council for the allocation of £6m capital funding from already earmarked Community Infrastructure Levy, New Homes Bonus and s106 contributions, to be apportioned in consultation with the S151 Officer, to progress the identified short term priorities of Longrun Meadow and improvements to the left bank of the River Tone (Frieze Hill to Town Bridge).

4. Use the project development plan as a basis for future investment planning. Develop a funding strategy to support implementation of the entire preferred approach, noting that a number of schemes have wider benefits such as increased bio-diversity and public amenity that may attract sources of funding other than flood defence related. Working with partners and stakeholders including the Environment Agency to secure appropriate national ‘Flood Defence Grant in Aid’ ((FDGiA) and Local Levy; Somerset River Authority grant; as well as partnership opportunities with Somerset County Council, Wessex Water; Natural England; Canal and Rivers Trust and others towards these schemes.

5. Note that consultation and engagement will take place with residents, stakeholders and partners on the individual schemes in the preferred approach as they progress to detailed design and necessary consents for implementation. Page 62

6. Support the appointment of dedicated project management capacity, to be funded from the capital allocation referred to above for an initial period of two years, to secure the necessary expertise and approvals to progress the shorter term priorities identified in recommendation 3, and to identify funding and wider opportunities as they arise.

3 Risk Assessment (if appropriate)

3.1 Draft Corporate risk register June 2019:

3.2 CRx - Climate Change: Climate change is arguably the biggest risk to civilisation, and therefore should be considered as an inherent risk to the Council. Failing to mitigate or adapt to the climate change that is already in motion will result in more extreme weather events (storms, winter driving rain, drought, heatwaves), and rising sea levels which collectively pose a direct risk to the communities we serve, but also an indirect risk as a result of more extreme impacts felt elsewhere globally including food security and displacement of vulnerable populations. Risks also surround specific actions we take to mitigate and adapt to climate change. While we cannot control many of the things that need to happen to reduce the impact of climate change on the community, if we do not concentrate on what we can do there is a risk that a sense of futility will impede any action.

Risk: Likelihood – 5, Impact – 5, Risk Rating – 25

Actions we’re taking: We will complete the strategies, and associated action plans and projects, as soon as possible. This will require dedicated staffing resource and funding, and we will bring associated cases to the Council. Some actions/projects will require direct delivery by the Council (e.g. including on corporate emissions, planning and funding/investment decisions), some will require the Council to play an enabling/facilitating role (including policy setting, aggregating and collaborating with others), and some will require us to simply support others in delivering actions. A key role will also be lobbying Government.

Understanding climate change impacts and compliance with achieving the carbon neutrality target will be embedded into all decision making processes.

If we deliver on actions identified by the strategies then we will reduce both the likelihood and impacts of the risk a little, but without action being taken by Government or by others around the world, the risks cannot reduce significantly.

Mitigated Level of Risk: Likelihood – 5, Impact – 4, Risk Rating – 20

The TSFAIS is embedded within the Carbon Neutrality and Climate Resilience Plan for SWT.

3.3 CRx - Major capital programme and project delivery

There is a risk that changing organisational priorities, financial restrictions or increased costs, lack of risk appetite, and lack of resource may impact on delivery of key capital projects and programmes. Reduced staffing levels may mean that we are unable to carry out the current capital project portfolio to the expected timelines, or that we may need to pause or cease working on Pagesome projects 63 to adapt to new priorities. Significant additional costs may impact on our ability to deliver some capital projects.

Risk: Likelihood – 3, Impact – 4, Risk Rating – 12

SWT has developed an organisational PMO including a pipeline process.

SLT and the Executive will review the costed capital programme portfolio over the next five years and consider whether any priorities have changed and how we can schedule in new strategic projects within existing resource.

We will adopt new governance procedures for project approval that requires resource outside of existing staff and budgets within a Function, and convene programme and portfolio boards to ensure appropriate prioritisation of project work in line with strategic priorities

Mitigated Level of Risk: Likelihood – 2, Impact – 3, Risk Rating – 6.

The TSFAIS is listed on the PMO pipeline. Initial sources of funding have been identified to deliver important flood alleviation works at Longrun Meadow and new defence walls on the left bank for the Tone between Frieze Hill and Town Bridge. It is requested members support the development of a funding strategy to support implementation of the entire preferred approach, noting that a number of schemes have wider benefits such as increased bio-diversity and public amenity that may attract sources of funding other than flood defence related.

4 Background and Full details of the Report

4.1 Taunton has a history of river flooding with notable flood events being recorded in the 1960’s, 2000 and smaller events in 2007 and 2012. Taunton Strategic Flood Alleviation works were undertaken in the 1970’s, and improved in the 1990’s, and Longrun Meadow Flood Storage was completed in 2009.

4.2 The main source of flood risk in Taunton is from river flooding from the River Tone and its tributaries. One of the key reasons why flooding is a challenge to manage in Taunton is because there are multiple watercourses (Halse Water, Hillfarrance Brook, Norton Brook, Back Stream) joining the River Tone upstream, and within the town centre (Mill Lease Stream, Galmington Stream, Sherford Stream). When the River Tone is high, or bank full, this results in these smaller tributary watercourses being unable to discharge under gravity i.e. they become ‘locked’, causing a backup of water upstream, resulting in flooding along those tributaries near the Town centre. Flooding in nearby Bathpool is also complicated by multiple watercourses (Kingston Stream, Maiden Brook, Allen’s Brook, Dyers Brook) joining the River Tone near the A38 Bridgwater Road. When the River Tone is high in this location this causes the Old River Tone outfall flap gates to close, limiting the release of flood waters from the Bathpool area. Without the flap gates, flood water from the main River Tone channel would travel back up the Old River Tone and would cause more frequent and serious flooding in Bathpool. There is also a second flood mechanism for Bathpool caused by excess flood water passing down the Bridgwater & Taunton canal from the River Tone overspilling into the canal at Firepool Lock. The canal does not have sufficient capacity for this extra flood flow therefore overtopping occurs along the right bank into the Maiden Brook and ultimately the Allen’s Brook in Bathpool, where it causes flooding. There is also a formal side spill weir from the canal at Bathpool into the Dyer’s/Allen’s Brook. From EA records this last major flood occurrence was in November 2012, but significant flooding did also similarlyPage occur 64 in 2000 to a lesser degree.

4.3 River flooding in Taunton is managed by multiple Risk Management Authorities (RMA’s, including EA, SCC and SWT). It is predominantly led by the EA, as the River Tone is classified as a ‘Main River’, using permissive legal powers to undertake scheduled condition inspections of the flood defences in the town centre, weekly checks on key assets and removal of any large debris and annual in-channel vegetation clearances.

4.4 Existing flood defences are insufficient to protect Taunton if a 1 in a 100 flood event occurred today. A “patch and mend” approach to existing flood defences does not provide a sufficient level of protection. There are approximately 1031 properties (residential, commercial and infrastructure) at risk and it is estimated that a single major flood event of this level in Taunton could cost the local economy approximately £50million. Essential infrastructure is also effected: A38, A3027 Bridge St, A3027 Staplegrove Rd and the A3038 Station Rd which provide access to essential services such as Avon & Somerset Police Station, SWT Council Offices, Train Station, Petrol Stations and food stores. When considering the impacts of climate change the total number of existing properties at risk increases to 2548 (1604 being residential properties). There are implications for utilities infrastructure: electricity substations, electricity generation, waste water infrastructure and management, water infrastructure, telecommunications exchanges and masts. The community infrastructure effected includes: nursing homes, care homes, heath centres, dentists, nursery’s, schools, community centres and halls, museums and galleries, emergency services, cemeteries, allotments, leisure facilities and open spaces.

4.5 SWT Council and the EA have been working in partnership over a number of years to identify strategic flood risk solutions for Taunton, including Bathpool, which can both reduce the current flood risk, and appropriately mitigate against the future impacts of climate change over the next 100 year period. The TSFAIS provides the framework to secure long term strategic protection for the town centre through the delivery of the flood options.

4.6 A significant number of scenarios have been tested using the EA’s latest River Tone hydraulic model. The assessments identified:

o How a 1% AEP standard of protection could be achieved and maintained when considering climate change.

o The ability or performance to reduce flood risk.

o The costs to build and to maintain the option over its design life.

o If the option could be phased (short, medium and long term) over a period of time to make it more affordable and easier to deliver.

o Avoiding or minimising any increase in flood risk caused to other areas as a result of the new flood management interventions, including the Somerset Levels & Moors downstream.

4.7 The preferred approach are measures to be implemented in the next 30+ years as resources are secured to enable their delivery. This preferred approach is: Page 65

Works Priority Capital Properties Other Benefits Cost benefitting1 £mill

Optimise Short Term 3-5 687 Protection for Firepool Longrun 0-10 years regeneration site, Meadow (Fact (funding Biodiversity Opportunity, Sheet LRM) identified) Natural Flood Management.

Raised or new Short Term 0.9-2 508 Protection for: Firepool Defences River 0-10 years regeneration site; key Tone (left bank) (funding transport routes including from Frieze Hill identified) A3027 (Bridge Street, to Town Bridge Staplegrove Road) and (Fact Sheet A3038 (Station Road); and TTC5) key infrastructure: Police Station, SWT Offices, BT Exchange, French Weir Surgery.

Raised or New Short Term 8-11 329 Reducing flood risk in and Defences on 0-10 years around Tangier including the Tangier access to Castle Street Tributaries and Third Way (Fact Sheet TTC2)

Raised or new Short, ST 26- 901 - Short Reduced flooding in North defences on Medium and 29 Term Town, Tangier, Firepool the River Tone Long Term and Bathpool. Reduced and its MT CC 1,792 - risk of flooding on key Tributaries +6-9 Medium transport routes: A38 at (Fact Sheet Term Manor Road, A3027 TTC1) LT CC (Bridge Street, Staplegrove +6-7 2,426 - Road) and A3087 Station Long Term Road.

Raised Fire Short Term 0.9-1 219 Reduce flood risk to Pool Lock 10-15 years Bathpool, Priorswood and Gates, but could Crown Industrial Estates increased come and improve resilience to defences (left forward the Canal. Opportunity to back) Obridge sooner, as bring forward and complete to Firepool site is during construction of (Fact Sheet developed Firepool. TTC10)

1 Properties removed from the floodplain and thosePage with 66 reduced depth of flooding; information from TSFAI property count data.

Pumping Short Term 6-10 53 Provides protection for station at 10-15 years A38. Removes need to Bathpool (Fact install temporary pumps, Sheet BP2) making response time quicker.

Preventing Short Term 0.3-0.5 0 Reduces flooding in backflow from 10-15 years Priorwood and Crown railway culverts Industrial Estates, and (Fact Sheet some reduction in BP0) Bathpool. Potential for creation of new water based habitats upstream.

River Short Term 8-10 88 Opportunities for ecological Restoration 10-15 years and geomorphological and flood improvements to the storage at Sherford Stream and Vivary Park reduce siltation of ponds in (Fact Sheet Vivary Park, Biodiversity VP) Opportunity, Natural Flood Management

Upstream Medium – 43-56 2137 Provides protection for storage at Long Term town centre regeneration Bradford on 30+years site Tone (Fact Sheet BoT)

Raising Castle As the 8-10 99 Reducing flooding around Street Bridge & opportunity Tangier and the Bus Station arises regenerations sites there. footbridge (Fact Sheet MS01)

Mill Stream As the 0.1 90 Reducing flooding in flow diversion opportunity Tangier. Protects down (Fact Sheet arises stream bed and bank MS02) habitat. A tilting weir would protect fish, otter and other wildlife passage along the river.

4.8 To protect existing property in the town and to allow the town to develop safely a holistic and strategic flood risk reduction solution is required. The TSFAIS provides that framework. It also supports the regeneration of Taunton town centre, The Taunton Garden Town status, the Councils Climate Change and Resilience work.

4.9 The flood alleviation solutions required are varied, they include natural solutions such as the creation of wetland habitat andPage earth 67 bunds as well as formal built structures

such as defence walls and a pumping station.

4.10 The redevelopment of Firepool remains a priority for the Council and the site is currently within the 1% AEP floodplain. Through the planning application process, site specific flood measures have been agreed in principal between the EA and the LPA to protect the site from flooding. These include land raising of the site ground levels and, subject to further detail, 300+ metres of temporary demountable defences alongside the left bank of the River Tone by French Weir park entrance near Clarence Street.

4.11 The optimisation of Longrun Meadow and the new flood defence walls on the left bank of the River Tone between Frieze Hill to the Town Bridge would replace the temporary demountable defences approach with a permanent solution, which would not only offset the operational challenges faced with erecting the temporary defence in times of flood, but offer a means to permanently improve the level of flood protection to the wider North Town community.

4.12 There is the opportunity to raise the Fire Pool Lock Gates and increase defences (left back) Obridge to Firepool during the construction works on the Firepool site. This would enable good access for the works to the lock gates and banks, and remove disruption and blight to new residents of Firepool if the works were to occur after occupation.

4.13 Going forward detailed design work, specialist technical advice as well as stakeholder and public engagement is required to secure the necessary consents and permissions (i.e. planning permission, EA permit, Natural England licence agreement) to implement the short term schemes. It is therefore proposed that a dedicated project management resource be funded to deliver this.

4.14 Whist funds have been identified to deliver two of the short term measures the overall TSFAIS has a significant costs. A number of schemes have wider benefits such as increased bio-diversity and public amenity that may attract sources of funding other than flood defence related. It is therefore proposed that the dedicated project management resource mentioned above will source additional funding from partners and interested parties; and collaborative opportunities where they exist.

4.15 For context there are wider flood alleviation and mitigations measures happening across Somerset; being delivered by various partners. These include:

Hills to Levels (National UK Rivers Prize for 2018) – a range of projects with farmers, landowners and communities to ‘slow the flow’ to reduce flood risk, reduce erosion, improve water quality, deliver wider environmental benefits and increase resilience on the floodplain. Programs: leaky woody dams across headwater; soil husbandry and land management; run-off filter barriers; hedge planting; fish and eel mitigation maintenance of passages; buffers on high risk costs 6-10m strips of uncultivated land buffering water courses to slow field runoff and sediment transfer. In the SWT area Pond Desilting upstream of Bishop’s Lydeard to allow storage of an extra 3,700m3 of water at Cothelstone.

Somerset SPONGE - creating and improving green spaces, programmes included: retro-fitting Sustainable Drainage Systems, in the SWT area sites included Lyngford Park Primary and Holway Park Community Primary; and raingardens planted with pollinator friendly plants, native wetlandPage plants 68 and grasses at Middleway and Kilkenny

Court in Taunton, reduces flooding by preventing water going into the drain, prevents sewage system spills which damages local streams.

Water Injection Dredging (WID) – fluidising sediment so that it can flow naturally to deeper areas; works on the River Parrett downstream of Burrowbridge and silt monitoring, including river bed mapping, on the River Parrett and Tone.

Repairs to the River Avill Flood Relief Channel at Dunster - strengthening banks of the channel so as to maintain capacity to carry water away. Erosion protection at Gallox Bridge – 35 metre section of bank stablised.

These, along with a number of other programs being delivered across the County, and the TSAIS will help to reduce and manage flood risk across our area.

5 Links to Corporate Strategy

5.1 The TSFAIS supports themes and objectives in the 2019 Corporate Strategy:

o Strategic Theme 1 – Our Environment and Economy: A low carbon, clean, green and prosperous district that attracts high quality employment opportunities and encourages healthy lifestyles.

. Objective 2 – shape and protect out built and natural environment

. Objective 7 – Facilitate the development of the commercial parts of the Firepool site

o Strategic Theme 3 – Homes and Communities: A district which offers a choice of good quality homes for our residents, whatever their age ad income, in communities where support if available for those who need it.

. Objective 1 – increase the number of affordable and social homes…

. Facilitate the development of the residential blocks at Firepool, Taunton, in order to deliver new homes and public open space

. Objective 7 – seek additional funding for new strategic infrastructure and regeneration projects from developers, investors, Government and other funders, which supports or enables existing and new communities within out district.

6 Finance / Resource Implications

6.1 The TSFAIS Phase 1 and 2 work has been funded by SWT (NHB), EA and received financial backing from the Somerset Rivers Authority (SRA) and a grant has also been earmarked from the Heart of the Southwest Local Economic Partnership (LEP).

6.2 The TSFAIS Project Development Plan provides budget cost estimates based on the conceptual designs for each scheme in the preferred approach, project costs and whole life cost. These have been sourced from the technical consultants, project cost tool and similar schemes elsewhere in the country. These figures help the Council with future planning of the TSFAIS preferred approach. Page 69

6.3 The preferred approach will need to be phased to make it affordable as it is unlikely to attract full or majority funding from central government Flood Defence Grant in Aid (FDGIA). Alternative funding sources have been identified by the SWT & EA Project Team.

6.4 In consultation with the S151 Officer the following funding has been identified to progress the two short term options of works at Longrun Meadow and raising the low spots on the left bank between Freeze Hill and Town Bridge.

S106 237,900 An earmarked reserve as “S106 ringfenced for flood prevention NHB 2,762,100 Allocating from the £16m Growth Programme, and therefore committing against NHB income. CIL 3,000,000 Allocating from the £15m CIL Programme agreed in principle, providing 50% of the funding and fully committing the CIL currently profiled for flood works Total 6,000,000

6.5 Throughout the progression of the TSFAIS the Council will be seeking to secure appropriate contribution towards these schemes from stakeholders and interested parties. As the many of the schemes have multiple benefits this may include: EA Flood Defence Grant in Aid (FDGiA), Wessex Flood Defence Levy, Somerset River Authority Grant, Housing Infrastructure Fund, Wessex Water, DEFRA Making Space for Water and Payments for Ecosystems.

7 Legal Implications (if any)

7.1 No direct legal implications as this stage.

7.2 The TSAFI PDP sets out the framework of preferred approaches for tackling flood risk in Taunton. Some of the approaches are on third party land or land subject to covenants. Early discussions have been taking place with Shape Legal on general matters pertinent to the progression of individual Phase 3 schemes; items such as ownership, riparian responsibilities, etc.

7.3 A new collaboration agreement for any phase 3 working between EA and SWT will be required

8 Climate and Sustainability Implications (if any)

8.1 The TSFAIS analysis identifies that with climate change the flood risk to Taunton will increase. If we do nothing to improve current standard of flood protection 2548 current properties will be at risk of flooding as well as transport routes A38, A3027, A3087 and A3038 (all Resilient Network routes into the Town Centre, to Taunton Train Station and key services including Royal Mail sorting office, SWT Deane House, Police Station, Post Office, BT Exchange, North Town Primary School, French Weir Health Centre, convenience shops and fuel stations). The preferred solutions reduce flood risk to these properties and essential infrastructure.

8.2 Some of the preferred approaches will increase biodiversity for example through the introduction of new wetland and ditch habitats. Some approaches will protect existing, or provide new, public open spacePage which 70 itself improves air quality and limits the

impact of heatwaves by reducing urban temperatures through natural cooling. Urban vegetation stores carbon and helps to reduce flooding by run-off.

8.3 The TSFAIS is embedded within the Climate Change and Climate Resilience Strategy and Action Plan.

9 Safeguarding and/or Community Safety Implications (if any)

9.1 No Safeguarding and/or Community Safety Implications at this stage.

10 Equality and Diversity Implications (if any)

10.1 The TSFAIS will benefit all persons because the works safe guard essential services and facilities including: nursing homes, care homes, churches, heath centres, dentists, nursery’s, schools, community centres and halls, emergency services (Avon & Somerset Police Station, South West Ambulance Service), SWT Council Offices, petrol stations and food stores. The flood alleviation and mitigation works will also protect key routes such as A38, A3027 Bridge St, A3027 Staplegrove Rd and the A3038 Station Rd which provide access to the Train Station and Hospital. The TSFAIS will also protect essential utilities infrastructure: electricity substations, electricity generation, waste water infrastructure and management, water infrastructure, telecommunications exchanges and masts.

10.2 There will be particular benefits for the protected characteristics of age (children and elderly; with regard to access to education and health care facilities), disability (for those with illnesses requiring access to health care facilities and carers ability to get to peoples homes), pregnancy and maternity (access to health care facilities), religion and belief (access to places of worship), carers (access to patients and local services and facilities supporting them).

11 Social Value Implications (if any)

11.1 There will be opportunities for including social value (economic, social or environmental benefits for the local area) within the individual schemes and future contacts associated with them.

12 Partnership Implications (if any)

12.1 SWT and the EA have been working in partnership over a number of years to identify strategic flood risk solutions for Taunton, including Bathpool, which can both reduce the current flood risk, and appropriately mitigate against the future impacts of climate change over the next 100 year period. The TSFAIS provides the framework to secure long term strategic protection for the town centre through the delivery of the flood options. SWT and the EA will continue to work together to deliver the preferred options.

12.2 A number of the preferred options provide multiple benefits beyond alleviation and mitigation of flood risk, they have wider benefits such as increased bio-diversity and public amenity that may attract other sources of funding. Going forward SWT will be working with a range of partners and stakeholders including: Somerset County Council; Somerset River Authority; Wessex Water; Natural England; Somerset Wildlife Trust; Canal and Rivers Trust; Friends Groups; Flood Risk Groups and others towards to progress the preferred approach. Page 71

12.3 A new collaboration agreement for any phase 3 working between EA and SWT will be required.

13 Health and Wellbeing Implications (if any)

13.1 The Somerset Health and Wellbeing Strategy: Improving Lives Strategy 2019-2028 lists four priority areas.

13.2 The TSFAIS links to the following:

o Priority One: A County infrastructure that drives productivity, supports economic prosperity and sustainable public services:

o …we need to focus on the social and environmental factors that impact on people’s lives. Education, employment, housing and connectedness all affect our mental and physical health and wellbeing…

o A healthy home is one that is affordable, warm and stable, and somewhere that helps connect people to community, work and services

o Priority Two: Safe, vibrant and well-balanced communities able to enjoy and benefit from the natural environment

o Good places, indoor and outdoor spaces and buildings help people to be more physically active, use facilities and services, socialise and play.

o Feeling safe and secure in the area they live and work has a significant impact on people’s health and wellbeing.

o People who have access to green space and the natural environment have more opportunities to be physically active. Furthermore, increasing access and participation in green spaces has an important positive impact on mental health.

o Priority Three: Fairer life chances and opportunity for all.

o Good education and lifelong skills can help to build the foundations for accessing good work, problem solving and feeling empowered and valued. Education also provides a basis for learning valuable healthy lifestyle skills such as healthy sexual behaviours, emotional resilience and healthy eating.

o Priority Four: Improved health and wellbeing and more people living healthy and independent lives for longer.

o We want people to feel supported to live the life they aspire to, by helping them earlier and more efficiently. Providing the necessary care and support at home and in communities can enable people Page 72

to live independently for longer and reduce unnecessary admissions to hospital.

o People should feel supported to choose healthy and active lifestyles and improve their own physical and mental health and wellbeing. Some people will need more support than others but all partners should be doing what they can to provide the information and support for people to make positive lifestyle choices.

14 Asset Management Implications (if any)

14.1 Some of the preferred approach schemes are on land in the ownership or control of SWT including: Longrun Meadow; some areas along the Tone; and Vivary Park. Other TSFAIS are on land owned or controlled by EA (small parcels of land along the river corridor) or third parties, for example at Bradford on Tone.

14.2 TSFAIS on land owned or in the control or SWT or EA will likely be simpler to deliver.

14.3 As part of the detailing of the preferred options any landowner or asset implications (such as future maintenance agreements) will be considered.

15 Data Protection Implications (if any)

15.1 No data protection implications at this stage

16 Consultation Implications (if any)

16.1 The TSFAIS is a technical document presenting objective information on flood risk for Taunton both now and as a result of climate change. It presents a preferred approach to addressing that flood risk based on objective analysis of various mitigation and management options.

16.2 Consultation will be undertaken going forward with stakeholders and interested parties, as each of the preferred options is progressed.

17 Scrutiny Comments / Recommendation(s) (if any)

17.1 It was the recommendation of the Chair of Scrutiny that the TSFAIS went to a full members briefing instead of the Scrutiny Committee. This took place on Monday 14 October and was attended by 29 Members.

18 Executive Comments / Recommendation(s) (if any) 18.1 Executive on 22 January 2020 supported the recommendations set out in Section 2 of this report.

Democratic Path:

 Scrutiny / Corporate Governance or Audit Committees – No

 Cabinet/Executive – Yes Page 73

 Full Council – Yes

Once only

List of Appendices (delete if not applicable)

Appendix A TSFAIS Non-technical Summary Appendix B TSFAIS FAQ’s Appendix C TSFAIS EIA

Contact Officers

Name Ann Rhodes Name Direct 01823 219522 Direct Dial Dial Email [email protected] Email

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Taunton Strategic Flood Alleviation Improvements Scheme Project (TSFAI).

Non-Technical Summary Report Report version: Final Version (V5) Date: 28 October 2019

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Table of Contents

1.0 Introduction ...... 3 2.0 Previous Studies ...... 5 3.0 Location & Context ...... 6 4.0 Flood risk in Taunton ...... 13 5.0 Options Overview & Evaluation...... 17 6.0 The Preferred Approach ...... 23 7.0 Deliverability challenges & opportunities...... 24 8.0 Conclusions ...... 26 9.0 Next Steps/Recommendations ...... 27 10 Glossary and abbreviations ...... 28

Document Issue Details:

Version Issue date Issue Status Distribution no. 1 31st July 2019 Draft EA & SWT Project Team for comment. 2 20 August 2019 Final Draft Updated following Project Team consultation. Issued to EA & SWT Project Team for acceptance. 3 30 September 2019 Final Small changes post Final draft checks. Issued to EA & SWT for acceptance. 4 07 October 2019 Final Minor edits and Project Sponsor signature box added. 5 28 October 2019 Final SWT & EA signatures added.

Name Project Signature Date Role Brendan Cleere Project Sponsor Somerset West & Taunton (SWT) 28 October 2019 (Head of Localities, Economy & Climate Change) Dr Rachel Burden Project Sponsor Environment Agency (EA) 28 October 2019 (Somerset Flood & Coastal Risk Manager)

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Introduction

1.1 Project Aims & Objectives Taunton has a history of river flooding with notable flood events being recorded in the 1960’s, 2000 and smaller events in 2007 and 2012. Taunton was designated a Garden Town in 2017 to assist the Councils growth agenda including the proposed regeneration of key sites in the town centre and strategic allocations in local planning policy. One of the key constraints identified at the early stages was flood risk, and how can this be managed in the long term. In response Somerset West & Taunton (SWT) Council and the Environment Agency (EA) have been working in partnership for a number of years, and have specifically scoped a ‘Project Delivery Plan’ (PDP) to identify strategic flood risk solutions for Taunton, including Bathpool, that can both reduce the current flood risk, and appropriately mitigate against the future impacts of climate change over the next 100 year period. The PDP was scoped using the EA’s latest River Tone hydraulic model to test various option performance, and to provide a conceptual level of design detail when reporting on the most effective options. This reports explains the key recommendations of the PDP and how both SWT and the EA intend to practically develop the flood risk reduction options for Taunton that could be delivered over the next 10 to 30 years periods (from 2019/20) to manage the predicted impact on river flooding from climate change up to 2118. The flood risk management options described in this report are all geographically located within the River Tone catchment. Throughout the report, key messages have been included to highlight their importance to the reader.

This report aims to:

1. Provide a strategic overview detailing what the project partners and other risk management authorities could deliver in terms of effective flood risk management on the River Tone in Taunton for the next 100 year period. 2. Explain SWT Council’s and the EA's current preferred way forward to reduce flood risk in Taunton by applying a phased approach over short, medium and long term periods 3. Highlight the challenges and opportunities, including a list of potential funding sources available. 4. Provide budget cost estimates as a range to assist option comparison and to inform future planning. Costs explained in this report have been sourced from our known suppliers and the Environment Agency’s Project Cost Tool. 5. Identify the next steps to allow the project to enter the 'Delivery' phase, which will include work to progress the options from conceptual detail to detailed design, undertake appropriate consultation, and obtain the necessary consents and approvals, including information to inform a future construction project to deliver the flood alleviation solutions.

This report does not: 1. Repeat all of the findings described within the Project Delivery Plan Technical report and supporting appendices. 2. Does not provide planning permission to implement the works. Page 77 Page 3 of 29

3. Identify all constraints. The report has been prepared at a strategic level therefore it should be recognised that there may ultimately be technical, financial, economic or other reasons for accepting or rejecting the various options identified. 4. Provide a detailed Environmental and/or Habitats Regulations assessment of the options individually or cumulatively. At this time we would expect that the options identified may require a statutory Environmental Impact Assessments (EIA) but this would need to be confirmed by the Local Planning Authority (LPA). For the PDP, work has been undertaken to understand key environmental constraints through targeted Phase 1 Habitat survey and mammal survey work, which has subsequently been used to inform the options. 5. Provide detailed costs or provide a detailed economic analysis with cost benefit ratio analysis. 6. Assess surface water flooding options in detail, although we believe the options presented could potentially offer a benefit to the existing drainage infrastructure. 7. Provide all the detail required for future site-specific Flood Risk Assessments.

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2.0 Previous Studies

A number of studies have been undertaken in Taunton since 2005 to understand flooding and the possible options that could reduce flooding. These have informed the Project Delivery Plan alongside updated modelling and survey work.

1. Environment Agency “Taunton Flood Defence Improvements” (2005).

2. Project Taunton “Flood Risk Management Guidance” (2006).

3. Taunton Deane Borough Council “Level 2 Strategic Flood Risk Assessment” (2009).

4. Project Taunton “Effects of land raising report” (2011)

5. Project Taunton “Modelling of Town Centre Sites” (2012)

6. Taunton Deane Borough Council “Bradford on Tone Pre-feasibility Study Inception Stage” (2011)

7. Environment Agency “River Tone Defences Investigation” (2012)

8. Taunton Deane Borough Council “Phase 1 Options Study” (2014)

Taunton Strategic Flood Alleviation Improvements Project: Technical Report, Factsheets & Plans (2019)

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3.0 Location & Context

3.1 What is fluvial flooding and climate change? Fluvial flooding occurs when the water level in a river, lake or stream rises and overflows onto surrounding banks and neighbouring land. Throughout this report, river flooding describes a situation where the natural channel capacity is exceeded and/or where an existing flood defence are not high enough to prevent overtopping. Climate change is the change in global or regional climate patterns and is largely attributed to the increased release of Greenhouse Gases produced by the use of fossil fuels. With global temperatures expected to continue to rise, this will increase sea levels and the frequency of intense extreme weather for the UK. Higher volumes of precipitation entering watercourses will cause floodplains to be larger in extent and depth, thus increasing their impact on the natural and built environment. To explain some terms that are used frequently in this report: Annual Exceedance Probability (AEP) refers to the probability of a flood occurring in any one year. The probability, or likelihood of the flood occurring is described as a percentage. For example, a large flood which may be calculated to have a 1% chance to occur in any one year, is described as a 1% AEP. Standard of Protection (SOP) is used to describe the performance of a flood defence scheme and is linked to the above AEP definition. For example, if a flood defence scheme prevents the 1% AEP from overtopping it would be defined as having a SOP of 1% AEP.

3.2 Catchment overview. The River Tone is one of the largest tributaries of the River Parrett catchment. Sourced in the Brendon Hills it has an average gradient of 1in 20, which becomes very shallow (1in 1000) by the time it reaches the River Parrett confluence at Burrow Bridge on the Somerset Levels & Moors. In total, the length of the river covers a distance of 51km. The Tone catchment is predominantly rural with the main urban areas only making up about 3 to 4% coverage of the total catchment area.

The main source of flood risk in Taunton is from river flooding from the River Tone and its tributaries. One of the key reasons why flooding is a challenge to manage in Taunton is because there are multiple watercourses (Halse Water, Hillfarrance Brook, Norton Brook, Back Stream) joining the River Tone upstream, and within the town centre (Mill Lease Stream, Galmington Stream, Sherford Stream). When the River Tone is high, or bank full, this results in these smaller tributary watercourses being unable to discharge under gravity i.e. they become ‘locked’, causing a backup of water upstream, resulting in flooding along those tributaries near the Town centre.

Flooding in nearby Bathpool is also complicated by multiple watercourses (Kingston Stream, Maiden Brook, Allen’s Brook, Dyers Brook) joining the River Tone near the A38 Bridgwater Road. When the River Tone is high in this location this causes the Old River Tone outfall flap gates to close, limiting the release of flood waters from the Bathpool area. Without the flap gates, flood water from the main River Tone channel would travel back up the Old River Tone and would cause more frequent and serious flooding in Bathpool.

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There is also a second flood mechanism for Bathpool caused by excess flood water passing down the Bridgwater & Taunton canal from the River Tone overspilling into the canal at Firepool Lock. The canal does not have sufficient capacity for this extra flood flow therefore overtopping occurs along the right bank into the Maiden Brook and ultimately the Allen’s Brook in Bathpool, where it causes flooding. There is also a formal side spill weir from the canal at Bathpool into the Dyer’s/Allen’s Brook. From EA records this last major flood occurrence was in November 2012, but significant flooding did also similarly occur in 2000 to a lesser degree.

Surface water flooding does occur in Taunton as a result of the surface water drains exceeding their capacity or as result of direct rainfall. The strategic solution for fluvial flooding cannot solve the local sources of surface water flooding, but some of the solutions may help.

Figure 1 – River Tone and tributaries in Taunton Town Centre with 1% and 0.1% AEP flood maps.

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Figure 2 – River Tone and Bathpool tributaries with 1% and 0.1% AEP flood maps.

3.3 Historic Flooding Events in Taunton Records of flooding in the Taunton area go back to the late 19th century with 1889 flooding being mentioned in the Chronological of British Hydrological Events. In the 20th century the October 1960 flood event was the most severe and approximately 500 properties were flooded in Taunton town centre. In response to the 1960 flood event the River Tone Flood Alleviation Scheme (FAS) was constructed and it consisted of widening and straightening the River Tone channel and building new flood defences throughout the town. The new defences were tested in 1968 and records confirm that the defences protected the centre of Taunton. These defences were subsequently upgraded in the 1990’s to achieve a 1% Annual Exceedance Probability (AEP) standard of protection at that time. In October 2000, the FAS was tested by a similar magnitude flood event to that recorded in 1968. From information collected during the 2000 event, the defences on the River Tone were successful in protecting the centre of the town, although flooding on the tributaries was more significant, and surface water flooding affected a number of other areas. Flood water was observed overtopping the canal lock gates at Firepool causing flooding in Bathpool. Evidence from observed events, photographs and local media reports suggest that flooding in Bathpool has occurred more than 20 times since 1960. Not all of these events have involved internal flooding to houses but have caused disruption and inconvenience with key access roads being underwater. Other notable flood events were recorded in November/December 2012 when property flooding was noted elsewhere across the Town. Smaller flood events have also occurred in 2007, 2009 and 2012 again on the tributaries in the town centre. In 2012 notable flooding occurred in Vivary Park and to the adjacent Cricket Club.

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More recently, a major flood incident occurred on the Somerset Levels & Moors in 2013/14, which resulted in an extensive land area being flooded for 3 months. Taunton town centre narrowly avoided serious flooding but the town experienced significant disruption to local services and businesses, demonstrating that flooding events do not just impact the inundated area.

Figure 3 – River Tone flooding in 2012 by Clarence Street, Taunton. (Environment Agency).

.

Figure 4 – Emergency works to Firepool Canal lock gates to prevent Tone water entering the canal in 2000. (Environment Agency).

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Figure 5 – River Tone flooding in 2012 by Morrison’s, near Town Bridge, Taunton (Environment Agency).

Figure 6 - River Tone high levels by Pound Stretchers in 2012 adjacent to Town Bridge, Taunton (Environment Agency)

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Figure 7 – Flooding of road outside Acacia House, Bathpool in 2012 (Environment Agency)

Figure 8 – Flooding outside Swingbridge House, Bathpool alongside the A38 in 2012 (Environment Agency)

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Timeline of key events on the River Tone in Taunton

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4.0 Flood risk in Taunton

4.1 How is flood risk currently managed in Taunton? River flooding in Taunton is managed by multiple Risk Management Authorities (RMA’s), but predominantly led by the EA as the River Tone is classified as a ‘Main River’. Using its permissive legal powers the EA undertakes scheduled condition inspections of the flood defences in the town centre, weekly checks on key assets to remove any large debris and annual in-channel vegetation clearances. Non-main watercourses i.e. typically smaller watercourses and ditches etc. fall under the jurisdiction of Somerset County Council (SCC) as the Lead Local Flood Authority (LLFA). SWT Council, as the Local Authority, oversee various functions in Taunton. When considering flood risk in respect of new development and the Local Plan, the Council must consider this constraint by avoiding the risk completely or requiring developers to implement appropriate measures to remove or reduce the flood risk safely.

4.2 The Need for Intervention – A Summary of Key Flood Risk Facts. From our 2016 flood mapping there are approximately 1031 total properties (residential, commercial and infrastructure) at risk from river flooding in Taunton from the 1% Annual Exceedance Probability (AEP) taking into account current flood defences. From the above total we estimate that 527 of these are residential properties currently at risk. When considering the impacts of climate change on river flooding up to 2118 this increases the total number of properties at risk in Taunton to 2548 for the 1% AEP, with 1604 being residential properties. Maintaining the existing flood defences at their current height in perpetuity does not offer a sufficient level of protection, which means that they are likely to be overtopped more frequently in the future.

Typical patterns of flooding in the Town Centre. 1. Tangier and Bathpool are two of the first areas to flood in Taunton.

2. Flooding from the tributaries (Galmington Stream, Sherford Stream & Mill Stream) in the Tangier area begins from the 10% AEP and is attributed to exceedance of channel capacity. While limited properties are effected ‘small pockets of flooding’ occur as there are no formal defences along these tributaries.

3. Major River Tone flooding in Taunton town centre first starts to occur between the 2% and 1.33% AEP. The critical lower sections of flood defences that are overtopped first are on the left bank upstream of the Town Bridge, near Clarence Street, BT Exchange and also downstream at the Firepool (former Cattle Market) site. Significant overtopping can presently occur, and would be very similar in consequence to the 1960’s flood, which saw flows travel overland along Station Road towards Taunton railway station.

4. The lock gates on the entrance to the Bridgwater and Taunton canal are likely to be overtopped causing flooding in Bathpool to occur, which was last observed in the 2000 event.

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5. Flooding of Vivary Park adjacent to the cricket pitch and bandstand area typically occurs for the 10% AEP from the Sherford Stream.

Figure 9 – Key out of bank, defence overtopping and flood flow paths locations in Taunton Town Centre.

Predicted flooding pattern for the 1% AEP event in Taunton & Bathpool today and in the future from climate change. 1. The 1% AEP flood mapping (2016) shows significant flooding in Tangier as a consequence of the channel capacity being exceeded from the Mill Stream, Galmington Stream and Sherford Stream. Flood depths vary across this area, but on average are between 0.60m and 0.90m. In 2118, with an allowance for increased river flows due to climate change, flood depths increase significantly to 0.90m to 1.5m.

2. The River Tone overtops existing defences at various locations between French Weir and Obridge Viaduct resulting in extensive property flooding, which increases significantly when considering climate change. The River Tone is sensitive to an increased flow and this presents a major challenge to the performance of the existing town flood defences. Please refer to Figure 10.

3. Flooding of Taunton town centre caused by the overtopping of the existing critical low defences sections on the left bank of the River Tone results in flood water depths of 0.30m to 0.60m across the North Town area. The flood extent increases significantly when considering the worst case climate change scenario in 2118. Flood depths at their deepest are in the order of 0.90m to 1.5m but there are smaller pockets of 0.30 and 0.60m depth.

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4. By 2118 the risk of overtopping and flooding to the County Cricket Ground is the 1% AEP with climate change impacts. For the worst case climate change scenario floodwater continues into Winchester Road running parallel to Priory Bridge Road. Flood depths are in the order of 0.30m to 0.60m.

5. Vivary Park becomes inundated by the current 1% AEP today in 2019 and for the worst case climate change scenarios in 2118 due to out of bank flooding from the right bank of Sherford Stream by the ornamental lake. More importantly this overland flow path would cut across the Upper High Street causing significant inundation to the Crescent shopping precinct and disrupt the A38, a key road in the town centre.

Key Message No.1 There are approximately 1031 total properties (residential, commercial and infrastructure) at flood risk from the River Tone and its tributaries for the 1% AEP. From the above figure 527 are residential properties. As a result of Climate Change impacts on river flooding this will increase to 2548 by 2118 if additional flood management interventions are not implemented. From the above figure 1604 are residential properties.

Key Message No.2 Flooding from the tributaries in Tangier starts for the 10% AEP. Significant flooding from the River Tone occurs from the 2% AEP impacting the area of North Town. The existing FAS along the River Tone was designed to achieve a 1% AEP standard of protection in the 1990's. Our analysis now shows that the FAS is now overtopped for a 2% AEP as defences are not high enough to protect from the current 1% AEP in 2019 or in the future in 2118 from climate change

4.3 TributariesEconomic and Impacts left bank of Flooding. are weak points The project undertook a literature review of recent floods in the UK and the associated losses experienced in large towns or areas with some similarity to Taunton. While an accurate economic appraisal has not been undertaken it is reasonable to estimate that a single major flood in Taunton could approximately cost the local economy £50million (2019 cost base). Please refer to the PDP Technical Report to view the flood case studies.

Key Message No.3 After considering the experience of other floods elsewhere, it is reasonable to estimate that a single major flood in Taunton could approximately cost the local economy £50million (2019 cost base).

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Figure 10 – 1% AEP with climate change flood map in Taunton Town Centre

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5.0 Options Overview & Evaluation.

5.1 Location of Options

Figure 11 – Option Location Map

5.2 Flood risk performance of the options.

The table below summarises the ‘long list of options’ that have been assessed to determine if they could positively contribute towards reducing flood risk to existing properties and future development in Taunton today and when considering climate change. Historic options from previous studies have also been included for completeness.

The options that have been taken forward to the ‘Preferred Approach’ have a green tick next to them. The evaluation process has largely been based on flood risk reduction performance criteria.

Table Section Intervention Description Accepted Flood Risk Evaluation. Ref 6: PDP or No. Table Rejected Option Ref no. 1. N/A Do Nothing – Under this This is not a sustainable long term option all flood risk solution. This would potentially management activities increase the risk of flooding to Taunton. would cease to occur in

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Taunton. For example The condition of existing assets would the EA would not deteriorate more quickly resulting in operate or maintain more frequent flooding today and in Stepswater sluice, the future. This option is not effective maintain flood defence in managing future flood risks from walls or deploy the climate change. Bathpool mobile pump. 2. N/A Do Minimum – Continue This is not a sustainable long term operating the existing solution. Flood Alleviation Scheme through to 2118. This would not provide a means to reduce the risk of flooding to the Under this option the current 1031 properties that are existing defences would currently at risk from the 1% AEP. be maintained at their With no increase in height the standard current height. of protection that defences provide will diminish over time as climate change impacts increases flood frequency.

Not consistent with the Catchment Flood Management Policy for Taunton to reduce flood risk. 3. BOT Large upstream storage Effective catchment flood risk solution (Bradfo area on the River Tone but there are number of delivery rd on near Bradford on Tone to challenges that need to be recognised if Tone) manage climate change. this option is progressed. 4. TTC2, Improving and or new While this is an effective option this has 5, 10 raised flood defences on potential to increase flood risk the River Tone and downstream of the M5 motorway. tributaries in Taunton. Under this option this is from Frieze Hill through to Hankridge Farm on both sides of the River Tone watercourse and along all of the town centre tributaries to achieve a 1% AEP standard of protection. 5. TTC2 Improving and or new Effective solution that can reduce flood raised flood defences on risk in the centre of Taunton. the Town centre tributaries in the Tangier area. 6. TTC 5 Improving and or new Effective solution that can reduce flood raised flood defences for risk in the centre of Taunton. certain sections on the left bank of the River Tone. Page 92 Page 18 of 29

7. TTC 1-2 Improving and or new While this is an effective option this has or raised flood defences on potential to increase flood risk TTC1-3 the River Tone and downstream of the M5 motorway. tributaries in Taunton to While this is not a desirable climate manage climate change. change solution, due to the impacts downstream, this does present a ‘Plan B’ if the preferred climate change solution is discounted. 8. LRM Optimisation of Longrun Effective solution that can reduce flood Meadow flood storage to risk in the centre of Taunton. utilise the existing scheme and the natural floodplain more effectively. 9. VP River restoration and Effective solution that can reduce flood new flood storage at risk in Taunton. Vivary Park. 10. N/A Removal of either French Has potential to increase flood risk or Firepool weirs. immediately downstream.

Difficult to find space to suitably grade a new channel in place. 11. N/A Modifications to the Doesn’t reduce flood risk at larger existing French or events. Firepool weir crests or sluices. 12. MS2 Mill Stream flow A small scale option that could reduce diversions by adding a flood risk reduction in the Tangier area weir to change the flood when combined with other options in direction of the this list. Galmington and Sherford Stream. 13. N/A Removal of ineffective Limited number of structures that structures on the could make a significant flood risk Galmington Stream reduction in the area of Tangier. 14. MS1 Raising of Castle Street A small scale option that could reduce and Bus Station flood risk reduction when combined footbridge on the Mill with other options in this list. Stream 15. TTC10 Bathpool – closing the Effective solution that can reduce flood canal route at Firepool risk in Bathpool, provided it is lock by raising the considered with other options to existing lock gates. mitigate any upstream flood level Raising the existing left changes. bank embankment on the River Tone between Firepool and Obridge.

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16. BP0 Bathpool – protection to A small scale “no regrets” option that railway culverts to avoid can help to reduce flooding locally in Tone water entering Bathpool. Priorswood area. 17. N/A Bathpool – a new flood The existing floodplain is extensive here relief channel along thus requiring new flood bunds to Hyde Lane to convey protect any proposed channel from flood water upstream or being inundated. The cost of a new downstream of the M5 channel with flood bunds would also be culvert. expensive with limited benefits. The main reason for it being discounted is due to insufficient gradient preventing floodwater being conveyed away effectively. 18. BP2 Bathpool – This operation already exits and forms pumping station at part of the EA contingency plans for Allen’s Brook reducing the impact of flooding in Bathpool. Through this option a larger pump would be implemented. An effective option that would assist to reduce the impact of flooding from small flooding events. This would replace the EA’s current temporary working arrangement and could either be a permanent building, an underground system or a larger mobile unit. For all options a better site arrangement would be required. 19. N/A Bathpool – Bund around Ineffective option and increased flood the River Tone flap valve risk locally. to provide more capacity Combined options 20. TTC 2 & New or improved raised Effective solution that can reduce flood TTC 5 defences the River Tone risk in Taunton. between Frieze Hill to Town Bridge (left bank) and new defences along the tributaries in the Tangier area. 21. TTC 10 New and/or improved Effective solution that can reduce flood & BP 02 defences alongside the risk in Bathpool left bank of the River Tone between Firepool lock and Obridge and a pumping station at Bathpool.

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Historic Options investigated in 2005 and 2006. 22. N/A Upstream storage on the Sherford Stream by Wild Limited flood risk benefit vs high cost Oak Lane. 22. N/A Upstream Storage on Galmington Stream by Limited flood risk benefit vs high cost. Amberd Lane 23. N/A Upstream storage on the Too far upstream to reduce flood risk in River Tone near Taunton sufficiently. Greenham, Wellington

Key Message No.4 There isn’t a single option that completely removes or reduces flooding in isolation. Instead a combination of interventions is required.

5.2 Explaining how the preferred approach was determined.

A key objective of this project was to identify how a 1% AEP standard of protection could be achieved and maintained when considering climate change.

The preferred approach was achieved by using the following principles:

1. The options ability or performance to reduce flood risk.

2. The costs to build and to maintain the option over its design life.

3. If the option could be phased over a period of time to make it easier to deliver.

4. Avoiding or minimising any increase in flood risk caused to other areas as a result of the new flood management interventions, including the Somerset Levels & Moors downstream.

The aim is to phase the delivery of the strategic solution to make them more affordable and ultimately more deliverable. The various short, medium and long term elements that create the overall Strategic Solution can be phased to align with future funding sources.

The table on page 23 sets out the preferred approach that is recommended for delivery in Taunton to manage the impact of flooding over the next 100 years (from 2019 onwards).

5.3 Consideration of Downstream Receptors

During the option evaluation process the flood levels and flows at the M5 culvert downstream of Taunton and Bathpool were reviewed for all the options considered in Section 5.0. Options where no modelled impact was found were selected to demonstrate that downstream areas including the Somerset Levels & Moors would not be impacted by the PDP’s ‘preferred approach’.

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As expected, all of the storage options located upstream of Taunton or in the town centre all have either a positive reduction, or cause no difference to flood levels or flows at the M5 culvert. This is an important outcome of the project. Any new raised flood defences need to be limited such that they have a negligible impact on flood risk in other areas. Our analysis has shown that smaller sections of new flood defences, or raising existing defences in Taunton will have negligible flood risk change beyond Firepool weir.

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6.0 The Preferred Approach

No. of properties with a reduced depth No. of properties removed from the of flooding. These properties are still Other Potential Benefits floodplain in a floodplain Whole Comments

Capital Life Fact

Works Description Priority Order Cost Cost sheet (£m) (£m) ref: Total Total

Other Other

Amenity

Residential Residential

Biodiversity

Commercial Commercial

Management

Regeneration TownGarden

Natural Flood Natural Flood

Infrastructure Infrastructure

Opportunities

Optimise Longrun Short Term Detailed design required and Meadow. (Funding scheduling of works to manage Identified) 3 to 5 5 37 18 0 10 65 328 268 1 90 687 LRM potential detriment to other areas. 0-10 Years Raised / New Defences Short Term Detailed design required and on the Tangier (Funding partially scheduling of works to manage TTC2 Tributaries and on the secured) potential detriment to other areas 10 to 12 13 178 84 0 27 289 324 212 0 59 595 & River Tone (left bank) 0-10 years. TTC5 from Frieze Hill to Page 97 Page Town Bridge. Raise Firepool canal Short Detailed design required and lock gates, increase the Term scheduling of works to manage height of defences (Funding Required) potential detriment to other areas TTC10 between Firepool and 10-15 Years 6.5 to 11 30 -10 19 0 40 49 65 55 1 51 172 & BP2 Obridge (left bank). A new pumping station at Bathpool. River Restoration and Short Term Detailed design required and flood storage at Vivary (Funding Required) 8 to 10 10 42 14 0 16 72 52 20 0 16 88 VP scheduling of works to manage Park 10-15 Years potential detriment to other areas Medium/ Long Detailed design required and Term. scheduling of works to manage Upstream storage at Adapting to potential detriment to other areas 43 to 56 81 841 129 1 110 1081 1381 488 2 266 2137 BOT Bradford on Tone Climate Change

(Funding Required) 30 Years + Raising Castle Street Opportunities Detailed design required and Bridge & 8 to 10 15 -11 -2 0 0 -13 59 28 0 12 99 MS01 scheduling of works to manage Bus Station footbridge potential detriment to other areas Mill Stream flow Opportunities Detailed design required and diversion 0.1 0.1 -23 -2 0 -4 -29 54 27 0 9 90 MS02 scheduling of works to manage potential detriment to other areas

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7.0 Deliverability challenges & opportunities.

At this stage in the project there remain a number of challenges that could impact delivery, which are listed below.

7.1 Deliverability Challenges 1. Affordability – The total whole life costs of the PDP Preferred Approach is high. While SWT has earmarked capital funds towards the delivery of the short term options, to deliver the complete programme will require joining together multiple sources of funding. It is recommended that a Funding Plan is created for the future.

2. Complex construction within a busy town centre will need to be carefully managed well.

3. Detailing and scheduling interventions to avoid flood risk detriment without reducing option flood risk performance.

4. Securing the necessary planning consents and legal compliance with the Reservoir Act 1975 and the Water Framework Directive.

5. Securing landowners approval for some of the options will be challenging. Further consideration of third party land acquisition and potential impact on third party land required.

6. Securing Network Rail approval for Bradford on Tone in relation to the main west coast line adjoining the site of the proposed large flood storage reservoir.

7. Avoiding an increase in maintenance burden from uprating existing assets or from the creation of new assets.

The supporting table in Appendix 1 lists more detailed technical risks for each option based on our current understanding.

Key Message No.5 All the options have financial, technical and legal challenges. We need to keep a flexible approach.

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7.2 Opportunities

Somerset West and Taunton and the Environment Agency are working together to provide a long- term strategic solution to reducing flood risk to Taunton and where possible to the wider catchment. It is recognised that the risk to the town will get worse as climate change is predicted to increase maximum flood flows over time. The risk comes not just from the River Tone, but initially from 3 other tributaries that flow into the town centre, namely the Galmington, Sherford and Mill Streams. The onset of flooding from the tributaries is estimated to be 10% AEP and from the River Tone is 2% AEP. To protect existing property in the town and to allow the town to develop safely a holistic and strategic flood risk reduction solution is required. The work to date provides a framework which can be built on to secure long term strategic protection for the town centre through the delivery of the flood options described in this report. The flood alleviation solutions required are varied, they include natural solutions such as the creation of wetland habitat and earth bunds as well as formal built structures such as defence walls and a pumping station. All solutions will consider improvements to the natural and built environment This work supports the regeneration of Taunton town centre, The Taunton Garden Town status, the Councils Climate Change and Resilience work; and will be critical for allowing the town to prosper and develop safely in the future.

7.3 Firepool development

The redevelopment of Firepool remains a priority for the Council and the site is currently within the 1% AEP floodplain. Through the planning application process, site specific flood measures have been agreed between the EA and the LPA to protect the site from flooding, which include land raising of the site ground levels and 300+ metres of temporary demountable defences alongside the left bank of the River Tone by French Weir park entrance near Clarence Street. The Preferred Approach described in this approach recommends new flood defence walls on the left bank of the River Tone between Frieze Hill to the Town Bridge and along the Tangier tributaries. That option provides an opportunity to replace the temporary demountable defences approach with a permanent solution, which would not only offset the operational challenges faced with erecting the temporary defence in times of flood, but offer a means to permanently improve the level of flood protection to the wider North Town community. The long term climate change solution would also offer increased protection to the wider Town centre and all of the regeneration sites, including Firepool.

Key Message No.6 The options are technically challenging and will require partnership working, but they provide a strategic solution to protecting existing property and future regeneration of the Taunton. Town. Page 99 Page 25 of 29

8.0 Conclusions

This project has been successful in identifying a ‘Preferred Approach’ that can reduce flood risk in Taunton today and in the future.

a) Fluvial flood risk is a significant matter for Taunton’s current built area and for future regeneration plans in and around the town. There are currently 1031 total properties at flood risk from the River Tone and its tributaries for the 1% AEP flood event.

b) If the existing defences are maintained at their current crest level with long term climate change the number of properties at risk in a 1% AEP event would increase from 1031 to 2548.

c) Do minimum i.e. just maintaining existing defences, is not an option to take forward as it does not improve the standard of protection to Taunton, neither does it protect SWT’s regeneration sites from the impact of climate change up to 2118. Intervention at a strategic level is required to ensure safe development is achieved in accordance with National Planning Policy Framework (NPPF), otherwise planning restrictions could be imposed.

d) Reliance on the existing 4km of flood defences structural condition being maintained by a ‘patch and mend’ approach is not sustainable as deterioration will occur.

e) When considering a long term plan for managing flood risk in Taunton the importance of a strategic approach is critical. There isn’t a ‘single intervention or option’ that reduces the risk of flooding significantly, therefore a combination of multiple measures i.e. the ‘Preferred Approach’ is required.

f) The Preferred Approach consists of upstream flood storage, optimising existing flood storage assets in the town centre, new or raised flood defences along the River Tone and Tangier tributaries and a pumping station at Bathpool.

g) The proposed flood storage options in Longrun Meadow and Vivary Park not only offer a flood risk reduction but offer opportunities to improve existing habitats or create new habitats.

h) The preferred combined approach must be co-ordinated to avoid any interim flood risk detriment.

i) The Preferred Approach will need to be phased to make it affordable as it is unlikely to attract full or majority funding from central government Flood Defence Grant in Aid (FDGIA). Alternative funding sources to date have been identified by the SWT & EA Project Team (Community Infrastructure Levy (CIL), Housing Infrastructure Fund (HIF), New Homes Bonus and the Wessex Flood Defence Committee.

j) There remain a number of significant delivery challenges that could prevent some of these options being implemented e.g Upstream storage on the River Tone. These have been suitably highlighted for the Council’s elected members to assist with understanding the risks.

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9.0 Next Steps/Recommendations

1. SWT and the EA should continue to work in partnership to support the development of a holistic solution for Taunton. SWT should continue to be Lead Partner to ensure a joined up approach across the community, regeneration and economic development occurs.

2. Recommendation: SWT accepts the findings of this report and endorses the recommended strategic approach to flood risk management.

3. Recommendation: SWT endorses the programmes of works listed in section 6, as a basis for future investment planning and securing of necessary funding

4. Recommendation: SWT, in partnership with the EA, moves forward with the identified Longrun Meadow scheme and the town centres defence improvements on the left bank of the River Tone to an appropriate design standard to secure the necessary approvals, with appropriate key stakeholder and public consultation.

5. Recommendation: that SWT and the EA develop a funding strategy to support implementation of the entire preferred approach.

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10 Glossary and abbreviations.

Annual Exceedance The percentage chance of a flood of a given magnitude AEP Probability being exceeded in any one year

Above Ordnance Height relative to the average sea level at Newlyn, AOD Datum Cornwall UK

A plan which consider all types of inland flooding, from Catchment Flood CFMP rivers, groundwater, surface water and tidal flooding on a Management Plan catchment basis to provide a strategic overview of issues.

EA Environment Agency

The final stage for government spending approvals process following the five case business model. The first two stages FBC Full Business Case being the Strategic Outline Case (SOC) and Outline Business Case (OBC)

A grant from Defra administered by the Environment Flood Defence grant in FDGiA Agency to support the construction of new or improved Aid flood risk management measures

Required to support any planning application it considers the flood risk at a development site as well as the impacts FRA Flood Risk Assessment of the development on flood risk elsewhere. All sources of flooding are considered including fluvial, surface water and groundwater.

Lead Local Flood LLFA Authority

Coastal plain and wetland area of Somerset, running south from the Mendips to the Blackdown Hills and containing L&M Levels and Moors numerous nationally and internationally environmentally designated sites.

Voluntary partnerships between local authorities and businesses set up in 2011 by the Department for Business, Local Enterprise LEP Innovation and Skills to help determine local economic Partnership priorities and lead economic growth and job creation within the local area.

National Planning & NPPF Policy Framework

The middle stage for government spending approvals process following the five case business model. The other OBC Outline Business Case two stages being the Strategic Outline Case (SOC) and Full Business Case (FBC)

PDP Project Delivery Plan

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A committee established by the Environment Agency under the Flood and Water Management Act 2010 that brings together members appointed by Lead Local Flood Authorities (LLFAs) and independent members with relevant experience for the purpose of ensuring there are coherent plans for identifying, communicating and managing flood and coastal erosion risks across Regional Flood and RFCC catchments and shorelines; encouraging efficient, Coastal Committee targeted and risk-based investment in flood and coastal erosion risk management that represents value for money and benefits local communities; and to provide a link between the Environment Agency, LLFAs, other risk management authorities, and other relevant bodies to build understanding of flood and coastal erosion risks in its area

Risk Management RMA Authority

Somerset County SCC Council

An assessment of flood risk from a variety of sources to Strategic Flood Risk SFRA support a Local Authority’s local plan and to help make Assessment planning decisions

A term used by the EA to describe the level of protection SOP Standard of Protection offered by a flood defence scheme.

Somerset West & SWT Taunton

A European Union directive which commits European Water Framework WFD Union member states to achieve good qualitative and Directive quantitative status of all water bodies

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TAUNTON STRATEGIC FLOOD ALLEVIATION IMPROVEMENTS SCHEME

FREQUENTLY ASKED QUESTIONS November 2019

Q1) What is the current flood risk in Taunton and why are you doing this project?

Currently, there are approximately 1031 properties (residential, commercial and infrastructure buildings) at risk from river flooding in Taunton from the 1% Annual Exceedance Probability (AEP) flood. The 1% AEP flood has a 1 in 100 chance of occurring once in any one year, taking into account the standard of protection offered by the existing flood defences.

Somerset West & Taunton Council (SWT) and the Environment Agency (EA) are working closely together to identify strategic flood risk reduction measures for the town centre. The existing flood defences, built during the late 1960s/early 1970s were modified in the early 1990s. However, they are now deteriorating with time, and will not provide longer term flood protection to the Town, especially when considering climate change predictions for increased rainfall and flood flows.

Taunton is principally at risk of flooding from the River Tone and its tributaries. In 1960, fluvial flooding affected a considerable area of the town centre, particularly the North Town and Station Road areas. More than 360 houses, shops and business premises were badly flooded.

If we do nothing, we may start to see a return to flood events such as those pictured below:

Towards Town Bridge near St. James St, Taunton – 1960 Junction of Bridge St. and Station Rd, Taunton – 1960

Priory Bridge Road junction with Canal Rd / Station Rd. – 1960 North Town (Cleveland Road or Greenbrook Terrace) - 1960 Page1 105

TAUNTON STRATEGIC FLOOD ALLEVIATION IMPROVEMENTS SCHEME

Calverts furniture shop, Station Rd – 1960 Aerial photo showing flood extent during 1968 event in Taunton

Since the 1960s, less damaging flood events have more recently been observed in Taunton in 2000, 2007, 2009 and 2012. In 2012, notable flooding occurred in Vivary Park and the adjacent Cricket Club.

Most recently, a major flood incident occurred downstream on the Somerset Levels & Moors in winter 2013/14, which resulted in an extensive land area being flooded for 3 months.

Taunton town centre narrowly avoided serious flooding on these occasions, but it experienced significant disruption to many local services such as access to health centres and food stores, as well as impacting local businesses, demonstrating that flooding events do not just impact the inundated area.

The River Tone comes close to flooding onto Clarence Street, North Town, near French Weir Park in October 2000 Page 1062

TAUNTON STRATEGIC FLOOD ALLEVIATION IMPROVEMENTS SCHEME

Q2) What is the project called and what are its objectives? Why are you working together?

Our project is called the “Taunton Strategic Flood Alleviation Improvements Scheme” (TSFAIS). This stage of the project is referred to as “Phase 2”. We have assessed a significant number of flood alleviation and mitigation options to determine preferred solutions to reduce flood risk in Taunton today and in the future, which also help to enable the delivery of the Garden Town regeneration plans. Solutions identified minimize any impacts on third parties and on the River Tone down stream of the M5. The preferred solutions form a phased approach over short, medium and long term periods. Concept designs, cost estimates, timescales and next steps have been identified to help provide a framework which can be built on to secure long term strategic flood protection for the town centre.

Working in partnership brings together significant knowledge and expertise, to identify and deliver a holistic solution to flood risk. Partnership provides potential to deliver improvements that may not be possible via SWT’s own actions, or solely through the EA’s flood defence funds.

Q3) What happens to flood risk in Taunton if we “do nothing” or continue with “existing arrangements?”

The condition and height of the existing 4km of flood defences provides a varying standard of protection through the Town. With no, or a minimal ‘patch and mend’ approach, they will eventually fail or overtop. Due to expected climate change impacts, they are likely to be overtopped far more frequently in the future if no interventions are made.

BT Exchange Clarence Street Frieze Hill

Our Phase 2 work suggests that a single major flood could cost the local economy £50 million. Therefore to do nothing is not a viable option. It is recognised that the risk to the town will get worse as climate change is predicted to increase maximum flood flows over time. The risk comes not just from the River Tone, but from 3 other principal tributaries that flow into the town centre - the Galmington, Sherford and Mill Streams.

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River Tone and its Tributaries Flooding in Taunton Town Centre today - 2019

Q4) What is the risk of flooding in the future due to climate change?

The existing flood defence scheme will become increasingly sensitive to any climate change impacts. UK Climate Change Projections (referred to in UKCP18 research) suggest a trend towards more frequent and higher volume/intensity winter rainfall patterns. Any resultant increase in design and/or observed flood flows in the River Tone and tributaries will place many more homes and businesses at increased levels of flood risk. When considering the impacts of climate change on river flooding up to 2119 this increases the total number of properties at risk in Taunton from 1031 to 2548. In addition to the existing community, roads and businesses, the planned growth and regeneration sites in and around Taunton could also be adversely affected.

River Tone and its Tributaries Flooding in Taunton Town Centre with climate change - 2119

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TAUNTON STRATEGIC FLOOD ALLEVIATION IMPROVEMENTS SCHEME

Q5) What options have been looked at to reduce flood risk in Taunton?

The Phase 2 work has assessed a ‘long list of options’ to determine if they could positively contribute towards reducing flood risk to existing properties and future development in Taunton today, and in the future when considering climate change. We have also considered impacts on third parties, the River Tone catchment downstream of the M5, feasibility of delivery and costs for constructing and maintaining any measures longer term. Historic options from previous studies were revisited as well as “Do Nothing” and “Doing the minimum to existing defences”. Options assessed included:

• Retaining and repairing what is already in place, • improving existing defences and storage, • replacing existing defences, • improving flood conveyance, • new defences and flood storage in the town, and • new defences and flood storage upstream of Taunton.

There isn’t a single option that completely removes or reduces flooding in isolation. Instead, a combination of interventions is required. This combination of works is referred to as the “preferred approach”.

Q6) Isn’t this project just about facilitating growth and regeneration in Taunton, and won’t the regeneration sites make flooding worse?

No. As mentioned in Q1 and Q3 answers, there are many other existing flood risk beneficiaries to consider in the town centre alongside the regeneration site areas.

Town Bridge 2012 Clarence Street

Although redevelopment sites such as Tangier and Firepool (Cattle Market) would also benefit from reduced flood risks in the future, these sites will not themselves increase fluvial flood risks either in, upstream or downstream of the Town, provided that they deliver their own appropriate flood mitigation measures on site.

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Our TSFAI project provides an opportunity to replace the temporary demountable defences agreed as part of the Firepool planning application with a more permanent solution, which could offset the operational challenges faced with erecting temporary defences. This would also improve the longer term level of flood protection to the wider North Town community.

Q7) So what works are you considering?

The project’s preferred approach consists of upstream flood storage, optimising existing flood storage assets in the town centre, new or raised flood defences along the River Tone and tributaries and a pumping station at Bathpool.

The TSFAIS Phase 2 has identified a preferred approach of measures to provide a 1% AEP standard of protection when considering climate change. The measures identified can be phased over a period of time to make them easier to deliver as they align with future funding sources and climate change impacts. The various short, medium and long term elements create an overall strategic solution to reduce flood risk in Taunton for the next 100 year period. The preferred approach consists of:

• Optimise Longrun Meadow for flood storage; • Raised / New Defences on the Tangier Tributaries • Raised / New Defences on the River Tone (left bank) from Frieze Hill to Town Bridge; • Raise Firepool canal lock gates; • Increase the height of defences between Firepool and Obridge (left bank); • New pumping station at Bathpool; • River restoration and flood storage at Vivary Park; • Upstream storage at Bradford on Tone; • Possibility of raising Castle Street Bridge & Bus Station footbridge; • Possibility for a Mill Stream flow diversion weir;

All of the preferred approach interventions will consider maximizing available opportunities to enhance the natural and built environment, where it is feasible to do so, and align with wider Garden Town design objectives set by SWT Council.

Q8) What about areas other than Taunton which flood?

The TSFAIS project has prioritised reducing flood risks in Taunton town centre as its main objective. That doesn’t mean to say that there aren’t other locally important flooding problems to be addressed elsewhere in Taunton, and the wider district.

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The preferred approach has identified which interventions, and on which watercourse(s), have the greatest potential to lessen flood risks to the central core of businesses and residential properties in the town. Some of the other watercourses flowing into Taunton, such as Black Brook, Stockwell Stream, Mill Lease stream, and Norton Brook do have their own local flood risk issues, but dealing with these in isolation does not significantly reduce flood risk in the town centre area.

Importantly, SWT Council and the Environment Agency have access to a number of other assessments on flood risk that inform decisions we both make as flood risk management authorities.

The Council’s Strategic Flood Risk Assessment tells us what the flood risk is from various sources (river, surface water, costal, groundwater, drainage and sewer) for the whole district.

The EA’s Shoreline and Beach Management Plans provide details on flooding and erosion at the coast, and indicate how we can managing those risks. Our partners at Somerset County Council produce Surface Water Management Plans, and Wessex Water produce Drainage and Wastewater Management Plans.

Using these other sources of information both organisations will continue to work in partnership with others to tackle flood risk and resilience issues elsewhere in the district. For example, working with organisations such as the Somerset River Authority, Flood Action Groups, Friends Groups and Internal Drainage Boards.

Q9) Will this work impact on the Somerset Levels and Moors?

The modelling analysis of our preferred approach options specifically looked at the impact downstream of the M5, which provides an indication of any likely impacts on the Somerset Levels and Moors. The preferred approach options have no significant impact on downstream flood risk, but will be checked again during any detailed design work. Large flood storage upstream of the town has the potential to ‘slow the flow’ into the downstream Levels and Moors area.

Levels and Moors winter 2013/2014

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Q10) How much will it cost?

Based on the conceptual designs for each of the preferred approach options, indicative construction and whole life costs have been established. These have been sourced from our technical consultants, project cost tools and with reference to similar schemes built elsewhere in the country.

Costs will vary according to the complexity of the option. Most projects fall within the range or £5-12million each, but some are considerably less. The largest option of upstream storage at Bradford on Tone is costed at approx. £50M for construction.

The preferred approach will need to be phased to make it affordable as it is unlikely to attract full or majority funding from central government Flood Defence Grant in Aid (FDGIA). Alternative funding sources have been identified by the SWT & EA Project Team (Community Infrastructure Levy (CIL), Housing Infrastructure Fund (HIF), New Homes Bonus and the Wessex Flood Defence Committee. The project team will also be investigating funding from other stakeholders and interested parties.

Q11) When will it happen?

The preferred approach options have been given time ranges of: short - 0-10 years; medium - 10-15 years; and long term 30 years +.

SWT and EA have identified three opportunities which may come forward in the short term:

• Raised or New Defences on the left bank of the River Tone from Frieze Hill to Town Bridge; • Optimisation of Longrun Meadow flood storage; and • Raise Firepool canal lock gate entrance, and increase the height of defences on the left bank between Firepool and Obridge.

Q12) What will happen next?

Detailed design work is proposed to be undertaken for each of the preferred approach options as part of a phase 3, which is yet to be started.

This will enable the relevant consents and permissions (Planning Consent, Habitat Licenses,

EA License) to be obtained. It will also help us determine detailed costs.

Engagement with local stakeholders will be key, and an integral part of the detailed design work under phase 3.

Only then could a contract could be let to enable actual construction works to start.

SWT and the EA will continue to work in partnership to secure delivery of the short term preferred options and we will shortly be setting out how we will do that in a collaborative agreement. 8

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Q13) Why don’t you just dredge the river instead?

Firstly, there is an important distinction to make between dredging and de-silting. De-silting involves the removal of accumulations of silts and sediments in order to restore the natural channel and keep navigations possible. Dredging goes further by enlarging the original channel design through deepening and/or widening.

Dredging, and other types of watercourse management such as de-silting and vegetation removal have been considered when assessing how to manage existing and future flood risk in Taunton. Dredging has to be prioritised and justified technically, environmentally and economically.

Conventional Dredging on the River Parrett in 2014

In Taunton town centre, dredging is not part of the preferred approach because it is not physically possible in many areas to enlarge the existing channel size through the town, nor remove the weirs at French Weir and Firepool, which significantly contribute to deposition of silt behind them. De-silting works immediately upstream of Firepool weir have taken place in the past to remove silt for visual, amenity and navigation reasons. However, this de-silting (maintenance) work does not significantly reduce flood risk in the town centre. Any benefits derived from this work are also short lived, as removing the silt creates capacity for more material to be deposited, and starts the natural accretion process again.

Following extensive flooding during the winter of 2013/14, dredging and subsequent de-silting has instead been carried out on sections of the River Parrett/Tone downstream of Taunton, where it is more effective in helping to maintain the capacity of the rivers in their lower tidal sections.

This dredging/de-silting work has been undertaken by either the Environment Agency or the Parrett Internal Drainage Board for the Somerset Rivers Authority and means that the duration of flooding downstream of Taunton will be reduced, along with the impacts on properties, land and infrastructure. Ongoing regular maintenance of the recently de- silted lengths of river will be key to maintaining channel capacity downstream of Taunton.

As mentioned in Q9 above, our preferred approach options have been selected to ensure that they have no significant impacts on downstream flood risks in the Somerset Levels and Moors area. 9

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Q14) Won’t some of the Taunton town centre options conflict with existing land uses such as recreation and amenity?

Potentially yes they could conflict, but it’s possible these proposals could also offer opportunities to improve these facilities. At this stage the preferred approach options are simply concept design stage arrangements that have been proven to reduce flood risk. Before any of the works can proceed to construction there will need to be an extensive stakeholder and public consultation to inform any design processes. We already know that the public value highly the existing facilities at Longrun Meadow and Vivary Park and the multiple uses that they offer. We fully appreciate that we would need to work sensitively with those respective users that could be effected by any of our proposals.

Q15) What about any wider impacts on water quality and the environment?

These important aspects will be more fully assessed as part of the phase 3 project work. As mentioned in Q7, the preferred approach options will be designed to maximise their environmental benefits, where they can do so. This can include incorporating appropriate measures that can help improve water quality and biodiversity for some of the works.

In addition, other ongoing projects led by other partners will be broadly complimentary to the preferred approach options identified by our project.

For example, the use of more natural flood management (NFM) techniques in the upper catchment of the River Tone and its tributaries will contribute to the overall effectiveness of our preferred approach options further down these watercourses.

As part of the Somerset 20year Flood Action Plan, NFM works are already being delivered by a project called Hills to Levels, funded by the Somerset Rivers Authority. Further details of this project can be found here:

https://www.fwagsw.org.uk/hills-to-levels, and https://catchmentbasedapproach.org/learn/what-is-natural-flood-management/

Environment Agency picture of Natural Flood Management

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Somerset Equality Impact Assessment Before completing this EIA please ensure you have read the EIA guidance notes – available from your Equality Officer Organisation prepared for Somerset West and Taunton Version 1 Date Completed 14/11/2019 Description of what is being impact assessed Taunton Strategic Flood Alleviation Improvements Scheme (TSFAIS) Evidence Page 115 Page What data/information have you used to assess how this policy/service might impact on protected groups? Sources such as the Office of National Statistics, Somerset Intelligence Partnership, Somerset’s Joint Strategic Needs Analysis (JSNA), Staff and/ or area profiles,, should be detailed here

The TSFAIS Project Development Plan is an objective assessment of flood risk and the technical solutions required to reduce that risk to Taunton. Data used to assess how this policy might impact on protected groups includes: property counts (homes, businesses and infrastructure); area profiles; resilient network plans, community facilities location data (i.e. health centres, residential homes, emergency services, support services – MIND, SWT), IMD, JSNA, Flood Mapping.

There are currently 1031 properties at risk of river flooding. With no change in the current standard of flood protection the number of properties and infrastructure affected by flooding will get worse as flood risk will increase with climate change. This will mean that 2548 current properties will be affected, plus any constructed from 2020 onwards.

The preferred approach in the TSFAIS will reduce flooding on roads in the town (including: A38, A3027 Bridge St, A3027 Staplegrove Rd and the A3038 Station Rd, High Street) ensuring that the following community assets and services remain accessible and open:  French Weir Surgery;  North Town Primary School;  SWT Officers;  Police Station;  Ambulance Services Stations (St Johns and SW Healthcare)  Two nursing/care homes;  Pharmacies;  6 Dental Practices;  Train Station access;  Bus routes.

And the following utilities infrastructure will be protected:  44 electricity substations;  5 water control/pumping stations;  4 waste water/waste management works;  BT Exchange;

Page 116 Page The following additional community facilities and services will remain open and accessible:  6 places of worship;  7 community centres/facilities.  1 cemetery;  1 Vets;  Funeral Directors;  18 open spaces;  16 sports facilities including: swimming pool, Cricket Club, Football Club.

Who have you consulted with to assess possible impact on protected groups? If you have not consulted other people, please explain why?

The TSFAIS is a technical document presenting objective information on flood risk for Taunton both now and as a result of climate change. This work has provided an indication of possible impacts on protected groups. As each of the schemes requires further detailed design work to secure the necessary consents (EA permit, Natural England licence agreement, Planning Consent, etc.) to enable a contract to be let for their deliver, consultation will be undertaken going forward with relevant stakeholders and interested parties, as each of the preferred options is progressed to detailed design. Analysis of impact on protected groups The Public Sector Equality Duty requires us to eliminate discrimination, advance equality of opportunity and foster good relations with protected groups. Consider how this policy/service will achieve these aims. In the table below, using the evidence outlined above and your own understanding, detail what considerations and potential impacts against each of the three aims of the Public Sector Equality Duty. Based on this information, make an assessment of the likely outcome, before you have implemented any mitigation. Negative Neutral Positive Protected group Summary of impact outcome outcome outcome Age  Ensuring access to health facilities and enabling heath professionals to undertake home visits – particularly benefits the elderly and young children;  Ensuring access to education, primary schools, and nurseries – Page 117 Page benefiting young children;  Ensuring utility infrastructure is protected – vulnerable elderly and young people have heating, fresh water and foul water ☐ ☐ ☒ services;  Enabling ambulance services to continue running – particularly benefiting the elderly and very young who may not be able to get to hospital themselves;  Ensuring Nursing/residential homes in the area’s currently at risk are protected; Disability  Persons with physical impairments such as sight, dementia and mobility issues will be more adversely impacted by flooding – TSFAIS reduces impact of flooding to roads and enables access to services and facilities;  Ensuring utility infrastructure is protected maintains heating, ☐ ☐ ☒ fresh water and foul water services – protects vulnerable persons with long term health conditions or disabilities;  Ensuring access to health facilities and enabling health professionals to undertake home visits – particularly benefits those have long-term health conditions or disabilities which require regular medical support;  Ensuring access to open spaces and sports facilities – provides opportunities for leisure and exercise which have a positive impact on the health and well-being of the community; providing opportunity to improve health and reduce ill-health.  Enabling persons to use sustainable modes of travel (walking and cycling) improves health and wellbeing.  Protection for support services for those with disabilities – such as Compass Disability and Albermarle Centre; Gender reassignment  The TSFAIS assists all persons living, working or visiting

Page 118 Page Taunton. However there are no specific policies that have direct positive or negative effect on the protected characteristic ☐ ☒ ☐ of gender reassignment.

Marriage and civil  The TSFAIS assists all persons living, working or visiting partnership Taunton. However there are no specific policies that have direct positive or negative effect on the protected characteristic ☐ ☐ ☐ of marriage and civil partnership.

Pregnancy and  Ensuring access to health facilities and enabling health maternity professionals to undertake home visits – supports pre-natal and post-natal women; ☐ ☐ ☒  Enabling ambulance services to continue running – supports pre-natal and post-natal women who may not be able to get to hospital themselves; Race and ethnicity  The TSFAIS assists all persons living, working or visiting Taunton. However there are no specific policies that have ☐ ☒ ☐ direct positive or negative effect on the protected characteristic of race and ethnicity. Religion or belief  6 places of worship will be protected by TSFAIS. These facilities also often provide support services to vulnerable ☐ ☐ ☒ persons; and community classes and events.

Sex  The TSFAIS assists all persons living, working or visiting Taunton. However there are no specific policies that have ☐ ☒ ☐ direct positive or negative effect on the protected characteristic of sex. Sexual orientation  The TSFAIS assists all persons living, working or visiting Taunton. However there are no specific policies that have ☐ ☒ ☐ direct positive or negative effect on the protected characteristic of sexual orientation.

Page 119 Page Other, e.g. carers,  The TSFAIS reduced flood risk to key roads in the town, veterans, homeless, enabling carers to undertake home visits and/or take their low income, clients out to get essential groceries, exercise (i.e. walks in local rurality/isolation, etc. parks and green spaces; or more active swimming of sports centre activities) and visit healthcare facilities;  Flood reduction and mitigation measures prevents properties ☐ ☐ ☒ from being isolated by flood waters, and reduces the potential for those isolated in their homes;  TSFAIS will keep public transport rotes open, benefiting those who rely on them to access employment, education, services and facilities; Negative outcomes action plan Where you have ascertained that there will potentially be negative outcomes, you are required to mitigate the impact of these. Please detail below the actions that you intend to take. Person How will it be Action taken/to be taken Date Action complete responsible monitored? N/A Select date ☐ If negative impacts remain, please provide an explanation below.

N/A

Completed by: Ann Rhodes (Strategy Officer) Date 4 November 2019 Signed off by: Brendan Cleere Page 120 Page Date 12 November 2019 Equality Lead/Manager sign off date: Brendan Cleere (12 November 2019) To be reviewed by: (officer name) Review date:

Agenda Item 11 Report Number: SWT 51/20 Somerset West and Taunton Council

Full Council – 26 February 2020

Hinkley Tourism Strategy Phase 4 Action Plan 2020 - 2023

This matter is the responsibility of Member Cllr Marcus Kravis, Lead Member for Asset Management & Economic Development

Report Authors: Nicki Maclean & Robert Downes

1 Executive Summary / Purpose of the Report

1.1 To report to Council on what has been achieved in the first five years of delivering the Hinkley Tourism Strategy 2015-20 under Phase 1, 2 and 3 Action Plans (see section 3.2).

1.2 To consult with Council on the proposals for a new 3 year Phase 4 Action Plan from 2020 onward (see 3.4, plus Appendices A and B).

1.3 To request the drawdown of £635,594 from Hinkley Point C Section 106 allocations available for tourism, to deliver the Phase 4 Action Plan (see section 3.4). The report also highlights some Phase 3 committed underspend amounting to £49,406 for planned activity, illustrated within the Phase 4 plan making the total £685,000.

2 Recommendations

2.1 That Council approves the Phase 4 Action Plan for delivery from March 2020 onward.

2.2 That Council approves the request for drawing down £635,594 of Hinkley Point C Section 106 allocations available for tourism to deliver the Phase 4 plan.

3 Background and Full details of the Report

3.1 The Hinkley Tourism Action Partnership

3.1.1 Section 106 agreements with EDF Energy for the development of Hinkley Point C (HPC) included the condition that a partnership was formed to develop plans for managing impacts and maximising opportunities for tourism. West Somerset Council formed the Hinkley Tourism Action Partnership (HTAP) in 2014, and have since then led the development of activity.

3.1.2 The partnership also includes representatives from Sedgemoor District Council, Somerset County Council, Exmoor National Park Authority, EDF Energy, Visit Somerset and Visit Exmoor. Activity is supported and largely delivered by officers from the three Page 121 Page 1 of 10

local authorities.

3.1.3 In 2014, HTAP carried out consultation with the tourism industry in order to establish a view on priorities, approach and ideas for achieving success. The Hinkley Tourism Strategy 2015-20 was launched and approved by Council in February 2015.

3.1.4 The strategy was accompanied by a Phase 1 Action Plan. A Phase 2 Plan was approved by Council in July 2016 to take things through to December 2017, which completes the first three years of the strategy. These first two plans utilised the £320,000 (plus an additional £22,311 of indexation) available under the Site Preparation Section 106 agreement with EDF Energy for HPC.

3.1.5 The Phase 3 Plan was approved by Council in December 2017 to take things through to December 2019. The Phase 3 Plan utilised £258,000 available under the Section 106 agreement with EDF Energy for HPC.

3.2 Achievements 2015-19

3.2.1 At the time of developing the strategy in 2015, the official government decision to build HPC was expected imminently. However, it did not occur until September 2016. Some marketing activity was put on hold until 2017, but by and large the delay gave HTAP an opportunity to put in place key plans, contracts, processes, and relationships.

3.2.2 The table below provides details of what has been achieved under the Phase 1, Phase 2 and Phase 3 plans in 2015-19. In addition to what is shown, £75k of match funding was secured to enhance planned activity.

Priority Detail Target Achieved 400+ pieces of media coverage achieved in regional and national press. 1. PR campaigns to Activity has included campaigns and press 50 pieces of generate positive trips to celebrate Somerset’s coast, food media coverage perceptions. and drink and resulted in features in the national press including The Telegraph, iPaper, Sunday Express, Daily Mirror and the The Times. 19 achieved, including: travel plans, 2. Planning and business FAQ’s, TIC service level 15 initiatives to action to improve agreements, Welcome International aid visitors visitor experience. training, itineraries, guided walks, videos, photography, e-newsletters and new social media channels.

3. Visitor Over 70% of 72% achieved in net promoter score monitoring of visitors actively question from 1,750 surveys conducted motivations and recommend the over 2 years (score represents the % of satisfaction. area to others visitors that would recommend the area to others).

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20 achieved, including: Somerset e-book, HPC workers site, new campaign web 4. Development of content, COOL experiences brochures, new tools, 10 new tools support for Watchet CCT, Enterprising products and and products Minehead, Cheddar & Dunster Tourism partnerships. Forums, Steam Coast Trail, Brean Down Way, 14 guided walks from the England Coast Path, new Visit Somerset website. 5. Growing the 138k achieved. 58,000 visitors customer base 100,000 new generated via Secrets campaign aimed at through Somerset & visitors to digital family and couples markets, and 80,000 Exmoor advertising platforms via Wild West digital advertising campaign campaigns. aimed at family and active markets. 6. Building 10% combined 18% combined average growth across industry capacity average growth all 3 HTAP Phases. Social media of Visit Somerset & in members and channels have shown strongest growth for Visit Exmoor. digital both DMOs (35% growth across Phase 3) 290 employees and business supported through digital and management training 7. Improve digital 150 employees sessions, workshops to encourage quality and quality skills supported and apply for regional awards, workshops of businesses. with tourism businesses located close the England Coast Path to assist them to make the most of the opportunities 40% of 8. Monitor industry 48% indicated confidence in surveys businesses performance and conducted quarterly between 2016 - 2018. confident about issues. 896 responses from businesses were next 12 months. received across the two-year period.

3.3 The refreshed Hinkley Tourism Strategy 2020-23 (Appendix A)

3.3.1 The decision to refresh the strategy was taken for a number of reasons. The planned mid-term review of the strategy has coincided with significant increases in activity in and around the HPC site. Construction is now well under way with some 500 lorry movements per day. This has been matched with further EDF roadwork improvements in Bridgwater, and non-related projects being delivered by England and Somerset Highways Teams on the M5 and A39. Challenges have begun to emerge in the local accommodation sector for the 4,000 or so workers there are currently in the area.

3.3.2 Time has proved to be a short in terms of issues and trends. The decision to leave the EU and rise in use by the public of online travel agents, such as Air BandB, are set to present new challenges. There has been enormous growth in companies using digital advertising channels to target customers, at the expense of traditional methods. This was predicted in the original strategy, which led to the development of the ‘Secrets’ and ‘Wild West’ digital campaigns, both of which have been very successful. Yet trends in the digital world are constantly evolving with newer more cost effective advertising channels and inspiring new offers making things ever more competitive. These changes Page 123 Page 3 of 10

all place added pressure on the area’s industry bodies (Visit Somerset and Visit Exmoor), and individual businesses to grow and remain resilient to change.

3.3.3 A key change HTAP partners wanted to see was a shift in emphasis away from awareness raising advertising campaigns to more of a focus on developing new products, match funding, and supporting the industry. The key argument being that opportunities to raise awareness of the area before the HPC development got underway have been achieved. Now is the time to focus on developing the legacy and creating more industry resilience. Therefore, in Phase 4 the focus will be on looking to the future to maximise the legacy of the S106 funding and ensure that benefit is felt beyond the end of funding and into the following years. Focus in Phase 4 will move away from direct commissioning of specialist agencies for some activity and will instead provide direct support to the two Destination Management Organisations, to enable them to deliver this activity directly. This support will assist both organisations to become self-sustaining beyond the S106 funding period. Support in the form of match funding for legacy type projects such as the Steam Coast Trail, Enterprising Minehead and projects in Sedgemoor will ensure that benefits are experienced for many years to come. To maximise the benefits of the funding, Phase 4 has provided an allocation for a Small Visitor Experience Grant Scheme to support development of tourism products and experiences.

3.3.4 Therefore, the strategy is now structured around four strategic aims: Perception, Welcome, New Products, and Industry Growth. Underpinning these aims are the priorities each with a measurable target. (Please see Appendix A).

Targets for the three years Strategic Aim Priorities strategy from 2020 - 2023

1. Generating Promoting a positive image Growth in VS & VE performance Positive across SLA KPI’s – Target 10% Perceptions Growing the customer base growth

200 pieces of media coverage Enhancing the welcome 2. Delivering an Exceptional Over 50% of visitors actively Welcome Understanding the customer recommend area to others

3. Developing Destination competitiveness £320,000 of match funding new provided for new tourism experiences Maximising the Legacy products/experiences/services

5 - 7 new tourism Industry capacity building 4. Supporting products/experiences supported Industry Growth 110 tourism employees supported Encouraging quality growth through training

3.4 Phase 4 Action Plan 2020-23 (Appendix B)

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3.4.1 The HTAP tourism strategy is being delivered through four phased action plans. The phase 1, 2 and 3 plans, which utilised the £600,911.56 of allocations available under the Section 106 Site Preparations, will come to an end in December 2019, apart from committed underspend of £49,406 for the PR and Live Tourism projects, that are scheduled to run through 2020. Phase 4 (please see Appendix B) will run from April 2020 until approximately April/May 2023.

3.4.2 The Phase 4 Plan is proposing to utilise £635,594 of the current available Section 106 allocations and includes the Phase 3 underspend of £49,406* to total £685,000. The reason for requesting the remaining share available in Phase 4 is because there is a requirement to ensure that the funds are spent by May 2023.

3.4.3 The following table summarises spend against activity in the Phase 4 Plan, and includes the Phase 3 committed activity. Full details of the plan are provided in Appendix B.

Strategic Proposed Activity Aim Budget Support delivery of Visit Somerset’s 3 Year Business Plan under SLA to promote Somerset as a visitor destination, provide business support and networking £120,000 to tourism businesses and grow their membership and income streams. This support will improve DMO 1. resilience beyond the S106 funding period. Generating Support delivery of Visit Exmoor’s 3 Year Business Positive Plan under SLA to promote Exmoor and Greater Perceptions Exmoor through PR and marketing activity, provide business support and networking to tourism £120,000 businesses and grow their membership and income streams. This support will improve DMO resilience beyond the S106 funding period. Phase 3 - existing PR contract covering Somerset £15,000 and Exmoor. New shorter visitor survey to measure on-site visitor £20,000 experience and satisfaction across Somerset. Volume and Value Data. Annual tourism industry £6,000 2. statistical data to inform and influence. Delivering Part funded from Phase 3 - ENPA Walks Project - To an create a suite of high profile and consistently branded Exceptional self-guided walks within Exmoor National Park with £22,500 Welcome supporting resources, available to all.

HTAP Delivery Budget for incidentals and facilitating £5,500 events as arise.

3. Support for coastal tourism businesses including Developing maximising the opportunities associated with the £40,000 new England Coast Path. experiences Page 125 Page 5 of 10

Provide match funding support for larger legacy tourism projects:

- Steam Coast Trail – Steam Coast Trail – To support the creation of a network of multi-use paths in West Somerset that will increase participation in cycling and walking and boost £50,000 cycle tourism. The complete network will link Minehead to Williton, the next phase will concentrate on linking Minehead to Dunster Beach and Blue Anchor.

- Enterprising Minehead – Continuing to build on the success of Enterprising Minehead place based regeneration, with a key aim to continue roll out of the revitalisation of the seafront promenade. By creating more things to do will tempt visitors and the community to dwell £50,000 longer and enjoy the offer. It will continue to transform Minehead's seafront with key attractors, further public realm enhancements, new events & activities, and the provision of new business opportunities, to extend the Town’s appeal and leave a legacy for West Somerset’s flagship seaside resort.

- Sedgemoor tourism projects - Bridgwater has seen the most impact from the construction of Hinkley Point C, with the majority of associated £70,000 developments being built in the town, 82% of non-home based workers resident in Sedgemoor and hundreds of lorry and bus movements every day. This at a time when Bridgwater Town Council is making tourism a priority, in part to compensate for the crisis in retail affecting most High Streets. One highlight has been the Bridgwater Quayside Festival, which has seen a new and diverse audience visiting the town. The aim is to establish the festival in the annual calendar with funds from the Arts Council, match funding from the Town Council and income from sponsors and stallholders. Funding from HTAP for a further three years would help underpin its maturity.

- Burnham Evolution seeks to enable the community to meet the challenges and maximise the benefits of being a rural, coastal community close to a major infrastructure project. It aims to do so by revitalising its

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seaside and community assets and increasing its resilience as a year-round destination. The project is run by the public-private partnership Burnham Coastal Community Team. Burnham Evolution is made up of a number of projects, such as improvements to the Seafront and Princess Theatre and retail support. There is a shortfall in the funds required and money from HTAP would be spent on marketing to underpin its success and enable it to hold its own as part of a network of resorts along the Somerset Coastal strip.

- Cheddar attracts roughly half the number of visitors recorded three decades ago despite tourism being its lifeblood. To help reinvigorate it, a Cheddar Vision Group was formed. The group recognises that the Gorge remains a major attraction but tourism is too seasonal meaning employment is not particularly sustainable. The group seeks to implement a strategy designed to enhance the visitor experience in Cheddar and its exceptional natural surroundings, to attract a demographic who will generally dwell longer, be interested in a broader range of activities, spend more, and visit at any time of year. To develop the strategy, the Group would like to do in-depth visitor surveys and it would like to reprint its marketing material.

Small Visitor Experience Grant Scheme – an allocation has been provided for a Small Grant Scheme. This will be for tourism businesses or £50,000 organisations to bid into and funding will be allocated to those, who it is agreed by HTAP meet its priorities, and develop a new tourism product or experience. 4. Retained amount of funding for HTAP to consider Supporting match funding for future project bids, extending the Industry £90,000 grant scheme if successful or any other opportunities Growth that may arise delivering HTAP strategy ambitions. Phase 3 – Live Tourism work. A project with a focus on making visitor experiences easier for consumers to £20,000 discover covering Somerset and Exmoor. Continued sponsorship of the Bath, Bristol and £6,000 Somerset Tourism Awards to raise quality. TOTAL £685,000

4 Links to Corporate Aims / Priorities Page 127 Page 7 of 10

4.1 The Council’s key theme around Our Environment & Economy around employment opportunities and promoting healthy lifestyles, as well as ‘Maximise the local economic benefits from Hinkley Point C’.

5 Finance / Resource Implications

5.1 To date, the council received a total of £1,235,905.47 from EDF for Tourism. £342,311.56 was received under the Site Preparation Agreement and £893,594.47 under the Development Consent Order Agreement. The council received the last instalment in May 2019. These amounts included indexation totalling £115,905.47.

5.2 The Council previously allocated £170,385 for Phase 1 of the Tourism Action Plan and a further £171,926 for Phase 2. Both phases were funded from the Site Preparation Agreement.

5.3 The Phase 3 Action Plan allocated the use of £258,000.56. This includes the remaining £0.56 from the Site Preparation Section 106 allocations, and £258,000 from the DCO Section 106 agreement. This leaves approximately £635,954 for the Phase 4 Plan activity and with £49,406 Phase 3 committed underspend for planned activity carried over totals £685,000.

5.4 The funding proposal is requested in four budget areas:

Phase 4 Action Plan Budgets Sub-Totals

DMO support £240,000

Visitor Experience £69,000

New Product Development £210,000

Industry Support/Growth £166,000

GRAND TOTAL £685,000

6 Legal Implications (if any)

6.1 Not applicable

7 Environmental Impact Implications (if any)

7.1 Promotional activity set out in the strategy and plans focus on using digital channels to target and provide information to customers. Visitor and business surveys are also carried out using digital and online methods. This is offset against the movements of over 95% of visitors that use their car to visit the area, due to a lack of public transport options available. Work with local community groups to improve visitor experiences, aims to keep visitors in the local area when they arrive. Overall, all strategic tourism planning activity follows the principles of sustainable tourism as a matter of course.

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Developments supported, like the Steam Coast Trail and Brean Down Way (new cycling routes) typically have their own principles embedded in sustainable tourism principles, and campaigns, like ‘Secret Somerset and Exmoor’, actively sought to encourage visitors to explore the area and spread their benefits.

8 Safeguarding and/or Community Safety Implications (if any)

8.1 Not applicable

9 Equality and Diversity Implications (if any)

9.1 Where relevant all steps are taken to ensure equality and diversity. Suppliers bidding for contracts are required to meet Somerset West and Taunton Council standards. Where situations occur with businesses, the appropriate steps and advice are provided.

10 Social Value Implications (if any)

10.1 The proposal does involve procuring services. Relevant local companies are given opportunities to bid for contracts. No specific mention is made to social value in the strategy, but much of the planned activity brings many benefits to other businesses, residents and community group ambitions. For example, the Secrets PR campaign celebrated 50 secrets/hidden gems of Somerset and Exmoor and the Wild West Campaign that followed. Visitors were encouraged to explore the area, and in the process discover local shops, tea-rooms and pubs (e.g. Washford, Doniford, and Exford). The campaign actively sought to help spread the benefits of tourism, a key principle of sustainable tourism.

11 Partnership Implications (if any)

11.1 The Strategy and Plan have been created by the Hinkley Tourism Action Partnership, which includes 7 partners (including Somerset West and Taunton Council). The plan has been established in the context of the HPC development, and so Somerset West and Taunton is central to managing any opportunities and challenges. However, visitors do not recognise boundaries, and for many years marketing of the area has been done working in partnership with stakeholders involved in promoting Somerset and Exmoor. The aim being to maximise potential for bringing in visitors to the area. Partners have invested time and energy in the previous plans and will be doing so again in the new one. If the strategy and plan did not go ahead, relationships with partners could be damaged and the impacts of HPC would not be managed in a co-ordinated way.

12 Health and Wellbeing Implications (if any)

12.1 In 2016, HTAP developed a Marketing Strategy to help guide direction. In particular, the strategy sets out how the Family and Active markets will be targeted through campaigns. Somerset and Exmoor’s biggest joint strength is its natural landscape. The area benefits from a variety of landscapes, most of which is protected. Therefore marketing campaigns have sought to encourage visitors to explore the area by positioning it as a great natural playground. This approach has important benefits for local residents, who can also Page 129 Page 9 of 10

discover the area and utilise new attractions like the Steam Coast Trail and Brean Down Way, two projects supported by HTAP.

13 Asset Management Implications (if any)

13.1 Not applicable

14 Data Protection Implications (if any)

14.1 Not applicable

15 Consultation Implications (if any)

15.1 In 2014, consultation was carried out with businesses and stakeholders in the tourism industry in order to understand the view on Hinkley Point C, and how it may affect the industry. The information and ideas gleaned from this exercise led to the development of the strategy. In particular the development of the priorities and principles of the marketing strategy that was developed later in 2016.

16 Scrutiny Comments / Recommendation(s) (if any)

16.1 Not applicable.

Democratic Path:

 Scrutiny / Corporate Governance or Audit Committees – No (delete as appropriate)

 Cabinet/Executive – Yes (delete as appropriate)

 Full Council – Yes (delete as appropriate)

Reporting Frequency: Once only Ad-hoc

Twice-yearly Annually

List of Appendices (delete if not applicable)

Appendix A Hinkley Tourism Strategy 2020-23 Appendix B Hinkley Tourism Phase 4 Action Plan for 2020-23

Contact Officers

Name Nicki Maclean Name Robert Downes Direct 01984 600189 Direct 01984 600190 Dial Dial Email [email protected] Email [email protected]

Page 130 Page 10 of 10

HINKLEY TOURISM STRATEGY 2020 - 2023

‘Successfully maximising the Hinkley opportunities and managing the Tourism challenges during the development of Hinkley Point C for tourism in Action Somerset and Exmoor’ Partnership

Page 131 Executive Summary

This document sets out the strategy for tourism activity across Somerset and Exmoor by the Hinkley Tourism Action Partnership (HTAP) aimed at maximising opportunities and managing potential challenges that arise from the construction of the Hinkley Point C (HPC) nuclear power station.

The overarching vision is that Somerset and Exmoor will have a strong tourism industry that has successfully capitalised on opportunities from the HPC development, leaving a legacy as one of the best managed visitor experiences in the country where businesses are dynamic, resilient and working in partnership to compete at the highest level.

The Hinkley Tourism Strategy 2015-20 was developed following consultation with the tourism industry in 2014. A mid-term review was undertaken, and minor revisions made this covered the period of delivery until 2020. A final update of the Strategy will cover the final three years of delivery covering the period 2020 to 2023.

A number of opportunities are highlighted, including raising the profile of the area, the development of new products and the potential to support larger projects that will provide a legacy for tourism beyond the funding timeframe. At the same time the strategy refers to potential challenges around negative perceptions, increased traffic levels, worker accommodation, and factors such as the decision to leave the EU.

Four phased action plans are being used to deliver the strategy until the end of 2023.

Four strategic aims provide the focus of strategic activity. These are underpinned by eight cross cutting priorities and measured by six key targets.

1. ‘Generating positive perceptions’ – Provide support for both DMO’s (Visit Somerset & Visit Exmoor) in attracting new customers by targeting key markets with innovative PR and digital marketing campaigns that showcase to visitors the variety and sophistication of things to do in Somerset and Exmoor.

2. ‘Delivering an exceptional welcome’ – Building an in-depth understanding of visitors’ requirements and behaviour in order to develop information tools and service that help businesses, communities and Information Centres deliver excellent visitor experiences.

3. ‘Developing new experiences’ – Creating and enhancing distinctive visitor experiences through match funding opportunities that contribute to sustainable growth, destination competitiveness, and improved perceptions of the area.

4. ‘Supporting industry growth’ – Fostering business resilience, confidence and higher value growth by focussing on quality and skills.

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Introduction

Hinkley Point C (HPC) is being built next to the existing power station over ten years at a cost of some £19.6 billion. It will provide more than 25,000 employment opportunities and eventually power five million homes.

As part of this development two Section 106 planning agreements for Site Preparation and the Development Consent Order are in place. These agreements include schedules for tourism that set out the conditions and allocations made available by EDF Energy to assist in maximising opportunities and mitigating potential challenges for the industry from the development.

The Hinkley Tourism Action Partnership (HTAP) was set up in accordance with the Site Preparation agreement. Its members are: the recently formed Somerset West and Taunton Council, Sedgemoor District Council, Somerset County Council, EDF Energy, Exmoor National Park Authority, Visit Somerset and Visit Exmoor.

Together the two planning agreements outline £2.1m of allocations for tourism payable in six instalments. With indexation added £1.2m is available for tourism marketing and development purposes. Separate allocations exist for tourism information centres and officer resource.

Launched in 2015 by HTAP, the Hinkley Tourism Strategy and Action Plans were formulated while site preparation was underway. At the time, a final go ahead from the Government was expected imminently but was in fact delayed until September 2016.

The original HTAP Strategy was developed initially in 2014 to cover the period up until 2020. A mid- term review of this initial document was undertaken in 2018. This document will set out the context in which the strategy will operate for the period 2020 – 2023. The priorities and strategic ambitions have been revised slightly to reflect the evolving situation with the HPC development and industry trends as well as a desire to create a legacy for tourism beyond the scope of S106 funding. A number of key documents have been used in the development of this document, which include:

• Somerset Destination Management Plan • Visit England Strategic Framework for Tourism in England 2010-2020 • Somerset Volume and Value Data 2015 (Cambridge Model) • Greater Exmoor Value of Tourism Report 2016, 2018 (Steam Model) • Exmoor Strategic Action Plan 2018-20 • Hinkley Tourism Action Partnership Somerset Visitor Survey 2015-17 • Exmoor Visitor Survey 2016 • Somerset Growth Plan 2014-20 • Visit England Domestic Leisure Tourism Trends for the next Decade • www.visitbritain.org/insightsandstatistics • Ofcom Communications Market Reports 2016, 2017 and 2019 • Internet Advertising Bureau 2016 Digital Ad Spend Report • UK Inbound Brexit Principles

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The Value of Tourism

Tourism is a key sector in Somerset’s economy The vast majority of visitors are from the UK generating £1.3bn turnover, 2.5m staying from within a three or four hour drive (e.g. visitors, 22m day visitors and employing 9% of West Midlands, South West, London and the workforce. South East). Typically UK visitors visit on short breaks and stay 3 to 4 nights on average. Around the immediate area of Hinkley Point in Overseas visitors, particularly German, Dutch West Somerset and Sedgemoor, tourism and French markets, account for between 8% activity is particularly significant, accounting (Somerset) and 12% (Exmoor) of all visits for 45% of all staying visits and some £280m across the area and tend to stay for about 7 of visitor spend. In West Somerset 26% of the nights on average. workforce is engaged in Tourism, although in places like Minehead and Brean this figure Group visits are an important sector for some rises to over 50%. businesses, although limited research exists to indicate its wider value. Some 1300 coaches The landscape of Somerset & Exmoor is the pass through Cartgate Services on the A303 area’s biggest strength in terms of attracting on annual basis, and key attractions and visitors and in defining what it is they can see places like West Somerset Railway and and do. It is characterised by its dramatic Burnham-on-Sea spend considerable time and coastal scenery, areas of protected effort in targeting groups specifically. countryside, seaside resorts, rural charm, historic towns and villages, festival culture, The make-up of accommodation across the wildlife habitats, and food and drink. area varies markedly. West Somerset has 27% more bed spaces in small serviced hotels and This view is backed up in visitor surveys, B&B’s and self-catering cottages than in whereby visitors cite the ‘beautiful unspoilt Sedgemoor. While Sedgemoor has 47% more scenery, tranquillity, heritage and bed spaces, pitches and units in camping, opportunities for outdoor recreation’ as being static and touring caravans and holiday the most important factors when choosing to centres. Taken together the caravan parks at visit the area. Berrow and Brean and Butlins in Minehead account for about a third of all visits to Many of the best examples are iconic, such as Somerset. Glastonbury Tor, Cheddar Gorge, Exmoor National Park, Wells Cathedral, Glastonbury In recent years, a reduction in public sector Festival, the Somerset Levels and Moors, funding has led to a fundamental change in South West Coast Path, Cheddar Cheese and how local authorities support tourism. Funds Cider. for activity are typically sourced from external funding bodies and industry advertising Leisure and visiting friends and family are the contributions, and are delivered through local two most important types of visits made, with authority officer time in partnership with a limited amount of business tourism being industry bodies and community groups. restricted to key towns. HTAP visitor surveys demonstrate that Somerset’s visitors either A good example of this was the COOL Tourism tend to be older in the post-family life stage, Project in 2012-15, which involved the four or are families with younger pre-school age local authorities in HTAP working with children. A high proportion of visitors are partners in France and South West England to from higher socio-economic grades. successfully secure EU Interreg funding. The project aimed to develop new rural visitor

Page 134 4 | P a g e experiences, and delivered new marketing The Exmoor Tourist Association, now trading tools, training programmes and products. The as Visit Exmoor, has been in existence since project served to provide a good template for 1981 and has 150 members. It leads the HTAP in terms of strategic partnership marketing of the Greater Exmoor area working and maximising funding potential. (National park, West Somerset and Quantock Hills) utilising the Exmoor: Dream, Discover, This has been carried forward in work Explore brand, and has a website, which undertaken to develop the England Coast attracts nearly 500k visitors annually, and Path, the newest National Trail running social media channels. between Brean Down and Minehead. Local authority partners in HTAP have developed a In terms of the wider strategic picture, relationship with, and secured funding from, ambitions for tourism are cited in a variety of Natural England and have carried out PR and regional economic documents. The Exmoor marketing and business engagement Strategic Action Plan, sets out a plan for 2018- activities. 20 to:

Information centres in the area have also been ‘successfully market the area as a leading affected by cuts to public funding, with many destination for year-round, countryside, coast, centres closing in recent years. Some public heritage and outdoor experiences. To funding is available via Section 106 encourage people to visit more than once and agreements with EDF Energy for some centres to inspire Exmoor ‘fans’ to become in the area, but by and large centres are ambassadors and influencers in promoting having to re-evaluate their business models Exmoor. To engage local businesses to support and generate more of their own income. Most our aims and ambitions and to create a rely on volunteers and operate limited unified tourism voice for the area’. opening hours. At a national level Visit England’s The Strategic Supporting the industry are two tourism Framework for Tourism in England 2010 – industry bodies. The Somerset Tourism 2020 sets out ambitions to increase global Association, now trading as Visit Somerset, market share, deliver compelling destinations has some 360 members and takes the lead in of distinction, champion a thriving industry marketing and championing the county and improve engagement with visitors. This is nationally. Its social media channels have a supported by Visit England’s Domestic Leisure 7m reach, while its website attracts just under Tourism Trends document, which helps to set 1m visits per year. the context of the needs of future visitors.

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Tourism During Construction of HPC

Opportunities

The Section 106 tourism allocations constitute enabled HTAP to deliver more targeted a significant increase on previous levels of marketing activity, which is fundamentally funding for developing tourism. It paves the underpinned by visitor research and that way for a wide ranging and co-ordinated better reflects the constantly evolving needs strategic approach to tackling industry issues. of customers.

During the development of HPC 25,000 jobs For instance, Visit England indicates that will be created, with 6,000 people employed families (a key market for the area) are during the peak of activity. Many of these ‘changing in size, shape and composition’. workers will originate from outside of the area Families are often smaller with single parents and therefore caravan parks, B&B’s and hotels and fewer siblings, and have a greater range will all benefit from increased business. of disability and language needs. Although society is ageing, people are utilising holidays Local shops and services, which support to fulfil health and well-being needs. With indirectly related tourism jobs, will also greater time and disposable income, benefit from the worker presence. For the grandparents are more involved in childcare wider industry the opportunity exists to target and family holidays. workers and their families directly with holiday and days out visitor offers. Short breaks by domestic markets - or the ‘staycation’ - have grown in popularity. This is The influx of workers should help to address in part due to fluctuations in the economy, some of the traditional seasonality issues that including recession, a restriction in wage the industry faces. Visit England report that growth and more recently the devalued 70% of day visits to the countryside take place pound, which can be attributed to the impact in spring and summer. A more even spread of of Brexit. visitors across the year could lead to an increase in sales, more permanent jobs and The devalued pound is one of the reasons improved winter opening hours. given by Visit Britain to explain increases in overseas visits; although they have also The increase in Section 106 funded officer carried out significant marketing activity in team will enable greater financial and this area in recent years. None the less an advisory support to local community and opportunity exists for businesses to adapt business groups, in both developing local their marketing messages to new types of marketing activity and/or the planning of customers. new tourism infrastructure projects. Evidence suggests that leisure spending is During this strategy a variety of projects will being prioritised over other luxuries, particular have been supported, including: a new EDF by younger generations. The rise in short Energy Visitor Centre at the HPC site, the breaks has seen less emphasis placed on Steam Coast Trail and Brean Down Way, choosing a destination to visit, and more Watchet Boat Museum and Visitor Centre, demand for themed or experiential breaks Bridgwater Docks Interpretation Trail, Exmoor that help fulfil needs in busy lives. It is Astro Tourism Project and England Coast Path. predicted that the health, active and skills tourism markets are set to grow, which should For perhaps the first time, funding has play into the hands of strong ‘landscape’

Page 136 6 | P a g e based destinations like Somerset and Exmoor. on mobile advertising was up 51% in 2016 to £3.9bn. Paid for search advertising (e.g. Although people are recognised as being google) is now worth in excess of £5bn, there ‘time poor’, they still desire choice. The have been huge increases in recent years in internet has been crucial in satisfying this online display video pre and post roll and trend and making things simple for all ages. In social media advertising. This is an opportunity 2019, Ofcom reported that 99% of 16-24 year for Visit Somerset and Visit Exmoor to olds and 53% of over 74’s had a home promote the area to a wider audience. broadband connection, while 76% of adults now have a smartphone. Online shopping The Tourism Sector Deal announced by accounts for 69% of activity, social networking Government in July 2019, recognises for the 57%, and 66% of teenagers use YouTube to first time the importance of tourism. The deal watch TV. People have become used to between Government and tourism sets out an searching for deals, and buying holidays ambitious agenda that will deliver investment online. and increases in productivity that will benefit local visitor economies. There will be The use of technology has led to an enormous opportunities for skills, management and shift by companies in targeting customers. leadership training and investment in Advertising on digital channels was up 26% in infrastructure that will ensure that the UK’s 2019 to £13bn. While traditional TV and print tourism industry is world class. advertising growth slows and declines, spend

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Challenges

During consultation, one of the key concerns businesses. Monitoring of occupancy, caravan expressed by tourism businesses centred park licensing and management of planning around the perception of the area, particularly applications is being undertaken to manage in regards to the use of the name ‘Somerset’ these challenges. alongside HPC, but also in relation to the sheet scale and potential impact of one of Europe’s It is important that Somerset and Exmoor can largest construction sites on the wider continue to compete with other destinations. Somerset and Exmoor area. Particularly in relation to developing high quality visitor experiences, for instance the This concerns stems from previous area lacks a good spread of medium sized experiences with the Foot & Mouth crisis of accommodation suitable for group tours and 2001 and flooding of parts of the Levels and consistency in quality amongst places to eat Moors in 2014. Although only 2% of the land tends to be variable. area was flooded, the perception was that the County was a ‘no go’ area. This led to a drop The industry has some challenges in terms of in visitor numbers and bookings. There are the nature of employment, a reference to the valuable lessons to be learnt in terms of media often seasonal, part time and low paid coverage, managing perception and building employment that is available. With the business resilience. potential for some people to earn more from better paid roles at HPC, it is important that Traffic congestion is another concern. The HTAP supports businesses in addressing development of HPC will see on average 500 quality and skills needs. lorry movements per day, at peak, lorry movements up to 750 per day, and an Other major challenges exist: such as the rise additional 6000 workers in the area. EDF and in popularity of online travel agencies (such as Somerset Highways have plans in place to booking.com) which require businesses to manage lorry flows and have created park and high commission rates; unregulated booking ride systems but this traffic will still add to an services such as Airbnb; and the need to already challenged and limited road system. support Visit Somerset and Visit Exmoor to grow their income streams so that they can More than 90% of visitors travel to Somerset continue to lead the industry once public and Exmoor by road, as public transport is funding disappears. very limited, and even without the development of HPC, it can take over an hour Another challenge for the tourism industry is to travel 25 miles from the M5 to Minehead. Brexit, and what the future for inbound Monitoring will be required, particularly at key visitors from Europe might look like, in terms pinch points and at certain times of the week of welcome and perception; the customs (e.g. change-over days for big operators like union; visa free travel; tariffs, the value of the Butlins). pound, once the UK has formally left the EU. Consideration will need to be given around Many Hinkley workers will make use of local how best to support the industry during the accommodation. Away from Bridgwater and lead up to leaving and once the country has Minehead, the area round HPC is rural and formally left. includes limited numbers of accommodation

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The Strategic Vision

The review of tourism, set against the backdrop of the HPC development, reveals a complex picture. Consultation revealed a number of concerns around areas such as visitor travel, perception, accommodation shortages due to Hinkley workers, and employee migration to better paid jobs at HPC. These concerns are further exacerbated by already existing issues such as a restricted road network, inconsistent levels of quality and a challenging economic picture.

On the positive side the tourism industry can now benefit form consistent levels of funding over an 8 – 10 year period. This has allowed for the development of a truly industry wide and strategic approach to managing issues and promoting what’s already on offer, as well as supporting the development of new products; all of which will lead to a more competitive and resilient industry.

The resulting strategy needs to sensitively handle challenges from HPC, while being bold in delivering on opportunities. In a similar way to how the National Park Authorities operate, if a clash between the two strands of thinking occurs, priority always needs to be given to protecting the industry and the environment it operates within.

The concerns, issues and opportunities raised throughout the consultation process and situational analysis can be distilled into eight key priorities. These can be split between the four strategic aims; although in reality they are eight cross cutting and inter related priority themes. Achieving one usually requires the delivery of at least two or three others.

Priorities

Promoting a positive image – protecting and Destination competitiveness – supporting the enhancing the reputation of the area by raising development of new visitor experiences based awareness of what there is to experience. on local distinctiveness.

Growing the customer base – using a targeted Maximising the legacy – making the most of approach to attract new customers from existing Section 106 allocations by working with and new markets. partners to deliver match funding bids.

Enhancing the welcome – working closely with Industry capacity building – support industry all tourism organisations and across networks to to develop and deliver new tourism products ensure positive visitor experiences. and experiences.

Understanding the customer – Monitoring Encouraging quality growth – support visitors to better understand behaviour, businesses in growing quality and skills; to motivations, and issues in order to improve improve the bottom line, increase wages and visitor experience. reduce the seasonality issue.

Structure and Delivery

The strategy is structured around a vision and four strategic aims, underpinned by eight priorities and six key targets. Action Plans delivered in four phases will support delivery of these strategic ambitions: Phases 1 and 2 in 2015 – 2017, Phase 3 2018 – 2020 and Phase 4 2020 – 2023.

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Strategic Aim 1 - ‘Generating Positive Perceptions’

Promoting a positive image During the construction of HPC, the perception of the area as a place to visit is likely to be influenced by press coverage. The media has a tendency to focus on the negative so it must be expected that there will be stories about congestion, upheaval and disruption to normal life, issues of managing nuclear waste, and links made to other nuclear energy stories around the world. Even if this is not the case, the constant reference to ‘construction of a nuclear power station in Somerset’ will have connotations for some that the area is a place to avoid.

Previous phases have focussed on counteracting negative news stories by procuring the services of specialist PR agencies. This approach has been very successful securing over 400 pieces of media coverage. Many of which have been in published in broadsheet travel sections including The Telegraph, The Times and more recently The Guardian.

All the PR activity undertaken to date has always included promotion of the two destination brands Visit Somerset and Visit Exmoor. In the final Phase support will be provided directly to Visit Somerset and Visit Exmoor to enable to them promote the area effectively and maintain levels of coverage.

Growing the customer base The ambition is to grow the customer base by increasing visits by existing key markets and new markets with the potential to grow. This requires a more targeted approach looking to inspire visits based on the ‘experience’ rather placing the focus just on the destination.

People have numerous reasons to have holidays, whether it is in pursuit of a hobby, celebrating a family occasion, personal well-being, achieving ambitions or to simply to show off to others. This provides an exciting opportunity for Somerset and Exmoor to help visitors to ‘get under the skin’ of what can be experienced in the area.

In 2017 HTAP procured a specialist agency who created the successful ‘Welcome to the Wild West – Somerset & Exmoor Campaign’ the creatives produced by this campaign have been used and will continue to be used to promote Somerset and Exmoor.

Visit Somerset and Visit Exmoor are both best placed to undertake this element of the plan. Both destinations have individual targeted marketing plans which are focussed on matching the visitor’s requirements with a bespoke holiday experience. The aim will be to increase and retain visitors across the region.

Delivery: The two destination management organisations responsible for tourism across Somerset & Exmoor (Visit Somerset & Visit Exmoor) will be provided with HTAP funding to deliver this strategic aim. Both organisations will be working to an approved 3-year Business Plan, to promote the region to visitors via marketing, PR campaigns and advertising including traditional, online and social media, provide support and networking opportunities to tourism businesses, grow their membership and income streams to ensure that they are financially self-sufficient beyond 2023

Target: Annual average growth of at least 10%

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Strategic Aim 2 - ‘Delivering an exceptional welcome’

Enhancing the welcome – The concerns surrounding the impact of impact of HPC on travel into and around the area provide the starting point of the ‘welcome experience’. In this scenario it can be defined as what visitors experience when they reach, and travel about, the destination.

In terms of the development at HPC the main challenges relate to travel and accommodation. In relation to travel, planned roadwork improvements to accommodate HPC traffic could potentially increase travel times to popular visitor destinations in West Somerset and Sedgemoor.

Whilst HPC workers provide an opportunity for tourism in the region, extra people looking for places to stay could impact negatively on accommodation choices for holidaymakers.

HTAP has worked with EDF and Somerset Highways over the past five years to ensure that the industry is well communicated with in terms of planned roadworks and disruption. As well as exploring ways to improve the visitor experience including new circular walking routes, itineraries, guided walks and regular industry e-newsletters.

West Somerset and Sedgemoor have in the past five years have worked to defined policies and undertaken monitoring of HPC workers accommodation including caravan park licenses and planning applications for extensions and new sites. This work will continue in Phase 4.

Understanding the customer – As part of the Section 106 agreements local authorities and EDF Energy agreed on the delivery of visitor surveys to monitor potential impacts on visitor experience. An accredited research company was procured by HTAP to devise and develop the research methodology and implement questionnaires on the ground using professional researchers. Nearly 1800 surveys were carried out with visitors over four waves, over two years in 25 locations across Somerset. Each survey included around 30 questions and took around 30 minutes to complete. The process was invaluable in defining visitor profiles, understanding visitor motivation and decision- making, and satisfaction with experience. A key measure of visitor satisfaction is the Net Promoter Score, across all four waves of the survey Somerset had a 72% Net Promoter score. (This means 72% of visitors would be happy to promote Somerset to others an excellent destination for a holiday)

In this final phase of the HTAP strategy the intention is to carry out further visitor surveys. This time the focus will be on visitor satisfaction, holiday experience with a focus on travel and accommodation experiences. A much shorter survey will be carried out with more visitors in key locations at peak times of the year

Delivery: In Phase 4 HTAP will continue to monitor and respond to travel and transport issues. This will be undertaken in consultation with industry and monitoring undertaken via the visitor surveys. Within these priorities HTAP with monitor the performance of an existing PR contract to ensure Somerset and Exmoor continue to feature highly in the media. A reserve fund will be used to fund any ‘one off’ advertising opportunities or to mitigate any unexpected impacts

Target: Over 50% of visitors to recommend the area to others & 200 additional pieces of media coverage from existing PR contract

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Strategic Aim 3 - 'Developing New Experiences’

Destination Competitiveness – In order for destinations to remain competitive they need to be providing visitors with exciting and fulfilling experience and activities. The best way for destinations to do this is to develop visitor products that utilise local distinctiveness to shape the design of products and focus on developing a ‘few’ products really well.

Opportunities exist in Somerset around the natural landscape – which is regarded by Somerset’s visitors as the most important motivating factor for visiting the area.

Not all product development requires the need to evolve new expensive infrastructure however, in some cases it is about an integrated approach working with businesses to better package up and sell existing experiences. Well planned developments are key drivers in attracting new types of visitors throughout the year and in helping businesses expand.

HTAP will focus on developing coastal tourism using Somerset’s section of the England Coast Path as a draw. The approach will work to maximise the opportunities for developing visitor products and experiences along Somerset’s coast. This will include working with local businesses and networks to refine the experience in order to ensure that the best possible legacy can be developed.

Maximising the legacy – In recent years Somerset local authorities have focussed efforts on developing new strategic partnerships and securing match funding bids to deliver tourism projects and products. Among the successful bids made, was the £2.2M EU Interreg funded ‘COOL Tourism’ project; and other local bids such as re-development of Watchet Boat Museum.

HTAP has always had the ambition to support larger local tourism development projects and in Phase 4 of is committing to providing support for larger tourism projects across West Somerset and Sedgemoor. The rationale behind supporting larger development projects is to provide a lasting legacy for tourism from the S106 funding.

The funding allocated by HTAP will provide match funding for larger projects including the Steam Coast Trail in West Somerset, Enterprising Minehead and tourism projects in Burnham, Bridgwater and Cheddar. Each project has been accessed by HTAP as providing a considerable contribution to the tourism offer across the area. These developments will draw more visitors to the area and increase spend thus supporting businesses across Somerset.

Local authority partners will continue to provide advice, guidance and letters of support to groups bringing forward tourism projects

Delivery: Steam Coast Trail – providing multi-use accessible paths between Minehead and Williton. Managed and delivered by the Steam Coast Trail project officer steered by the friends of the SCT. Enterprising Minehead Phase 2 – continued roll out of Minehead seafront enhancements and raft of additional activity to boost the tourism offer. Multi-stakeholder activity led by Somerset West & Taunton Council, steered by Minehead Coastal Community Team. Sedgemoor Tourism Projects – Bridgwater Quayside Festival, Burnham Evolution & Cheddar.

Target: £320,000 of match funding provided to support new tourism products/services

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Strategic Aim 4 - ‘Supporting Industry Growth’

Industry capacity building – HTAP has decided to focus on supporting a wider range of small tourism projects across the region as a way building capacity amongst the industry. There is many low cost, high impact tourism projects that could be supported via a Small Grant Scheme.

The aim of the Small Tourism Grant Scheme is to support the provision and development of new visitor tools and products. This could include something as simple as production of a leaflet to support a new visitor trail or exhibition, or supporting a business to develop a new visitor offer or experience that would allow them to extend the season or serve a wider audience. All will improve the visitor offer and bring in more visitors and encourage spending across the County.

The Small Business Grant will be for tourism businesses or organisations to bid into. All bids must support and meet HTAP’s priorities. All potential bids will have to be approved by all HTAP partners and the scheme will be administered and managed by Somerset West and Taunton Council. All grant recipients will have to spend their allocation within the Phase 4 timeframe and will be expected to provide a short report back to HTAP the outcome of the support.

Encouraging quality growth – The strategic focus must be one of achieving growth by focussing on quality. Typically the tourism sector is characterised by what is termed as ‘low value activity’. This refers to the often seasonal, low paid and part-time nature of work that is found in the industry.

HTAP will focus efforts on supporting businesses to make the most of new attractions and experiences such as the England Coast Path, Dark Skies and food and drink tourism. This will include utilising tools such as the COOL Tourism Toolkit and support businesses in delivering service excellence through training and in sponsoring involvement in key regional award schemes, in particular the Bristol, Bath and Somerset Awards, which feed into regional and national award schemes overseen by Visit England. This approach will help to raise the profile of the area, encourage other businesses, and ultimately help to tackle some of the traditional employment issues. HTAP will continue sponsor two award categories at the Bristol, Bath and Somerset Awards.

Another important aspect of supporting the industry is to understand how it is made up. For many years Somerset has paid for tourism volume and value data to help in understanding the scale of the industry and spot any trends. HTAP will continue to purchase the data for Somerset.

Delivery: Small Business Grant Scheme – bids to be approved by all HTAP partners and scheme will be managed and administered by Somerset West and Taunton Council Quality raising through award sponsorship – sponsorship of two award criteria at the Bristol, Bath and Somerset Tourism Awards Value of Tourism Research Data – purchase of Value & Volume data for Somerset districts and towns

Target: 5-7 new tourism products or services developed through the Small Grant Scheme 110 business supported to improve their quality

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Strategy Targets 2020 – 2023

Target 1 Target 2

Visit Definition: Growth in performance across key digital 200 additional Definition: Media coverage both online and offline Somerset and and social measures: website visits, social media pieces of as a direct result of existing PR Contract. Visit Exmoor engagement, membership and networking. media to grow by Monitoring: Statistics reported at HTAP meetings, coverage. Monitoring: Monthly report from agency detailing all 10% with annual review of SLA. activity undertaken as part of the HTAPs Contract.

Target 3 Target 4

Page 144 Page Definition: HTAP has allocated £320,000 of match Definition: Net promoter score gathered via Visitor £320,000 of funding to increase destination competitiveness and Over 50% of Surveys – net promoter score is calculated by taking match funding create a legacy (Coastal tourism, Steam Coast Trail, visitors ‘promoter’ scores (visitors who scored of 9 or 10) provided for Enterprising Minehead, Burnham on Sea, Bridgwater recommend away from ‘detractors’ (those that give 0 to 6). new tourism & Cheddar plus Small Grant Scheme). the area to products / others Monitoring: This data will be gathered via HTAPs new services. Monitoring: Recipients of funding will be required to visitor survey. Reports provided at HTAPs meetings. provide quarterly progress reports to HTAP.

Target 5 Target 6

Definition: Tourism employees provided with Definition: New tourism products or services training provided via HTAP, Visit Somerset, Visit supported by HTAP’s Small Business Grant Scheme. 5 - 7 New 110 tourism Exmoor to improve quality and skills. tourism employees Monitoring: Bids will be received from tourism products / supported via Monitoring: Data will be collected from Visit businesses, organisations or networks for a Small services. training. Somerset, Visit Exmoor and local authorities. Business Grant of up to £5,000 to develop a new Reported to HTAP. tourism product, service. Bids approved by HTAP.

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HTAP Achievements 2015-20

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Appendix B - Hinkley Tourism Strategy 2020-23 - Top Level Action Plan for Phase 4 Produced by the Hinkley Tourism Action Partnership

Apr 2020 to Mar 2023 Phase 4 planned for Apr 20 to end of Mar 2023 (Phases 1 & 2, 3 2015-20) See commentary overleaf

Achievements Phase 4 Ambitions Actions (from 2015 to 2020) 2020 - 2023

Targets Achieved Phase 4 Quarter Quarter Achievements Aims Priorities No. Detail Lead Support Phases Phases Targets Budget Start Finish Phase 4 1,2 & 3 1, 2 & 3

Support delivery of Visit Somerset's 3 year Business Plan under SLA to 1. Promoting a SWT / SDC / Q1 Q1 1 promote Somerset, provide business support & networking, grow VS VS & VE to positive image SCC 2020 2023 10% Growth in VS membership & income streams grow £ 240,000 17% & VE performance performance Support delivery of Visit Exmoor's 3 Year Business Plan under SLA to across SLA KPIs 2. Growing the SWT / SDC / Q1 Q1 by 10% 1.Positive

Perceptions 2 promote Exmoor & Greater Exmoor, provide business support & networking, VE customer base SCC 2020 2023 grow membership & income streams 200 additional pieces of media - 3 Volume and Value Tourism Data SWT ALL Q1 2020 Q4 2022 100 pieces of 3. Enhancing the P3 existing PR media 400 welcome contract & part P3 Page 147 Page coverage 4 ENPA walks project to produce a suite of high profile self guided walks ENPA ALL Q1 2020 Q4 2021 toward ENPA walks project £ 69,000 Procure a supplier to deliver a new shorter visitor survey that focuses on 5 understanding visitor experience of travel, accommodation and measures SWT ALL Q1 2020 Q4 2021 Over 70% of Over 50% of Welcome 4. Understanding visitors to visitors levels of visitor satisfaction. 72% customers recommend recommend area Monitor travel, accommodation and job migration impacts and work with SWT / 6 ALL Q1 2020 Q4 2022 area to others to others Delivering an Exceptional an Delivering partners to develop policies and deliver plans. Including HTAP delivery. SDC

Deliver a program to support development of coastal tourism businesses SWT/ 7 VS / VE Q1 2020 Q3 2022 including maximising the opportunities of the England Coast Path SDC Interest in 5. Destination new tools and Q1 2023 20 competitiveness Match funding for larger legacy projects including the Steam Coast Trail, products up £320k of match SWT / 8 Enterprising Minehead & Sedgemoor developments in Burnham, Bridgwater SCC Q1 2020 by 10% funding provided £ 210,000 SDC and Cheddar for new tourism products/services

6. Maximising the Continue to provide advice, guidance and letters of support to groups SWT / £200k of match 3. New Experiences 3.New 9 ALL Q1 2020 Q1 2023 £165k legacy bringing forward significant tourism projects. SDC / SCC funding secured

Business 5 - 7 7. Industry capacity Small Tourism Visitor Experience Grant Scheme - for tourism SWT / Confidence to New tourism 10 ALL Q1 2020 Q4 2022 42% Building businesses/organisations to bid into and will support HTAP's priorities SDC / SCC remain above products/services 40% supported Retainer for HTAP to use as match funding toward a potential funding bid, or 110 tourism £ 166,000 SWT / Q1 Q1 11 to consider projects/extension of grant scheme in line with HTAP strategy ALL 400 tourism employees 8. Encouraging SDC / SCC 2020 2023 employees supported via aims. 290 quality growth supported via training - includes P3 SWT / Q1 Q4 4. Industry Growth 4.Industry 12 Sponsor of BBS Tourism Awards & raising quality ALL training Live Tourism existing SDC / SCC 2020 2022 contract Sorting the Spreadsheet The middle set of Actions can be sorted by highlighting cells E5 to J22, and then selecting the relevant column.

Funding Overview Lead Key 2020/21 2021/22 2022/23

Q1 Q1 Q1 Phase 4 total request - Somerset West & 2020 - 2023 of £635,594 This plan has been developed by the Hinkley Tourism Action Partnership (HTAP) in SWT Apr - Jun Apr - Jun Apr - Jun Taunton Council and includes Phase 3 order to achieve the ambitions of the Hinkley Tourism Strategy 2020 -2023. It is a £ 685,000 2020 2021 2022 underspend for top level plan for the Phase 4 period between Apr 2020 and Mar 2023.. Q2 Q2 Q2 Sedgemoor District committed projects at Achievements are updated every quarter in line with HTAP meetings. SD Jul - Sep Jul - Sept Jul - Sept £49,406 Council 2020 2021 2022 Q3 Q3 Q3 TOTAL (currently Somerset County £ 685,000 SCC Oct - Dec Oct - Dec Oct - Dec available) The plan outlines key pieces of work only; separate officer task plans are used to Council breakdown actions into detail. Many of the actions in the plan represent mini 2020 2021 2022 Q4 Q4 Q4 projects in their own right (e.g. procurement processes or development of specific VS Visit Somerset Jan - Mar Jan - Mar Jan - Mar plans). All allocations for Phases 3 and 4 have come from the DCO Section 106 2021 2022 2023 agreement between EDF Energy and local authorities. Phase 1 and 2 was funded Page 148 Page Total Site Prep under the Site Prep Section 106 agreements. VE Visit Exmoor

Section 106 Allocations Section 106 funding £ 600,911 spent in Strategy Exmoor National ENP Phases 1, 2 & 3 The Hinkley Tourism Action Partnership (HTAP) includes seven partners: Somerset Park Authority West & Taunton Council, Sedgemoor District Council, Somerset County Council, EDF Energy, Visit Somerset, Visit Exmoor and Exmoor National Park Authority. ALL All partners in HTAP Report Number: SWT 52/20 Agenda Item 12 Somerset West and Taunton Council

Full Council – 26 February 2020

Prosperity and Economic Development Strategy

This matter is the responsibility of Executive Councillor Marcus Kravis

Report Authors: Mark Wathen – Lead Specialist Economy & Prosperity / Dan Webb – Strategy Specialist / Nicki Maclean - Economic Development and Tourism case manager

1 Executive Summary / Purpose of the Report

1.1 The document Somerset West and Taunton’s (SW&T) “Prosperity and Economic Development Strategy”, produced with the support of Deyton Bell consultants, is the first economic development strategy and framework for the new Council against which future interventions and business support and skills projects can be assessed, in terms of whether they address issues and market failure, build on existing activity, support and complement local and sub-regional stakeholder programmes or address evidenced gaps in the business support and skills landscape.

1.2 It represents the culmination of several months of work, including internal SW&T and business and stakeholder engagement, and sets out the rationale for the types of intervention the Council might undertake. It also identifies the type of role the Council should play, working in partnership with other strategic stakeholders, including Somerset County Council and the Heart of the South West Local Enterprise Partnership (HoTSW LEP). Such roles the Council might play include influencing and lobbying, strategic navigator, co-commissioner or sole seed corn funder and catalyst.

1.3 SW&T has a unique opportunity to build afresh as a new district geography, a newly formed council and new political leadership, as well as some key new stakeholders to the sub-region, including the Council’s CEO, the LEP CEO and the Somerset Chamber CEO for instance.

1.4 The strategy sets the baseline starting position by identification of the issues, challenges, objectives and opportunities, setting out a high level vision and a proposed set of actions around Business, People and Place themes, which are very much aligned to the Local Enterprise Partnership’s Local Industrial Strategy (LIS). It will shortly help shape and inform the imminent refresh of the Somerset Growth Plan in workshops with the County and other Districts in the early part of 2020.

1.5 The economic development strategy will also inform the relevant aspects and delivery of:  the updated Local Plan, including the rural Local Development Order (LDO), once it is adopted as Council Policy following the consultation period  the delivery of Chapter 4 of the Taunton Garden Town Vision “‘New shoots and blossom’ - a dynamic and prosperousPage community 149 founded on knowledge, culture and business  the Climate Change Strategy and action plan, with the economic development team working collaboratively on the industry and business workstream for SW&T but also in partnership with the County, which potentially could lead to the development of an environmental cluster  informing the Council’s approach to Social Value and the planning and procurement processes  an emerging Cultural strategy  the High Street Regeneration Fund  the Business Improvement Districts (BIDs)

1.6 A draft workplan and set of actions has been developed and discussed with the Portfolio Holder, but will obviously need to reflect further internal deliberations around the corporate plan, budget and resource prioritisation during Q4 2019-2020. This is based on the 13 Priorities set out in this document which is a combination of: - 6 Priorities identified in the full Deyton Bell strategy document in Annexe A - relevant workstream activity which has emerged during the period of the development of the strategy (i.e. Exmoor rural enterprise programme, LEP coastal productivity plan development, Barclays Bank Thriving Local Economy three year programme for Taunton Deane) - business as usual activity such as the ongoing Business Rates two year pilot scheme programme.

1.7 Formal adoption of this strategy and workplan will enable the Council to re-engage with Stakeholders and develop a series of bespoke communication materials and messaging for the different stakeholder audiences of Government and governmental bodies such as the LEP and the County, businesses and local stakeholders.

2. Recommendations

2.1 The Executive resolves to: a) Recommend that the Strategy should progress to the Full Council meeting for adoption, after which a detailed operational workplan will be agreed in consultation with the Portfolio Holder during March 2020 to progress during the financial year 2020-2021 b) Agree to the development of targeted messaging and communications materials for the different audiences

3. Risk Assessment (if appropriate) If the current status quo were to be continued without a strategic framework for action as set out by the Prosperity and Economic Development strategy, there is a risk of:

a) a lack of rationale and logic chain as to why the Council is investing in a programme/project or intervention (as a result of market failure for instance) as well as ad hoc project funding

b) a lack of a strategic programme approach which is aligned to the Somerset Growth strategy and the LEP’s Local Industrial Strategy and any future Prosperity funding post Brexit.

With such a framework in place, we can assess the value for money and delivery of outputs moving us towards the VisionPage for 150 the future knowledge economy and we are able to establish and clarify the role of the Council and other stakeholders, giving us a better understanding of the value and resources the stakeholders bring.

4. Background and summary extracts of the Strategy report

Overarching vision The place in which we live, work and enjoy our leisure time is ready for the next generation; that our people are supported and become our finest ambassadors who attract in those who are like minded and that they all have fulfilling careers in a business based locally.

4.1 Themes The thematic priorities of People, Place and Business have been used to develop a concise set of action programmes that will make the biggest difference and take forward a co-ordinated approach to delivery. This will help to focus the efforts and impact of partners and investment locally, in Somerset and across the South West. It will evolve and be agile enough to respond to external changes in the market or Government policy (e.g. the impacts of Brexit and change of Government or government body) and build into a comprehensive and sustainable economic and prosperity programme over time.

The issues identified under each of the themes have been identified and captured through previous strategy and relevant document desk based review and analysis, stakeholder engagement and workshops and consultant’s experience from elsewhere. The detail below represents a summary extract of the full document.

4.1.1 People SW&T are committed to developing the current/future workforce: this involves identifying skills gaps and considering how residents can be supported to train or re- train at any stage in their career development in order to obtain employment, improve their future career prospects and access current/future knowledge economy jobs.

Key issues  SW&T has low social mobility, an ageing and aged population - it is important to improve inclusivity across the District and to decrease the numbers of economically inactive.  Business owners report that not only is there a restricted talent pool, due to near full employment, but that there is also a real skills shortage – we need to develop the skills and workforce that businesses need  There needs to be greater opportunity through existing business growth and targeted inward investment to retain the next generation of graduates, which in the longer term might also require the provision of some form of higher education institution and research and innovation

Objectives These will be addressed by improving inclusivity and career progression and pathways across the District and facilitating improved social mobility through the provision of better job and career opportunities and responding to the skills which businesses need.

4.1.2 Place

In order to enhance SW&T in the context of ‘Place’, both infrastructure improvements and a coherent approach to ‘place marketing’ are important. The availability of employment land/premises, broadbandPage and transport151 links, and the appeal of our distinct areas within the District need to be addressed. When considering place related issues, it is important to recognize the uniqueness and idiosyncrasies of the various place related characteristics across SW&T.

These include the Coastal strip and its communities, the Rural band running across the countryside in the heart of the area, market towns such as Wellington, the M5 corridor and the more urban areas surrounding it, and Taunton with its role as both County and Garden town. Barclays Bank is launching its third pilot area out of four nationally for its three year ‘Thriving Local Communities’ programme in the parliamentary constituency of Taunton Deane, specifically as it recognizes the largely rural nature of the Taunton Deane constituency.

It is also important to ensure climate change and environmental issues feature significantly in all plans – as mentioned before they are critical and not an optional extra. This should be a recurring theme in developing policy and delivering interventions. The following emerged as the key issues:

Key Issues  There is too strong a reliance on one sector of the economy (namely tourism) for certain areas of our District – the Council needs to support them to become more resilient and develop a diversified mixed economy offer.  There needs to be a review of the appropriate mix and allocation of commercially available strategic employment sites and ‘fit for purpose’ property and premises as part of the Local Plan refresh (Council owned assets as well as commercial sites). This includes both the availability and affordability of employment sites for rural local businesses as they grow and the need to retain them as part of the Local Plan and the implementation of the Local Development Order (LDO) in rural communities  There needs to be better collective working amongst some of the local partnerships, including the combined Coastal Communities, as well as higher level strategic relationship building with the LEP, County and Districts and other institutional and business assets, representing Somerset collectively with one voice to the LEP  Market Towns may be tired and need re-vitalising – the Council needs to better understand the sense of place of these market towns and their purpose in the local economic context; there is a need for more place marketing and activity to support the night time evening economy, including business and student vitality for it to flourish once again as the County Town  Transport, connectivity and infrastructure are inadequate and do not facilitate greater social mobility, inclusion and opportunity, especially in the more coastal and rural peripheral areas of the District; more investment is needed in original thinking and solutions such as ‘on demand’ mobility and clever infrastructure investment.

Objectives  The West Somerset Railway and a future station at Wellington should be supported as critical infrastructure in support of connectivity improvements.  Making better use of development and regeneration opportunities including strategic employment sites and SW&T’s natural capital, by prioritising future investment in infrastructure, assets and public realm to build thriving places. This includes the coast and our natural capital and its preservation, rural areas including Exmoor National Park, our market towns, the M5 corridor and the more urban areas surrounding it, andPage Taunton 152 as both a County & Garden town  Strengthening the tourism offer (and marketing of such) of our coastal towns, the coastal strip and Exmoor whilst reducing dependency on this sector alone and diversifying the offer.  Bringing forward appropriate employment land and flexible premises and sites to support both existing business growth and innovation across the district, especially in emerging sectors and clusters where there are market opportunities (digital, environmental & a low carbon circular economy & recycling, healthcare), attract new businesses in and facilitate the growth of start-up enterprises particularly along from the M5 Growth Corridor and the rural locations of our district, working collaboratively with local agents & developers.  Establishing a world class strategic public and private sector collaborative partnership focused on economic development.  Helping our market towns recognize their unique offer, whilst at the same time addressing their challenges, including the protection of cultural and heritage assets.  Realising the implementation of the Taunton Garden Town vision as set out in the ‘new roots’ chapter related to the supportive business environment of digital, creative and cultural businesses and enterprise.  Improving underpinning infrastructure to benefit all residents/businesses, especially those isolated communities on the periphery.

4.1.3 Business Elements that contribute to ‘Business’ are:  Enterprise: the activities and support needed to foster an entrepreneurial culture  Business productivity and innovation: identifying and helping growth-oriented companies  Inward Investment: encouraging both foreign owned and UK businesses to locate and grow in SW&T, and retaining existing employers.

Key issues  There is inadequate integrated enterprise start up or existing business scale up support and very little if any innovation support, tailored to current and future sectors. Furthermore, there is little awareness of existing support available, including funding  Business support is currently fragmented and dis-jointed, as well as not being spread evenly geographically. There is a limited range of support available from the region’s Growth Hub  Grant funding is not currently available to encourage SW&T businesses to take up business advice support and coaching, or to invest in capital equipment to foster growth.  Inward Investment remains low due to the fact that there is no place marketing approach nor is there a clear differentiated offer and Unique Selling Point (USP) for Taunton and the District, all of which needs to be rectified.  The Council is not viewed historically as being actively supportive of businesses or engaging effectively, which inhibits joint promotion of the area and joint working to overcome barriers to growth and improving the business environment

Objectives Encouraging business underpins everything the strategy aims for, articulating how thriving business communities can be built, with inclusive growth and shared prosperity, supporting new and existing businesses, job creation and attracting inward investment. It involves increasing the number of enterprises, accelerating business growth, supporting interventions to improve levels of productivity and innovation and attracting in targeted Inward Investment. Specific Pageobjectives 153 include:  encouraging enterprises to start up, survive and thrive  enabling businesses in SW&T to maximise their growth potential and become more productive through innovation  fostering the future emergence and capacity of sectors already in SW&T, including linking up supply chains to allow diversification and develop peer to peer traded networks and clusters (low carbon, environmental and renewable energy technologies for instance)  developing a differentiated profile and targeted sector propositions to generate a targeted pipeline of inward investment, working with other institutions including the UK Hydrographic Office and Digital Taunton, by way of illustration, supporting those unique/longstanding businesses in the area to remain/grow, supporting them as part of a strategic key account management approach, with ongoing aftercare as set out in a business engagement strategy. Through business analysis, continue with the identification of those key strategic partners and business accounts that should form part of the Council’s strategic key account management and aftercare programme

4.2 Workplan and actions The suggested new actions arising from the consultants as part of this economic development strategy will be incorporated into one integrated workplan under the themes of People, Place and Business. As well as their ideas, the integrated action plan will consist of non-core funded programmes of activity such as Hinkley C s106 funded activity, as well as business as usual operational activity which commenced in 2019 and continue into 2020 – 2021.

In addition to this, the consultants have identified significant shorter term strategic priorities which cut across all of the themes of People, Place and Business and are deemed to be highly impactful and deserving of prioritisation. These priorities have been determined as a result of having considered all of the building blocks of the strategy, feedback from stakeholders and analysis of intelligence and reports available. By focusing upon these in the short (1-3 years) and longer term (3 years+), SW&T will potentially have the greatest positive effect upon the economy of the area. These actions have implications across all three themes of People, Place and Business rather than just one, and therefore offer the potential for the greatest impact. These are not intended to replace, but rather to complement and sit alongside other workstreams that are ongoing and the Council already has underway amongst the wider set of recommendations.

The priorities below are in no particular order of importance or weighting, but the medium term priorities are listed as such, as it is envisaged that there is still a lot of scoping and concept development required before they might be realisable on the ground.

4.2.1 Short term priorities

Priority 1 - Strategic partnership working Remain a highly valued strategic influencer and delivery partner for the Local Enterprise Partnership (LEP), Somerset County Council, the Somerset Growth Board and Hinkley C Programme Board – all to influence and bid into future funding streams for the District. Maintain regular dialogue regarding the implementation of the Prosperity and Economic Development Strategy,Page demonstratin 154 g alignment with the Local Industrial Strategy (LIS) on the three key Opportunity Areas (Advanced Manufacturing, Digital and Nuclear) through the lens of Clean Growth, as well as supporting business support and skills programmes, including tourism initiatives, and positioning for post Brexit funding opportunities from any future UK prosperity fund. In the context of the refreshed Local Plan, ensure that key infrastructure projects (road, rail, connectivity) are identified to lobby Government nationally,

Priority 2 – Strategic employment site development (Firepool, Nexus 25 & the Local Development Order (LDO) Progress the development of an innovation zone and both the UKHO and the Digital Innovation Centres on the key employment site of Firepool (Garden Town site) and Nexus 25, as well as implementing the affordable property and premises policy represented in the taking forward of the rural Local Development Order (LDO), as well as supporting the Local Plan refresh. Re-visit Chapter 4 of the Taunton Garden Town implementation plan and build on the previously commissioned Digital Taunton sector strategy and action plan. This will involve working collaboratively with UK Hydrographic Office (UKHO) to realise their commercial exploitation of maritime big data, which is identified as a major opportunity for Taunton in the context of the LEP’s Local Industrial Strategy. Work with the County and the LEP to develop a Digital/Big Data inward investment proposition, using funding from the business rates inward investment programme initiative, to generate targeted inward investment leads as well as working with agents/developers to position all strategic employment sites for future knowledge economy businesses with a view to develop and agree a joint marketing strategy. Promote success as soon as possible, particularly as Firepool comes forward, ensuring that the Future High Street Fund (if successful) helps to contribute directly to the stated objectives.

Priority 3 – Business engagement strategy and Strategic Account Management Build on the business engagement strategy by segmenting and identifying a number of strategic business and institutional relationships, by adopting a Key Management Account (KAM) to relationship management and ongoing aftercare, using the Alcium Evolutive Customer Relationship Management (CRM) system. Immediate examples include fostering the relationship with the UK Hydrographic Office as a significant employer and key collaborative research and development asset to realise the ambition of developing an ‘open innovation zone’ at the heart of Firepool and the County town centre of Taunton. In itself, this could form part of a sub-regional LEP M5 corridor Tech Nation cluster, complementing Exeter and Plymouth along the M5 corridor.

Priority 4 – Inward investment pipeline, promotion of key employment sites and place marketing propositions Develop targeted inward investment propositions for SW&T, profile key employment sites and properties and manage an inward investment and business growth pipeline. Work is already underway with the LEP, County and other District with various workstreams around inward investment activity and targeting, funded by the Business Rates Retention pilot and also to leverage LEP ‘soft landing’ funds for businesses re- locating.

Priority 5 - Hinkley C funded S106 programmes Refresh, update and implement the three year 2020-2023 Hinkley C S106 business support and skills programmes, informed by the economic development strategy, to leave a lasting legacy within 3 years. Page 155 Priority 6 – develop the capacity and strategic working of the Coastal Communities Teams Strengthen the capacity and collective working of the Coastal Communities Teams (CCTs) and continue to work with the LEP and other coastal communities in the LEP to enhance the collective coastal productivity plan proposals

Priority 7 – Skills strategy Launch and deliver a District wide Skills strategy

Priority 8 - Barclays Thriving Local Economy rural pilot in Taunton Deane Support and inform interventions proposed by Barclays Bank to align activity and maximize leverage of resources, such as joint working with the East Taunton Development Trust in support of the community hub in Halcon, including business and skills and training support as well as supporting rural interventions

Priority 9 – Exmoor rural enterprise business strategy and action plan Support the development of the Exmoor rural enterprise business engagement and needs analysis to inform a future business support strategy and its implementation, using Hinkley C S106 funding and ensuring linkage with other cross District programmes of support

Priority 10 – Business Improvement Districts, Place marketing and retail & evening economy inward investment Align inward investment support around the Business Improvement Districts in Market Towns (Minehead & Taunton) and identify other market town initiatives 4.2.2 Medium - Long Term actions Priority 1 – University in Taunton / Research and Innovation Park Explore the potential and scope for a University in Taunton, with a business led curriculum that will help deliver the skills businesses want, attract more Inward Investment and create opportunities for higher value jobs for residents. There is an opportunity to build on the UKHO open innovation activity and links with other South West Universities, (such as Exeter), but also embrace other opportunities arising from the South West Institute of Technology with a focus on advanced engineering and digital, working with Bridgwater and Taunton college and the University Centre. Explore and scope the future potential for a knowledge based Innovation and Technology Park, with links to specialist centres of excellence and research Institutes linked to Higher Education and relevant Universities and Research Institutes and/or Catapults. There are opportunities to explore and validate emerging opportunities in knowledge economy sectors and clustering such as AI/Big Data and digital technologies already underway with links to the South West Institute of Technology, remote healthcare delivery (telehealth/telemedicine) linked to the care of an increasing elderly population and low carbon renewable energy and environmental technologies (including plastic waste recycling). The latter could include innovations around the circular economy and innovation in manufacturing and processing, linked to the Climate change emergency and the associated industry and business workstreams and sustainable Garden Town living for the 21st century, as well as building on exciting initiatives such as the Biohm investment in biosciences linked to plastic waste recycling and other commercial applications exploiting our NaturalPage Capital. 156 Priority 2 - Enhanced business support and innovation programme Open up dialogue with Somerset County Council and Heart of South West LEP, regarding an integrated, skills brokerage, start-up, innovation and business support and grant programme for SMEs.

Priority 3 – A new West Somerset tourist attraction Investigate the potential of attracting a major tourist attraction to Somerset West to increase tourist numbers and time spent by visitors to SW&T, with possible links to a college for tourism skills, which would also justify greater for improvements to new & existing transport infrastructure (road, rail and sea).

5. Links to Corporate Aims / Priorities

Please refer to Priority 1 above

The overarching objectives for the economic development strategy include:

 Improved long-term capacity for clean growth by supporting the foundations of productivity  Increased sustainability and broadening the base/capacity of business growth in the area  Expanded and developed clusters and networks (both current and future)  Increased productivity and research and innovation, increasing GVA per head across the whole area  Retention of existing growth businesses and attracting high quality Inward Investments  Improved skills, in order to improve job and career prospects for residents and the attractiveness of the area, including new investors creating higher value jobs.

These very much align with the recently produced Somerset West and Taunton Council Corporate Strategy and Vision. The Corporate strategy includes Economy and the Environment as the first theme, with the stated objectives being:  Making the District carbon neutral by 2030.  Delivering Taunton Garden Town.  Encouraging wealth creation and clean economic growth throughout the District, by attracting inward investment and enabling research and innovation.  Improving the skills of the local workforce.  Providing adequate and affordable employment land to meet different business needs.  Supporting town centres to meet the challenge of changing shopping habits.  Developing the commercial elements of the Firepool site in Taunton.  Enhancing arts and cultural provision within the District.

6. Finance / Resource Implications Although there are no direct implications arising from this report at this stage, the economic development and prosperity strategy and subsequent integrated action plan may lead to projects and interventions that would be resourced by appropriate and available internal SW&T and / or external sources. These may include: SW&T Economic Development staffing resources; external delivery partners; SW&T funding streams (eg core Economic Development budget, S106), in addition to externally generated funds from the County, LEP and Government.

7. Legal Implications

None Page 157 8. Climate and Sustainability Implications

SWT’s ambition is to achieve growth, bring enhanced job opportunities for residents alongside better educational attainment, and to attract/retain high value business committed to sustainable, clean growth. All of these outcomes are framed by the need to consider environmental issues and climate change and to recognize that growth and prosperity at any cost is not a viable option.

The economic development team own the SW&T Climate Change Strategy Industry and Business workstream and joint partnership working with the County.

Throughout this strategy runs the theme of “Clean Growth”, mirroring the approach taken by the LEP’s Local Industrial Strategy. This focuses upon three areas – the “Dynamic Heart” of the economy – where there are significant assets and world-class potential, and where SW&T is uniquely place to contribute directly to local and wider economic prosperity. The three areas include:  Clean energy: associated with technical development for nuclear power and renewables (Hinkley C)  High-tech engineering, agri-tech and marine opportunities  Digital futures: including big data, environmental and health technologies and services, with key assets, including the UK Hydrographic Office, Musgrove Hospital and the development of Digital Taunton.

9. Safeguarding and/or Community Safety Implications

Although there are no direct implications arising from this report, the economic development and prosperity strategy and subsequent integrated action plan is intended to have a positive influence on the quality of life for the community.

10. Equality and Diversity Implications

None at this stage, however as projects and initiatives are developed and implemented, full consideration to Equality and Diversity impact will be given at that time.

11. Social Value Implications

The economic development strategy is focused on social mobility and inclusion. One of the workstreams that the team has been involved in is shaping the Council’s approach to Social Value in its planning and procurement process which is ongoing.

12. Partnership Implications

A wide range of key stakeholders and partners have been consulted during the development of the economic development and prosperity strategy (as referenced in Annexe B) attached to this covering paper and on-going effective partnership working will be essential as the delivery plan is developed and implemented.

13. Health and Wellbeing Implications

The economic development and prosperity strategy and subsequent action plan is intended to have a positive influence on the quality of life and health and wellbeing of residents and businesses, providing new opportunities for inclusion in the economy and developing the confidence of individuals through education, training and mentoring and raising the aspirations and prosperity of all, in line Pagewith Maslow’s 158 hierarchy of needs. 14. Asset Management Implications

It is important that the economic development, commercial and asset management team work closely together to profile our collective commercial property assets linked to inward investment activity and profiling of property, premises and employment sites and the commercial investment team as appropriate. All must work closely with external agents and developers to attract in inward investment and support business relocation, growth and retention.

15. Data Protection Implications

We have acquired a GDPR compliant licence for Bureau Van Dyke’s FAME business database (Moody’s) which will also us to segment, profile and engage with our local businesses and understand their sector and other characteristics for future stakeholder engagement purposes. We also operate an Alcium Evolutive Customer Relationship Management (CRM) system, whereby we must seek permission from the business to hold confidential and potentially commercial information for internal use only and also seek their agreement to receive communications from us in different forms of media, including a business newsletter for instance.

16. Consultation Implications

Extensive public consultation and stakeholder engagement activity has been undertaken during the development of the economic development & prosperity strategy and action plan strategy – this is described in the report. See Annexe B attached to the covering paper.

Democratic Path:

 Scrutiny / Corporate Governance or Audit Committees – No (however a Member briefing was held on 18th November 2019)  Executive – Yes (28 January 2020)  Full Council – Yes

Reporting Frequency: Once only  Ad-hoc Quarterly

Twice-yearly Annually

List of Annexes A Deyton Bell Prosperity and Economic Development Strategy

Contact Officers Name Mark Wathen Direct Dial 07747 161516 Email [email protected]

Name Dan Webb – Strategy Specialist Direct Dial 01823 219457 Email [email protected]

Name Nicki Maclean Direct Dial T: 01984 600189 Email [email protected] Page 159

Prosperity and Economic Development Strategy (Final Draft v1) prepared for

FOR INTERNAL USE ONLY - NOT FOR WIDER CIRCULATION This ‘draft’ report represents analysis and commentary which may contain a number of matters that may be subject to further exploration, analysis, clarification or confirmation. All outputs are subject to internal and external review procedures and accordingly, we reserve the right to add, delete and/or amend the findings as appropriate, following completion of our work and/or consultation.

This paper has been produced exclusively for consideration by Somerset West and Taunton Council and is strictly confidential.

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CONTENTS 1. Executive Summary

2. Introduction

3. Objectives and Vision

4. Context and Strategic Alignment

5. Building Blocks of the Strategy

 People  Place o Place Marketing o Infrastructure  Business o Enterprise o Business Productivity and Innovation o Inward Investment

6. Priority Actions

7. Conclusion

SUPPORTING EVIDENCE Appendix A The Challenge, the process, the research Appendix B Stakeholder engagement, survey and workshop analysis Appendix C List of participants and contributors Appendix D Survey questions Appendix E Ideas grid used at workshops Appendix F People and place context Appendix G Context Appendix H Comparators Appendix I Actions, priorities, timelines 2

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1- EXECUTIVE SUMMARY

This strategy is intended to be a framework which supports the transformation of the Somerset West and Taunton (SW&T) economy to a knowledge based one, ultimately leading to greater levels of investment and higher paid jobs.

It forms part of an ongoing transformation of the newly merged council, with a specific emphasis on the economic development themes of People, Place, and Business.

SW&T has a unique opportunity as a new district geography, a newly formed council and new political leadership, as well as some key new stakeholders to the sub-region including the Council’s CEO, the LEP CEO and the Somerset Chamber CEO for instance. The strategy aims to deliver on a vision of ensuring that the place in which we live, work and spend our leisure time meets the future needs of the next generation, that our people are included and supported to become ambassadors for the area and attract in those skills and businesses who are like minded so that the places are re-invigorated and re-positioned for the knowledge economy of the 21st century.

This is seen as a 10 year vision which has been developed through extensive interaction with stakeholders, in order to reach a consensus on those priorities that will have the greatest positive impact upon the local economy, whilst acknowledging the cross cutting themes of the climate change challenge and sustainability.

Over 100 individuals from the public, private and voluntary sectors have contributed to the strategy, generating 700 ideas between them and demonstrating a commitment to work towards making a positive difference.

Based upon the key themes, existing actions and stakeholder ideas, whilst recognizing that limited budget and resources are available, the following priorities have emerged as the most important:

Developing People - through improving inclusivity and career progression and pathways across the District, facilitating improved social mobility through the provision of better job and career opportunities and responding to the skills which businesses need.

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Improving Places - the coast and natural capital and its preservation, rural areas including Exmoor National Park, our market towns, the M5 corridor and the more urban areas surrounding it, and Taunton as both County & Garden town by;

 strengthening the tourism offer of our coastal towns, while reducing dependency on this sector alone and diversifying the offer.  bringing forward appropriate employment land and flexible premises and sites to support both existing business growth across the district, attract new businesses in and facilitate the growth of start-up enterprises particularly along from the M5 Growth Corridor and the rural locations of our district, working collaboratively with local agents & developers  establishing a world class strategic public and private sector collaborative partnership focused on economic development  helping our market towns recognize their unique offer, whilst at the same time addressing their challenges, including the protection of cultural and heritage assets  realising the implementation of the Taunton Garden Town vision as set out in the ‘new roots’ chapter related to the supportive business environment of digital, creative and cultural businesses and enterprise  improving underpinning infrastructure to benefit all residents/businesses, especially those isolated communities on the periphery.

Encouraging Business - increasing the number of enterprises, accelerating business growth, supporting interventions to improve levels of productivity and innovation and attracting in targeted Inward Investment;

 encouraging enterprises to start up, survive and thrive  enabling businesses in SW&T to maximise their growth potential and become more productive through innovation  fostering the future emergence and capacity of sectors already in SW&T, including linking up supply chains to allow diversification and develop peer to peer traded networks and clusters  developing a differentiated profile and targeted sector propositions to generate a targeted pipeline of inward investment, working with other institutions including the UK Hydrographic Office and Digital Taunton, by way of illustration

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 supporting those unique/longstanding businesses in the area to remain/grow, supporting them as part of a strategic key account management approach, with ongoing aftercare  through the business engagement strategy and further business analysis, identify those key strategic partners and business accounts that need to form part of the Council’s strategic key account management and aftercare programme

These priorities have been used to develop a concise set of action programmes that will make the biggest difference and take forward a co-ordinated approach to delivery. This will help to focus the efforts and impact of partners and investment locally, in Somerset and across the South West. It will also provide the flexibility to plan for change and sustainability, respond to the impacts of Brexit and position the area to benefit from future economic changes and challenges.

The strategy has been developed with the Economic Development Team to facilitate delivery of its objectives, including input from across the whole council, working alongside key partners, not least the County Council and Local Enterprise Partnership.

TOP 6 ACTIONS Considering all of the building blocks of the strategy, feedback from stakeholders, analysis of intelligence and reports available, and all of the actions identified (Appendix I), the following ‘Top 6’ actions have emerged.

By focusing upon these in the short (1-3 years) and longer term (3 years+), SWT will potentially have the greatest positive effect upon the economy of the area. These actions have implications across all three themes of People, Place and Business rather than just one, and therefore offer the potential for the largest impact. These are not intended to replace, but rather to complement and sit alongside other work that the Council already has underway, and the wider range of recommendations.

Short term 1. Become a highly valued strategic influencer and delivery partner for the Local Enterprise Partnership (LEP), Somerset County Council, the Somerset Growth Board and Hinkley C Programme Board and its S106 business support and skills delivery programmes, including management of the Community Impact Mitigation funding(CIM).This is positioning to leverage future funding streams from Government into the District.

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Maintain regular dialogue regarding the implementation of the Economic and Prosperity Strategy, demonstrating alignment with the Local Industrial Strategy (LIS) on the three key Opportunity Areas (Advanced Manufacturing, Digital and Nuclear) through the lens of Clean Growth, as well as supporting business support and skills programmes including tourism initiatives and positioning for post Brexit funding opportunities from a future UK prosperity fund.

In the context of the refreshed Local Plan, ensure that key infrastructure projects are identified to lobby Government nationally as well for future transport and other connectivity bids, including faster broadband and digital connectivity.

2. Progress key strategic employment sites including Firepool and Nexus 25, as key strategic assets within the Garden Town vision and prospectus.

Re-visit the Taunton Garden Town implementation plan and build on the previously commissioned Digital Taunton sector strategy and action plan, as well as working collaboratively with UK Hydrographic Office (UKHO) to realise their commercial exploitation of maritime big data, a key LEP opportunity within the Local Industrial Strategy.

Work with the County and the LEP to develop the Digital/Big Data inward investment proposition, using the business rates inward investment programme initiative, to generate targeted inward investment leads as well as working with agents/developers to position Nexus 25 in the future knowledge economy and agree a joint marketing strategy with the developers.

Promote success as soon as possible, particularly as Firepool comes forward and ensuring that the Future High Street Fund (if successful) contributes directly to the stated objectives.

3. Building on the business engagement strategy, identify and develop a number of Strategic business and institutional relationships by adopting a Key Account Management (KAM) and ongoing aftercare and relationship management programme.

Immediate examples include fostering the relationship with the UK Hydrographic Office as a significant employer and key collaborative research and development asset to realise the ambition of developing an ‘open innovation zone’ at the heart of Firepool and the County town centre of Taunton.

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In itself, this could form part of a sub-regional LEP M5 corridor Tech Nation cluster, complementing Exeter and Plymouth.

4. Longer term 1. Explore the potential for a University in Taunton, with a business led curriculum that will help deliver the skills businesses want, attract more Inward Investment and create opportunities for higher value jobs for residents. Also, explore and scope the future potential for a knowledge based Innovation and Technology Park, with links to specialist centres of excellence and research Institutes linked to Higher Education and relevant Universities and Research Institutes and/or Catapults. There is an opportunity to build on the UKHO open innovation activity, but also embrace other opportunities arising from the South West Institute of Technology with a focus on advanced engineering and digital, working with Bridgwater and Taunton college and the University Centre. There are also opportunities to explore and validate emerging opportunities in knowledge economy sectors and clustering such as AI/Big Data and digital technologies already underway with links to the South West Institute of Technology, remote healthcare delivery (telehealth/telemedicine) linked to the care of an increasing elderly population and low carbon renewable energy and environmental technologies (including plastic waste recycling).

2. Enhanced business support and innovation programme Open up dialogue with Somerset County Council and Heart of South West LEP, regarding an integrated, skills brokerage, start-up, innovation and business support and grant programme for SMEs, in order to increase opportunities for sustainable self-employment and improved business growth.

3. Investigate the potential of attracting a major tourist attraction to West Somerset, to increase tourist numbers and time spent by visitors to SW&T, with possible links to a college for tourism skills, and lobby for improvements to new & existing transport infrastructure (road, rail and sea).

Summary SWT’s ambition is to achieve growth, bring enhanced job opportunities for residents alongside better educational attainment, and to attract/retain high value business committed to sustainable,

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clean growth. All of these outcomes are framed by the need to consider environmental issues and climate change and to recognize that growth and prosperity at any cost is not a viable option. By working collaboratively and in partnership with business and education, and becoming an even more valued partner to the County Council and LEP, SW&T has a bright future and the opportunity to take the lead in environmentally friendly low carbon growth in the South West.

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2 - INTRODUCTION

This strategy has been developed specially for the new Council in SW&T through a process of review of existing desk based research and intelligence and extensive stakeholder engagement.

The overriding objective of the strategy is to create a route map towards increased prosperity for SW&T residents and businesses.

The strategy provides a framework to support the transformation of the SW&T mixed economy to more of a knowledge based one, (delivering greater levels of investment and higher paid jobs), which will shape the delivery of the Heart of the South West’s original Productivity strategy, the Rural Development Strategy and the Council’s refreshed Local Plan and the refresh of the Somerset Growth Plan. It will also inform implementation of the LEP’s Local Industrial Strategy, action plan and Strategic Economic Plan.

This strategy is the first for the new combined Council as it continues its transformation focused around the key economic development growth themes of People, Place, and Business:

 People: putting people first, focusing on vulnerable communities, supporting social inclusion and mobility, responding to their needs and raising their aspirations and life chances.  Place: making better use of development and regeneration opportunities, including strategic employment sites and SW&T’s natural capital, by prioritising future investment in infrastructure, assets and public realm to build thriving places.  Business: this underpins everything the strategy aims for, articulating how thriving business communities can be built, with inclusive growth and shared prosperity, supporting new and existing businesses, job creation and attracting inward investment.

SW&T have a unique opportunity with a new district area, a newly created council leadership and executive, as well as new leadership positions amongst key stakeholders including the LEP and the Somerset Chamber. Challenges exist, not least those created by the need to take into account the different spatial and demographic aspects of the District consisting of urban, rural and coastal economic communities. However, the opportunities far outweigh the challenges.

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Throughout this strategy runs the theme of “Clean Growth”, mirroring the approach taken by Heart of the South West’s Local Industrial Strategy. This focuses upon three areas – the “Dynamic Heart” of the economy – where there are significant assets and world-class potential, and where SW&T is uniquely place to contribute directly to local and wider economic prosperity.

The three areas include:  Clean energy: associated with technical development for nuclear power and renewables (Hinkley C)  High-tech engineering, agri-tech and marine opportunities  Digital futures: including big data, environmental and health technologies and services, with key assets, including the UK Hydrographic Office, Musgrove Hospital and the development of Digital Taunton.

HI TECH MARINE ENG / AGRI

CLEAN ENERGY DIGITAL FUTURES RENEWABLES DATA / UKHO NUCLEAR TAUNTON

Whilst a very high number of ideas and opportunities have been identified as the Strategy has developed, the primary focus has been placed upon those activities that have an impact across SW&T’s key themes, and that align with a wider geographical area as well as delivering clean sustainable growth and prosperity locally.

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3. VISION AND OBJECTIVES

VISION SW&T is an area blessed with a wonderful combination of existing opportunities and new potential, although there are challenges that must be managed to achieve this. By focusing on these issues and working together, the Council can ensure that the place in which we live, work and enjoy our leisure time is ready for the next generation, that our people are supported and become our finest ambassadors who attract in those who are like minded and that they all have fulfilling careers in a business based locally.

Place and the issues surrounding it are a universal responsibility. It is critical that the climate emergency is urgently addressed and that everything which happens in SW&T is based on a ‘circular economy approach’ of recycling, re-purposing and re-use where possible and reduction and mitigation of carbon emissions to a responsibly managed and sustainable environment which is appropriately protected, maintained and enjoyed . Everybody has a part to play in this and only when people share both a vision and a desire for common action will progress be made.

This cannot be achieved in isolation, and the ability to communicate and connect with the South West, the rest of the UK and global neighbours is important to facilitate collaboration in every sphere. These comprise:improved green travel services, faster broadband speed and better mobile coverage which will help people at leisure and work, businesses seeking to connect with suppliers and customers, new ways of working and mitigate against the impact of climate change.

People are the heartbeat of SW&T and, like the environment, must be nurtured. Society must be inclusive, respectful and supportive so community spirit thrives where residents are physically and mentally healthy, and where there are clear pathways to help people support each other through volunteering, or to help themselves by raising or meeting their aspirations.

It is important that the young have the skills and aspirations to help succeed as well as an increasing desire to play a part in the future of SW&T’s economy; that the senior members of local communities are able to contribute to the future and be supported when they need it; that entrepreneurs and executives are encouraged to develop ventures; and that employees of all ages are engaged, helped and able to develop their skills and skills which business needs them to have to reduce under-employment, increase economic participation and improve prosperity.

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Establishment of a University or a research institute presence within SW&T should be the aim, with links to our towns and villages to enable remote lifelong learning for any resident.

Business needs the right people with the right skills at the right time, and this linkage is important to recognize and develop. Natural human curiosity, the ability to change and adapt, and in-built resilience are core to human nature and survival while also being critical to business success. Development, diversification and innovation of process, product and proposition must all be encouraged; enterprise must be stimulated and supported so firms survive the early years and then thrive; local business must be supported; and new businesses must be attracted to SW&T.

As this is achieved, the business community will flourish and go from strength to strength, employment will increase and subsequently local people will benefit, and GVA plus other measures of economic output will improve

OBJECTIVES This strategy is intended to be a framework which delivers upon this vision.

It will transform the economy to a knowledge base (delivering greater levels of investment and higher paid jobs), which has a central role over the next few years in shaping delivery of the Heart of the South West’s Productivity strategy, the Rural Development Strategy and the Council’s Local Plan (while informing the development of the LEP’s Local Industrial Strategy, action plan and delivery of the LEP’s Strategic Economic Plan),The sections of the report which follow focus on linked thematic areas that will impact upon increasing prosperity. These thematic areas are Place, People, and Business.

In considering all the issues involved, it must be remembered that the climate emergency is overarching and must be urgently developed via actions to re-use and recycle resource (a circular rather than a disposable approach) to a responsibly managed / sustainable economy and an environment which is appropriately protected, maintained and used.

Everybody has a part to play in this and only when people share both a vision and a desire for common action that progress will be made. By developing a strategy that considers all of these key themes together, rather than in isolation, SW&T will achieve:

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 Improved long-term capacity for clean growth by supporting the foundations of productivity  Increased sustainability and broadening the base/capacity of business growth in the area  Expanded and developed clusters and networks (both current and future)  Increased productivity and GVA per head across the whole area  Retention of existing growth businesses and attracting high quality Inward Investments  Improved skills, in order to improve job and career prospects for residents and the attractiveness of the area, including new investors creating higher value jobs.

This strategy is aligned with the recently produced Somerset West and Taunton Council Corporate Strategy and Vision. The Corporate strategy includes Economy and the Environment as the first theme, with the stated objectives being:

 Making the District carbon neutral by 2030.  Delivering Taunton Garden Town.  Encouraging wealth creation and clean economic growth throughout the District, by attracting inward investment and enabling research and innovation.  Improving the skills of the local workforce.  Providing adequate and affordable employment land to meet different business needs.  Supporting town centres to meet the challenge of changing shopping habits.  Developing the commercial elements of the Firepool site in Taunton.  Enhancing arts and cultural provision within the District.

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4. CONTEXT AND STRATEGIC ALIGNMENT

The strategy is not intended to stand alone. In order for it to be effective in improving prosperity sustainably, it needs to take account of and directly contribute to the established priorities for SW&T, Somerset and the wider LEP area, and show alignment with national imperatives. Issues that have shaped this strategy are as follows:

 Climate change  The Green and Blue Economies  The diverse range of communities/spatial aspects  Previous lack of investment (including town centre developments)  Bringing suitable employment sites forward  Significant local employers, especially Hinkley C and the UK Hydrographic Centre  Research, Innovation and Technology (see Taunton Digital)  BREXIT

Specific contexts that have been considered include the UK Industrial Strategy: “The challenge for the future The United Kingdom is a successful, competitive, open economy. We have many strengths on which we can build, and some weaknesses we need to address.”

The same is true for SW&T so there is a clear framework for SW&T to factor into any planning, and reference to other strategies reinforce this framework. Other papers reviewed include:

 Nuclear South West:  UK Clean Growth  The Somerset Growth Plan and its proposed re-fresh  HotSW Coastal Productivity Plan  HotSW Local Industrial strategy

However, it is the SW&T Corporate Strategy that sets the scene: “We live in a beautiful area where residents have high expectations for good quality services and most enjoy an excellent quality of life. However, some within our community do not share this high quality of life due to being unable to access aff ordable /appropriate housing, suitable employment or through experiencing poor physical or mental health. Many of the District's rural communities are disadvantaged by barriers to suitable housing and social exclusion through poor access to facilities and limited public transport. Climate change is a global challenge but one which is of particular relevance locally.

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The objectives in this strategy are cross referenced to the contexts indicated above at local, regional, national and, where appropriate, international levels. Full commentary on the context surrounding this strategy and the research underpinning it is contained in Appendix G.

When considering the points above, it must be remembered that the climate emergency is critical and must be urgently addressed via a circular approach to a responsibly managed / sustainable economy and an environment which is appropriately protected, maintained and used. Everybody has a part to play in this and only when people share both a vision and a desire for common action that we will make progress.

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5. BUILDING BLOCKS OF THE STRATEGY

The Strategy has been developed through extensive stakeholder consultation and review of existing data, intelligence and reports. All of the data analysed is appended to the strategy. The building blocks of the strategy have thus been identified, consisting of Objectives mapped to Challenges, Opportunities and Ideas and addressed for People, Place and Business.

The achievement of the objectives will be reached through the actions indicated in the tables below. More detailed actions plans for each overarching action are included in Appendix F.

5.1 PEOPLE

SW&T are committed to developing the current/future workforce: this involves identifying skills gaps and considering how residents can be supported to train or re-train at any stage in their career development in order to obtain employment, improve their future career prospects and access current/future knowledge economy jobs. Key to realizing this ambition are the following;

Improve Inclusivity across the District The National Industrial strategy has a pillar; ‘People’, ‘creating good jobs and greater earning power for all’ which mirrors this strategy’s objective. The Local Industrial Strategy (LIS) also focuses upon an inclusive approach to growth so all residents can benefit from future prosperity. OPPORTUNITIES BENEFITS TOP LEVEL ACTIONS CHALLENGES CONSEQUENCES IDEAS SW&T has low social Increasing reliance upon social Work towards increasing mobility, an ageing and services and other public funds, business willingness to employ aged population. if not addressed. older workers.

Two tier divided economy. Promote volunteering opportunities.

Consider working with Musgrove (NB account management) on tele-health, one way of improving wellbeing and increasing the potential for older residents to return to work. Parents need help to Loss of skills to the workforce. Specific programmes (workshop enter (or return) to the based) developed for returners. workforce.

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Facilitate improved social mobility through better job/career opportunities The National Industrial Strategy has a focus upon harnessing the power of innovation to help meet the needs of an ageing society’. OPPORTUNITIES BENEFITS TOP LEVEL ACTIONS CHALLENGES CONSEQUENCES IDEAS Increasing numbers of Identify accurately which groups Review carried out of categories economically inactive. belong in the category of of economically inactive, with a economically inactive. survey to understand better their reasons.

Programmes of support could be developed and targeted to help clearly identified groups. Young people have Unless addressed, locally Long term issue to be unrealistic aspirations represented jobs (and sectors) addressed. and a desire to move will remain seen as offering only away. short term prospects, rather Requires: than careers of choice for all.  opportunities to influence the young people at Educational standards and university school/college qualifications need to be  public/private initiatives to improved to position individuals address perceptions of as highly desirable to sectors locally employers, and create the desire to work locally. Develop the skills business needs The LIS states that the HotSW will work with the business community to provide technical skills and non-technical capabilities within the existing and emerging workforce to support the area’s industrial future, ensuring all sectors have the people and skills they need with clear progression opportunities and fulfilling careers for residents. OPPORTUNITIES BENEFITS TOP LEVEL ACTIONS CHALLENGES CONSEQUENCES IDEAS Business owners Hard to attract skilled workers Develop a plan to attract back report that skills because they leave the area. skilled workers, through shortages are very defining the employment offer as real. a combination of lifestyle, location, attractive businesses and potential. Opportunities exist to Active older people result in Longer term work towards leverage the improved health/wellbeing, increasing business willingness knowledge, skills and reduced care costs, better to employ older workers is experience of older communities. required. Promote volunteering, people. coaching and mentoring opportunities. Businesses must plan This would create a positive Encourage sectoral workforce for skill development - convergence between actions development plans. don’t rely on 3rd parties business takes, actions 3rd parties take, actions employees take. A win/win results.

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Introduce an integrated This could leverage the Thorough scoping of concept apprenticeship, Apprenticeship Levy, resulting in and optimum geographic brokerage and skills greater take up of coverage required. service. apprenticeships. This service could be If businesses were directly Budget sources to be identified. aligned with the involved, improved skills The service could pull together Growth Hub and any identification would result & current providers of planned, enhanced providers influenced to deliver apprenticeships and skills business support required qualifications. delivery, with ‘one front door’ for services. employers.

Brokerage and apprenticeship levy pooling services could also be introduced. Attract a University to A new University could offer A scoping exercise would be be established in qualifications and courses required to identify the potential SW&T business requires, not be of attracting a University partner. student led (as FE frequently is) and could help revitalise the Benchmark against the County Town. New models of approach taken in Milton Keynes University in Milton Keynes, (MK:U with Cranfield University Hertfordshire and Herefordshire as sponsor and business led), could offer useful comparators. Hertfordshire and Herefordshire (New Model in Engineering and Technology NMiTE), and that planned in Peterborough The University curriculum could be designed with the involvement of sustainable businesses, renewable energy providers and other ‘Envirotech’ focused organizations creating the first ‘Green Business’ University which would link with the clean growth, digital and garden town concepts for instance – providing the skills required by the sector. It Could also link to UKHO to leverage digital and big data.

Detailed action plans to address the objectives above are contained in Appendix I

5.2 PLACE

In order to enhance SW&T in the context of ‘Place’, both infrastructure improvements and a coherent approach to ‘place marketing’ are important. The availability of employment land/premises, broadband and transport links, and the appeal of our distinct areas within the District need to be addressed. When considering place related issues, it is important to recognize the uniqueness and idiosyncrasies of the various place related characteristics across SW&T. 18

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These include the Coastal strip and its communities, the Rural band running across the countryside in the heart of the area, market towns such as Wellington, the M5 corridor and the more urban areas surrounding it, and Taunton with its role as both County and Garden town. Barclays Bank is launching its third pilot area out of four nationally for its three year ‘Thriving Local Communities’ programme in Taunton Deane, specifically as it recognizes the largely rural nature of the Taunton Deane constituency.

It is also important to ensure climate change and environmental issues feature significantly in all plans – as mentioned before they are critical and not an optional extra. This should be a recurring theme in developing policy and delivering interventions. The following emerged as the key factors;

Strengthen the tourism offer of our coastal towns The Heart of the South West have recently produced the Coastal Productivity Plan. SW&T can align support programmes for the sector with this plan. The National Industrial Strategy includes a sector deal for tourism; similarly a local focus can build upon this. The LIS emphasizes the need for supporting the development of coastal action zones and an emphasis on sustainable tourism.

OPPORTUNITIES BENEFITS TOP LEVEL ACTIONS CHALLENGES CONSEQUENCES IDEAS Place marketing; Leveraging scarce resources, Develop local actions to support joined up working learning from good and best the HotSW Coastal Productivity across Somerset practice, economies of scale is Plan; include strategic joined up regarding coastal required. working across Coastal issues will benefit the Communities Teams (CCTs). coast. Development of a If Minehead based, it would send Exploratory dialogue with HE/FE college/academy/ positive signals, work experience and other possible specialist institute that trains in, training for local people, attract operators. The model to follow and delivers on, students, give increased could be Sedgemoor’s Hinkley excellence in the confidence to entrepreneurs and C nuclear college & welding visitor economy could executives, and help attract year institute. bring significant round visitors. benefits.

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Reduce dependency upon the existing tourism offer increase diversification Seeking to attract a new major tourism attraction to West Somerset, would reduce dependency locally upon current tourism offer and aligns with National Industrial Strategy Sector Deal for Tourism.

OPPORTUNITIES BENEFITS TOP LEVEL ACTIONS CHALLENGES CONSEQUENCES IDEAS Energy; SW&T could Could SW&T become the Take forward the SW energy leverage nuclear, leading South West district for strategy and encourage wider marine, solar and renewable energy. adoption. wind.

Attract a major Increased tourist numbers, and Network with local authorities attraction as an dwell time in SW&T, spin off who have succeeded to ‘anchor’ attraction benefits for the rest of the district understand what might be and raised profile for tourists and required. businesses. e.g. Hastings DC (Jerwood Gallery), Thanet Council (Turner Gallery Margate). Develop cross channel Increased tourist numbers linked Feasibility study and partnership opportunities to Wales to a specific offer (e.g. Exmoor) working needed to consider (and Ireland) ferry or hovercraft linkages Bring forward employment land and business opportunities to leverage particularly along the M5 Growth Corridor though public/private partnerships. An opportunity exists to align bringing forward employment sites locally with the LIS’s work towards all places becoming ‘clean growth settlements’, in addition to implementing the rural Local Development Order (LDO) currently under development and adoption by SW&T.

OPPORTUNITIES BENEFITS TOP LEVEL ACTIONS CHALLENGES CONSEQUENCES IDEAS Explore opportunity to Currently tourist and business Local plan plays a key part. further develop traffic carry on past SW&T along employment land the M5, not seeing Taunton as a opportunities close to destination or Gateway. Tourist and Inward Investment M5 Junctions 25/26. Strategies need to be created This could benefit Reasons need to be created to and integrated (e.g. Taunton and locate here. visit/study/work/ Wellington while also Invest/live in SW&T). attracting visitors to the rest of SW&T. Local Development Orders (LDOs) may be a potential attraction in the absence of Enterprise Zone status

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Establish a world class partnership focused on economic development

OPPORTUNITIES BENEFITS TOP LEVEL ACTIONS CHALLENGES CONSEQUENCES IDEAS All the ingredients are The benefits could be huge. Research the Allegheny in place, they just need These include cementing key Conference (Pittsburgh USA - to be aligned and relationships and partnership see Appendix H) and possibly joined up in the right working and development of other models, then meet with a way. See appendices broader involvement from other small group of key actors to for a brief analysis of partners. Once established, explore further. This could the Allegheny collaborative working can replace the former Taunton Conference, an achieve a huge amount. economic prosperity Board. exemplar model taken from the USA. Help our Market Towns address their challenges The National Industrial Strategy pillar; creating prosperous communities across the UK links to the Government’s intention to agree approaches with towns on how the government, local councils, Local Enterprise Partnerships and businesses can work together to deliver growth

OPPORTUNITIES BENEFITS TOP LEVEL ACTIONS CHALLENGES CONSEQUENCES IDEAS Towns may be tired Town centres are currently on a Explore potential for Public and need re-vitalizing. downward spiral of decline. Realm improvements & town centre masterplanning, as well as helping to develop a town centre retail and evening economy prospectus and inward investment promotional strategy to attract in evening economy operators and restaurants (and funding – see Future High Street Funds).

Changes in retail Less trade in towns, less footfall, Consider business rates and patterns result in less less opportunity for residents start-up incentives for usage of town centres. with transport issue to shop independent shops. Support locally. town centre events and activities alongside the proposed activity of the Business Improvement Districts established in Minehead and proposed in Taunton. Broadband Isolation exacerbated without Work closely with the County improvements are connectivity (digital as well as post the re-let of the Connected necessary. physical). Devon and Somerset broadband programme.

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Realise the vision for Taunton as a thriving Garden Town and centre for Digital Economy businesses. Nationally the UK Government’s Industrial Strategy states that they will create a new National Re-training Scheme that supports people to re-skill, beginning with a £64m investment for digital skills. The LIS states that ‘the Heart of the South West will develop a strategically significant digital cluster’. Locally the ‘Growing Taunton’s Digital Economy’ report (2016) remains to be fully implemented yet aligns with the National Industrial Strategies.The Growth Prospectus for Taunton sets out a vision to attract high value businesses to Taunton, creating new employment and increasing wages.

OPPORTUNITIES BENEFITS TOP LEVEL ACTIONS CHALLENGES CONSEQUENCES IDEAS Place marketing – County town faces challenges, As part of the process to enable Taunton; little reason in part addressing by High the town to regain purpose and to stop currently – Street Regeneration pride, ensure the BID (if driving past easier for programme; detrimental to successful) is supported and tourists. No lively residents and business (e.g. align economic activity with key night-time economy or increased anti-social behaviour, actions being taken forward by student and business lack of footfall) the BIDs as part of Garden networking. Town vision and prospectus. Look at best practice in thriving county towns e.g. Exeter or Norwich. Develop a new Increased tourist numbers, spin Feasibility and partnership entertainment venue in off benefits for the rest of the working needed to consider Taunton –possibly a district and raised profile. Links options. Exploratory dialogue conference centre and to potential Cricket club with operators similar to the O2, arena complex linked development and Firepool NEC and other music promoters. to a sports facility. plans. The delivery of Not implementing ‘Growing ‘Growing Taunton’s Digital Taunton’s ambition to Taunton’s Digital Economy’ will Economy’ Hardisty Jones be the leading centre potentially leave Taunton behind Associates 2016, should be re- for digital businesses other areas moving faster with visited, the recommendations in the South West their plans. refreshed (if necessary) and remains a highly implemented. desirable objective Would also give credibility to critics of the council regarding a The digital sector should also lack of implementation of become the primary Inward strategic initiatives in the past. Investment target for proactive activities. The provision of Without appropriate space for In plans for managed office makerspaces is digital, creative and craft ideas space, incubators and currently limited. development, the potential in innovation centres, maker space SW&T is unlikely to be fully provision should also be realized. considered, especially in rural areas such as Exmoor and West Somerset. 22

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Support infrastructure developments to enable rural communities be less isolated The National Industrial Strategy has a focus on supporting rural areas in the UK to increase their prosperity.

OPPORTUNITIES BENEFITS TOP LEVEL ACTIONS CHALLENGES CONSEQUENCES IDEAS Infrastructure - bus Isolation of rural communities. Build better co operation with routes are too few, bus companies and County underutilised and the Inability of residents to travel for council to try and create a better area cannot attract work or educational bus service enough drivers. opportunities Examination of low carbon sustainable transport options such as local self-help/volunteer shared mobility and on demand transport systems. Improve Infrastructure to benefit all residents and businesses One of the Government’s Foundations of Productivity is to improve UK infrastructure; including road and rail but with a concentration on improvements to the nation’s digital infrastructure. OPPORTUNITIES BENEFITS TOP LEVEL ACTIONS CHALLENGES CONSEQUENCES IDEAS Good motorway route For tourists and business Promote SW&T as the first exists, cross district visitors and commuters; it is coastal West Country stop from travel by car easy /quick to get to SW&T London. reasonable. (particularly from London). Rail to Taunton good Progress discussions on with consideration of a Wellington railway station stop. new station at Wellington and West Somerset commuter train services being explored.

Detailed action plans to address the objectives above are contained in Appendix I

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5.3 BUSINESS

Elements that contribute to ‘Business’ are;  Enterprise: the activities and support needed to foster an entrepreneurial culture  Business productivity and innovation: identifying and helping growth-oriented companies  Inward Investment: encouraging both foreign owned and UK businesses to locate and grow in SW&T, and retaining existing employers.

Encourage enterprises to start up, survive and thrive. The National Industrial Strategy pillars aims under ‘Business environment’ to make the UK the world’s most innovative economy. The Economic Plan for the Heart of the South West and the Smart Specialisation Approach prioritises support for knowledge-based development in areas of competitive advantage. The LIS has an ambition, which SW&T can contribute significantly towards, of making the Heart of the South West one of the best areas in which to start and grow a business, and increasing the enterprise rate to achieve and then exceed the national average.

OPPORTUNITIES BENEFITS TOP LEVEL ACTIONS CHALLENGES CONSEQUENCES IDEAS Start-up support is Not enough new business starts. Establish an enterprise support currently very limited. programme, developed Some businesses start collaboratively with the County There is some support inappropriately or without the and/or LEP and building on the in the enterprise necessary support current operating model for the centres supported by County’s investment in the the County in enterprise centre network. Wiveliscombe and Williton. This could offer pre-start and start-up advice to all; young and older residents included, to inspire an entrepreneurial culture. Start-up numbers are Wasted resources and A structured programme could low although survival opportunity costs for individuals increase the number of start-ups rates are higher than failing in business, and and improve the 3-year survival UK, West Country and pressures on publicly funded rate to 80% (from 70%). Somerset averages. support (health services, social security).

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Enable businesses in SW&T to maximise their growth potential and become more innovative The National Industrial Strategy pillar; ‘Ideas’ aims to make the UK the world’s most innovative economy. The LIS aims to support businesses to manage resources more effectively to achieve clean growth, which could be a cornerstone of any planned business support service in SWT.

OPPORTUNITIES BENEFITS TOP LEVEL ACTIONS CHALLENGES CONSEQUENCES IDEAS Business support is Businesses do not achieve their Consider introducing an currently fragmented potential, and GVA growth is integrated business support and dis-jointed, as well constrained. service to improve access to as not being spread finance and greater take up of evenly geographically. business support, leading to There is a limited growth in GVA. range of support available from the Build on the Business Rates region’s Growth Hub. programme for innovation support and links to University and research expertise including knowledge transfer.

Support programmes developed by Barclays Bank such as rural Agri-Tech fest programmes, under their Thriving Local Economies interventions. Grant funding is not Without a ‘nudge’ businesses Consider a grant programme currently available to (particularly smaller ones) do not (ERDF part funded) as part of encourage SW&T take up advice that has been any business support service, businesses to take up proven to help growth, or invest potentially across the whole LEP business advice in capital equipment. area. support and coaching, or to invest in capital equipment to foster growth. The levels of Improving rates of patent An innovation strategy could be innovation funding in applications, and other developed to pull together the South West innovation measures will commendable local initiatives (according to Innovate evidence improved innovation (e.g. the planned Taunton UK) are below the activity within SWT businesses. Innovation Centre). Build on the majority of LEP areas Set Squared business rates pilot (figures are not innovation programme, which available at District could inform the development of level). Firepool’s innovation zone and support needed at the future This implies a lack of UKHO and Digital Innovation innovation currently Centre at Firepool. amongst businesses.

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UK Hydrographic A key asset to SW&T, the Investigate successful cluster Office represents a UKHO could offer significant development around sector significant opportunity. cluster growth opportunities. ‘anchors’ elsewhere; e.g. Agri- tech, Built Environment, Life Sciences and Film production, in Hertfordshire. Develop plans for a Leveraging the presence/brand Exploratory dialogue with Taunton Innovation of the UKHO would bring UKHO, St Johns’ Innovation Centre, an open immediate credibility and secure Centre Cambridge (as a model innovation centre to the long term future for UKHO in to follow) and other relevant develop standalone Taunton. operators (e.g. Rothamsted and UKHO stimulated Agri-tech Research Centre) to data / digital work. consider alternatives if the current ERDF bid is unsuccessful, or to shape the Full Application.

Hinkley C is an issue Boom and bust issues and Continued close collaborative as well as an locally missed opportunities and working with Sedgemoor to opportunity. a restricted area of benefit adopt a joined up ‘key account around Bridgwater. management approach; which could be applied to other key Exacerbates skills shortages employers. and issues. Develop new three years programme for business support and skills, aligned to this economic development strategy and building on non core funded programmes which are still germane and relevant to the economic development themes and priorities. Foster sectors already in SW&T, attracting supply chain organizations to form successful clusters in our existing and emerging sectors, focused upon Clean Growth. The National Industrial Strategy has a Grand Challenge of ‘maximising the advantages for UK industry from the global shift to clean growth’. SW&T could lead on establishing a carbon neutral cluster in digital businesses; meeting the objective of the Industrial Clusters mission (National Industrial Strategy Grand Challenges) of creating a net-zero carbon industrial cluster by 2040. Targeted inward investment activity could focus upon London based digital businesses (e.g. Shoreditch) where excessive rents and shortage of available skills are causing existing employers to consider re-location. The Local Industrial Strategy for the Heart of the South West intends to establish a globally significant energy cluster, building on assets in new nuclear, off-shore renewables and the transformation of the Heart of the South West’s own energy system. SW&T can play a key role in achieving this ambition.

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OPPORTUNITIES BENEFITS TOP LEVEL ACTIONS CHALLENGES CONSEQUENCES IDEAS Developing the tourism Without a focused approach to New tourism initiatives are and digital offers in existing sectors, stagnation or required, alongside innovative SW&T; building on decline is a threat. changes to ways of working and what exists already raising the profile of the industry and creating new as a career of choice. sustainable initiatives would create additional Plans are already in place to jobs and secure enhance the development of the existing ones. digital (and creative) sectors in Taunton.

Take learned experience of Hinkley in terms of inward investment and supply chain development and skills development and apply to other sectors as appropriate, including healthcare and the environmental technology sector.

In order to maximize The area is predominantly The establishment of sector the success of our dependent upon a small number champion groups; facilitated by current key sectors; of sectors; there are significant the Council with both public and tourism, creative, benefits of working to optimize private representation. digital/data, these (new jobs created, GVA agriculture, logistics, improvements). These would be collaborative Business, Professional working groups to address and Financial Services specific sector based issues and agri-tech, sector (e.g. digital skills, the perception focused plans would by young people of the tourism be beneficial. industry).

Enable establishment/growth of aspirational sectors; bluetech, cleantech, marine. The LIS recognises the need to establish partnerships for accelerating clean tech adoption across sectors; SWT can become a leading partner in the South West through regular dialogue and the contribution of positive ideas, piloted locally.

OPPORTUNITIES BENEFITS TOP LEVEL ACTIONS CHALLENGES CONSEQUENCES IDEAS Sectors under the By increasing the presence of The ‘Envirotech’ credentials of ’Envirotech’ banner credible and expanding the District should be articulated are attractive to sectors/clusters, a wider range as part of a suite of Inward SW&T. of higher value jobs can be Investment propositions. created.

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A focus could be Consideration could be given to placed upon these in the creation of an area covered order to identify the by a Local Development Order District as a key player with business incentives, to in attracting and attract Envirotech businesses. fostering the growth of;  Renewable energy  Green technology  Agritech  Sustainable transport  Enabling technologies including digital and high tech manufacturing

Gain increases in successful Inward Investments- retain key employers in SWT The LIS is ‘working to attract high-value business investment in the form of FDI and inward investment into the region and retain key employers’. Locally a key priority remains the fostering of the relationship with the UK Hydrographic Office. This could be an anchor around which digital (data) driven businesses could cluster. This could improve Inward Investment opportunities, drive up demand for digital skills and improve job prospects (quantity and quality). Examples to study include the Life Sciences cluster established in the last 20 years in Stevenage, Hertfordshire. A Gene Therapy Catapult Centre has been established to enhance the presence of GSK in Stevenage. The initiative, led by GlaxoSmithKline, Wellcome and Innovate UK and partly funded by European Funds (ERDF) offers ’hot housing’ facilities for selected small businesses from the sector, to aces research equipment that would normally be out of reach. The 8-10 business allowed direct access to the faculties are a temporary fixture, spinning out to larger premises as they grow, and allowing other innovative up and coming businesses to take their place. This initiative has had a significant impact upon the Hertfordshire economy, increasing investment in the businesses within the Stevenage Bioscience Catalyst to over £1bn in 5 years, and attracting many small and medium sized enterprises to the area to be in close proximity to GSK and the Catapult. This example, although hard to copy, would not be impossible with a high profile partner (UKHO). The Devolution Prospectus for the Heart of the South West LEP identifies the UKHO as a key asset, and data analytics as a ‘golden opportunity’, for investment to achieve future growth.

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OPPORTUNITIES BENEFITS TOP LEVEL ACTIONS CHALLENGES CONSEQUENCES IDEAS Inward Investment - Supporting retained growth is A SW&T devoted service remains low. important, but new may be required as broader businesses must be based inward Investment encouraged into the area to initiatives are not currently develop clusters, stimulate producing significant results innovation and offer for the District. Budget enhanced local job needed; should be scoped. opportunities. Opportunity to work with public and private partners, Build upon collaboration especially joint working under across the county/LEP area the business rates rather than competing. programme of inward investment with County and other district partners. Investors would face SW&T not even on shopping The profile of SW&T (to difficulties in finding lists of potential investors, visitors, potential new the skills they need and risks losing current residents and Inward in SW&T. investors. Investors) needs to be raised through targeted lead generation.

SW&T has notable Retention of key employers is Detailed plans to promote, business and sector as important as attracting leverage and retain SW&T’s assets; Nexus, new. A wide range of key assets are required, Butlins, Hinkley, visitor/Inward Investment through the introduction of a Cricket Club, benefits could be realized key account management Musgrove Hospital, (i.e. tapping into the regular programme. UKHO flow of international visitors to UKHO). Develop closer relationships across the portfolio of key organisations based in SW&T OPPORTUNITIES BENEFITS TOP LEVEL ACTIONS CHALLENGES CONSEQUENCES IDEAS More knowledge of Failure to address this issue Develop a blue chip key and closer could result in missed account management relationships with the opportunities to help programme to build and key organisations business, missed manage relationships with basin in SW&T will opportunities to attract new key local organisations (e.g. help to increase investors to SW&T, and local business such as Singer visibility of Council increased chances of and Shearwell; national and Partners, help to business leaving the area. business such as Butlins; key ensure dialogue is in These could all mean NDR installations such as UKHO, place, and help revenues fall, employment Musgrove Hospital) spread the word with opportunities are missed, and potential investors in SWT’s reputation is SW&T. tarnished.

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Detailed action plans to address the objectives above are contained in Appendix I

In addressing the points above, it must be remembered that the climate emergency is critical And must be urgently addressed via a circular approach to a responsibly managed and sustainable economy and an environment which is appropriately protected, maintained and used. Everybody has a part to play in this and only when people share both a vision and a desire for common action that we will make progress.

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6. PRIORITY ACTIONS

Summarising the building blocks of the strategy, and the top level actions identified in Section 5, the following ‘Top 6’ actions emerge.

These are not intended to replace, but rather to complement and sit alongside other work that the Council already has underway (e.g. bringing forward Firepool, broadband improvements, the Innovation Centre). By focusing upon these in the short (1-3 years) and longer term (3 years+) SWT will potentially have the greatest positive impact upon the local economy.

These are cross referenced to Appendix I; Detailed Action Plans, and aligned with the other recommended actions. These actions have implications across all three themes of People, Place and Business rather than just one, and therefor offer the potential for the largest impact.

TOP 6 ACTIONS Considering all of the building blocks of the strategy, feedback from stakeholders, analysis of intelligence and reports available, and all of the actions identified (Appendix I), the following ‘Top 6’ actions have emerged.

By focusing upon these in the short (1-3 years) and longer term (3 years+), SWT will potentially have the greatest positive effect upon the economy of the area. These actions have implications across all three themes of People, Place and Business rather than just one, and therefor offer the potential for the largest impact.

These complement and sit alongside other work that the Council already has underway, and the wider range of recommendations.

Short term A. Become a highly valued strategic influencer and delivery partner for the Local Enterprise Partnership (LEP),Somerset County Council, the Somerset Growth Board and Hinkley C Programme Board and its S106 business support and skills delivery programmes, including management of the Community Impact Mitigation funding(CIM).This is positioning to leveraging future funding streams from Government into the District.

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Maintain regular dialogue regarding the implementation of the Economic and Prosperity Strategy, demonstrating alignment with the Local Industrial Strategy (LIS) on the three key Opportunity Areas (Advanced Manufacturing, Digital and Nuclear) through the lens of Clean Growth as well as supporting business support and skills programmes including tourism initiatives, as well as positioning for post Brexit funding opportunities from a future UK prosperity fund. In the context of the refreshed Local Plan, ensure that key infrastructure projects are identified to lobby Government nationally as well as for future transport and other connectivity bids, including faster broadband and digital connectivity.

B. Progress key strategic employment sites including Firepool and Nexus 25, as key strategic assets within the Garden Town vision and prospectus.

Revisit the Taunton Garden Town implementation plan and build on the previously commissioned Digital Taunton sector strategy and action plan as well as working collaboratively with UK Hydrographic Office (UKHO) to realise their commercial exploitation of maritime big data, a key LEP opportunity within the Local Industrial Strategy.

Work with the County and the LEP to develop the Digital/Big Data inward investment proposition, using the business rates inward investment programme initiative to generate targeted inward investment leads as well as working with agents/developers to position Nexus 25 in the future knowledge economy and agree a joint marketing strategy with the developers.

Promote success as soon as possible, particularly as Firepool comes forward and ensuring that the Future High Street Fund (if successful) contributes directly to already stated objectives.

C.Building on the business engagement strategy, identify and develop a number of Strategic business and institutional relationships by adopting a Key Account Management (KAM) and ongoing aftercare and relationship management programme.

Immediate examples include fostering the relationship with the UK Hydrographic Office as a significant employer and key collaborative research and development asset to realise the ambition of developing an ‘open innovation zone’ at the heart of Firepool and the County town centre of Taunton. In itself, this could form part of a sub-regional LEP M5 corridor Tech Nation cluster, complementing Exeter and Plymouth.

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Longer term D.Explore the potential for a University in Taunton, with a business led curriculum that will help deliver the skills businesses want, attract more Inward Investment and create opportunities for higher value jobs for residents. Also, explore and scope the future potential for a knowledge based Innovation and Technology Park, with links to specialist centres of excellence and research Institutes linked to Higher Education and relevant Universities and Research Institutes and/or Catapults.

There is an opportunity to build on the UKHO open innovation activity, but also embrace other opportunities arising from the South West Institute of Technology with a focus on advanced engineering and digital, working with Bridgwater and Taunton college and the University Centre. There are also opportunities to explore and validate emerging opportunities in knowledge economy sectors and clustering such as AI/Big Data and digital technologies already underway with links to the South West Institute of Technology, remote healthcare delivery (telehealth/telemedicine) linked to the care of an increasing elderly population and low carbon renewable energy and environmental technologies (including plastic waste recycling).

E.Enhanced business support and innovation programme Open up dialogue with Somerset County Council and Heart of South West LEP, regarding an integrated, skills brokerage, start-up, innovation and business support and grant programme for SMEs, in order to increase opportunities for sustainable self-employment and improved business growth.

F.Investigate the potential of attracting a major tourist attraction to West Somerset, to increase tourist numbers and time spent by visitors to SW&T, with possible links to a college for tourism skills, and justification for improvements to new & existing transport infrastructure (road, rail and sea).

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Measuring Success

As the action plans are implemented, success will be measured through a range of outputs. These measures will be those most relevant to the actions. It is important that these will be tracked through the County’s Somerset Growth Plan and the Local Economic Assessment for Somerset as well as higher level measures such as Gross Value Added (GVA) tracked by the LEP. Some of the key measures regarding progress will include the following for;

 People related activities o Reduction in unemployment/underemployment rates (by age group) o Increase in Level 3 (and above) NVQ qualifications o Increased Up-take of apprenticeships o Reduced numbers of economically inactive residents o Number of jobs available in environmentally sustainable industries and organizations  Place marketing and Infrastructure developments o Increased number of tourist/visitor numbers lengths of stay and amount spent per head o Increased levels of inward investment including infrastructure funds secured from outside Somerset and LEP and other Government funded projects o Increased number of rail/cycle journeys  Business, enterprise and innovation o Number of new businesses created, and 3 year survival rates o Gross added value added per head (improvements and compared to national/regional/county figures) o Number of business ‘innovating‘ to compared to the national average (various proxies include patent registration etc - 50%: National Industrial Strategy) o Renewable energy related company numbers o Amount spent by business on innovation activities; particularly to introduce green and carbon neutral initiatives (products and services)  Inward Investment o approved planning applications granted (and the % granted to ‘green’ businesses) o an enquiry pipeline and conversions and status o New investors being converted & setting up in SW&T and jobs created (with figures for high value jobs and those in sustainable industries) o Retention and safeguarding of jobs of existing businesses

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In addressing the points above, it must be remembered that the climate emergency is critical And must be urgently addressed via a circular approach to a responsibly managed and sustainable economy and an environment which is appropriately protected, maintained and used. Everybody has a part to play in this and only when people share both a vision and a desire for common action that we will make progress.

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7. CONCLUSION

Somerset West and Taunton (SW&T) has a unique opportunity to make a significant positive difference to the prosperity of the area over the next 10 years.

With a new Council in place, and new Chief Executives at the Council and the Local Enterprise Partnership, what has gone before can be learnt from, but not obstruct or hinder progress on key programmes.

The overriding goodwill that emerged during the stakeholder engagement, during the creation of this strategy, also bodes well for the future prosperity of SW&T, and indicates that private and public sector partners are willing to work together for mutual benefit.

Some existing strategies and plans remain to be fully implemented but are underway, and a relatively small number of additional actions, although not necessarily simple to execute, will together bring great rewards for People, Place and Business.

The overriding ambition for SW&T is clearly to achieve growth, bring enhanced job opportunities for residents alongside better educational attainment, and to attract and retain high value business committed to sustainable, clean growth. All of these outcomes are framed by the need to consider environmental issues and climate change and to recognize that growth and prosperity at any cost is not a viable option.

It must be remembered that the climate emergency is critical and must be urgently addressed via a circular economy approach to a responsibly managed and sustainable economy and an environment which is appropriately protected, maintained and used. Everybody has a part to play in this and only when people share both a vision and a desire for common action that we will make progress.

By working collaboratively and in partnership with business, and education, and becoming an even more valued partner to the County Council and LEP, SWT has a bright future and the opportunity to take the lead in environmentally friendly growth in the South West.

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APPENDIX A

THE CHALLENGE, THE PROCESS AND DESK RESEARCH The Challenge

The specification for this strategy was to develop, collaboratively across SW&T and a range of stakeholders, the following;  a sustainable and resilient future vision for the knowledge economy in SW&T within the context of the sub-regional economy  an assessment of SW&T’s current positioning, considering current strengths and opportunities as well as weaknesses and threats  priority themes and recommendations for interventions providing supporting rationale and indicative outcomes  specific actions SW&T should undertake within a broad action plan, together with individual actions grouped by theme  clarification regarding prospective knowledge economy sectors/clusters/supply chains to be developed or attracted to the area and the opportunities these offer.  recommendations to further enhance the local business environment/attract future investment  economic development priorities within an action plan for the short, medium and longer term

In order to do this effectively, and within the timescales of the project Deyton Bell proposed;  to develop a coherent economic development vision and programme with clear objectives and priorities focused upon the Council’s approach of People, Place and Business.  to identify the roles SW&T should play alongside other strategic partners (LEP, Growth Hub, County Council) to deliver interventions  to focus upon and develop a strategy that was structured around the key themes of o enterprise: the activities and support needed to foster an entrepreneurial culture o business productivity and innovation: o place marketing o Inward Investment o developing the workforce  to incorporate the specific priorities for intervention of SW&T into a broader collective stakeholder action plan

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Process The process adopted to deliver this engagement followed 5 stages. The original project plan was adapted as a first step with the SW&T Project team and the following phases carried out;

First phase - meeting with SWT. We met with the SW&T team at SW&T offices for an inception meeting (24th July 2019), to establish the joint Project Team (SW&T and DB) and finalise an agreed plan of action;  project scope, including any changes in emphasis/focus since the tender was issued  flexibility required if/when needs change  changes to the original proposed methodology  data and intelligence availability  stakeholders and key contacts  permissions to contact stakeholders (GDPR compliance)  project risks and escalation procedures for issues  frequency, contact type and reporting requirements

Second phase – planning and research. During this phase DB studied the comprehensive intelligence and research made available, analysed this and planned incorporation of findings into the interim report. We agreed additional research required, and this was provided. During this phase (August to September 2019) we put in place a regular series of tele-conference and face to face Project Team meetings and finalised timings for the stakeholder engagement phase.

Third phase – engaging with stakeholders. We carried out an extensive programme of stakeholder engagement during September and October 2019 which involved;  Agreeing a ‘long’ list of stakeholders whose views should be sought  Deciding upon the optimum contact methods for each  Producing and distributing an on-line survey to gather feedback  Carrying out 1-1 face to face and telephone interviews  Organising and delivering workshops for businesses, business representative groups, officers and members (SW&T), representatives of the LEP and the County Council

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Fourth phase - production of an interim report. We worked on this during October/November 2019, presenting initial findings at the SW&T Council Member Briefing and carrying out extended Project Group review session.

Final and fifth phase – production and presentation of the final draft Strategy. This was completed during November/December 2019 and included;  Final Draft Strategy  Appendices  Power point presentation slides  Agreement of DB to attend future presentations of the report as required to stakeholders

Overall, despite some minor movements on timescales to manage operational issues the project was managed in line with agreed timelines and all deliverables were produced as required.

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Desk research The desk research, intelligence review/analysis/commentary phase of the project included consideration of the following;

1. International sources of reference  Partnership working in an ED context – Allegheny Conference

2. UK wide sources of reference  National Industrial Strategy  UK Clean Growth Strategy  Local industrial strategy – SELEP, Tees LEP  Coastal strategy – SELEP, Solent LEP  Innovation strategy – Dorset LEP, Breckland Council  Inward investment strategy – Kirklees Council  Business support strategy – East of England Business Link, Redcar and Cleveland Council, Portsmouth City Council

3. Local sources of reference  Local Industrial Strategy  LEP briefing papers  Strategic Economic Plan and refresh in 2019  HotSW LEP Productivity strategy and delivery plan  HotSW Local Industrial Strategy Challenge Paper and delivery plan  Cross LEP Energy Strategy  South West Rural Productivity Commission report 2017  Heart of the South West Coastal Productivity Plan (draft)

Somerset CC strategy and briefing papers  Somerset Economic Intelligence portal  Somerset Improving Lives Strategy  Somerset Growth Plan Somerset Employment and Skills strategy  West Somerset Opportunity Area Taunton Deane Local Plan  West Somerset Local Plan  Taunton Town Centre Area Action Plan 2008 40

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 Taunton Garden Town vision and plan https  Taunton Deane Leisure and Employment Land Review  Coastal Communities Minehead CCT EP and Esplanade Study  Coastal Communities Watchet CCT EP  Coastal Communities  Exmoor National Park

SWT briefing papers  Taunton High Street Fund Expression of Interest March 2019  Taunton Deane Borough Economic Development Strategy 2017 internal draft  Taunton Deane Local Economic Assessment 2009 Geoeconomics  Envisioning the future of the Taunton Economy April 2009 Geoeconomics  Ekosgen’s West Somerset Economic Strategy Refresh 2011 – October 2011

4. Lessons learned elsewhere  Good examples and ideas – Pittsburgh partnership approach (see Section 5 ‘Place’ and Appendix H)  Poor examples and ideas, including Inward Investment Strategies developed and then not implemented, LEP commissioned reports that were rejected as ‘cut and pastes’, ineffective European funded projects (specific project names confidential)

5. Ideas ‘borrowed’ from elsewhere; again confidential, but including LIS development, Coastal Communities work, a business support/start-up programme in the North East, Innovation Strategies from the South and East of England, business engagement projects in the South East, and Inward Investment programmes developed for 14 Local Authorities nationally.

Relevant points emerging from these sources have been factored into the recommendations and action plans within the strategy.

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Key findings

 Corroboration of the importance (and relevance) of SWT’s approach of focusing upon the key themes of people place and business  The need for comprehensive and holistic strategies; but based in reality, bought into and deliverable  Strategies can become immediately irrelevant if they are very similar and are not bespoke to their local economic landscapes  Successful strategies are broader than district or borough boundaries; they work best when aligned with county and LEP priorities  The challenges of balancing coastal, rural and urban geographies  The danger of too much consideration of past success/failure of initiatives, whist retaining a realistic approach as to what can be achieved  With increasing pressure on budgets, innovative ways of working need to be considered, even if they are disruptive  The contribution skills development can make to overall wellbeing, prosperity, business development and Inward Investment  Current skills demands may not be the same as future  Brexit will create significant skills challenges  With more competition for business investment, real differentiation has to be found with a genuine, not purely aspirational local offer  The boundaries between business support, inward investment and innovation are blurred, and a prosperity strategy needs to consider all three and the relationships between them

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APPENDIX B

STAKEHOLDER ENGAGEMENT, SURVEY AND WORKSHOP FEEDBACK / ANALYSIS

Engagement

Stakeholder engagement involved three distinct and separate activities. These enabled us to obtain feedback from as wide a range of stakeholders as possible, whilst giving everyone engaged the chance to participate in meaningful way.

Firstly, an online survey was carried out, districted to 500 recipients, then one to one meetings and telephone calls arranged, alongside a series of workshops. Invitations to the workshops and to engage in 1-1 dialogue were distributed to including businesses, business representative groups, SWT officers/members, representatives of the LEP, the County Council, various HMG agencies.

In total 113 individuals responded in some way as a result of contact being made regarding the development for the Prosperity and Economic Development Strategy, and have participated in the development of this document. Of around 500 survey invites sent, 120 opened the e-mail (24%) and 44 completed a survey (37% of openers and nearly 10% of recipients.)

One internal workshop for members and officers of SW&T was held, and two other workshops (in Taunton and Williton (to include Minehead area)). 54 delegates attended the workshops and 25 meetings were held on a one to one basis (approximately 30 individuals had been invited to one to one meetings. The workshop venues were chosen to allow a minimum distance of travel to venues, and the opportunity for those based in both rural, coastal and urban areas to participate.

The good number of responses from invitees meant that we achieved a good spread of businesses and organisations across SW&T, and representatives from different organisation types, sizes and geography. A full list of all those who have been involved is included as Appendix A.

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It should be noted that the level of positive responses in completing the survey or engaging through other means, is higher than other projects we have been involved with, and is indicative of the proactive nature of the identified stakeholders, the importance they attach to the development of posterity strategy and the willingness to work with the Council by providing views, ideas and feedback.

In order to maintain and build upon this goodwill, it will be important to offer up-dates to all stakeholders involved as implementation of the strategy takes place, and perhaps consider using them as a group for future consultation and to gain further feedback.

Specific feedback from the three elements of stakeholder engagement (survey/one-to-one conversations and group workshops) have been built into the strategy sections of this report, under the relevant theme.

A copy of the ideas matrix used during the workshops is included as Appendix C.

Analysis of feedback received via the surveys and workshops is included at Appendix D.

Survey Reponses 44 responses were received of completed surveys, 9 of these were anonymous.

The survey questions are included as Appendix B.

Analysis of the responses to the questions gave us the following information;

Of those who responded to the relevant question, respondents were located in; Minehead 10%, Wellington 15%, Taunton 42%, Other 32% (inc. out of area)

Q2: Assets Land availability was highlighted as an issue in 17% of responses, road rail links 17%, tourism 12% and a range of others. Over 10% specifically mentioned UKHO as an asset to be further leveraged

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Q3: Key barriers Many responders gave multiple answers to this question); Local transport shortcomings, lack of quality broadband, shortage of appropriate/attractive employment opportunities (partially for young people), linked to lack of HE results in skills shortages, drive people away and leaves gaps.

Perception of the area (and awareness) is harming tourism and inward investment. 10% also recognized lack of vision/economic strategy (historically) and follow through (Firepool repeatedly mentioned) but also the opportunity for the new council.

Housing issues were also raised; part of the problem of retention of young people, due to the type, location and having appropriate facilities.

Largest %age response concerned concerns about planning (negative perception) – 20% of comments mentioned this issue.

Q4: Opportunities This was positively responded to in the main but some answers really just repeated negatives/barriers and suggested these could be improved/rectified (e.g. broadband again, to enable remote working and encourage digital business).

Also mentioned more than once; investment in education (HE) and improving public realm. Most frequently mentioned - enhancing tourism further and creating business start-up opportunities, and enhancing support (both 12% of ideas suggested).

Q5: Business Support This question received negative responses in the main, although 5 % of respondents were positive about the current SW&T ED team, and a further 5% thought support was good; 13% felt there was none, and 22% felt what there was poor or ineffectual.

Q6: Improving Innovation in Business and Competitiveness Improvements to digital infrastructure was again repeatedly referred to. Skills improvements were felt important, and practical, tactical actions including rates reductions were mentioned.

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Most frequently referred to were initiatives to improve collaboration, between public and private sectors, Higher Education and partners from neighbouring areas.

Q7: Sectors Multiple sectors were recognized as important, including public sector, and functional activities (office provision) plus micro businesses/SMEs).

Key sectors were felt to be digital/creative, Food and Drink, (including food production/agriculture), retail, engineering and healthcare. Unsurprisingly the most important sector recognised (by 33%) was tourism. Q8: Employment Growth This question probably received the largest variety of responses, ranging from creating higher value jobs where possible (including at Firepool), attracting a ’beacon’ inward investor, and tackling in work poverty by increasing the number of higher value jobs available.

15% of respondents recognized the difficulty of this issue to resolve quickly however.

Consistent responses related to increasing apprenticeship take-up (10%) and to incentivize SMEs to take on people and grow (15%) were received.

Q9 and Q10: Competitor areas and their advantages Local areas (Sedgemoor, North Somerset and Devon) were identified as competitor areas, as well as cities including Bristol and Exeter, and London.

An important point mentioned more than once was not to consider other areas as competitors – rather collaborators, role models and examples of good practice.

It was recognised that others did have advantages though, including local airports and Universities, stronger tourism offers (including TV and film tourism offers), financial incentives for business, better infrastructure and stronger brands/awareness.

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Q11: Effectiveness of Inward Investment Generally negative responses to this question.

Many respondents were not aware of Inward Investment services at all (30%) (thus indicating that there is no profile for what is being done).

Some felt that Inward investment was good in some areas (near the M5 and Hinkley) and others that retention of existing employers was just as important (both 10%).

The largest response however was that exciting Inward Investment activities are non-existent or poor (35%); demonstrating a real need to address the issue.

Workshop Feedback

Feedback from stakeholders identified some consistent issues for SWT to focus upon including;  Recognise diversity amongst all people living, working and visiting the area  Maintain, manage, utilise and where necessary protect the areas outstanding natural capital  Responsibly develop opportunities through a clean, green, blue lens  Be forward thinking and ambitious, and not constrained by historical issues

Stakeholders were also explicit about what they did not want;  Any damage to the environment as a result of policy initiatives  Ignoring lessons learnt from the history of local government across SW&T, but without undue deference to what has gone before

Other issues created mixed feedback from stakeholders on issues associated with:  Focus on sectors and functions – views varied across the area regarding existing, emerging and aspirational sectors to focus upon  Location – views varied depending on the respondent’s geographical base regarding areas/communities with the most need or greatest potentials

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There were some differences between the focus of the workshops, dependent upon their geography, and whether business or internal to SWT. Taunton Business – October 2 2019 – 257 comments recorded Theme Number of %age of total Notes; multiple mentions comments (NB Comments and ideas have been included in Sections 7-11) Business 80 31 Almost half of comments related to business support needed; a similar number mentioned transport issues.

Lack of appropriate business space also featured. Infrastructure 78 30 Road and broadband improvements needed People 71 28 15% commented upon lack of opportunities and similar numbers re lack of skills Place 28 11 Far less comments upon ‘Place’ from business –perhaps a lack of understanding of want it entails?

Urban and rural needs for improvements were rated equally important; (15% each) Williton Business – October 2 2019 – 238 comments recorded Theme Number of %age of total Notes comments Business 86 36 More emphasis (10%) on transport issues and of AI and VR than Taunton – recognition that technology (if accompanied by culture shift) could transform business (and place/people?)

Business support (inc. finance) frequently mentioned. Strong recognition regarding Inward investment needed.

Space and support for start-ups needed.

Focus on skills here (not seen as people issue?)

West Somerset neglected

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Infrastructure 66 27 Rail improvements to major towns required, and energy sustainable homes

Transport 10% -better roads and heavy focus upon sustainable transport

Coastal Communities teams felt to be important (15%) People 52 22 Linkages observed; rural transport and lack of skills/educational attainment/skills availability - difficult to offer work experience and attract young people to jobs.

Emphasis on skills development unsurprisingly (20%).

10% talking about incentivising young to train and make it attractive to stay Place 34 14 Lack of understanding of place – mixed up with places to train rather than improving place.

Public realm felt to be important

Taunton Internal – October 1 2019 – 176 comments recorded Theme Number of %age of total Notes comments Business 58 33 Strong links to infrastructure needs and capitalising on place (e.g. Taunton’s s location and M5 links).

15% made reference to town centre growth (plus sustainable growth generally)

An emphasis on the need to build on existing sectors – agri, marine, digital Infrastructure 45 25 Evenly split over road, rails, and digital infrastructure issues to be addressed.

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People 34 20 A focus (20% of comments) emerged regarding the older demographic and resulting issues/opportunities and rural issues. Place 39 22 Comments were fairly evenly split over road, rails, and digital infrastructure issues to be addressed. Totals (3 workshops) – 671 comments recorded Business 34% The most recorded comments related to business by a significant margin Infrastructure 28% People 23% Place 15%

KEY POINTS OF FEEDBACK RECEIVED DURING 121 MEETINGS 25 meetings were held on a 121 basis – a summary of key feedback received is detailed below: LOOKING BACK  Historical SWT activity to develop Hinkley C has been disappointing – more is expected  There has been too much of a split between Taunton and the rural/coastal communities  There is a risk that historical Council issues between Taunton/Somerset West could hinder progress  Historically local Councils have been unresponsive – this must change  Town centres are drab with poor quality facilities  Taunton is a tired town out of step with modern times – revitalisation is needed

LOOKING AHEAD  UK Hydrographic Office is a key asset to the local economy which must be leveraged  Development of a UKHO centric tech/data initiative must be a core priority  Business people want local Councils to act as a catalyst for change  New SWT seen as a breath of fresh air and people hope and want Officers to succeed  Minehead needs a major cultural/tourist installation to balance Butlins risks  SWT must develop new trading/tourist opportunities with S Wales – ferry service ideal  Cycle paths should be developed – people want more  Climate change and other environmental issues must be top priority  Economic Development Policy must have environmental/social issues at its core

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 Blue/marine/aqua issues should be developed as enviro and economic opportunities  The Hospital is an untapped facility which should be an economic asset  An ageing population offers future opportunity and should not be viewed as a liability  Highly skilled people are hard to attract – ED policy must help business draw people in  Local businesses should be helped to analyse performance/be self critical to drive improvement  Educate educators in business/economic opportunity so they can help young people with careers  Educators must offer courses/training in what business needs…not in just what students want  Rural planning policy must be much more flexible/realistic to help business  Rural housing policy must help attract employees who want to enjoy the local lifestyle  Agritech is an underdeveloped local asset which should receive more support  Tourism service standards must rise – need to drive up via increased education/training  Long term employment issues will dominate in transportation and construction  Social mobility is/ will continue to be an increasing problem – particularly in West Somerset  Taunton can be a huge opportunity if University/leisure/nightlife can be developed  The M5 economic corridor must be developed as per M11, M4 and M3

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APPENDIX C

LIST OF PARTICIPANTS AND CONTRIBUTORS 25 meetings were held on a 121 basis, 44 surveys were completed and at least 54 delegates attended workshops. Well over 100 people (113) therefore participated and offered input. We are very grateful to the following who are amongst those who contributed to initiatives associated with development of this strategy: 121 meetings Survey responses Internal workshops External workshops Cllr Marcus Kravis Peter Murphy Jo Humble Ruth Lambert Cllr Habib Farbahi Andy Berry Rebecca Miller Nick Chapman Nigel Pearce Stephen Henagulph Simon Lew Julie O’Donnell Graham Sizer Paul Coles Nick Bryant Sally Lowndes Andrew Hopkins Ian Knight Dan Webb Rachel Kelly Ray Tew Bill Wilson Brendan Cleere Marie Howard Chris Loach Sarah Blackburn Mark Wathen Harry Singer Sally Lowndes Colin Waller Matt Parr Rob Perks Rachel Kelly Andrew Hanson Maureen Gori de Murden Chris Loach Harry Singer Jane Birch Craig Stone Loretta Wetlor David Eccles Nigel Hatfield Andrew Penna Sarah Ellwood Richard Webber Phill Adams Jonathan Stevens Ray Tew Ruth Lambert Brian Totman Hatti Winter Peter Murphy Katrina Midgley John Harris Kate Murdoch Roger Hall David Ralph Matt Tudor Nicki Maclean Chris Wood Stephen Henagulph Stephen Newton Becky Brown Graham Sizer Nick Porter Rosemary Woods Colleen Blake Val Hammon Graham Austin Corinne Matthews Gordon Dwyer Julie Wooler Ali Porter Pauline Homeshaw William Collier Gus Green David Tomaney Roger Habgood Lisa Redston David Hall Guy Funnell Nigel Muers-Raby Joanne O’Hara Debra Scarratt Paula Hewitt Wendy Powell Paul Kirby Katrina Midgley Jim Whittaker Brian Goodman Andrew Hanson Dan James Helen Vittery Adam Tidmarsh Jon Levenson Sally Turner Louise Brown Daniel Newman Sally Mann Barbara Pocock Aniko Hadnagy Andrew Hopkins Graham Sizer Cllr Habib Farbahi Val Hammond Cllr Rod Williams Lou Elgilany Nick Porter *non confidential Jenny Archard Nigel Pearce Ben Fox Andrew Knutt

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APPENDIX D SURVEY QUESTIONS

1. Thank you for your willingness to take part in this survey from Somerset West and Taunton Council. We are grateful to you and your views are important to us as we consider economic development issues. We are of course very conscious that this research and the data collected must be manged in line with best practice. We will only keep your personal details for the duration of this study and these will not be seen by anyone other than the specialist consultants advising us, and those individuals within the Somerset West and Taunton Council (SWT) who are involved in this study. If you are happy for your responses to be attributed to you, and for us to contact you with any follow up queries, please provide us with contact details below:-

2. What key assets in SWT do you believe could contribute to development of the district economy?

3. What problems, negatives or barriers constrain economic growth in SWT?

4. What positives, ideas or opportunities could stimulate economic growth in SWT?

5. What's your view of current business support across SWT?

6. What could be done to help businesses in SWT become more innovative or competitive?

7. What sectors and functions do you think are most important to the economy of SWT?

8. How do you believe employment growth can be generated across SWT?

9. Which areas compete with SWT?

10. What have they got or what do they offer that SWT need to be aware of?

11. How effective is inward investment promotion/attraction of new businesses into SWT?

12. How could inward investment promotion/attraction in SWT be improved?

13. What's your view on the availability and appropriateness of development land supply across SWT?

14. What's your view on the availability and appropriateness of business premises across SWT?

15. Please tell us if/how you or your organisation would like to offer further comment, be consulted or get involved to help SWT shape the future of our economy.

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APPENDIX E

IDEAS GRID USED AT WORKSHOPS

SOMERSET WEST AND TAUNTON - PROSPERITY DEVELOPMENT - WORKSHOP COMMENTS AND ACTIONS

INFRASTRUCTURE BUSINESS PLACE PEOPLE INFRASTRUCTURE OPPORTUNITY IDEA CHALLENGE OPPORTUNITY IDEA CHALLENGE OPPORTUNITY IDEA CHALLENGE OPPORTUNITY IDEA CHALLENGE

A B C D E F G H I J K L

INFRASTRUCTURE

ROAD 1

RAIL 2

AIR 3

MOBILITY 4

ENERGY 5

CLEAN GROWTH 6

HOUSING 7

TECHNOLOGY 8

AI 9

COMMS 10

BUSINESS

TOURISM 11

RETAIL 12

MANUFACTURING 13

BFPS 14 Q

AGRI 15

LOGISTICS 16

SME 17

SUPPORT 18

GLOBALISATION 19

INNOVATION 20

SUSTAINABILITY 21

PLACE

NATURE 22

URBAN 23

RURAL 24

COASTAL 25

PEOPLE

EDUCATION 26

SKILLS 27

JOBS 28

FAMILIES 29

YOUTH 30

SENIORS 31 COMMUNITY 32

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APPENDIX F

People and Place Context

The Area: 459.5 square miles that includes: • 70% of Exmoor National Park • 2 Areas of Outstanding Natural Beauty • 50km of coastline • 11 Sites of Special Scientific Interest • 2913 Listed Buildings • 235 Scheduled Ancient Monuments • 52 Conservation Areas • 11 Historic Parks and Gardens

Employment: 73,800 people aged 16+ are in employment SWT has 41,000 full time employee jobs and 26,000 part time employee jobs

Population; 152,288 • 17% are aged 0-15 • 8.8% are aged 16-24 • 28% are aged 25-49 • 21% are aged 50-64 • 25.2% are aged 65+

The number of people over the age of 65 is set to increase significantly over the next 20 years, and the number of people age 85 or over is forecast to double. (2017 ONS Mid-year estimates and 2016 ONS population projections).

The former Taunton Deane area is projected to experience the second highest population growth in Somerset of 14% by 2041 (Sedgemoor is the highest at 16%). The former West Somerset area is due to experience a change of just 5% by 2041. (Somerset Economic Assessment Report 2016).

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Business; SWT has 6,520 business enterprises. 89.7% employ <10 people

The former Taunton Deane district is projected to have the highest GVA (Gross Value Added) growth of all the Somerset districts in the period to 2030 (+48.8%), exceeding the Somerset growth rate (+44.9%). (Somerset Economic Assessment Report 2016).

The strongest employment growth of all the districts is projected to occur in the former Taunton Deane area with 10.8% more jobs by 2030. (Somerset Economic Assessment Report 2016).

Whilst rates of employment are high, many jobs are relatively low earning, particularly in the agricultural, care, hospitality and tourism sectors. There is a need to attract higher earning jobs that will boost the District’s productivity.

A growing population also requires additional infrastructure to meet the pressures that will result from more people living in the district.

Key employment sectors: • Manufacturing 7.2% • Construction 7.4% • Wholesale and trade 16.7% • Accommodation and food services 6.9% • Public administration and defence 7.7% • Education 9.7% • Human health and social work activities 16.5%

Deprivation; Most residents in the District enjoy a high quality of life. However, 3 neighbourhoods in Taunton (2 in Halcon and 1 in Lyngford) are within the top 10% of most deprived areas, 2 others (Wellington North and another in Lyngford) are in the top 20% of most deprived (Index of Multiple Deprivation).

Many of the District's rural communities are disadvantaged by barriers to suitable housing and social exclusion through poor access to facilities and limited public transport.

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APPENDIX G

Context

The strategy is not intended to stand alone. In order for it to be effective in improving prosperity (sustainably), it needs to take account of and directly contribute to the established priorities for SWT, Somerset and the wider LEP area, and show alignment with national imperatives.

Issues that have shaped this strategy are as follows; • Climate change; a global challenge but one which is of particular relevance locally due to an increased risk of flooding. • The Green and Blue Economies • The diverse range of communities/spatial aspects o Coastal o Rural and National Park (Exmoor) o M5 Strategic Growth corridor o Market Towns o Taunton Garden Town • Previous lack of investment (including town centre developments) • Bringing suitable employment sites forwards • Significant local employers, especially Hinkley C and the UK Hydrographic Centre • Research, Innovation and Technology (see Taunton Digital) • BREXIT

Specific contexts that have been considered include; The national Strategy: “The challenge for the future The United Kingdom is a successful, competitive, open economy. We have many strengths on which we can build, and some weaknesses we need to address. As we leave the European Union we need to raise our game at home and on the world stage. This can be done if we seize the opportunities of the years ahead – and it is essential if the British people are to enjoy prosperous lives with fulfilling work and high quality public services.”

This sets a clear framework for SWT to factor into any planning, a framework which is reinforced by more specific comments as follows: “At the same time, the world is changing in fundamental ways. Technological innovations are transforming how we live and work. The proportion of older people in our society is growing. The way we generate and use energy is changing rapidly.”

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The ambition for the UK is clearly summarised: “Our vision is for: the world’s most innovative economy; good jobs and greater earning for all; a major upgrade to the UK’s infrastructure; the best place to start and grow a business; and prosperous communities across the UK.”

Despite the clear vision, there are practical challenges associated with this ambition: “We use an enormous amount of energy to move people and goods from place to place: Around 40 per cent of the UK’s total final energy use. Developing UK leadership in low carbon transport is therefore a shared priority with our Future of Mobility Grand Challenge. We will invest in innovation to develop clean technologies across road, rail, aviation and maritime transport.”

And of course, all this will use energy: “The nuclear sector is integral to increasing productivity and driving growth across the country. Nuclear is a vital part of our energy mix, providing low carbon power now and into the future. The safe and efficient decommissioning of our nuclear legacy is an area of world-leading expertise. The nuclear sector is in advanced discussions with the government on a range of ambitious proposals to increase competitiveness and achieve greater value at both national and regional levels….The sector’s proposals cover the supply chain, nuclear R&D and skills, where the aim of the deal is to help deliver the diverse workforce needed for the future, supporting a potential 100,000 jobs from Cumbria, north Wales, Somerset…”

Opportunities in the energy sector have also been picked up in ‘Nuclear South West’: Five key High Priority recommendations that could substantially improve the region’s nuclear economic outlook are summarised below: Identify and address the workforce and skills shortage to the next stage at Hinkley Point C;  Promote innovative skills in the South West to meet demand at Hinkley Point C and improve local capability to supply future projects within and beyond the region; Develop cross-sector innovation in decommissioning between the civil nuclear and defence nuclear sectors; Assess the opportunity for the South West to host and supply Advanced Modular Reactor technologies; Deliver a programme to support South West companies sell their capability into the fusion programme, in the UK and abroad. Overall, the results of the study show that there are significant and substantial opportunities for suppliers of both nuclear and non-nuclear capability in the South West.“

Building a UK wide perspective will also raise ‘clean and green issues’ which the UK Clean Growth Strategy seeks to address: “Our approach will maintain that of our Industrial Strategy: building on the UK’s strengths, improving productivity across the UK and ensuring we are the best place for innovators and new business to start-up and grow…..”

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This broad focus on innovation is expanded to offer specific examples: “It is only through innovation – nurturing better products, processes and systems – that we will see the cost of clean technologies come down….In addition to supporting innovation, we are focused on policies that deliver social and economic benefits beyond the imperative to reduce emissions. Higher quality, more energy efficient buildings are healthier places to live and work. Reducing the amount of heat we waste will reduce bills.“

With a clear direction to de-centralised government: “Actions taken by the Government on clean growth will be consistent with broader Government priorities, such as delivering clean air. All parts of the UK have a major role to play in delivering our ambitions on clean growth, and the Devolved Administrations have a range of plans and policies in place to deliver emission reductions.”

Along with other issues this has been picked up in the Somerset Improving Lives Strategy: “We have a vision for Somerset. Over the next ten years, we want all organisations to work together as a partnership to create a thriving and productive Somerset that is ambitious, confident and focused on improving people’s lives; a county of resilient, well-connected and safe and strong communities working to reduce inequalities; a county infrastructure that supports affordable housing, economic prosperity and sustainable public services; a county and environment where all partners, private and voluntary sector, focus on improving the health and wellbeing of all our communities.”

And the strategy emphasises the need for partnership driven approach: “This vision is owned by all of us; it is not just for decision makers….We want to work together to improve the lives of our residents. We will only achieve this if we work with partners across the county, and with Somerset’s residents and communities. We can achieve more collectively than we can individually.”

Partners in Somerset have clear future vision – the Somerset Growth Plan Re-fresh comments: “Somerset partners agree that: There needs to be a clear long term vision at the heart of the plan – this needs to extend beyond raising productivity (as an “input” measure of economic performance) to improving prosperity and the quality of life outcomes that will result from this. The strategy of the plan should also be about securing “good growth” – development which is sustainable and outcomes that are inclusive across the businesses and residents of the HotSW area.

The strategy needs to focus to sustaining and improving productivity across the whole economy (“raising all the boats”), rather than simply focussing on improvement in particular growth centres or sectors of the economy. This means that the plan will need to include an approach to raising rural productivity, recognising the significance of the rural economy to the HotSW area and the changing policy context for rural areas resulting from Brexit.”

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The Somerset Growth Plan also has clarity on a future economy focussed on sustainable prosperity: Clean growth (including clean energy and journey to carbon neutrality), healthy ageing (including ageing workforce, geography and society) and data and technology futures (including data specialisms, artificial intelligence, robotics, augmented reality and advanced engineering)

The rural agenda overlaps with Coastal issues too, and the LEP have already identified key issues in the HotSW Coastal Productivity Plan which, along with recognising the distinctive offer of coastal areas in terms of environment, housing and work/life balance, recommended: “work with government to pilot a Coastal Action Zone, and develop a Town Deal; ensure that the needs of coastal towns and resorts are recognised in the design of relevant growth funding; develops and pilot a Digital Business Academy; expand Apprenticeship Pilot; support the Visitor Economy sector to develop a bid to secure a Tourism Zone; recognition of the importance that coastal towns and resorts play in the HotSW economy; test appetite with other LEPs (such as those in the Greater South West partnership and the South East England LEP) to work with government in developing a place led response to coastal challenges.”

The issues above are neatly captured by HotSW in its Local Industrial strategy: “The Heart of the South West is a special place; with an economic output of £35bn per year, 83,000 businesses and a 1.7 million population, it is the equivalent of a major UK city, matched with some of the finest natural capital in the world. But it is an area which faces huge opportunities and challenges in the coming years. The world of work is changing, undergoing a digital revolution which is already opening new previously undreamt of opportunities. Employment levels are high but annual real growth rates have flat lined in the last five years. Continuing economic growth and so raising living standards means a need to drive up productivity across the area. The population is ageing and there is an urgent need to increase social mobility. And the climate change emergency creates an essential imperative to address all this in a different way.

The strategy to address this is to become a Clean Growth Trailblazer, to develop a new approach to growth, one where economic growth is decoupled from emissions growth and where the proceeds of economic growth are shared across people and communities. The Heart of the South West is uniquely poised to achieve this; the environment is recognised nationally and internationally as one of the outstanding features of the area. It is also home to world-class businesses and institutions at the cutting edge of the new emerging markets, along with a fabulous balance between 21st century opportunities and a vibrant cultural and outdoor lifestyle.

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The vision for the Heart of the South West economy, as set out in the productivity strategy is to “raise productivity in order to drive prosperity for all”. Clean Growth is the central tenet of this Local Industrial Strategy, a Strategy which sets out how the Heart of the South West will enable its businesses and people to capitalise on the new opportunities. This will be achieved whilst driving clean growth and ensuring that the proceeds of that growth are more equitably shared across the area. The core mission of this Local Industrial Strategy therefore is to “transform the economy through Clean Growth”

Most importantly however, it is the SWT Corporate Strategy that sets the scene: “We live in a beautiful area where residents have high expectations for good quality services and most enjoy an excellent quality of life. However, some within our community do not share this high quality of life due to being unable to access aff ordable /appropriate housing, suitable employment or through experiencing poor physical or mental health. Many of the District's rural communities are disadvantaged by barriers to suitable housing and social exclusion through poor access to facilities and limited public transport. Climate change is a global challenge but one which is of particular relevance locally.

Most likely issues which may aff ect the District include an increased risk of flooding (levels and moors, surface water runoff and coastal storm inundation). The population of the District is older than the national average which will increasingly require adaptability of homes, and a range of specialist housing. Growing population requires additional infrastructure to meet the pressures that will result from more people living in the district. Whilst rates of employment are high, many jobs are relatively low earning, particularly in the agricultural, care, hospitality and tourism sectors. There is a need to attract higher earning jobs that will boost the District’s productivity. There are large disparities between average local earnings and average house prices, making aff ordability a real issue for many of our residents. Pressures on the vibrancy and viability of Town Centres, in particular through changing shopping habits.

And which details the priority strategic themes and outcomes that matter:  “Our Environment and Economy - a low-carbon, clean, green and prosperous district that attracts high quality employment opportunities and encourages healthy lifestyles.  A transparent and customer focused Council - a Council which informs and engages openly with our stakeholders and which consistently delivers excellent customer service.  Homes and communities - a district which off ers a choice of good quality homes for our residents, whatever their age and income, in communities where support is available for those who need it.  An enterprising Council - a financially self-sufficient Council which has expanded its commercial activity and generated more income in order to support service provision.”

The priority actions in this strategy are cross referenced to the contexts indicated above at local, regional, national and, where appropriate, international levels. 61

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APPENDIX H

Comparators

In seeking comparators, sources of best practice and lessons that can be learned, we sought to identify partnership based on public, private and not for profit sector models. The strongest of these is the Allegheny Conference (alleghenyconference.org).

For many years the Allegheny Conference on Community Development has brought together public, private and not for profit leadership to improve the economy and quality of life of the 10 counties of southwestern Pennsylvania, all focused around Pittsburgh. From the 1940s through to the 1970s the Conference provided private sector leadership but from the 1980s until now, the Conference has worked with numerous partners to diversify the region’s economy and improve its quality of life, creating the vibrant, diverse, balanced and technology-driven economy that exists today. There is considerable history to understand but in essence it all hinges on an important blend of public/private/NFP cooperation developed in a way which could be used by SWT.

The conference is one of the United States’ foremost civic leadership organizations, regarded nationally as a model for setting a vision and building consensus to achieve regional goals. The organization epitomizes “leadership through partnership” that crosses geographic and political lines. They explore competitive issues, advocate for improvements and market the region globally to encourage business investment that creates jobs and attracts talented people to fill them.

The Conference is in essence an umbrella partnership, with very heavyweight local leadership from all sectors, delivering various initiatives via The Regional Investors Council, which provides people and resources to define opportunities and challenges, identify solutions and mobilise public/private/NFP sectors to drive action.

The Conference delivers initiatives via a group of subsidiaries or ‘affiliates’ including:  Pittsburgh Regional Alliance - marketing the region to attract talent/companies  Pennsylvania Economic League – undertaking research/analysis to drive solutions  Greater Pittsburgh Chamber of Commerce - advocating for enhanced competitiveness

The work of the Conference offers possible options for the management of some SWT stakeholder complexities and a model combining functions/organisations needed to drive economic growth.

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It is important to point out that it is the spirit of partnership rather than the structure which is critical. Partnership takes many forms but we believe at their heart the best models involve a group of organisations working together via a mutually beneficial and reciprocal relationship, with resources used and activity focused around common objectives, with complete transparency, clear communication and trust in place.

The key dynamics that need to exist in order for this type of successful partnership to thrive include:  Shared vision for the future  Common objectives and outcomes  Inclusivity and broad representation  Clear communication  Focus on action rather than debate

This requires partners to be willing to:  ‘Give’ rather than ‘take’  Suppress personal interest  Abandon ego

Those involved must come to the ‘partnership table’ without a focus on their own issues and without a desire to derive personal or organizational benefit, but with a willingness to cooperate with others for the common good. This involves a great deal of flexibility all round, and a genuine willingness amongst partners to collaborate.

It is of course appropriate and important to draw on the knowledge, skill and experience of partners and to leverage their market connectivity, but all involved must realise that this will be ‘for the common good’, and not to either hinder nor help partners, and all involved must be willing to become involved in full knowledge that they will be expected to actively help the partnership achieve its objectives, rather than be part of a group strangled by debate and indecision.

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Page 224 Page

This paper has been produced exclusively for consideration by Somerset West and Taunton Council and is strictly confidential.

APPENDIX I

ACTIONS, PRIORITIES, TIMELINES

Internal dialogue has to take place in order to prioritise and sanity check actions we suggest. Delivery of these will be heavily dependent upon resources available to deliver these individual actions and the strategy as a whole.

The first action therefore should be to consider the resources, the routes to securing these, and the required time period, to move forward with any/all of the suggested actions. An assessment will be required to quantify the demands upon;  Cash  People Page 225 Page  Assets

From SWT Council, Public Sector partners, regional and national sources, private sector and voluntary that could be leveraged, and the likelihood/method of obtaining them.

Secondly, an internal change programme may be needed to join up council function in order to; Present a consistent approach to residents and businesses (e.g. Economic Development and Planning Control delivering consistent messages).

Below are individual action plans for the activities in Section 5. These will require further development, with costings and relevant measures added, and to be built into relevant work streams within SWT over the short and longer term.

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ACTION PLAN

TO BE INSERTED BY SWT Page 226 Page

66

Agenda Item 13

Report Number: SWT 53/20

Somerset West and Taunton Council

Full Council – 26 February 2020

Somerset Homelessness and Rough Sleeper Strategy 2019 - 2023

This matter is the responsibility of Executive Councillor Member Fran Smith

Report Authors: Mark Leeman (Strategy Specialist) & Hannah Cook (Customer Specialist – Housing Options)

1 Executive Summary / Purpose of the Report

1.1 District Councils have a statutory duty to adopt a Homelessness and Rough Sleeper Strategy. This strategy sets out the strategic goals for the four Somerset Housing Authorities including a detailed action plan to show how the strategy will be delivered. Our existing Somerset Homeless Strategy was adopted in May 2018; this was an interim strategy which only ran until December 2019 so we now need to update the strategy taking into consideration the priorities identified in the Homelessness and Rough Sleeper Needs Assessment 2019, together with the new requirements of the Homelessness Reduction Act 2019.

2 Recommendations

2.1 That Full Council adopts the proposed Somerset Homelessness and Rough Sleeper Strategy (2019-2023)

2.2 That Full Council provides any comment in relation to the supporting action plan for consideration by Homelessness Managers Group (the action plan to be reviewed and updated on a regular basis)

3 Risk Assessment

3.1 The development of the draft SH&RSS has highlighted a number of key risks, as described below:

Description Likelihood Impact Overall

Impact of HRA on staffing levels and 4 4 16 associated risks to service delivery – Additional pressures on staff, delay in appointments to deal with homelessness applications which make it difficultPage to keep 227 up with casework, and associated impact on quality of advice. Housing options staff are much sought after – risk of losing staff to other authorities

Mitigation: Ensure processes are regularly 2 3 6 reviewed to ensure work load is managed and staff are supported to deliver a good quality service. Provide staff training where needed to help staff be successful in their role

Action Plan is too aspirational – there is a lack 4 4 16 of resources to accomplish all that is needed to support vulnerable individuals and families

Mitigation: Resources across the housing, health 2 2 4 and care systems are stretched. The Action Plan will require on going partner engagement to define priorities and to coordinate resources (this to include external resources e.g. grant applications). The action plan will be reviewed and updated on a regular basis

Escalating B&B provision / costs – attributable 4 4 16 to an increase in the number of homeless applicants that are assisted under the HRA, and stretched capacity within Temporary Accommodation

Mitigation: Continue to use and develop 3 3 9 homelessness prevention measures to avoid the need for B&B. Seek to expand capacity within TA

Increase of ASB and crime on the streets - 3 4 12 due to the inability to reduce / prevent homelessness and rough sleeping

Mitigation: We have achieved success in this 2 3 6 area recently, with the funding secured to develop the Rough Sleeper Initiative (Taunton). The adoption of this strategy will help support future funding bids to maintain such essential support networks

Government funding: Loss of Govt funding if we 3 3 9 fail to meet targets

Mitigation: Ensure the correct processes are in 1 2 3 place (including the management and monitoring of both Homefinder and the action plan attached to this strategy) to ensure we can evidence the requirements needed to access funding

Reputation – failure to have a strategy and clear 4 5 20 processes on how we deal withPage homelessness 228 and rough sleeping. Homeless decisions on applications would be invalid

Mitigation: Adopt the homelessness strategy 2 2 4 and supporting action plan, and review in four years

4 Background and Full details of the Report

4.1 The 2002 Homelessness Act places a duty on Local Authorities to develop a homelessness and rough sleeper strategy and an obligation to renew it every five years. The Homelessness Reduction Act 2017, introduced new measures for dealing with homelessness including:

 Increasing the length of time a housing authority should treat someone as threatened with Homelessness from 28 to 56 days

 The introduction of Personalised Housing Plans for clients to outline the circumstances of homelessness, the housing needs of the client, any support required to secure and sustain accommodation, steps that the client is required to take along with the steps the Local Authority is required to take to assist the client

 a new duty to prevent homelessness for all eligible households threatened with homelessness

 a new duty to relieve homelessness for all eligible homeless applicants

 a new duty on public services to notify a local authority if they come into contact with someone they think may be homeless or at risk of becoming homeless

4.2 The current interim strategy was developed by the four District Councils in Somerset and was adopted in 2018. Since the adoption of the Interim Strategy we have collectively conducted a Homelessness and Rough Sleeper Needs Assessment which has been used as the evidence base for the ‘Homelessness and Rough Sleeper Strategy 2019 – 2023’ as well as considering the new requirements of the Homelessness Reduction Act 2017.

4.3 A Homelessness and Rough Sleeper Needs Assessment 2019 (Appendix 1) was carried out to assess the need within the county. This has been used to inform the new Somerset Homelessness and Rough Sleeper Strategy 2019-23 and supporting Action Plan (Appendix 2). The strategy includes 6 priorities for 2019-23:

 Provision of adequate, affordable accommodation

 The provision and effective use of temporary accommodation

 Support the Government’s commitment to combat rough sleeping

 Support prevention and early intervention

 Enable specific client groups to access suitable accommodation Page 229  Maintain strong working relationships across partnerships

4.4 The SH&RSS will be implemented by each district through the Homelessness Managers Group (HMG) who will be responsible for the day to day delivery of this strategy and actions contained within the supporting action plan; including monitoring progress against actions and targets at the monthly HMG meetings. There will also be a link with the Somerset Strategic Housing officers Group (SSHG) who are responsible for the delivery plan for the Somerset Housing Strategy 2019-2023, so close links will be maintained between both groups to ensure we keep track of progress on actions overall.

5 Links to Corporate Strategy

5.1 These proposals relate directly to the Housing and Communities priority, and will help enable the delivery of a number of the supporting objectives:

3.0 Homes and Communities

A district which offers a choice of good quality homes for our residents, whatever their age and income, in communities where support is available for those who need it

3.1 Increase the number of affordable and social homes in our urban towns, rural and coastal communities; including those built by the Council.

3.3 Reduce anti-social behaviour through working with residents and our partners as well as tackle economic, social and health inequalities within the groups and communities that need extra support.

3.4 Work to end homelessness and rough sleeping in the District.

3.5 Engage with the voluntary sector in their mission to help support our communities

6 Finance / Resource Implications

6.1 There are no specific resources requested as part of agreeing the Homelessness and Rough Sleeper Strategy 2019-23, however there may be financial implications linked to the achievement of the action plan which will either be covered within existing budgets or come forward for funding as appropriate.

6.2 Risk: Housing Options (the delivery end of the homelessness and rough sleeper service) operate within a complex environment that is reliant on support services, private sector landlords, the voluntary and community sector etc. The action plan that supports the SH&RSS is critical in this context. Failure to support clients in their existing accommodation or to access suitable and affordable accommodation causes B&B costs to escalate.

6.3 Risk: There could also be the potential costs of legal challenges should internal protocols fail due to the set of review rights imposed by the Homelessness Reduction Act. There are financial implications if the Council is legally challenged due to its decisions and there could be costs associated with any ombudsman enquiries as a result of procedural failures withinPage the department. 230 7 Legal Implications

7.1 It is a legal requirement in accordance to the Homelessness Act 2002 that Housing Authorities have in place a Homelessness Strategy based on a Homelessness Review (e.g. Appendix 1) within their district. This exercise should be carried out and the strategic documents reviewed at least every five years.

7.2 The current strategy has an end-date of December 2019. So we are currently working from an out of date strategy. Homelessness decisions can be challenged on the basis of an out of date strategy. However, this is rare. Also, the four districts have made good progress towards the adoption of the revised strategy, which will be material evidence in any challenge.

7.3 As per 6.3, there could also be the potential costs of legal challenges should internal protocols fail.

8 Climate and Sustainability Implications

8.1 This strategy has no direct impact (positive or negative) on climate change / carbon emissions. Indirectly, there are implications for other service areas e.g. housing enabling and the provision of new build accommodation. There is a separate workstream looking at sustainable construction/energy efficiency of new build dwellings.

8.2 Adverse weather conditions (excessive heat or cold or precipitation) can have a significant and traumatic effect on vulnerable groups such as rough sleepers, enhancing vulnerability (and indeed a threat to life) and placing extra stress on services

8.3 The most extreme example of this was the flooding of the Somerset Levels in December 2013. Somerset, along with other areas in the country, experienced unusually heavy rainfall resulting in extensive flooding. Around 165 properties on the Somerset levels and moors were flooded to an average depth of 0.7m. Evacuation of homes began in early January 2014 and a major emergency was declared, with significant and extensive impact on council resources, including housing options who were on the front line of the response.

9 Safeguarding and/or Community Safety Implications

9.1 The proposals will have a positive impact on safeguarding and community safety

 The strategy proposes enhanced / coordinated partnership activity around vulnerable people, along with more training for staff

 The strategy supports enhanced / coordinated partnership activity in relation to rough sleepers. The Taunton Rough Sleeper Initiative has had a significant impact in both supporting this vulnerable group of people, as well as improving community safety within the town centre. The strategy and action plan supports the continuation of this work and will form the basis of further resourcing bids to Government and other fund holders.

10 Equality and Diversity Implications 10.1 A comprehensive EIA is attached atPage Appendix 231 3. The EIA has directly influenced the development of priorities and activities within the SH&RSS.

11 Social Value Implications (if any)

11.1 There are no direct Social Value implications. However, indirectly, we (districts and other partners such as the County Council) do commission services to support homeless and rough sleeping e.g. Pathways to Independence, Step Together etc.

11.2 Social Value considerations are built in to such strategic procurement activity

11.3 Locally, SWT is to reconsider its Social Value policy and objectives. A report will be presented to Members during Spring 2020. This, alongside a strategic review of our support to the voluntary sector, will naturally inform future commissioning intentions with the objective of delivering enhanced levels of Social Value.

12 Partnership Implications

12.1 The response to homelessness and rough sleeping is embedded in strategic and local partnership activity, as noted throughout the strategy and supporting action plan

13 Health and Wellbeing Implications

13.1 Vulnerable individuals and families can often present with a range of physical and/or mental health problems. Vulnerable people are more likely to be at risk of homelessness. Rough Sleepers often have significant physical and mental health problems, often compounded by addictive behaviours. The life expectancy of rough sleepers is mid-40s. Female rough sleepers are some of the most vulnerable people within our society.

13.2 The Homelessness and Rough Sleeper Strategy embraces and promotes a partnership response that includes key agencies such as Public Health, the Clinical Commissioning Group, Somerset Hospitals and social care (children and adults). Health and care partners are the commissioners for many of the homelessness support services such as P2I, Positive Lives and Step Together.

14 Asset Management Implications

14.1 None

15 Data Protection Implications

15.1 No direct implications.

16 Consultation Implications

16.1 Consultation and engagement has informed the development of the strategy and action plan. Please refer to section 4 of the Needs Assessment (Appendix 1). Consultation and engagement with partners will continue to inform the development of the action plan. This will be reviewed and monitored on a regular basis by the Homelessness Managers Group (HMG).

17 Scrutiny Committee & Executive Consideration

17.1 The proposed SH&RSS was considered by Scrutiny Committee on 5th February 2020. Scrutiny Committee made the followingPage 232observations:  Homefinder – connectivity is an issue in the rural areas and needs to be considered as part of the current review of Homefinder

 Personal Housing Plans – customers need to be involved with their development and understand the process

 Local Plan Review – SH&RSS must be part of the evidence base for the design of policies relating to affordable housing

 Skills – we need to providing better quality employment to provide better wages to make housing affordable to more people – links to Economic Development Strategy and Growth agenda are essential

 Data – we need more / better data to inform activity to support veterans and people with mental health conditions (including drugs and alcohol)

 Housing for the disabled – more needs to be done through the Local Plan / enabling process

 Rough Sleepers – Government targets to reduce numbers by half within two years should be reflected in the action plan

17.2 The above comments are currently being considered by HMG as part of their on-going review of the SH&RSS action plan, and will be considered internally at SWT as part of the review of the Local Plan and other relevant strategies.

17.3 The Executive considered the SH&RSS on 10th February 2020 and recommended its adoption to Full Council.

Democratic Path:

 Scrutiny / Corporate Governance or Audit Committees – Yes  Cabinet/Executive – Yes  Full Council – Yes

Reporting Frequency: Once only Ad-hoc Quarterly

Twice-yearly Annually

List of Appendices (delete if not applicable) Appendix 1 Somerset Homelessness and Rough Sleeper Needs Assessment 2019 Appendix 2 Somerset Homelessness & Rough Sleeper Strategy 2019-2023 Appendix 3 Equalities Impact Assessment

Contact Officers Name Mark Leeman Name Hannah Cook Direct Dial Direct Dial Email m.leeman@ Email h.cook@ somersetwestandtaunton.gov.uk somersetwestandtaunton.gov.uk

Page 233

Appendix 1

Somerset Homelessness and Rough Sleeper Needs Assessment 2019

NEEDS ASSESSMENT 2019 1 Page 235 Contents Page

Contents

Introduction ...... 3 The Somerset Districts ...... 4 Population ...... 4 Age range of the population in Somerset ...... 5 Employment in Somerset ...... 6 Universal Credit ...... 7 Housing Market, demand and supply ...... 8 Local Housing Allowance ...... 12 Affordable Housing ...... 12 Homefinder Somerset ...... 14 Affordable Housing ...... 16 Empty Homes ...... 17 Homelessness in Mendip, Sedgemoor, South Somerset and Somerset West and Taunton ...... 19 Temporary accommodation ...... 22 The Hinkley Point C Impact ...... 23 Homelessness Prevention & Relief ...... 24 Armed Forces Veterans and homelessness ...... 26 Youth Housing in Somerset ...... 28 Housing and support for vulnerable adults and people with complex needs ...... 30 Income Maximisation, Debt and Money Management ...... 31 Gypsy and Travellers ...... 31 Rough Sleeping in Somerset ...... 32 Voluntary and Faith Groups ...... 35 Consultation ...... 35 Conclusions ...... 37

NEEDS ASSESSMENT 2019 2 Page 236

Introduction

This document outlines the extent of homelessness and rough sleeping across Somerset at the level of a district authority. It takes into account the characteristics of those who find themselves homeless and the reasons for their homelessness. This

NEEDS ASSESSMENT 2019 3 Page 237 assessment of need can be evaluated against existing provision and can assist in identifying gaps. Throughout this document, we will clarify the differences that arise within the county and understand these differences to assist in the development and delivery of plans that meet local need.

This information will inform the development of a new Homelessness and Rough Sleeper Strategy for Somerset, accompanied by an action to overcome the issues and gaps identified in the needs assessment.

The Somerset Districts

There are currently 4 districts in Somerset. In April 2019, Taunton Deane Borough Council and West Somerset Council, combined to form Somerset West and Taunton Council.

NB: For the purposes of this document some information from these councils will be considered separately if this is how the evidence is presented, based on the date the data/information is available at.

The districts and their boundaries are as follows:

Population

The ONS release mid-year population data for the prior year in September/October every year. The population for each districts in 2018 is as follows:

NEEDS ASSESSMENT 2019 4 Page 238 Table One: District size and population District Population Mendip 114,900 Sedgemoor 122,800 South Somerset 167,900 Taunton Deane 119,000 West Somerset 34,900 Total 559,500 Source: ONS Mid-year population estimates 2018

Geographically South Somerset is the largest of the districts as well as the highest population. West Somerset is the most rural district as it encompasses parts of Exmoor and the Quantocks, both of which have low population density.

Population projections give a good overview of expectations over future population size. The ONS released new population estimates projected to the year 2041 in May 2018. The projections are based in the 2016 mid-year estimates.

Table Two: Population projections by district, 2016 to 2041 2016 2021 2026 2031 2036 2041 % change 16-41 Mendip 113,100 116,600 120,300 123,300 126,000 128,200 +12% Sedgemoor 121,300 127,000 132,200 136,600 140,400 143,700 +16% South 166,500 170,300 174,000 176,900 179,300 181,500 +8% Somerset Taunton 116,000 120,800 125,300 129,100 132,300 135,200 +14% Deane West 34,500 34,600 34,900 35,400 35,800 36,200 +5% Somerset Source: ONS population projections

Between 2016 and 2041, Sedgemoor and Taunton Deane are projected to experience the highest growths in percentage terms, 16% and 14% respectively.

The population projections will impact in the need for additional affordable housing.

Age range of the population in Somerset

The table below shows the number of people in each age bracket for the 4 district councils

NEEDS ASSESSMENT 2019 5 Page 239 Table 3 – Population by age Age range Mendip Sedgemoor South Somerset Total Somerset West and Taunton Under 15 19,300 20,500 28,000 24,700 92,500 15 to 24 11,900 12,400 16,300 14,700 55,300 25 to 44 24,000 26,000 35,500 32,300 117,800 45 to 59 26,200 26,700 35,000 32,400 120,300 60 to 64 7,500 7,900 10,700 10,300 36,400 65 to 74 14,600 15,900 23,000 20,800 74,300 75+ 11,600 13,300 19,100 18,700 62,700 Source: ONS Mid-Year population estimates 2018

Data relating to age can be helpful in explaining the differences that are seen in requests for specific types of accommodation, for example bungalows or assisted living accommodation. Across the County the 2 biggest age ranges are 25 to 44 and 45 to 59. Both South Somerset and Somerset West and Taunton show high numbers of people in the 75+ age group.

Employment in Somerset

Overall about 82.3% of Somerset’s residents aged 16-64 are economically active, compared to 78.9% in Great Britain.

Table 4: Labour Market profile Economically Economically Out of work active – in inactive benefits claimant employment Jul 18 to June 19 count - October Jul 18 to June 2019 19 Mendip 59,500 9,800 1605 Sedgemoor 63,300 13,000 1970 South Somerset 81,700 16,400 1870 Somerset West 73,800 17,000 1900 and Taunton Source: NOMIS Labour market profile July 2018 to June 2019

Table 5 - Annual Gross Pay – median 2018/2019 District Median 2018 Monthly Media 2019 Monthly average (provisional) average (provisional) Mendip £30,517 £2543.08 £29,201 £2433.41

NEEDS ASSESSMENT 2019 6 Page 240 Sedgemoor £26,981 £2248.42 £27,468 £2289 South £27,406 £2283.83 £29,213 £2434.42 Somerset Somerset £25,832 £2152.67 £29,648 £2470.67 West and Taunton Source: ONS – people in work dataset – table 8

Universal Credit

Universal Credit is the new single benefit payment that was introduced in 2013. It replaced income-based Job Seekers Allowance, income-related Employment and Support Allowance, Income Support, Child Tax Credits, Working Tax Credits and Housing Benefit. Whilst the introduction of a single benefit was significant, the other change was the introduction of claiming Universal Credit online and maintaining that claim online.

The initial phases of introduction saw new claims for benefit being made as Universal Credit in specific areas. This has since been rolled out across the country, with Somerset going to full service in 2017/2018. The transfer of current benefit claimants on the legacy benefits to Universal Credit has started and will continue over the next few years.

There has no doubt been teething troubles which such a large change and whilst there were concerns about rent arrears, debt and people managing their finances, reports from the Registered Providers within the area in 2019, have shown that a lot of these initial problems have been ironed out, and arrears remain at a level prior to the introduction.

Universal Credit statistics are based on statistics issued by local Job centres. Within Somerset there 6 job centres. However, Wells and Frome will probably cover areas outside of Somerset, the statistics below give a good understanding of the number of households claiming Universal Credit.

Table 6: Number of UC claims by job centre Job Centre Numbers claiming UC as at October 2019 Taunton 7396

NEEDS ASSESSMENT 2019 7 Page 241 Minehead 1498 Bridgwater 6538 Wells 3331 Yeovil 6625 Frome 2210 Source: UC Statistics October 2019

Housing Market, demand and supply

The Somerset Strategic Housing Market Assessment 2016 (SHMA) , states ‘ A household is considered to be able to afford to buy a home if it costs less than four times the gross household income. It is assumed that a household would have a 10% deposit’.

Table 7 below, shows the ratio of lower quartile house prices to lower quartile gross annual (where available) residence-based earnings (residence-based earnings refer to the median or lower quartile earnings based on the area in which an individual lives, whereas workplace-based earnings refer to earnings based on the area in which the individual works) by local authority district since 2013.

The lower quartile is the value determined by putting all the house prices or earnings for a given area and year, in order of value, and then selecting the value of the house prices or earnings that fall three-quarters of the way down the list, such that 75% lie above and 25% lie below that value. These ratios are particularly useful for assessing housing affordability to indicate the entry level for first time buyers. Affordability ratios are calculated by dividing house prices by gross annual residence-based earnings (Source ONS)

Table 7 – House price to residence-based earnings ratio 2013 2014 2015 2016 2017

Mendip 8.37 8.73 8.77 8.75 10.23

NEEDS ASSESSMENT 2019 8 Page 242 Sedgemoor 6.87 6.98 7.64 7.74 8.04

South Somerset 7.16 7.33 8.19 7.89 7.61

Taunton Deane 7.83 7.94 8.06 8.04 7.97

West Somerset 9.17 10.09 9.02 10.09 10.25

South West 7.78 8.03 8.27 8.50 8.75

England 6.57 6.91 7.11 7.16 7.26

The data in table 7 highlights that households would require more than 7.6 times their earnings to afford a home in Somerset, although there is a wide disparity in affordability across the Somerset districts. The highest ratio is in Mendip and West Somerset where in 2017 a household would have required more than 10 times their earnings to afford a home. Sedgemoor has also seen a sharp ratio increase.

This affordability is hindered further by the national employment shift to zero hour contracts rather than traditional employment contracts. This change can prove a barrier to accessing rented accommodation and in meeting any affordability tests of income and expenditure, thus obstructing the ability to become an owner-occupier. Mortgage lenders can be reluctant to lend against uncertain income stream. ONS figures show that in 2017, 16% of the UK workforce, aged 16 and over, were a zero hour’s contract and in 2018, this rose to 16.4%.

The graph below shows how the lower quartile income in the area compared to the lower quartile house price over time since 2013. Taunton Deane is the only district to have maintained its ratio; in all other districts, the situation has been worsening, with house prices in the lower quartile typically being at best close to eight times earnings in the lowest quartile. This starkly illustrates the difficulty of housing affordability across Somerset when considered against the accepted standard for affordability (four times earnings)

NEEDS ASSESSMENT 2019 9 Page 243 Chart One: House prices to earnings

Table 8: Depicts the mean price paid for homes by local authority area District House Type March 2015 March 2016 March 2017 March 2018 % difference in last 12 months Mendip Detached 370,165 359,6222 419,599 419,056 -0.13% Semi Detached 211,331 244,488 260,846 221,067 6.69% Terraced 200,878 204,863 229,472 236,333 2.99% Flats/ 132,419 129,404 142,117 141,464 Maisonettes -0.46% Sedgemo Detached 290,487 295,959 321,511 342,483 6.52% or Semi Detached 177,000 194,351 204,238 215,171 5.35% Terraced 148,281 151,945 166,763 169,213 1.47% Flats/ 101,548 107,430 119,328 125,382 Maisonettes 5.07% South Detached 310,574 324,102 345,141 367,622 6.51% Somerset Semi Detached 199,106 198,188 210,990 215,951 2.35% Terraced 165,312 171,053 183,227 186,697 1.89% Flats/ 108,275 109,226 110,009 118,113 Maisonettes 7.37% Taunton Detached 312,756 322,739 348,318 355,424 2.04% Deane Semi Detached 200,648 209,542 213,849 232,881 8.90% Terraced 171,784 175,888 184,398 190,153 3.12%

NEEDS ASSESSMENT 2019 10 Page 244 District House Type March 2015 March 2016 March 2017 March 2018 % difference in last 12 months

Flats/ 159,275 139,241 143,009 143,912 Maisonettes 0.63% West Detached 318,137 315,281 336,123 361,327 7.50% Somerset Semi Detached 209,765 218,966 222,072 236,534 6.51% Terraced 172,906 182,168 177,088 195,998 10.68% Flats/ 159,970 128,097 133,442 130,037 Maisonettes -2.55% Source: ONS

The evidence shown in the table demonstrates how the mean house price has changed over the last 4 years, moving house purchase further beyond the reach of many residents.

Table 9 – Private rental market statistics - 1st April 2018 to 31st March 2019 for the districts in the South West Mendip Sedgemoor South Taunton West South England Somerset Deane Somerset West £ £ £ £ £ £ £ Room 357 412 368 433 - 413 411 Studio 400 400 375 375 410 500 668 One 495 460 450 485 495 584 731 bed Two 635 600 625 625 600 726 800 bed Three 800 750 750 768 700 883 916 bed Four 1200 995 1100 1100 965 1509 1611 or more beds Source: VOA Admin dataset as at 31/3/2019

In the majority of cases the district rent levels are below both the South West average and the England average.

The figures in Table 7 and Table 8 indicate a widening gap in affordability to rent. A family renting a 3 bedroom house in the South Somerset area, would pay approximately 30% of their income would be taken up paying rent.

NEEDS ASSESSMENT 2019 11 Page 245 Local Housing Allowance The Local Housing Allowance (LHA) are the rates used to calculate housing benefit and the Housing Element of Universal Credit for tenants renting from private landlords. The LHA rates relate to the area in which you make your claim. These areas are called Broad Rental Market Areas (BRMA). A BRMA is where a person could reasonably be expected to live taking into account access to facilities and services.

Chart 2: Local Housing Allowance

The LHA boundaries do not mirror the district boundaries. Of the six BRMAs, Bath receives the highest LHA across all housing types. When comparing Yeovil, Mendip and Taunton Deane, it can be seen that Mendip has the highest LHA for all property sizes except 4-bed accommodation, where this is higher for Yeovil. Taunton Deane and Yeovil have very similar LHAs across all property types; however, Taunton Deane has a higher rate for rooms.

Affordable Housing

The evidence suggests that there is a considerable gap in the affordability of homes either to purchase or to rent privately in Somerset (tables in this report demonstrate). This is due to low earnings relative to house prices and rental values. The need for affordable housing is evident.

NEEDS ASSESSMENT 2019 12 Page 246 Table 10: Estimated Annual Affordable Housing Need Current Newly Existing Total Re-let Net Net need* forming households need supply need need % (annualised) households falling into of Total need need Mendip 17 351 191 559 319 240 43% Sedgemoor 15 408 232 655 354 301 46% South 20 466 379 865 659 206 24% Somerset Taunton 17 363 393 774 613 161 21% Deane Somerset 74 1665 1274 3013 2058 955 Source: SHMA 2016

Table 10 above also included within the Strategic Housing Market Assessment (SHMA) 2016, demonstrates the estimated annual need for affordable housing by location. There was no data available for West Somerset as they were not part of the SHMA. However, the need for West Somerset is shown as information has been taken from Homefinder Somerset.

Current need reflects the annual number of households already expressing a need for affordable housing and includes households without housing, concealed households. Concealed households are family units or single adults living within ‘host’ households.

Table 10a below details the gross need for intermediate and affordable/social rented housing taken from the SHMA 2016. The SHMA also mentions other factors that should be considered when looking at the table below such as the savings an applicant may have, access to a deposit and the supply of intermediate housing.

Table 10a: Gross need for Intermediate and affordable/social rented housing Component of need Intermediate Affordable Social Total (all per annum) Housing rented rented Current need 3 5 66 74 Newly forming households 234 244 1187 1665 Existing households falling into need 105 115 1054 1274 Total 342 364 2307 3013 Percentage of Total 11% 12% 77% 100% Mendip 12% 14% 75% 100% Sedgemoor 12% 13% 75% 100% South Somerset 11% 10% 79% 100% Taunton Deane 11% 13% 76% 100% Source: SHMA 2016

NEEDS ASSESSMENT 2019 13 Page 247 The figures above show the suggested percentages of need for the different tenures provided as affordable housing. It is clear in all districts that the highest need is for social rented dwellings which account 70-80% of the need overall whilst intermediate housing and affordable rented housing account for 10-15% each.

Homefinder Somerset

Homefinder Somerset is the countywide housing register for people needing social housing. Registered households are placed in four bands – Gold, Silver and Bronze plus a separate Emergency banding. The banding determines the urgency of their affordable Housing need.

Table 11: Households with active applications as at 6th December 2019 No. of bedrooms needed 1 2 3 4 5 6 Total Mendip 791 511 220 51 4 0 1,577 Emergency 2 0 0 0 0 0 2 Gold 44 34 11 13 2 0 104 Silver 347 231 149 28 2 0 757 Bronze 398 246 60 10 0 0 714 Sedgemoor 1,138 794 343 92 7 2 2,376 Emergency 1 1 0 0 0 0 2 Gold 77 42 24 12 7 2 164 Silver 313 319 178 59 0 0 869 Bronze 747 432 141 21 0 0 1,341 Somerset West & Taunton 2,148 1,215 528 151 22 1 4,065 Emergency 6 4 1 0 0 0 11 Gold 203 75 32 23 14 1 348 Silver 575 453 307 103 7 0 1,445 Bronze 1,364 683 188 25 1 0 2,261 South Somerset 978 632 319 84 10 2 2,025 Emergency 1 1 1 0 0 0 3 Gold 97 49 27 13 6 2 194 Silver 258 207 170 64 3 0 702 Bronze 622 375 121 7 1 0 1,126 Total 5,055 3,152 1,410 378 43 5 10,043 Source: Homefinder Somerset

NEEDS ASSESSMENT 2019 14 Page 248 NB: The figures for Somerset West and Taunton Council (SWT) reflect that there is work to do to cleanse the information held on Homefinder, something they will do when the resources are in place to allow this to happen. Therefore the current figures suggest that SWT have a higher housing need than the other councils in Somerset.

The table above sets out the number of application on Homefinder Somerset as at December 2019. From this there are just over 10,000 householders registered in Homefinder. The majority are in the bronze category although there are 18 applications in the emergency banding. The figure for December and from the past suggests that there has been and remains strong demand, and that demand which outweighs supply.

Registered households are placed into four bands – Gold, Silver and Bronze plus a separate Emergency banding – to determine the urgency of their affordable housing need. Somerset West and Taunton has the highest level of households in gold band. There are currently (December 2019) 18 in emergency banding.

The banding criteria for each band are shown at Table 12. The Emergency Band is for those applicants that require an ‘urgent’ move to ensure their safety and welfare.

Table 12: Banding criteria for Homefinder Somerset

NEEDS ASSESSMENT 2019 15 Page 249 Affordable Housing

Affordable housing is best described as housing provided at prices below the prevailing market value for people who are unable to find a suitable home on the open market (primarily due to its price). Affordable housing can be provided on a rental or home ownership basis.

The SHMA 2016 set out the estimated size of dwellings needed for affordable housing 2014 to 2039 by Local Authority area

Table 13: Estimated size of affordable dwellings needed 2014 to 2039 One bedroom Two bedrooms Three + bedrooms Mendip 48.2% 31.5% 20.2% Sedgemoor 43.3% 28.4% 28.3% South Somerset 44.6% 37.3% 18.2% Taunton Deane 47.5% 32.3% 20.2% Source: SHMA 2016

Affordable housing is provided in a number of different ways as follows:

Affordable rented housing Affordable rented homes are provided by the both the Council (where they still have their own housing stock) and Registered Providers (Housing Associations). For the rent to be classified as affordable, it must be no more than 80% of the market rent (including service charge) Social rented housing Social rented homes are provided the Council (where they still have their own housing stock) and Registered Providers (Housing Associations) Shared ownership Shared ownership properties can be both new and re-sale properties and are provided by Registered Providers (Housing Associations). With shared ownership you buy a proportion of the property and rent the other proportion. Over time you can increase the proportion that you own by buying additional percentages. Re-sales – these are properties that have already by been bought through shared ownership in and the owners are now looking to sell their % share.

NEEDS ASSESSMENT 2019 16 Page 250 Table 14: Number of affordable homes delivered 2015/16 2016/17 2017/18 2018/19* Estimated Annual Affordable Housing Need Mendip 120 38 189 100 240 Sedgemoor 98 147 65 130 301 South 128 48 86 122 206 Somerset Taunton 222 284 92 218 161 Deane West 21 40 21 3 47 Somerset Total 589 557 453 573 955 Source: Local Authority information

Although the number of affordable homes delivered has increased, the area is still around 40% short of what is needed, annually, in order to meet need.

Empty Homes

Long term vacant dwellings mean ‘dwellings which have been unoccupied and substantially unfurnished for over 6 months’. In October 2018 there were just over 2000 long term vacant dwellings within the County, the highest proportion being within South Somerset.

Table 15: Number of long term vacant dwellings 2013 2014 2015 2016 2017 2018* Mendip 470 439 404 460 479 332 Sedgemoor 390 277 269 335 325 376 South 657 Somerset 470 636 739 595 643 Taunton Deane 428 473 464 456 388 453 West Somerset 211 224 202 224 241 223 Total 1969 2049 2078 2070 2076 2041 Source: Local Authority data

All districts work within their Authority area to identify empty dwellings. They proactively work with the owners to understand the reasons the dwelling is empty to enable collaborative working with partners to help the owners access low cost loans and advice and guidance on repairs and leasing.

NEEDS ASSESSMENT 2019 17 Page 251 Sedgemoor has secured funding to develop empty properties through the Hinkley Point C development agreement. The project to bring empty homes back into use, works with Somerset Care and repair who lease the property from the owner, bring the property back in use and subsequently manage the property. The project has been phased as money has been released. To date phase one to three of the project has delivered 121 bed spaces against a target of 115 bed spaces.

Due to recent changes in legislation under the Local Government Finance Act 1992, local authorities now have the discretion to increase the council tax charges in empty dwellings. This is in addition to the existing 150% council tax on all dwellings that are empty for 2 years or more.

All districts either have already introduced increases in council tax charges for empty properties or are looking to do so in line with the new legislation. The charges range from a total of charge of 200% to 300% for dwellings vacant dwellings for longer periods. This will help the districts in their commitment to encouraging empty properties back into use.

In certain circumstances if a dwelling remains empty the relevant district can take enforcement action. This can be in the form of enforced sale, compulsory purchase order (CPO) or an empty dwelling management order (EDMO).

It is imperative that all districts monitor the benefit realisation of each targeted action to help inform future strategies.

NEEDS ASSESSMENT 2019 18 Page 252 Homelessness in Mendip, Sedgemoor, South Somerset and Somerset West and Taunton

A main homelessness duty is owed where the authority is satisfied that an applicant is eligible for assistance, unintentionally homeless and falls within a specified priority need group. Such statutory homeless households are referred to as ‘acceptances’.

The MHCLG’s Homelessness code of guidance for local authorities identifies the following categories of applicant as having a priority need for accommodation:

1. A pregnant woman or person with whom she resides or might reasonably be expected to reside 2. A person with whom dependent children reside or might reasonably be expected to reside 3. A person who is vulnerable as a result of old age, mental illness, learning disability or physical disability or other special reason, or with whom such a person resides or might reasonably be expected to reside 4. A person aged 16 or 17 who is not a ‘relevant child’ or a child in need to whom a local authority owes a duty under section 20 of the Children Act 1989 5. A person under 21 who was (but is no longer) looked after, accommodated or fostered between the ages of 16 and 18 (expect a person who is a relevant student) 6. A person aged 21 or more who is vulnerable as a result of having been looked after, accommodated or fostered (except a person who is a ‘relevant student’) 7. A person who is vulnerable as a result of having been a member of Her Majesty’s regular naval, military or air forces 8. A person who is vulnerable as a result of a. Having served a custodial sentence b. Having been committed for contempt of court, or any other kindred offence; or c. Having been remanded in custody 9. A person who is vulnerable as a result of ceasing to occupy accommodation because of violence from another person or threats of violence from another person which are likely to be carried out 10. A person who is homeless, or threatened with homelessness, as a result of an emergency such as flood, fire or other disaster

Table below shows the outcome of homelessness applications by district for the year 2018/19

NEEDS ASSESSMENT 2019 19 Page 253 Table 16: Homelessness application decisions Mendip Sedgemoor South Somerset West Somerset and Taunton Eligible, unintentionally 10 84 83 62 homeless & in priority need Eligible, homeless, in 4 7 9 0 priority need but intentionally Homeless Eligible, homeless but 18 38 25 7 not in priority need Eligible but not homeless 2 14 2 2 Lost contact prior to 2 3 0 0 assessment Withdrew prior to 1 0 1 89 assessment Not Eligible for 0 1 4 10 assistance Total 37 147 124 170 Source: Local Authority data

NB: When the Homeless Reduction Act was introduced in 2018 any approach, regarding homelessness, including those who approached via email and telephone, were recorded onto the system and taken through an initial triage. Out of the 1170 approaches, 89 either failed to continue to engage to enable an assessment to be carried out or did not meet the criteria to continue with an assessment (i.e. they were not homeless/threatened with homelessness or ineligible for assistance)

The top 5 reasons why an individual contacts the local authority with a threat of homelessness are set out in the table below.

NEEDS ASSESSMENT 2019 20 Page 254 Table 17: Top 5 reasons for initial contact Mendip Sedgemoor South Somerset Somerset West and Taunton Loss of Assured Loss of Assured Loss of Assured Loss of Assured Shorthold Tenancy Shorthold Tenancy Shorthold Tenancy Shorthold Tenancy Family no longer Family no longer Non- Violent Family no longer able/ willing to able/ willing to breakdown of able/willing to accommodate accommodate relationship accommodate Non- Violent Non- Violent Family no longer Non- Violent breakdown of breakdown of able/ willing to breakdown of relationship relationship accommodate relationship Domestic abuse Domestic abuse Domestic abuse Rough Sleeping End of Social End of Social Rented End of Social Rented Domestic Abuse Rented Tenancy Tenancy Tenancy

Note: End of social rented tenancy would normally be because the tenant has failed to adhere to their tenancy agreement such as anti-social behaviour, failing to adequately maintain the dwelling or garden, or rent arrears.

The chart below shows the ‘Applicant households found to be eligible for assistance, unintentionally homeless and in priority need during the financial year 2018/19, by priority need category’

Chart 3: Reasons for priority need

Reasons for Priority Need 2018/19

70

60

50

40

30

20

10

0 Dependent Pregnancy Old age Physical Mental illness violence / Vulnerable for children disability/ill threat of other special health violence reason (domestic abuse)

Mendip Sedgemoor South Somerset Somerset West and Taunton

NEEDS ASSESSMENT 2019 21 Page 255

As can be seen above having dependent children, is the main reason priority determined. The other reasons cover the main criteria for a ‘vulnerable’ individual.

58% of the applicants to whom we owe a main housing duty are aged 25-44, this compares with 20% incidence in the general population. 16-24 year olds follow, who make up 25% of the applicants, but only around 10% of the general population. This figure supports the work the councils in Somerset do through P2i which is a service designed to prevent youth homelessness.

Table 18 below shows the breakdown of homelessness duty by age, the information has been provided direct by each of the local authorities.

Table 18: Households accepted by LA as owed a main homelessness duty by age of applicant 2018/19 16-24 25-44 45-59 60-64 65-74 75 & Total above Mendip 3 2 5 0 0 0 10 Sedgemoor 13 53 11 1 6 0 84 South Somerset 23 48 6 0 3 3 83 Somerset West 7 27 6 0 0 1 41 and Taunton Total 46 130 28 1 9 4 218 Source: Local Authority data

Temporary accommodation

Temporary accommodation is offered if a person or family is already homeless and the council is considering a homeless application.

The table below shows the number of households accommodated in temporary accommodation within each District since 2014 as a snapshot in time on the last day of the end of quarter 4 (January to March) each year.

NEEDS ASSESSMENT 2019 22 Page 256 Table 19: Number of applicant households accommodated in temporary accommodation since 2014 as at 31st March each year (as a snapshot in time)

2014 2015 2016 2017 2018 2019 Mendip 19 5 7 6 3 8 Sedgemoor 9 17 23 23 32 37 South 34 36 31 37 39 35 Somerset Taunton 34 31 34 18 23 37 Deane

West 6 6 2 3 9 3 Somerset

The Hinkley Point C Impact

The Hinkley Point C project, will see the construction of the new nuclear reactors on the West Somerset coast, next door to the current Hinkley Point B station currently in operation.

During the planning stages, the impact on housing was investigated and it was clear that there would an impact, and therefore through the S106 agreement monies were allocated to increase bedspaces within the areas that were identified as being most affected by the build and the increase in workers.

Inevitably the housing picture has changed particular in Bridgwater and the villages closest to site. Changes include:

1. Increase in caravan sites where workers have been living in rented vans or where they bring their own 2. Increase in people buying to let and in some cases turning these properties into houses of multi occupation 3. Increases in rent, in some cases impacted in existing tenants 4. People renting out spare rooms to one or two workers

These changes have been offset by the S106 monies and the initiatives that have been put into place. As at November 2019, about 1400 extra bedspaces have been created within Bridgwater and the surrounding area to overcome the impact of the changes in the housing market.

NEEDS ASSESSMENT 2019 23 Page 257 Homelessness Prevention & Relief

Assessments and Personalised Housing Plans (PHPs) Housing Authorities have a duty to carry out assessments (section 189A of the Housing Act 1996) in all cases where an eligible applicant is homeless or threatened with homelessness. This will identify what has caused the homelessness or threat of homelessness, the housing needs of the applicant and any support they need in order to be able to secure and retain accommodation. Following this assessment the housing authority must work with the person to develop a written “personalised housing plan (PHP) which will include actions (or “reasonable steps”) to be taken by the authority and the applicant to try to prevent or relieve homelessness”. The introduction of PHPs was as a result of the Homeless Reduction Act (HRA) 2017 which came into force from April 2018. This has increased the volume of work for Local Authority housing teams given that everyone applying for assistance from a housing authority stating they are homeless or threatened with homelessness will require an initial assessment where they are eligible and homeless / threatened with homelessness and provide written personalised housing plans for all.

Homelessness prevention means that we work with people to assist them to remain in their present home either permanently or temporarily whilst they secure alternative housing which in turn avoids homelessness. This could involve services such as debt advice, undertaking Tenancy Accreditation Scheme, rapid response service, Intensive tenancy support, rapid support carried out jointly by Citizens’ Advice (CAB) and the Local Authority, mediation, floating support, deposit schemes, rough sleeper outreach for example.

Homelessness relief is where an authority has been unable to prevent homelessness, Section 189B of the Housing Act 1996 requires housing authorities “to help people who are homeless to secure accommodation” and applies when the housing authority is satisfied “the applicant is both homeless and eligible for assistance”. Where the LA has “reason to believe the applicant may be eligible, homeless and in priority need they must also provide interim accommodation” (temporary accommodation) whilst fulfilling the relief duty.

Ending the relief and prevention duty – the Local Authority can only bring to an end the prevention or relief duty in several specified ways (for more details please refer to the MHCLG Code of Guidance). In addition, the prevention duty will end where the applicant has become homeless and the relief duty will end when 56 days has passed and the housing authority is satisfied that the applicant has a priority need and is homeless unintentionally or on refusal of a final accommodation offer or Part 6 offer.

NEEDS ASSESSMENT 2019 24 Page 258 If prevention or relief were unsuccessful the applicant will be owed the Main Housing Duty to applicants who are eligible, have a priority need for accommodation and are homeless unintentionally. This is explained earlier at page 17.

Table 20: Successful homeless prevention and relief cases

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 % Change

since 2012/13 Mendip 222 295 192 263 313 324 377 69.81% Sedgemoor 483 797 1089 747 498 526 272 -43.6% South 260 219 172 190 201 201 206 -20.76% Somerset Taunton 204 306 187 248 289 156 Deane 640 171.18% West 32 97 46 85 94 68 Somerset Source: Local Authority data

The number of homeless prevention and relief cases can be further broken down to allow analysis of how many households were assisted to remain in their accommodation, how many households were assisted to move to alternative accommodation and how many homeless cases were effectively relieved. The breakdown of these figures for 2018/19 is shown in Table 23 by district.

Table 21: Breakdown of homeless prevention and relief cases 2018/19 Prevention Successful Total Assisted to Assisted into homelessness remain in alternative relief accommodation accommodation Mendip 77 251 49 377 Sedgemoor 32 161 73 266 South Somerset 24 104 78 206 Somerset West and 251* 389 640 Taunton Source: Local Authority data

*Breakdown unavailable

NEEDS ASSESSMENT 2019 25 Page 259 The Homelessness Reduction Act 2017 came into force on the 3rd April 2018. It was a big change for local authorities and since its introduction, the impacts have been:

1. There has been increased pressure from a range of sources, including a. Increased pressure on resources, some council have taken on additional staff to deal with the additional workloads, this put pressure on them to find additional funds b. Length of time a member of staff is working on a case as the applicant remains with the case officer longer due to the 56 days we must now keep them ‘under relief’ until the final decision is made or duties are discharged c. Lack of accommodation and affordability d. Landlords being more risk adverse e. Increased number of applicants with complex needs making it challenging to rehouse f. Burden to accommodate for longer in temporary accommodation during relief stage, e.g. intentionally homeless, now accommodate for 56 days before can make an intentionally homeless decision 2. Personal Housing plan production and monitoring, requiring additional staff time and resource 3. H-CLIC administration and process requirements have increased administration for officers (H-CLIC is the government statutory returns) 4. Incredibly challenging to recruit experienced, professional housing options officer staff – a challenge for all local authorities in the South West England (and further afield) meaning often Las are operating with vacancies or with inexperienced staff or have resorted to taking in costly temporary agency staff

Armed Forces Veterans and homelessness

The Armed Forces Covenant is a pledge to ensure that we will do all we can to ensure that veterans are treated fairly and not disadvantaged in their day to day life. Somerset collectively signed the pledge in 2012 and has since that have formed the Somerset Armed Forces Covenant Partnership to ensure that the pledge is honoured and delivered upon.

In October 2017, the MOD produced figures based in data from the Office for National Statistics Annual Population Survey 2016. The study estimated that 75.64% of the veteran population in Great Britain own a house outright, or with a mortgage and 23.19% rent or part rent their property. This would therefore imply that 1.17% of veterans are potentially homeless.

NEEDS ASSESSMENT 2019 26 Page 260 MOD provides the numbers of current armed forces pension and compensation recipients at different geographic levels. It does not show those entitled to deferred pension payments (minimum eligibility criteria is 2 years of service). Data is separated into three main datasets:

 Armed Forces Pension Scheme (AFPS).  War Pensions Scheme (WPS)  Armed Forces Compensation Scheme (AFCS)

Table 23: Location of Armed Forces pension, war pension and compensation recipients 31/3/2019 Veterans AFPS WPS AFCS Mendip 980 881 236 31 Sedgemoor 986 868 258 52 South 3334 3025 686 292 Somerset Taunton 1270 1044 352 235 Deane West 333 289 92 18 Somerset Total 6903 6107 1629 628

The vulnerabilities and support needs of homeless ex-Service personnel are, overall, very similar in nature to those of other non-statutory homeless people, but a greater proportion of ex-Service personnel have alcohol, physical and/or mental health problems.

Post-Traumatic Stress Disorder (PTSD) has been found among a small number of homeless veterans although other non-military related mental health problems were more common.

A 2013 study conducted by York University (commissioned by the Centre for Housing Policy) identified several key reasons why veterans experience housing difficulties. These include:

 A shortage of affordable accommodation  Problems sustaining a tenancy  Relationship breakdown  Inadequate transition planning from the Armed Forces

Other factors that may contribute to homelessness amongst single veterans include their experience of service, e.g. unfamiliarity with civilian life (e.g. housing market, the welfare system and budgeting) making it difficult for them to secure housing and to manage tenancies.

NEEDS ASSESSMENT 2019 27 Page 261 Homeless veterans have also been found on average to be older, have slept rough for longer, be less likely to use drugs and more likely to have alcohol-related problems.

In considering the needs of homeless veterans, addressing the wider and contributory factors through informed advice and referral to specialist military support services can be, therefore, as important as the meeting the accommodation needs.

The Royal British Legion is currently supporting a campaign ‘No Homeless Veteran’ to raise the profile of veterans who are currently homeless.

Youth Housing in Somerset

Pathways to Independence (P2i) is a commissioned service, by the county council, supported by district councils, that deals with youth housing in Somerset.

Somerset County Council and the four districts across Somerset commissioned the setting up of the Pathways to Independence (P2i), during 2012/13 as s response to the escalating issues around youth housing in Somerset. P2i was launched in May 2013 and is the multi-agency homelessness prevention service for young people aged 16 to 25 who reside in, or have a local connection to the Somerset area.

Primarily, the service was designed to prevent homelessness by providing targeted prevention measures. If prevention was not possible the service allows young people with housing related support needs to progress along a pathway of outcome focused needs led provision, until they are able to sustain independent living without the need for support.

Whilst P2i has achieved its objectives and has provided a good service over the past three years there are some key areas of service delivery that were not considered as part of the original specification and as a result have arisen in gaps in provision for some of the most vulnerable young people. To understand these identified gaps, a comprehensive needs analysis was undertaken and informed the new specification which was launched on the 1st January 2017. For example there is a need for smaller properties rather than larger multi occupancy dwellings such as a Foyer provision. The current contract is due to end in September 2021 and aims to create an outcomes focussed service.

Table 24 shows the age demographic of P2i for all districts, it shows that the largest proportion of individuals are aged 18-21.

NEEDS ASSESSMENT 2019 28 Page 262 Table 24: P2i age demographics as of 28th March 2019 16/17 18/21 22 and over Mendip 4 30 5 Sedgemoor 10 19 9 South 5 17 9 Somerset West 2 22 12 Somerset and Taunton Total 21 88 35

Chart 4 shows the number of contacts that staff have had with individuals when an assessment of need has been completed. Please note that one person could have had contact on more than one occasion. The reason for contact is largely being threatened with homelessness.

Chart 5, below, shows that just over a quarter of all cases are referred to the local authority for housing advice with another 25% being offered a placement, there is also just under 25% that need floating support. This highlights the need for adequate housing to be provided which is suitable and available to prevent youth homelessness.

NEEDS ASSESSMENT 2019 29 Page 263

Housing and support for vulnerable adults and people with complex needs

In May 2015, following budget cuts for adults with complex needs, it was agreed that a countywide approach was needed and a multi-agency, cross sector alliance was formed. It championed a new approach that innovated and delivered creative solutions for the most entrenched adults with complex needs. It offered greater flexibility and commitment around multi-agency working as well as a strategy to deliver effective ongoing support.

Positive Lives was initiated through the Local Government Association (LGA) sponsored Design in Public Services programme undertaken in 2015. It has since then developed into a broad multi-agency, cross sector coalition of partners.

Positive lives has focused on the following objectives:  To strengthen positive family and supports objectives  To promote physical and emotional health as part of a positive life  To reduce or avoid unnecessary admissions to hospital/care/prison  To help maintain stability of tenure  To provide the right support at the right time – least intervention first  To reduce unnecessary financial burdens on agencies

Over the last year Positive Lives have  Supported 850 people  Supported 400 people at any one time  380 people engaged with education or training  226 people moved into independent living  47 people obtaining employment  38 very vulnerable/high risk people moved into independent living  20 people engaged in formal volunteering as a preparation for work

NEEDS ASSESSMENT 2019 30 Page 264  262 people from local communities have provided voluntary support

Step Together is a new support service commissioned by Somerset County Council for adults in Somerset who are homeless or at risk of homelessness, and also have a mix of mental health needs, drug and alcohol problems, behavioural issues, debt or have been involved in the criminal justice system.

The service is provided by ‘Second Step’ whose clients have complex needs and often find it extremely hard to sustain positive change in their lives. Their service is primarily about helping people to live fulfilling lives in their own communities, retain their tenancy and reduce repeated homelessness.

The contract will be closely monitored to ensure that positive outcomes are delivered for this client group.

Income Maximisation, Debt and Money Management

Citizens Advice are funded by all districts to provide budgeting, money and debt advice to individuals and warrant schemes across the county linked to local needs. These services are integral to helping many households keep their homes or access a new home if they cannot stay, and importantly help to prevent future homelessness through tenancy sustainment.

Gypsy and Travellers

For the purposes of planning policy for Traveller Sites, travellers means gypsies and travellers and travelling show people.

Gypsies and Travellers means ‘persons of a nomadic habit of life whatever their race or origin, including such persons who on grounds only of their own or their family’s or dependants’ educational or health needs or old age have ceased to travel temporarily, but excluding members of an organised group of travelling show people or circus people travelling together as such’.

Travelling show people means ‘members of a group organised for the purposes of holding fairs, circuses or shows’.

When considering the needs of Gypsy and Travellers who travel through and temporarily settle in the county, it is very unusual for members of the community to come into the housing office and present as homeless. Instead, their needs are normally assessed when we visit any unauthorised encampment and appropriate advice is given at the time.

NEEDS ASSESSMENT 2019 31 Page 265 The Somerset Gypsy and Traveller Accommodation Assessment (GTAA) was originally produced in 2010 and updated in 2013. It currently runs to 2032 and sets the number of pitches required in each district, together with transit requirements and showman yard requirements. The GTAA is being reviewed in 2020.

Gypsy and Travellers are not homeless simply because they live in accommodation that is moveable or impermanent nor because they travel; however, like any household they may become at risk of being homeless and in need of advice and assistance. Under the Housing Act 1996, section 175 (2) (b) ‘ A person is also homeless if he has accommodation but – (b) it consists of a moveable structure, vehicle or vessel designed or adapted for human habitation and there is no place where he is entitled or permitted both to place it and to reside in it’.

Somerset, Mendip in particular, has seen a large increase in a caravan dwellers, where caravans pitch at the side of road, or on local authority or Somerset County Council land and live there.

Rough Sleeping in Somerset

Rough sleeping is defined as ‘People sleeping, about to bed down (sitting on/in or standing next to their bedding) or actually bedded down in the open air (such as on the streets, in tents, doorways, parks, bus shelters or encampments). People in buildings or other places not designed for habitation (such as stairwells, barns, sheds, car parks, cars, derelict boats, stations or ‘bashes’ which are makeshift shelters, often comprised of cardboard boxes). The definition does not include people in hostels or shelters, people in campsites or other sites used for recreational purposes or organised protest squatters or travellers (this includes new age/van dwellers).

Rough sleeping within the county is currently challenging. Living on the street is detrimental to mental and physical health and wellbeing. People sleeping rough develop chronic health problems and die younger, and are more at risk from violence. Rough sleeping also has an impact on local residents and visitors. Any rough sleeping is a concern and we aim to find ways to alleviate, reduce and ultimately end all rough sleeping across the county.

Reconnections is making sure that homeless people are reconnected back to home area where they have a connection. This is an area that will continue to need to be reviewed to ensure we have effective mechanisms to address robustly and swiftly.

Mendip and Taunton Deane councils were identified by the Government as having high numbers of rough sleepers and through the Governments Rough Sleeper Initiative, funding was given to create a coordinated strategic approach along with joined up front line services to tackle the issues head on.

NEEDS ASSESSMENT 2019 32 Page 266 It has become evident recently that a significant number of Rough Sleepers from the Sedgemoor area were historically utilising Rough Sleeper Services within the Taunton area which effectively masked the Rough Sleeper issue in the Bridgwater and surrounding area. This shift explains the sharp rise in Rough Sleeper numbers in Sedgemoor from 2019 onwards (as seen in Table 25 below).

As a result, Somerset West and Taunton Rough Sleeper services have commenced positive partner relationships with Sedgemoor focussing on effective reconnection of Rough Sleepers back to Sedgemoor in a timely manner. It will be important moving forwards that all districts continue to liaise and monitor rough sleeper trends and encourage effective partnership working to support people within their home area avoiding drift into other Local Authority areas which puts pressure on services in those areas and masks issues at source.

The following services and features are helping to reduce the numbers of rough sleepers in these districts and enable individuals to engage in alternative safer and healthier options than rough sleeping, with a view to tackling the root of the problem and longer term recovery:

 Increased focus with a multi-agency partnership approach with monthly strategic pathways meetings of key professionals and weekly task and targeting meetings between staff on the ground  Rough sleeper co-ordinator  Housing coaches x 2 (Mendip)  Assertive coaching  Streetwise Officer (Taunton)  Personal budgets to make a difference in engagement, preventing further nights outs  Shared house for those who are new to the street (SWT)  Housing First pilot schemes (Housing First model is designed to help individuals who have complex needs who have been unable to access and sustain housing with an opportunity to move forward and recover by providing non-conditional independent accommodation with quality, intensive, open-ended wrap-around support services)  Funding for reconnections  Psychologically Informed Environment approach with clinical psychology input for hard to engage rough sleepers with complex needs (Mendip)  Landlord Liaison Officer for Keyring Lettings (Mendip)  Additional drug and alcohol workers dual diagnosis workers (SSDC)  Reconnection Officer (SWT)  No Second Night Out Officer (SWT)

NEEDS ASSESSMENT 2019 33 Page 267 All districts commission direct access accommodation, drop-in and outreach, access to sheltered and single homeless supported accommodation and additional shelter in cold weather through Severe Weather Emergency Protocol (SWEP).

The Severe Weather Protocol sets out the type of arrangements that local authorities have in place to ensure people are not at risk of dying on the streets during cold weather. SWEP arrangements are triggered when the night time temperature is predicted to be zero degrees or below for three consecutive nights. Authorities make arrangements with local providers to open up more temporary shelter in these circumstances which are usually communal areas and halls. It is designed to protect rough sleepers from risks to health and life from the cold.

Table 25 below shows the extent of rough sleeping by District since 2012. This information is based on a single snapshot carried out on one night in the autumn every year using street counts and intelligence driven estimates.

Table 25: Extent of rough sleeping on one night in Autumn since 2012 2012 2013 2014 2015 2016 2017 2018 2019 Mendip 19 16 20 20 16 19 14 13 Sedgemoor 5 2 4 6 2 7 3 25 South 1 1 2 5 8 4 3 8 Somerset Taunton Deane 15 7 18 21 20 23 14 West Somerset 0 2 6 4 2 4 2

Using the quarter January to March 2019, further analysis of rough sleepers by characteristics

Table 26: Rough Sleeping by age, nationality and gender – January to March 2019

Total UK EU Non Not Under 18- 26 Not Male Female EU known 18 25 and known over SDC 3 1 1 0 1 3 3 MDC 14 11 2 1 0 13 1 9 5 SSDC 3 3 3 3 Taunton 14 13 1 1 12 1 14 West 2 2 2 2 Somerset

NEEDS ASSESSMENT 2019 34 Page 268 Voluntary and Faith Groups

There are a number of voluntary and faith groups that provide valuable support to those in need within the county, for example, drop in sessions for social support, Health and Wellbeing related activities, volunteers, and opportunities for getting out of the cold in severe weather. There are also potential opportunities for the Local Authorities to work more closely with these groups so that they can help support the multi-agency approach to tackling rough sleeping by encouraging individuals to engage with services which will help them reconnect to their own area, engage with relevant support services and work towards accessing suitable accommodation and avoid unintentionally sustaining rough sleeping.

Consultation

A homelessness Survey was available throughout November and December 2018. The survey was sent to a sample of homeless applicants and all stakeholders. The number of responses received for each district is shown below. There were also consultation events across the County in December 2018

Applicants Stakeholders Mendip 7 32 Sedgemoor 12 22 South 11 12 Somerset Taunton Deane 11 4 West Somerset 2 3 Total 43 73

Amongst applicants, there was only 19 of the total who found the Personalised Housing Plan (PHP) and referred to it again. Some of the comments attached to this referred to the fact that it did not feel personalised to them/their family. Perhaps more should be done to work with applicants to determine how to improve the PHP.

Those who had been offered temporary accommodation commented on the accommodation that they had been offered and, whilst some accepted this accommodation, several clients felt the accommodation was not suitable. Sometimes it felt unsafe because of the other tenants, or was unsuitable because of the applicant’s specific needs around disability or because they were asked to share with a teenage child of the opposite sex. There were also comments more generally, that clients offered private rented accommodation felt they could not afford the accommodation proposed.

NEEDS ASSESSMENT 2019 35 Page 269 Stakeholders were asked how relevant a number of issues were to them in their roles. Shown in chart 6 are the priorities that were assigned the highest relevance. Those above the horizontal line are those that generate the highest scores for relevance; housing options for single, non-priority households and rough sleeping are deemed to be the most relevant priorities.

Participants at events highlighted that individuals with complex needs find it hard to engage with services; some are unable to cope with application and support process and some choose alternative lifestyle due to their detrimental life experiences. As well as difficulties in accessing accommodation there is often not enough specialist support available to enable those with complex needs to sustain accommodation. Those with complex needs can be a concern for those with lower needs, when placed together. This necessitates a review of gaps in service provision and the identification of alternative accommodation options (e.g. housing first initiatives) alongside necessary resourcing. However there are other pressing needs, as shown.

Improved access to the private rented sector and better quality of provision here, is a relatively high priority. It is also clear that there are groups with particular needs who remain a key priority; those with disabilities, older people or those leaving hospital or prison. There is also a clear need for accessible suitable temporary accommodation for those with complex needs and / or disabilities.

Chart 6: Perceived relevance of priorities (rated 0-10)

Housing options for single, non-priority households The occurrence of rough sleeping Community outreach to prevent homelessness Adequate provision of suitable temporary… Difficulty accessibng the private rented sector Housing for people leaving hospital Housing options for people with disabilities Improved access to the private sector Housing for people leaving prison The condition of the private rented sector Supported housing options for older people Organised Crime Gangs Housing options for older people Availability and introduction of social letting agencies Geography of the area Increase in the use of HMOs

0-4 5-7 8-10

NEEDS ASSESSMENT 2019 36 Page 270 The responses to the survey shown above are supported by verbatim comments made as part of the consultation:

‘Challenge to prevent homelessness and work together creatively in this respect. There is a huge gap in accessible temporary or longer term temporary accommodation to help move ons from hospital, repossessions etc. for people with complex medical needs for whom B&B simply is not an option’

‘Suitable and adequate housing choices. Affordable rents. Encouraging new and good quality landlords in the private sector to work with us. Prevention/Intervention Support after accommodation is found’

‘There is a huge gap for those who have a dual diagnosed with mental health and drugs misuse. The homeless rate for individuals within this category is on the increase. Accommodation officers are housing individuals who fall out of their sector because they have no option. It is a huge concern for many agencies at this present time, especially with the weather turning’

Conclusions

The assessment has identified the following areas of concern that need to be considered further in the new Somerset homelessness and Rough Sleeper Strategy 2019-2023.

Areas that need to be considered further

1. Population projections show that the population is due to grow faster than anticipated, especially in the former Taunton Deane area and in Sedgemoor. The challenge to deliver sufficient affordable homes and to support the tenure needs of our residents will become more pressing, not less

2. The gap between the local housing allowance and market rent for private lets is a significant barrier in allowing applicants to secure a private rented property because they cannot secure financial support to make the home affordable. This can force people to make a difficult choice and move away from support, e.g. to move away from their family.

3. Bringing empty properties back into use is always a challenge. There is value in exploring and sharing best practice to increase the numbers brought back into use

NEEDS ASSESSMENT 2019 37 Page 271 4. When assessing what housing is needed in the county we need to ensure that adequate housing is provided which is suitable and available to help prevent youth homelessness.

5. In particular we need to work with enablers to encourage increased numbers of single social rented accommodation units being bought forward on developments to meet the needs of the majority of people who are seeking single unit accommodation via Homefinder.

6. There is a need to recognise the need for smaller units rather than larger multi-occupancy dwellings, to allow single and couples and non-priority households the ability to access housing. Working with planners to reflect housing needs in what is built could support this need.

7. Educating young people whilst they are at school about homelessness, to educate them with the aim of helping alleviate future youth homelessness, although funding will need to be considered to support this

8. Whilst we have been successful with cases in preventing and relieving their homelessness, we continue to seek new ways to reduce the number of people approaching us needing temporary accommodation in crisis

9. The Homeless Reduction Act 2017, brought in the need to produce a Personal Housing Plan (PHP) for clients. The consultation information identifies that further work is needed to in respect of PHP and the processes and systems needed to empower and enable customers to find solutions

10. Work with veterans and their families to put in place any additional protocols that could be needed to signpost to support with other factors, such as PTSD, alcohol or mental health problems which can exacerbate the situation

11. We have an ageing population in Somerset, especially 85 years and older group. The future needs of older people need to rise up the agenda and more energy given to understanding their requirements and future housing options.

12. Rough sleeping is a concern for all and a challenge in much of the county, in particular, due to higher numbers and complexity of need. It will continue to demand sustained focus and resource with additional interventions, strategies and coordinated partnership working. It’s likely that there is rough sleeping which is ‘unseen’, which would include sleeping in vehicles and tents hidden in rural areas. It is key that we also ensure we address reconnections robustly and swiftly.

NEEDS ASSESSMENT 2019 38 Page 272 13. Feedback from the consultation events about key issues expressed the need for more suitable, affordable sustainable accommodation. To achieve this there needs to be:

 A continued need for increased collaborative working with partnership agencies where homelessness is an issue or risk, especially to support the vulnerable and those with complex needs. Resources are limited and in many cases, different agencies hold a different part of the jigsaw  Continued intervention where possible to help clients to remain in their existing homes to aid the prevention of homelessness. It is well recognised that homelessness costs individuals in terms of their mental and physical health as well as the cost to their finances and local service resources.  A review of relevant county-wide and local strategies, policies and practices support homelessness prevention and fair access to social and affordable housing and do not discriminate against those most in need

14. Consultation also highlighted concerns about vulnerable individuals with complex needs who find it hard to engage, access, navigate services and sustain accommodation without specialist support. Those with complex needs can be a concern for those with lower needs, when placed together. This necessitates a review of gaps in service provision and the identification of alternative accommodation options (e.g. housing first initiatives) alongside necessary resourcing

NEEDS ASSESSMENT 2019 39 Page 273

APPENDIX 2

Somerset Homelessness and Rough Sleeper Strategy and Action Plan 2019 to 2023 Draft December 2019

STRATEGY 2019 1 Page 275 Contents Page

Contents Page

Introduction ...... 3

How the strategy links with other strategies ...... 4

Overview of Homelessness and Rough Sleeping in Mendip, Sedgemoor, South

Somerset and Somerset West and Taunton ...... 5

Challenges and Gaps ...... 8

Priorities ...... 10

How will we be measured? ...... 14

Action Plan ...... 15

STRATEGY 2019 2 Page 276 Introduction

The 2002 Homelessness Act places a duty on Local Authorities to develop a homelessness and rough sleeper strategy and an obligation to renew it every five years. The Homelessness Reduction Act 2017 brought significant changes, transforming service delivery to prevention focused services. New measures for dealing with homelessness were introduced including:

 Increasing the length of time a housing authority should treat someone as threatened with Homelessness from 28 to 56 days;  The introduction of Personalised Housing Plans for clients to outline the circumstances of homelessness, the housing needs of the client, any support required to secure and sustain accommodation, steps that the client is required to take along with the steps the local authority is required to take to assist the client;  A new duty to prevent homelessness for all eligible households threatened with homelessness;  A new duty to relieve homelessness for all eligible homeless applicants;  A new duty on public services to notify a local authority if they come into contact with someone they think may be homeless or at risk of becoming homeless.

In 2018 the Ministry of Housing Communities and Local Government (MHCLG) published its “Rough Sleeping Strategy” which set out the government’s vision “to support every person who sleeps rough off the streets and into a home”; to halve rough sleeping by 2022 and ending it by 2027. It focuses on three key themes: Prevention; Intervention; and Recovery, aspirations which we also share.

The current interim strategy was developed by the four District Councils in Somerset and was adopted in 2018. Since the adoption of the Interim Strategy we have conducted a Homelessness and Rough Sleeper Needs Assessment which has been used as the evidence base for the “Homelessness and Rough Sleeper Strategy 2019 – 2023” We have also considered the impact of the Homelessness Reduction Act 2017 and the need for continued service development to address emerging new priorities.

The delivery of this Strategy will be monitored by the Homeless Managers Group (HMG). A full review will be conducted in 2023 when a new needs assessment will be carried out to guide development of a refreshed strategy.

STRATEGY 2019 3 Page 277 How the strategy links with other strategies

Improving Lives in Somerset Strategy 2019-20232028

Somerset Housing Strategy 2019 - 2023

Somerset Homelessness and Rough Sleeper Strategy 2019 to 2013

In Somerset we have an overarching strategy, developed by the Somerset Health and Wellbeing Board “Improving Lives in Somerset Strategy 2019 - 2028”, which details the county vision which includes the following:

 A thriving and productive Somerset that is ambitious, confident and focused on improving people’s lives  A county of resilient, well-connected and safe and strong communities working to reduce inequalities  A county infrastructure that supports affordable housing, economic prosperity and sustainable public services  A county and environment where all partners, private and voluntary sector, focus on improving the health and wellbeing of all our communities

The “Somerset Housing Strategy 2019 – 2023” was launched in March 2019, covers the whole county and sits beneath the “Improving lives Strategy in Somerset Strategy 2019 - 2028”. The Strategy sets out the following vision for the county:

 Strong and effective strategic Leadership: To deliver leadership across an integrated system that embraces communities, housing, health & wellbeing, social care and town & country planning

 A local Economy that provides opportunity for all: To increase housing supply across all tenures and maximise the proportion of affordable homes including within rural communities, to be constructed by a skilled local labour force

STRATEGY 2019 4 Page 278  Homes in Somerset are good for your Health: A healthy living environment with secure and decent homes that fosters independent living within strong communities

 A Society that supports the vulnerable: Coordinated support to individuals and communities to reduce the impact of Welfare Reform, to prevent homelessness, and to facilitate a balanced housing stock that meets the needs of all local people

The “Homelessness and Rough Sleeper Strategy 2019 – 2023” sits beneath the “Somerset Housing Strategy” and works to support the vision and priorities detailed in it. The “Homelessness and Rough Sleeper Strategy 2019 – 2023” details what we know, what we are doing and what we will do to continue to improve the service we provide.

Overview of Homelessness and Rough Sleeping in Mendip, Sedgemoor, South Somerset and Somerset West and Taunton

A main homeless duty is owed where the authority is satisfied that an applicant is eligible for assistance, unintentionally homeless and falls within a specified priority need group. Statutorily homeless households are referred to as ‘acceptances’.

There were 478 application decisions taken in Somerset during 2018/19. Out of these 218 were owed a homelessness duty. The most common reason for initial contact throughout the county was the loss of an assured shorthold tenancy. The main reason for priority need was having dependent children, with the remaining factors covering the main criteria for a vulnerable individual.

Of the applicants owed a main duty, 58% were aged 25-44 years of age, followed by the 16-24 years of age group, who made up 25% of the applicants. The younger bias of those in need of support is very clear.

A total 1495 prevention and relief cases presented during 2018/19. Of this, 133 were assisted to remain in their accommodation and 516 were assisted into alternative accommodation under the prevention duty (there were also another 251 that were assisted under the prevention duty but we were unable to break this down further), whilst 589 were assisted to relieve their homelessness under the relief duty.

The use of temporary accommodation has been consistently low in Somerset over the last few years; we have accommodated 120 people, in such accommodation, as of quarter 4 (January to March 2019).

STRATEGY 2019 5 Page 279 As a result of the Homelessness Reduction Act 2017 (HRA) we are expecting demand for temporary accommodation to increase. This expectation stems from the fact that under this statutory provision we are obliged to help prevent an applicant becoming homeless, or relieve them of homelessness regardless of whether they are intentionally homeless. This requirement can mean that an applicant who is intentionally homeless will still need to be placed into temporary accommodation, if needed, whilst we try to relieve their homelessness during the 56 days ‘relief duty’.

We are also seeing an increase in the volume of approaches and the length of time staff are working on an individual case. This increase in volumes can mean that often cases where an applicant is likely to be intentionally homeless now remain with the officer concerned, as part of their casework, until a final decision is made.

We currently have approximately 568 armed forces veterans in the county who neither own nor rent a property and who could potentially become homeless. Homeless veterans have been found on average to be older and more likely to have alcohol-related problems. In considering the needs of homeless veterans, directing them to specialist advice can be as important as meeting their accommodation needs.

Pathways to Independence (P2i) is the commissioned service that deals with youth housing in Somerset. The highest proportion of youths needing help during 2018/19 were aged between 18-21 years, with the main reason for presenting being the threat of homelessness.

Citizens Advice services remain key to supporting many of our clients – a significant proportion of whom have debt / budgeting support needs and require specialists who are trained to give advice to these individuals and in turn will support them in being financially stable moving forwards. The Local Authorities all support Citizens Advice services financially in our local areas to help prevent and relieve homelessness.

Positive Lives, which support adults with complex needs, supported 850 people during 2018. They provided other support too, such as helping 380 people to engage with education and training, 226 people to move into independent living and 47 people to gain employment.

We also saw the launch, in April 2019, of the ‘Second Step’ service funded by Somerset County Council which helps clients with complex needs to live fulfilling lives in their communities, thus retaining their tenancy and reducing repeated homelessness.

Gypsy and Travellers definition:

Excerpt definition of Gypsy and Travellers under the Housing Act 2004:

STRATEGY 2019 6 Page 280 - “Persons with a cultural tradition or nomadism or of living in a caravan and all other persons of a nomadic habit of life whatever their race or origin”

Excerpt definition of Gypsy and Traveller accommodation assessment (GTAA) 2007 was withdrawn in Dec 2016 and has not yet been replaced, however, the updated definition in the Planning Policy for Traveller Sites 2015 excerpt:

- “persons of nomadic habit of life whatever their race or origin” - However, it no longer includes those who have “ceased travelling permanently for any reason including old age or disability” which is a departure from the previous definition which did include those who had ceased travelling either temporarily or permanently on the grounds of old age, ill health or educational needs.

Gypsies and Travellers require a different type of housing in that they require a pitch. A pitch should allow for a static van, a touring van and have a day room. There are a number of different Gypsy and Traveller groups in our county including English / Romany Gypsies, Irish Travellers, Showmen and Others. Gypsies and Travellers do travel by the nature of their culture, however they can become homeless or be at risk of homelessness where they are either asked to leave the pitch they are on or living on land that does not have permission for a Gypsy pitch or other situations such as domestic violence. Gypsy and Travellers are not homeless simply because they live in accommodation that is moveable or impermanent nor because they travel; however, like any household who needs advice and assistance they will be supported by the homeless service in line with the Homelessness Reduction Act.

Somerset does have a number of issues regarding Gypsy and Traveller sites, with work progressing to establish transit provision and temporary stopping places. Currently the Somerset planning policy officers are seeking an update of the Gypsy and Traveller Accommodation Assessment which is due in the summer 2020. That will give both Housing officers and planning officers a better understanding of need for pitches in Somerset. Rough sleeping within the county is currently a challenge in the Taunton area of Somerset West and Taunton Council, Sedgemoor and for Mendip District Council, but is at lower levels the South Somerset area. Living on the street is detrimental to mental and physical health and wellbeing. People sleeping rough develop chronic health problems and die younger and are more at risk from violence. Rough sleeping also has an impact on local residents and visitors. Any rough sleeping is a concern and we aim to find ways to alleviate, reduce and ultimately end all rough sleeping across the county. Mendip and Somerset West and Taunton District Councils have a comprehensive range of intensive interventions in place to tackle rough sleeping funded through the government Rough Sleeper Initiative funding.

STRATEGY 2019 7 Page 281 In addition, there are a number of effective services already in place through existing district funding. All districts have a Severe Weather Protocol (SWEP) in place and across the County we provide a range of outreach, advice, support services and accommodation for single homeless/rough sleepers:

 Direct access beds  Outreach  Access to sheltered and single homeless supported accommodation  Drop in support, advice centres and sessions in targeted locations  Schools outreach programme to raise awareness about the risks and realities of homelessness and rough sleeping

Challenges and Gaps

The Somerset Homeless Needs Assessment identified a number of areas of concern including:

 Population projections show that the population is due to grow faster than anticipated, especially in the former Taunton Deane area and in Sedgemoor. The challenge to deliver sufficient affordable homes and to support the tenure needs of our residents will become more pressing, not less  The gap between the local housing allowance and market rent for private lets is a significant barrier in allowing applicants to secure a private rented property because they cannot secure financial support to make the home affordable. This can force people to make a difficult choice and move away from support, e.g. to move away from their family.  Bringing empty properties back into use is always a challenge. There is value in exploring and sharing best practice to increase the numbers brought back into use  When assessing what housing is needed in the county we need to ensure that adequate housing is provided which is suitable and available to help prevent youth homelessness.  In particular we need to work with enablers to encourage increased numbers of single social rented accommodation units being bought forward on developments to meet the needs of the majority of people who are seeking single unit accommodation via Homefinder  There is a need to recognise the need for smaller units rather than larger multi-occupancy dwellings, to allow single and couples and non-priority households the ability to access housing. Working with planners to reflect housing needs in what is built could support this need.

STRATEGY 2019 8 Page 282  Educating young people whilst they are at school about homelessness, to educate them with the aim of helping alleviate future youth homelessness, although funding will need to be considered to support this  Whilst we have been successful with cases in preventing and relieving their homelessness, we continue to seek new ways to reduce the number of people approaching us needing temporary accommodation in crisis  The Homeless Reduction Act 2017, brought in the need to produce a Personal Housing Plan (PHP) for clients. The consultation information identifies that further work is needed to in respect of PHP and the processes and systems needed to empower and enable customers to find solutions  Work with veterans and their families to put in place any additional protocols that could be needed to signpost to support with other factors, such as PTSD, alcohol or mental health problems which can exacerbate the situation  We have an ageing population in Somerset, especially 85 years and older group. The future needs of older people need to rise up the agenda and more energy given to understanding their requirements and future housing options.  Rough sleeping is a concern for all and a challenge in much of the county, in particular, due to higher numbers and complexity of need. It will continue to demand sustained focus and resource with additional interventions, strategies and coordinated partnership working. It’s likely that there rough sleeping which is ‘unseen’, which would include sleeping in vehicles and tents hidden in rural areas. It is important that we also ensure we address reconnections robustly and swiftly.  Feedback from the consultation events about key issues expressed the need for more suitable, affordable sustainable accommodation. To achieve this there needs to be:

- A continued need for increased collaborative working with partnership agencies where homelessness is an issue or risk, especially to support the vulnerable and those with complex needs. Resources are limited and in many cases, different agencies hold a different part of the jigsaw

- Continued intervention where possible to help clients to remain in their existing homes to aid the prevention of homelessness. It is well recognised that homelessness costs individuals in terms of their mental and physical health as well as the cost to their finances and local service resources

- A review of relevant county-wide and local strategies, policies and practices to ensure they support homelessness prevention and fair access to social and affordable housing and do not discriminate against those most in need

STRATEGY 2019 9 Page 283  Consultation also highlighted concerns about vulnerable individuals with complex needs who find it hard to engage, access, navigate services and sustain accommodation without specialist support. Those with complex needs can be a concern for those with lower needs, when placed together. This necessitates a review of gaps in service provision and the identification of alternative accommodation options (e.g. housing first initiatives) alongside necessary resourcing

Priorities

It is clear from above that there are a lot of challenges to be tackled either through this strategy and actions or through the role of influencer with the wider Somerset Strategic Housing Group (SSHG). A good example of this is affordable housing. It is clear from the needs assessment that demand is greater than supply, particularly for social housing. Whilst the Homeless Managers Group can acknowledge this as a fundamental issue, their role is to influence SSHG to support the continued supply of affordable housing across the County.

No single organisation has the resources, skills or solutions needed to tackle all aspects of homelessness effectively on their own. We recognise that partnerships are integral to successful prevention and relief of homelessness and reduction in rough sleeping. Therefore, partnership working will play a large part in delivery of all priorities.

Since the adoption of the Interim Homelessness Strategy we have seen the introduction of the Homelessness Reduction Act (HRA) in April 2018. A priority for the new strategy will be to track and respond to the impacts of the Act over the term of the new strategy.

The priorities are

1. Provision of adequate affordable accommodation 2. The provision and effective use of temporary accommodation 3. Support the Government’s commitment to combat rough sleeping 4. Support prevention and early intervention 5. Enable specific client groups to access suitable accommodation 6. Maintain strong working relationships across the partnerships

In the table below we have identified, using the needs assessment, some of the reasoning behind the identification of the priorities.

STRATEGY 2019 10 Page 284 Priority Why it is a priority Provision of adequate, - There is a widening affordability gap affordable housing stock - Population projections to 2041 show an average of 11% increase in population across the county with Taunton Deane area and Sedgemoor seeing the highest increases - There are over 2000 empty properties in the county and there is therefore an opportunity to bring properties back into use - Housing needs to be adequate and meet the needs of those needing help, for example, single units for single people and couples

The provision and effective use - The relief duty requires housing authorities to help those that are homeless to secure of temporary accommodation accommodation - The duty lasts 56 days, during which time reasonable steps must be taken by the housing

Page 285 Page authority and the applicant to secure accommodation - We recognise that temporary accommodation is not ideal and does not fit with individual/family’s housing and wider social and economic needs in relation to work, school, and support networks. It is not a long term solution and it is essential that clients are enabled to find more suitable settled accommodation as early as possible. - The steps that need to be taken are set out in Personal Housing Plans (PHP) are critical to minimising reliance on and time spent in temporary accommodation. We need to recognise that further work is needed with PHP to ensure that we empower and enable people to take responsibility for their own housing needs as much as we need to support them - There is a need to find new ways to reduce the number of people approaching needing temporary accommodation - We need to recognise the need for temporary accommodation to meet the needs of our clients, for example disabled clients needing accessible accommodation

STRATEGY 2019 11

Priority Why it is a priority Support the Government’s - All districts are committed to support the MHCLG commitment to combat rough sleeping commitment to combat rough - Mendip and Taunton Deane are leading the way in the work that can be done to combat sleeping rough sleeping, with a range of approaches being used - Recognition that some rough sleepers could well be former members of the Armed Forces and that their needs could be more complex and therefore there is a need to work to develop any additional protocols to signpost to the support available to the forces community such as Veterans Gateway - We need to have robust and timely reconnection policies and practices - Work to ensure there is effective and adequate emergency accommodation for rough sleepers especially during severe weather

Page 286 Page - Enhance our cold weather provision to engage rough sleepers who are otherwise hard to reach - Try to gain an understanding of the root causes of homelessness and non-engagement - Developing policies to support prevention, intervention and recovery for rough sleepers

Support prevention and early - There is a need through policy and legislative agendas to prevent homelessness, looking to intervention improve the range of options, support and tools that can assist an individual to remain in their accommodation - There has been an increase of incidences of clients being given notice to quit – there is a need to understand why this is happening - The Homeless Reduction Act 2017 details the ‘prevention duty’ which places a duty the councils to make available for all who are at risk of becoming homeless, not just those that are in a ‘priority need’ The duty last 56 days

STRATEGY 2019 12

Priority Why it is a priority Enable specific client groups to - It is not always possible for a client to remain in their current accommodation so where a access suitable accommodation move cannot be avoided, there is a need to support and empower them to access suitable accommodation that is affordable - There is a need to influence housing providers to deliver suitable accommodation that is affordable and meets local needs - We have an ageing population, especially 85 years and over – the future needs of older people need to rise up the agenda and time taken to understand their requirements and future housing options - There is a need to recognise the differing needs of a wider range of clients requiring support including young people, Gypsy and Travellers

Page 287 Page Maintain strong working - The strategy cannot be delivered in isolation relationships across the - There is a need to recognise effective partnership working and the benefits that can bring partnerships including sharing best practice, effective use of resources and delivery of cost savings - There is a need to ensure that there are effective accessible pathways to empower vulnerable individuals and those with complex needs such as P2i, Positive Lives and Step Together

STRATEGY 2019 13

How will we be measured?

The Homelessness and Rough Sleeper Strategy 2019 to 2023 will be implemented by each district through the Homeless Managers Group (HMG) who will be responsible for the day to day delivery of this strategy and actions contained within the action plan. HMG will monitor progress against the actions and targets at the monthly HMG meetings.

HMG will maintain close links with the Somerset Strategic Housing Officers Group who are responsible for the delivery of the Somerset Housing Strategy 2019 to 2023, in order that progress on all actions be tracked.

Each district will also have their own additional measures in place to monitor the progress of the actions relating to their district as well as performance monitoring which covers areas such as

1. Number of households helped 2. Number of households in temporary accommodation 3. Average number of nights in bed and breakfast 4. Number of rough sleepers

These measures are normally reported on a quarterly basis so, can be evaluated at each quarter to assess if there is anything that needs to be looked at in more detail or actioned in addition to the action plan itself.

STRATEGY 2019 14 Page 288 Action Plan

The following actions have been developed in response to the priorities identified, with each priority having a series of actions that have bene identified. They are county-wide as a whole, although where an action is connected to a specific organisation this will be detailed.

The actions are categorised into the following Roles:

1. Enable – these 7 actions which HMG will enable 2. Support – these 5 actions where the role of the council is to support 3. Deliver – these 17 can be delivered directly by HMG

Page 289 Page Each action is linked to the 6 priorities – (some actions meet multiple priorities), as a reminder the priorities are as follows:

PRIORITY 1 – Provision of adequate, affordable housing stock PRIORITY 2 – The provision and effective use of temporary accommodation PRIORITY 3 - Support the Government’s commitment to combat Rough Sleeping PRIORITY 4 - Support prevention and early intervention PRIORITY 5 – Enable specific client groups to access suitable accommodation PRIORITY 6 - Maintain strong working relationships across the partnerships

STRATEGY 2019 15

Role: Enable Action Action Timescale Responsibility Measure Review Links to ref no. date Priority 1.1 Strengthen our relationships Ongoing Enabling Teams Evidence that we have tried to Dec 2020 Priority with registered providers and & SSHG influence development and 1 & 6 developers to increase the programmes to include annually amount of new affordable increased volume of affordable rented and social housing and social housing

provided within the county Development programmes whilst maximising in particular take into account identified the provision of 1 bed local needs Page 290 Page affordable social rented housing accommodation. (Links to Innovative solutions are given action 1.6) consideration 1.2 Share best practice to bring October Empty homes Positive local case studies and March Priority more private sector properties 2020 officers/ private best practice shared between 2021 & 1 & 4 back into use to increase our sector / housing LA teams annually success rate standards team 1.3 Review the effectiveness of February HMG Aim to increase the take up of March Priority bond schemes to ensure they 2021 bond schemes in private sector 2021 1, 4, 5 & support access to the private lettings 6

rented sector Annual statistical report on take up of bond schemes in PRS access for homelessness applicants to monitor effectiveness of private rental access.

STRATEGY 2019 16

Role: Enable Action Action Timescale Responsibility Measure Review Links to ref no. date Priority 1.4 Empower clients through Ongoing Clients are increasingly Priority proactive case work and the proactive in taking steps to 2, 4, 5 effective use of the PHPs to gain access to suitable manage expectations about the accommodation and officers reality of available housing and March Districts to are proactively chasing and find early solutions to their 2021 commission reviewing client actions.

housing need and minimise independent A focus on income time in temporary review maximisation to manage accommodation (links to arrears and debts and

Page 291 Page actions 1.7 and 3.10) encourage clients to start April 2022 saving

Officers are proactive in

encouraging clients to take the steps in PHP and where clients do not are officers following legislation to end duties (e.g. non co-operation)

Proactive timely actions by clients will result in reduced length of time in TA analysed by household type, need and age

STRATEGY 2019 17

Role: Enable Action Action Timescale Responsibility Measure Review Links to ref no. date Priority 1.5 Work with partner organisations Ongoing HMG Reviews with partners aimed at October Priority to ensure there are viable improving access to suitable 2022 3, 5 & 6 accommodation options and accommodation effective housing pathways to help new and longer term More rough sleepers accessing rough sleepers and sustaining accommodation 1.6 It is essential that local Relevant policies reviewed and strategies, policies and practices updated to meet this objective Page 292 Page support homeless prevention including the “4 week” rule and relief and are inclusive of element of the policy.

the most vulnerable and Homefinder Allocations do not exclude or disadvantaged clients. It is Somerset Co- discriminate against any critical that they also support ordinator & groups in relation to Priority rapid throughput and early exit Homefinder vulnerability and protected 1, 2, 4, 5 from temporary Monitoring characteristics December & 6 accommodation Board 2022 Undertake a review of skipping Review the Common Lettings September reasons initially with homeless Policy and its implementation 2020 and prevention / relief clients to by Registered providers, annually assess any areas for improvement / training referring any issues back to Homefinder Monitoring Board Findings reported to the for action. monitoring board.

STRATEGY 2019 18

Role: Enable Action Action Timescale Responsibility Measure Review Links to ref no. date Priority - 1.6 Contribute to county-wide SSHG / HMG participation in relevant December (As discussion of need to review the September Enabling teams activities to Tenancy Strategy 2022 above) Somerset Tenancy Strategy and 2022 (Homefinder Review such as discussions, any subsequent in house or Somerset Co- scoping, commissioning of commissioning of independent ordinator/ review, involvement or input review of the Tenancy strategy HMG/) into project (links to actions 1.1 & 2.1) 1.7 Review Housing Options Teams’ March Districts to Independent Review May 2022 Priority practice and processes to 2021 commission commissioned. 4 & 6

Page 293 Page ensure efficient, effective and independent Process improvements high quality including: review identified and in place -Quality/ timeliness of advice -PHPs tailored to clients’ needs Best practice in PHPs and -Proactive and timely casework general identified and shared across HMG triage process to ensure clients presenting to other agencies Learning put into practice and can easily be referred to avoid shared through HMG

duplication Improved effectiveness of -Explore systems in place with information sharing and partners to improve the client protocols journey & reduce the number of duplicated contacts/ Discussions with partners to assessments (links to 1.4 &3.10) explore streamlining duplicate processes

STRATEGY 2019 19

Role: Support Action Action Timescale Responsibility Measure Review Links to ref no. date Priority 2.1 Work with P2i to look at the Ongoing HMG / P2i Continually monitor the Septembe types of accommodation that board effectiveness of P2i for r 2021 are needed for dealing with homeless clients in conjunction youth homelessness and where with the Homefinder policy these dwellings would be best including: located. Priority Analysis of feedback from 1, 4, 5 & Link to review of Homefinder September Homefinder clients December 6

Page 294 Page Common lettings policy to 2020 Somerset Co- 2022 ensure it supports timely move &annually ordinator & Numbers of successful move- on (links to action 1.6 and also Homefinder on from P2i accommodation 1.1 in. terms of influencing Monitoring within 9 months of P2i tenancy enablers and developers to Board start date. deliver shared and 1 bed accommodation and consider Monitor success of move on innovative accommodation) from P2i accommodation, accommodation type and length of time to move on from “ready to move on date”

STRATEGY 2019 20

Role: Support Action Action Timescale Responsibility Measure Review Links to ref no. date Priority 2.2 Monitor the impact of Hinkley Ongoing SDC/ SWT/ SDC and SWT to monitor rental September Priority Point C (HPC) development on HMG and house price data and 2020 and 1 & 6 the private rented sector and availability and, as far as we annually housing markets, making links able, displacement of the local until 2022 to any changes to homelessness population. being reported, especially as peak construction is Evidence of mitigating actions: approaching -Deliver small family and single persons accommodation through empty homes activity, Page 295 Page lodgings and enabling schemes -Target schemes for move-on from Temporary Accommodation -Support local landlords through the use of bonds, rent-in-advance, landlord and tenant accreditation schemes, to prevent displacement -Safeguard tenancies through work with HMRC and DWP around inflated rents for Hinkley workers and non- declared tax

STRATEGY 2019 21

Role: Support Action Action Timescale Responsibility Measure Review Links to ref no. date Priority 2.3 Identify support schemes across July 2020 HMG Improved timescales and July 2021 Priority the county and work in customer journey to access 3, 4, 5 & partnership with providers and suitable accommodation 6 other key support agencies to ensure the most vulnerable and Support schemes are utilised complex needs clients can appropriately to enable access

-access suitable accommodation Statutory agencies and

Page 296 Page effectively provider organisations have - sustain accommodation clear effective information - respond quickly to escalation sharing and joint working of support needs and risks protocols to enable individuals which in turn could lead to with complex needs to access, tenancy failure settle into and sustain accommodation, with fast track support escalation processes in place to prevent failure once support has reduced/ended

2.4 Explore funding opportunities July 2021 HMG Districts to consider funding July 2021 Priority where they don’t exist to enable opportunities where “schools” 3, 4, 5 & young people to be educated in work is currently not funded. 6 school regarding homelessness to try and help alleviate youth homelessness

STRATEGY 2019 22

Role: Support Action Action Timescale Responsibility Measure Review Links to ref no. date Priority 2.5 Work with DWP to increase September HMG Explore opportunities to build September Priority advice and opportunities to our 2020 links with DWP to train and 2021 4, 5 & 6 customers to maximise income support our staff on options and skills available to customers to maximise their income / skills

Role: Deliver Action Action Timescale Responsibility Measure Review Links

Page 297 Page Ref date to no. Priority 3.1 Look at the vacancies that have June 2021 Homefinder Statistical Homefinder December Priority arisen on Homefinder for social co-ordinator Somerset report reviewed by 2021 and 1, 5 & 6

housing supported HMG 2022 accommodation for older Evidence of work with people which have been difficult landlords to establish reasons to let to try and establish the for hard to let sheltered reasons why and look at what is properties and potential needed to ensure that this solutions accommodation is desirable to older persons

STRATEGY 2019 23

Role: Deliver Action Action Timescale Responsibility Measure Review Links Ref date to no. Priority 3.2 Regularly review local provision December Districts Statistical review of demand March Priority of temporary accommodation to 2020 and compared to provision 2022 2 & 6 ensure it is has capacity to meet annually including household needs and demand and needs in terms of size/flexibility of provision size and accessibility Where relevant, plans in place

Page 298 Page with accommodation providers to address gaps

3.3 Continue to monitor the extent Ongoing HMG/ Districts Systems in place to monitor December Priority of rough sleeping at a frequency numbers and respond to new 2020 and 3 appropriate to local need, daily rough sleepers at a frequency annually if required, so that swift action relevant to each district’s can be taken when new rough needs sleepers are identified HMG to review statistics quarterly

3.4 Where appropriate review and September Districts/HMG Local practices reviewed and December Priority share reconnection success & 2020 improved in light of identified 2020 3 best practice in order to successful reconnections strengthen reconnection policy across districts and practice

STRATEGY 2019 24

Role: Deliver Action Action Timescale Responsibility Measure Review Links Ref date to no. Priority 3.6 Identify organisations and October Districts Range of communications with March Priority groups inadvertently sustaining 2020 organisations which helps their 2021 3 & 6 rough sleeping and begging. understanding of the issues Help them to understand the and the approach of services issues and work together to tackling rough sleeping. create a consistent approach Where possible and relevant, seek opportunities for working

Page 299 Page together with key services identified and consider countywide diverted giving scheme.

3.7 Review opportunities presented Ongoing Districts Agreed partnership approach April 2021 Priority through severe weather and in advance of cold weather to 3 & 6 provision to engage rough seasonal engage and support all sleepers who are reluctant to individuals accept services Increased engagement of rough sleepers as a result of SWEP contact

STRATEGY 2019 25

Role: Deliver Action Action Timescale Responsibility Measure Review Links Ref date to no. Priority 3.8 Continuously monitor, review Ongoing Districts Evidence of regular review of April 2022 Priority and develop our existing rough what works to develop our 3 & 6 sleeper interventions to local approaches optimise their effectiveness Statistics and feedback demonstrate positive impact of interventions Page 300 Page 3.9 Ensure practice focuses on December Districts Local practices reviewed in April 2022 Priority prevention, early 2020 and light of national and local 3 & 6 intervention/reconnection and annually rough sleeper strategy recovery for rough sleepers priorities

3.10 Making use of intelligence from Ongoing Districts to Quarterly casework and May 2022 Priority HCLIC data, identify what works commission statistical reviews 4 well and the extent to which March independent teams prioritise early 2021 review Independent review of services intervention homelessness is commissioned in each prevention to get the best district outcomes (links to actions 1.7 & 1.4) Quality of casework & outcomes achieved.

STRATEGY 2019 26

Role: Deliver Action Action Timescale Responsibility Measure Review Links Ref date to no. Priority 3.11 Review collection and analysis of December Districts & Consider engagement with Review Priority information from applicants and 2020 Private sector landlords via district private findings 4 & 6 landlords on reasons for the housing teams sector housing forums to and issue of notice to quits, to encourage early notification at undertake inform how we can help the prevention stage to help actions landlords to prevent evictions reduce notices and evictions identified and to keep the properties in from private sector housing 2021/22 the private rented market in the tenancies

Page 301 Page future Monitor proportional reduction in number of evictions from PR Sector. 3.12 Monitor effectiveness of all March Districts and Conduct annual review of March Priority homeless prevention initiatives annually HMG funded service delivery 2022 4 & 6 and schemes and ensure we partnerships and schemes, deliver ‘value for money’. ensuring schemes offer VFM and are effectively preventing and relieving homelessness.

Continually share best practice between LAs.

STRATEGY 2019 27

Role: Deliver Action Action Timescale Responsibility Measure Review Links Ref date to no. Priority 3.13 Consider joint training September HMG Range of joint training December Priority opportunities for staff to upskill 2021 opportunities e.g. shadowing 2021 3, 4, 6 to continuously improve our (across districts), good practice service delivery including high sharing workshop, tailored quality Personal Housing Plans locally delivered training. (PHP) and trauma informed practice at triage stage Page 302 Page 3.14 Monitor the incidence of clients End June HMG Review of referrals made and October Priority with mental health needs 2020 outcomes feeding back to SCC 2020 5 & 6 without dual diagnosis unable to commissioners via HMG. access services due to their high needs. If there is evidence of unmet need in this respect, ask Somerset County Council commissioners to review provision to ensure they can meet identified local needs 3.15 Review the demands & needs of December HMG Review undertaken by HMG April 2022 Priority armed forces veterans to enable 2021 5 us to consider how we continue to work with veterans and where they can be directed for additional support

STRATEGY 2019 28

Role: Deliver Action Action Timescale Responsibility Measure Review Links Ref date to no. Priority 3.16 Review the outcomes of the use June 2021 HMG Service outcomes and best September Priority of the hospital discharge worker practice reviewed 2022 4, 5 & 6 in South Somerset and explore opportunities to roll out any best practice from this pilot

3.17 Review the outcomes of the use July 2021 HMG Service outcomes and best March Priority of a drug and alcohol worker in practice reviewed 2022 4 & 5

Page 303 Page South Somerset and explore opportunities to roll out any best practice from this pilot

STRATEGY 2019 29

APPENDIX 3

Somerset Equality Impact Assessment

Before completing this EIA please ensure you have read the EIA guidance notes – available from your Equality Officer

Organisation prepared for 4 Councils in Somerset including Mendip DC, Sedgemoor DC, South Somerset DC and Page 305 Page Somerset West and Taunton Council

Version V1 Date Completed November 2019

Description of what is being impact assessed

Somerset Homelessness and Rough Sleeper Strategy 2019 to 2023

Evidence

What data/information have you used to assess how this policy/service might impact on protected groups? Sources such as the Office of National Statistics, Somerset Intelligence Partnership, Somerset’s Joint Strategic Needs Analysis (JSNA), Staff and/ or area profiles,, should be detailed here

Somerset Homelessness and Rough Sleeper needs assessment 2019 The assessment outlines the extent of homelessness and rough sleeping across Somerset at district authority level, evaluating existing provision and identifying gaps in provision Main points:  South Somerset is the largest district geographically  Sedgemoor is expected to experience the largest population change  As at date of needs assessment (June 2019) there were 8795 people currently expressing a need for affordable housing, with one bedroom accommodation the most in demand, especially in Taunton Deane  The highest age prevalence is in the age range 25-59, except West Somerset, where the highest age group is 45-59 and 65- 74.  In Taunton there is a slightly higher proportion of 25-44 year olds  In West Somerset 42% are 60 year or over, compared to 33% for Somerset as a whole  To afford to buy a home in Somerset would require 7.6 time their earnings, although there is wide disparity in affordability across the Somerset districts. The highest ratio is in Mendip and West Somerset where in 2017 a household would have required more than 10 times their earnings to afford a home. Sedgemoor has also seen a sharp ratio increase

Page 306 Page  There is a widening gap in affordability to rent, with median monthly rent accounting for an average of 36% of gross monthly pay, an increase since 2015  In all districts the highest need is for social rented dwellings which account for 70-80% of overall need  Taunton Deane has the highest combined number of ‘Gold’ and emergency need households, followed by South Somerset  There are 2041 (October 2018) long term vacant dwellings in Somerset  In 2018/19 indicative figures indicate that the districts delivered the following number of affordable homes 1. Mendip – 100 2. Sedgemoor – 130 3. South Somerset – 122 4. Taunton Deane – 218 5. West Somerset – 3  The outcome of homeless applications can be seen as follows Mendip Sedgemoor South Somerset Somerset West and Taunton Eligible, unintentionally 10 84 83 62 homeless and is priority need Eligible, homeless, in priority 4 7 9 0 need but intentionally homeless Eligible, homeless but not in 18 38 25 7 priority need Eligible but not homeless 2 14 2 2 Lost contact prior to assessment 2 3 0 0 Withdrew prior to assessment 1 0 1 89 Not eligible for assistance 0 1 4 10 Total 37 147 124 170

 There are a number of reasons why an individual contacts the local authority with a threat of Homelessness, including 1. Loss of Assured Shorthold Tenancy 2. Family no longer able/willing to accommodate 3. Non-violent breakdown in relationship Page 307 Page 4. Domestic abuse  In 2018/19 the following number of applicants were accepted by the Somerset local authorities as homeless and in priority need: 1. Mendip - 10 2. Sedgemoor – 84 3. South Somerset – 80 4. Taunton Deane and West Somerset – 41  Priority need groups include: 1. Households with dependent children 2. Pregnant women 3. People who are ‘vulnerable’ in some way, e.g. because of mental illness and physical disability 4. Aged 16-17 5. Aged 18 to 20 who were previously in care 6. Vulnerable as a result of time spent in care, in custody, or in HM Forces 7. Vulnerable as a result of having to flee their home because of violence or the threat of violence  The main reason for priority need is having dependent children  55% of applicants who are owed a main housing duty are aged 25-44  16-24 year old, who disproportionately make up 25% of the applicants  Using MOD data from 2017, they estimated that 49,000 veterans live in Somerset of which 75.64% own a house, 23.19% rent a property. The balance, 1.17% (568) would imply are potentially homeless  P2i is a multi-agency homelessness prevention service for young people aged 16-25 who reside in or have a local connection to the Somerset area. The age demographic for P2i as at 28/3/19 is as follows:

16/17 18/21 22 and over Mendip 4 30 5 Sedgemoor 10 19 9 South Somerset 5 17 9

Page 308 Page West Somerset and 2 22 12 Taunton Total 21 88 35

 There 2 predominant reasons why the P2i service is contacted and they are threatened with homelessness (71.6%) and Homeless tonight (25.2%).  Positive lives is a multi-agency, cross sector alliance, which delivers creative solutions for entrenched adults with complex needs. Over the past year Positive Lives have - Supported 850 people - Supported 400 people at any one time - 380 people engaged in education and training - 266 people moved into independent living - 47 people obtained employment - 38 very vulnerable/high risk people moved into independent living - 20 people engaged in formal volunteering as a preparation for work - 262 people from local communities have provided voluntary support  Step together commissioned by SCC for adults in Somerset who are homeless or at risk of homelessness and also have a mix of mental health needs, drug and alcohol problems, behavioural issues, debt or have been involved in the criminal justice system  Rough sleeping – based a single snapshot in autumn every year using street counts and intelligence drive estimates, in 2018 the following numbers were the extent of rough sleeping: Mendip 14 Sedgemoor 3 South Somerset 3 Taunton Deane 14 West Somerset

Initial assessment of statutory homelessness duties owed – ethnicity- January to March 2019 Total White White White White Black, Asian Mixed Other Unknown owed a British Irish Gypsy Other African duty and Caribbean Traveller SDC 155 134 3 2 9 1 2 4

Page 309 Page SSDC 127 115 8 3 1 MDC 236 199 3 2 10 1 3 2 16 Taunton 149 128 1 7 3 7 1 1 1 West 35 33 2 Somerset

Priority need category of households owed a main duty by LA – January to March 2019

Total HH with HH with Total Old Age Physical, ill Mental Young Other dependent pregnant Vulnerable health Health children women household SDC 26 19 0 7 0 3 2 0 0 MDC 2 Taunton 7 4 0 3 0 1 1 0 1 West 2 Somerset SSDC 19 12 3 4 0 1 1 0 1

Rough Sleeping by age, nationality and gender – January to March 2019

Total UK EU Non Not Under 18-25 26 Not Male Female EU known 18 and known over SDC 3 1 1 0 1 3 3 MDC 14 11 2 1 0 13 1 9 5 SSDC 3 3 3 3 Taunton 14 13 1 1 12 1 14 West 2 2 2 2 Page 310 Page Somerset

Somerset Homelessness and Rough Sleeper Strategy 2019 to 2023 Priorities Priority One – Provision of adequate, affordable housing stock Priority Two – Support clients to remain in their existing accommodation where appropriate Priority Three – Support specific client groups to access suitable accommodation through effective support Priority Four – Support the government’s commitment to combat rough sleeping Priority Five – Maintain strong working relationships across the partnership Priority Six – Track and respond to the impacts of the Homelessness Reduction Act 2017

Who have you consulted with to assess possible impact on protected groups? If you have not consulted other people, please explain why?

1. A homelessness survey was available throughout November and December 2018. The survey was sent to a sample of homeless applicants and all stakeholders. 2. Responses received by districts is as follows: District Applicants Stakeholders Mendip 7 32 Sedgemoor 12 22 South 11 12 Somerset Taunton Deane 11 4

Page 311 Page West Somerset 2 3 Total 43 73 3. Feedback - More work is needed with applicants on how to improve Personalised Housing Plans (PHP), as only 10 found them useful and referred to them again - Temporary accommodation not always suitable for client’s needs, including disability - Stakeholders were asked how relevant a number of issues were to them in their role. The top 2 were housing options for single, non-priority households and the occurrence of rough sleeping. Other issues include:  Community outreach to prevent homelessness  Adequate suitable temporary accommodation  Difficulty assessing the private rented sector  Housing options for people with disabilities Analysis of impact on protected groups

The Public Sector Equality Duty requires us to eliminate discrimination, advance equality of opportunity and foster good relations with protected groups. Consider how this policy/service will achieve these aims. In the table below, using the evidence outlined above and your own understanding, detail what considerations and potential impacts against each of the three aims of the Public Sector Equality Duty. Based on this information, make an assessment of the likely outcome, before you have implemented any mitigation.

Negative Neutral Positive Protected group Summary of impact outcome outcome outcome

Age  Age is captured on all homeless and housing need customers

Page 312 Page  There no evidence that those in any age group are disadvantaged in their access to the service or housing assistance  The needs assessment (June 2019)58% of applicants owed a main duty were aged 25-44  25% of the applicants were 16-24 years old  The highest proportion of youths needing help in 2018/19 were aged 18 to 21 years old with the main reason for presenting ☐ ☐ ☒ being the threat of homelessness  P2i works to prevent youth homelessness for the age 16 to 25. In 2018 21 16/17 year olds, 88 18/21 year olds and 35 22 and over used the service  West Somerset in particular has a significant over 60 year old population with 42% over 60 in comparison to 33% for Somerset as a whole  In 2018/19 there were 14 households accepted as owed a mina homelessness duty who were over 60  For the period January to March 2019, of the 36 identified as rough sleeping, the majority were over 26, with only 1 between 18 and 25

Disability  Positive lives is a multi-agency, cross sector alliance, championing a new approach for the most entrenched adults with complex needs. The project has supported 850 people during 2018  Step Together is a new support service (2019) for adults who are homeless or are at risk of homelessness and have a mixture of mental health needs, drug and alcohol problems, behavioural issues. Page 313 Page  Finding suitable temporary accommodation for people with ☐ ☒ ☐ disabilities is an issue  For the period January to March 2019 who are in priority need owed a main duty by the LA, of the 56, 5 had physical disabilities and 4 had Mental Health issues. It is unclear whether any of these had both a physical and a mental health issue.  The term mental health covers a wider spectrum of conditions and it is unclear when the term is used what sort of mental illness the client is suffering from

Gender reassignment  We have no evidence to suggest that applicants from this group are disadvantaged in any way by the strategy  They may be at risk of homelessness arising from transphobic ☐ ☐ ☐ reactions, Hate Crime and harassment by family, neighbours or members of local communities Marriage and civil  Applicants are not disadvantaged by either being married or on partnership a civil partnership or not when accessing affordable housing on terms of the housing register or homelessness/homeless ☐ ☐ ☒ prevention services  Registered civil partners have the same rights as married heterosexual spouses in relation to proper

Pregnancy and  Since the 1st April 2004, it has been unlawful for local authorities maternity to house families with children and pregnant women in bed and breakfast accommodation for more 6 weeks, which has out increased pressure on the housing system ☐ ☐ ☒ Page 314 Page  Of the 56 in priority need where owed a main duty by local authority, for the period January to March 2019, 3 were pregnant

Race and ethnicity  Gypsy and Traveller communities; Romany Gypsies and Irish Travellers a recognised ethnic categories within the Equality Act 2010  The GTAA in 2013 identified pitch, transit and showpeople yards. At the present time, there is no transit facility in Somerset although there is work being undertaken to see if at least one site can be got off the ground in 2020. Unauthorised ☐ ☒ ☐ encampments of Gypsy and Travellers has increased over the past 18 months with particular areas vulnerable to returning encampments including Sedgemoor and Taunton Deane  Currently due to the above there is no potential provision for Gypsy’s and Travellers should they become homeless in the majority of Somerset  Using ONS Local Area Migration Indicators for 2018, Somerset population totals 546,000, with Non UK born population approximately 7.9% (about 43,000)  Based on the H-CLIC data for January to March 2019, of the 702 for that period where an initial assessment of statutory duty owed, 10.3% were from nationalities other White British.  Of the 702, 0.7% with from Gypsy and Traveller origins and determining housing requirements for them will be needed as they have their own culture.  In respect of rough sleeping for the period January to March 2019, of the 36 rough sleepers in the County, approximately 14% were from either the EU or non EU country Page 315 Page  Language barriers and lack of understanding of the housing system are potential challenges in accessing support

Religion or belief  There is no evidence to suggest that applicants from this group are disadvantaged in anyway by the strategy  Assessment of need and Personal Housing Plans should take account of specific beliefs and religion  Setting the Local Housing Allowance at 30% of the rate of ☐ ☒ ☐ private rents in the area, and not having an LHA for more than 4 bedrooms, could therefore disproportionately affect some religious groups who may multi-generational/larger families living in one property

Sex (gender)  Providing comprehensive advice services across all tenures will benefit women, especially those at risk of domestic abuse and who could be at risk through the impact of welfare reform ☐ ☐ ☒  Since 1st April 2004, it has been unlawful for local authorities to house families with children and pregnant women in bed and breakfast accommodation for more than six weeks, which has put increased pressure on the housing system  For the period January to March 2019, of the 36 rough sleepers in Somerset, approximately 85% are male and 15% female, with Mendip and Taunton Deane having the highest percentage of rough sleepers  Programmes are in place to support vulnerable adults including Positive Lives and the new service from April 2019, Step Together.

Sexual orientation  Assessments of need and Personal Housing Plans may be a

Page 316 Page suitable way to determine what types of dwellings are required which could include location and neighbourhood to avoid harassment or discrimination ☐ ☒ ☐  In a survey with LGBT young people in Somerset, 85% of the respondents indicated that they had either been bullied, witness bullying or both with 86% had experienced verbal abuse

Armed Forces  568 Armed Forces Veterans who neither own or rent a property Veterans and who could potentially become homeless.  Homeless veterans tend to be older and more likely to have alcohol-related problems ☒ ☐ ☐  Other factors that could contribute to homelessness amongst single veterans include their experience of service, including unfamiliarity with civilian life, making it difficult to secure housing and to manage tenancies Rurality  Somerset is a rural county with South Somerset the largest geographically  Rough sleepers may well go unseen due to the rural nature of the county  Transport is a significant issue for Somerset and can lead to isolation in some of the more rural areas of the county x  In census 2011 around 10% of White British households in Somerset do not access to a car, compared to 15-16% of all other ethnic groups  Internet connectivity is an issue in a number of rural communities which can impact on people being to access services as they go increasingly online Page 317 Page Negative outcomes action plan +Where you have ascertained that there will potentially be negative outcomes, you are required to mitigate the impact of these. Plea

se detail below the actions that you intend to take.

Person How will it be Action taken/to be taken Date Action complete responsible monitored?

Make sure that the housing system can record information Select date ☐ about race

Provide yearly District specific reports on race from the Select date ☐ housing system to establish if there are any trends or issues

Work with Planning Policy Group to make sure there is Select date appropriate resource available for the Gypsy Traveller ☐ community that may become homeless Work with planning teams, housing enabling teams and Select date Developers to deliver smaller and more financially accessible ☐ accommodation to meet the needs of young people.

Work with Housing Associations to make sure processes are Select date in places to quickly and efficiently provide accessible ☐ accommodation when required for when disabled people become homeless.

Complete research into the needs of physical and learning Select date disabilities to understand the potential impact of becoming ☐ homeless on this group. Page 318 Page When reviewing the Commons Letting Policy confirm how Select date victims of hate crime in Social Housing will be supported to ☐ retain accommodation

Select date ☐

If negative impacts remain, please provide an explanation below.

Completed by: SEOG members AF/TR

Date 16/12/19

Signed off by:

Date Equality Lead/Manager sign off date:

To be reviewed by: (officer name)

Review date:

Page 319 Page

Agenda Item 14

Report Number: SWT 54/20 Somerset West and Taunton Council

Full Council – 26 February 2020

Capital Loan to YMCA Dulverton Group (Formerly Somerset Coast YMCA)

This matter is the responsibility of Executive Councillor Member Mike Rigby, Portfolio Holder for Planning and Transportation

Report Author: Paul McClean, Commercial Investment Finance Specialist

1 Executive Summary

1.1 During 2018 Council approved the provision of:

 An unsecured enabling short term loan of £75k and  A secured 25 year capital loan of £675,000 to Somerset Coast YMCA (now called YMCA Dulverton Group) – TDBC Full Council 10 July 2018.

1.2 The loans completed the planned funding package of £1.7 million to enable the redevelopment of the Great Western Hotel at Taunton Station by the YMCA.

1.3 The hotel opened with 10 bedrooms on 17 May 2019, with the remaining 5 rooms plus the offices on 4 June 2019.

1.4 The YMCA incurred an increase in capital costs during the project, together with a funding shortfall, as detailed in the explanatory notes in section 4 below.

1.5 This meant that the project required additional financing of £270k which the YMCA provided from internal resources. However the YMCA have found that this has restricted their cash availability and is now preventing them from progressing with their charitable work, for example developing a hostel in Dulverton and supporting social mobility in SWT areas.

1.6 The short term loan of £75k is due for repayment to SWT on 31st March 2020.

1.7 YMCA Dulverton group have requested an additional secured borrowing facility of £325k from SWT towards the capital shortfall and the refinancing of the short term loan.

1.8 Officers have been working with the YMCA Dulverton Group to determine final requirements for the requested loan finance and to progress due diligence. The timing of meetings and requirement to provide the further loan advance before the end of March requires this report to come forward straight to Full Council, without prior review by the Executive or Scrutiny. The YMCA has approached SWTC with this request given the Council’s security invested in the asset and as a key funder of the capital project, and have not sought finance from any other source. Page 321 2 Recommendations

2.1 Full Council approves the following recommendations:

(a) Agree the principle of a secured capital loan expected to be for 3 years but not exceeding 5 years, repayment terms to YMCA Dulverton Group of £325,000 at beneficial terms to the Council – with detailed terms as identified in section 6 below, to be determined through delegated authority by the S151 Officer and Portfolio holder.

(b) Approve a £325,000 Supplementary Budget as an Investment Loan for Service Purposes in the Council’s 2019/20 Capital Programme. As a capital loan, the principal payments will be treated as capital receipts and will offset the up-front expenditure.

(c) Delegate the Portfolio Holder and S151 Officer authority to agree the final detailed terms and conditions of the loan.

3 Risk Assessment

Description Likelihood Impact Overall As with any loan agreement there is a risk that the 3 4 12 borrower fails to make repayments on a timely basis. The Council’s capital is at risk which could include a risk of non-recovery or delayed recovery. Mitigated by – Due diligence has been undertaken by 2 4 8 Council’s senior management and qualified finance professionals, including review and testing of Somerset COAST YMCA’s business plan and financial appraisal of the borrower including credit checks and appraisal of their financial status. The loan is supported by an appropriate agreement and the terms include a clear repayment schedule with terms to deal with default and delay. The loan will be secured against the asset value which the Council can ultimately pursue in the case of default by the borrower.

Very Medium Very High Very High 5 Low (5) High (15) Likely (10) (20) (25)

Medium Very High 4 Likely Low (4) Medium (8) High (16) (12) (20) Medium High 3 Feasible Low (3) Low (6) Medium (9) (12) (15)

Likelihood Medium Medium 2 Slight Low (2) Low (4) Low (6) (8) (10) Very 1 Low (1) Low (2) Low (3) Low (4) Low (5) Unlikely 1 2 3 4 5 Negligible Minor Moderate Major Catastrophic Page 322 Impact

Likelihood of Description (chance risk occurring Indicator of occurrence) 1. Very Unlikely May occur in exceptional circumstances < 10% 2. Slight Is unlikely to, but could occur at some time 10 – 25% 3. Feasible Fairly likely to occur at same time 25 – 50% 4. Likely Likely to occur within the next 1-2 years, or 50 – 75% occurs occasionally 5. Very Likely Regular occurrence (daily / weekly / monthly) > 75%

4 Background and Full details of the Report

4.1 The original investment by Somerset COAST YMCA was supported by the former TDBC as the project is seen as contributing to the delivery of the employment sites and innovation theme within the growth and regeneration priority, providing start up or incubation space for businesses, co-working space and collaboration spaces. The hotel element of the proposition provides a live training environment for the development of individuals. The redevelopment of the building in this visible location is in itself important for the regeneration of Taunton. The revitalisation of this building will also make a major contribution to the redevelopment of the station forecourt. It will assist in the creation of a new gateway welcoming businesses and travellers to the town.

4.2 The original report approving the Council’s financial support for the project is here:

https://democracy.somersetwestandtaunton.gov.uk/Data/TDBC Full Council/201807101830/Agenda/Item_11_Capital Loan to Somerset Coast YMCA by Taunton Deane Borough Council.PDF

4.3 The hotel first opened in May 2019. The planned opening was delayed by three months mainly due to the unforeseen need to strip the external paint (£80k), and mechanical and electrical (M&E) works requests from the planners together with water mains upgrading (£40k). This resulted in a net total cost over-run of £112k after consuming contingency built into the project budget by Somerset Coast YMCA.

4.4 As well as the provision of loan finance from the Council, the project was assisted through a variety of grant funding applications. Ultimately not all of the anticipated grants were successful, leaving a funding shortfall of £158k. The biggest element of this was a bid for £135k from the Heritage Lottery Fund not being successful.

4.5 This resulted in £270k of the projects up front capital costs having to be financed from the YMCA’s internal temporary cash resources.

4.6 The following headline information relating to the hotel operation since it opened up to 31st January 2020 has been provided to the Council by the management of the YMCA Dulverton Group:

 11,160 bed nights sold  180 conferences hosted  9 rentable offices full from month 2 of opening  Community events held  18 training events held  evening dinner events hosted  2 Women’s Institute events held  12 staff and 2 apprentices employedPage 323  Client list includes NHS, Step Together, Somerset County Council, Somerset West & Taunton Council, Unison, Western College, Exeter University, GWR, SISK.

4.7 From July 2019 the accommodation income has been running on budget. In November 2019 the hotel commenced an Active Pricing Policy which has made them more competitive in the market.

4.8 The café facility continues to show a shortfall, mainly due to the ongoing works at Taunton Station having a negative effect on passing footfall, but the income gap has been filled by good conference sales and is expected to improve following the planned improvements to the station this year.

5 Links to Corporate Strategy

5.1 The proposition supports Key Theme 2 of the Corporate Strategy – business and enterprise. It supports the goal of enabling employment and innovation sites and assisting growth through innovation.

5.2 The Great Western Hotel is in a key gateway position at the entrance to Taunton railway station. The new station entrance will open out opposite the building. The Great Western Hotel will therefore be a highly visible presence when entering Taunton. The redevelopment of this building is therefore also linked to the Council’s overall Taunton regeneration plans.

5.3 The request for a capital loan also provides the Council with the opportunity to issue funding on beneficial terms that both covers its costs and provide an acceptable financial return, making a positive contribution to the Council’s own General Fund financial performance.

6 Finance / Resource Implications

6.1 The YMCA has provided a cash flow forecast. Based on a review of this forecast, should the YMCA Dulverton Group receive the £320k loan, they can continue operating on their current projects which will enable them to make their debt repayments and ultimately increase their cash reserve.

6.2 The proposal is to provide a loan at a fixed interest rate. The loan is being offered on a commercial basis to ensure it is not classified as ‘State Aid’. The interest rate chargeable on the loan will ensure that the Council makes a return on its investment, and more than cover the cost of the external borrowing required from the PWLB (or alternative source acquired through the Council’s treasury arrangements).

6.3 It is recommended final terms are to be agreed by the S151 Officer and the Portfolio Holder. The expectation is that it will be a three year loan, but will be no longer than five years if amended when agreeing final terms and conditions. The current planning is based on an assumption of applying a rate based on PWLB rates concurrent at the time of the advance plus a risk premium of 2.4%. This is the same basis that was agreed with the YMCA for the £675k loan.

6.4 The Somerset West & Taunton Council currently has a first and only charge over the hotel property as security for the £675k loan. This will be increased to cover the proposed loan, providing security totalling £1m. The YMCA management believe the current valuation of the hotel is circa £1.8mPage and 324 are in the process of obtaining a desktop valuation. The Council will obtain its own qualified valuation as part of final due diligence.

6.5 The loan to YMCA Dulverton Group will make a positive contribution to the Council’s budget position.

6.6 The Council will account for the loan as capital expenditure within its own accounts, and as such the principal repayments received from YMCA when the loan is repaid will be treated as capital receipts.

7 Legal Implications

7.1 The detail of the proposal will be referred to SHAPE Legal partnership for advice who will also assist with drawing up a suitable loan agreement. This agreement will be modelled on previous loan agreements that have been delivered by the authority.

7.2 The loan is offered at a commercial rate to ensure compliance with current state aid requirements.

8 Climate and Sustainability Implications

8.1 The management of YMCA Dulverton Group submit that the impact of having a hotel at the station reduces the requirement for guests to travel to alternate accommodation, and by their estimates the environmental benefit to date is 44,640 journey miles saved equating to 8,000,000 gms of CO2 emissions prevented.

8.2 The hotel bedrooms are single use plastic free, using fresh milk in flasks, fresh ground coffee in kilner jars, fresh water in reusable glass bottles, as well as fresh short bread served in kilner jars. So far this has saved an estimated 20,000 plastic bottles, 25,000 uht cartons, 35,000 non compostable tea bags, 28,000 coffee sachets and 26,000 plastic biscuit wrappers going to land fill.

8.3 The waste collection policy is to recycle based on 3:1 ratio, i.e. 3 times more recycled waste collections than waste to land fill. The aim is to get this to 5:1 ratio.

8.4 All of the suppliers are sourced locally and management are committed to reducing the farm to fork miles to around 25 miles where ever possible by using seasonal ingredients.

8.5 The kitchen uses induction cooking systems to prevent the burning of CO2, and lighting in the building is all achieved through LED bulbs and utilises PERs in corridors.

8.6 An estimated 65% of conference guests arrive by train: saving an estimated 20,000 miles, or 200gms per trip and preventing CO2 release of 4,000,000gms.

8.7 It is planned to have three 7kw car charging points fitted in July.

9 Safeguarding and/or Community Safety Implications

9.1 This report relates to the provision of a loan to enable YMCA Dulverton Group to continue to successfully operate what was originally an empty building. The occupation of the building increases natural surveillance in the area creating new activity minimising the likelihood of community safety issues.

Page 325 10 Equality and Diversity Implications

10.1 This report relates to provision of a loan to enable a wider investment and building programme. There are no direct equalities and diversity implications in respect of the financing arrangement recommended within this report.

11 Social Value Implications

11.1 In making this loan the council would be supporting a project that has wider value through the nature of YMCA as an organisation that works with a range of young people. The YMCA currently employ a range of young people in the hotel and hospitality element of the building. This provides employment and training opportunities.

12 Partnership Implications

12.1 The Council will not be a partner in the operation of the hotel.

13 Health and Wellbeing Implications

13.1 The operation of the hotel provides the opportunity for young people to gain skills and employment, which increases their productivity and self-esteem.

14 Asset Management Implications

14.1 There are no direct asset management issues for the council with regards to this report as those fall to the YMCA Dulverton Group.

15 Data Protection Implications

15.1 There are no data protection implications to the Council as it is not involved in the operation of the hotel.

16 Consultation Implications

16.1 There are no consultation implications to the Council as it is not involved in the operation of the hotel.

Democratic Path:

 Full Council – Yes 26 February 2020

Contact Officers

Name Paul McClean, Commercial Name Paul Fitzgerald, Strategic Finance Investment Finance Specialist Advisor and S151 Officer Direct 01823 219521 Direct 01823 217557 Dial Dial Email p.mcclean@somersetwestandtaunton. Email p.fitzgerald@somersetwestandtaunton gov.uk .gov.uk

Page 326 Agenda Item 16 By virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972.

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Agenda Item 17 By virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972.

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Agenda Item 19

Full Council Meeting – 26 February 2020

Report of Councillor Federica Smith-Roberts – Leader of the Council

1 It has been a very busy couple of months since my last report to Full Council, I will look to provide a summary of some of the many events and organisations I have met during that time. Under my leadership whilst ensuring that council business runs as smoothly as possible, taking action in line with our corporate strategy, I have challenged the council to be more outward looking then both of its predecessors. This involves greater engagement with local communities, local businesses but also within the membership we have with regional and national bodies.

2. Civic Events

2.1 Sargent at Mace – Sam Smalldon

It was with great sadness that I learned that Sam Smalldon had passed away on 4 November. At the time, Sam was Sergeant at Mace at SWT and was responsible for attending the Mayor at ceremonies. Sam was a well- respected member of SWT and had been a friend for many years. He will be sorely missed by all at Somerset West and Taunton Council.

2.2 Remembrance

2.2.1 This year’s Remembrance Sunday service was held on 10 November and Two Minutes Silence was observed in Taunton Town Centre at 11.00 am on Monday 11 November. The service is held each year at the 11th hour of the 11th day of the 11th month, to mark the end of the First World War.

3. Community

3.1 Maggies

3.1.1 Following a meeting in October with representatives of Maggies, Friends of Galmington Playing Fields, Musgrove Park Hospital and ward councillors, members of the Executive, James Hassett and I had a further meeting with all those involved and a site visit to MPH to further discuss options for a Maggies Centre. We will be meeting again towards the end of this month to discuss further.

3.2 Minster for Taunton

3.2.1 On 20 November, I met with Nigel Birkett, Chair of St Mary Magdalene Taunton Parochial Church Council to discuss minster status. This will bring

Page 359 many community benefits for the area. I look forward to working with the Church to progress this.

3.3 Exmoor Young Voices

3.3.1 On 10 October I attended the Exmoor Young Voices Summit with the Chief Executive, James Hassett which was held in Exford along with Cllr Fran Smith, Cllr Marcus Kravis and Cllr Peter Pilkington.

3.3.2 Exmoor Young Voices help young residents living and working on Exmoor. Young, resident workers find it hard, often impossible, to stay living in the Park because of barriers to housing, planning, employment, and social mobility. The Summit was attended by key partners, exploring policy and practice, to identify solutions that will reverse this trend. We will be progressing this further this year.

3.4 Exmoor visits and meeting with Town Council

3.4.1 On 17 September the Chief Executive and I visited Exmoor and met with Dulverton Town Council. Whilst there we visited a number of sites including Dulverton Weir and Leat, met with district and town councillors and I had an introductory meeting with the Senior Leadership Team of Exmoor National Park. Our visit was well received and we are going to be visiting again shortly.

3.5 Celebration for a new Ministry

3.5.1 On 6 November I was delighted to attend the Celebration for a new ministry of The Reverend Sr. Elizabeth Shearcroft at All Saints Church, Roman Road, Taunton. It was great to see such community support and spirit.

3.6 Vivary Park Sensory Garden

3.6.1 On 2 October I was pleased to be present at the unveiling of a sensory sculpture - A Tribute to Six Acres in Vivary Park, Taunton. The event was a relaxed and sociable celebration of Six Acres Day Centre which included music and cream teas. A sculpture, entitled Flight of Six Acres Phoenix, was unveiled in the sensory garden. The event was attended by ex- employees and service users of Six Acres Day Centre. The sculpture and celebration was paid for with funds that were raised by Friends of Six Acres.

3.7 Lindley House

3.7.1 On 7 October I visited Lindley House with Chris Booth, Portfolio Holder for Community to see the work undertaken by ARC supporting the most vulnerable in our community. Page 360

3.8 Taunton Food Bank

3.8.1 It was brilliant to be able to donate the food and money given by staff and Councillors to support the work that they do over Christmas. I also dropped off twenty family tickets to the Taunton Ice Rink over the festive season.

3.9 Christmas Festivities

3.9.1 It was a fabulous Christmas season and I hope that everyone had a restful period. In the lead up to Christmas there were fantastic events put on throughout the district and whilst I could not attend them all, it is great to hear of the many voluntary groups, parishes, town councils and businesses that help us thrive and support the lonely, isolated and vulnerable. I was able to attend the fantastic light switch on organised by SWT Communications Team, take my family to Carols in the Park and attend the festive business carol service. I also attempted to ice skate at our successful ice rink, without injury. It is also good to note that I have requested the profit made from the ice rink be used to support local services and offset the carbon cost of the festive activity.

3.10 Pantomines

3.10.1 In the New Year, it was a pleasure to watch the brilliant Wayfarers’ Cinderella and Wellington’s Dick Whittington. We have such fabulous talent locally and great to see such variety in our theatres locally.

4. Economic Development

4.1 Hinkley

4.1.2 Recently I attended Hinkley C to meet with the Director of Delivery to discuss how the largest construction project in Europe is progressing and to ensure challenges and opportunities are dealt with within the district. It was incredible to see the scale of the project first-hand. However, what is most important is to ensure that our community feel the benefits but they mitigate against the impacts. I recommend all Councillors attend the public tours to see the ever-changing site as it progresses.

4.2 Meeting with Onion Collective

4.2.1 It is fantastic to see how the Onion Collective are looking to further the prosperity and opportunities in Watchet that will, no doubt, resonate throughout the whole district. I had a brilliant overview in the autumn with all that they have planned and it is good to see how the project at East

Page 361 Quay is developing. We are working closely with them due to the ongoing issues at Splash Point and the harbour wall repair.

4.3 Meridian Business Support

4.3.1 On 3 October I was delighted to be part of the ribbon cutting ceremony for the official opening of Meridian Business Support which relocated to Deane House. Meridian is the second organisation to share the Council building with SWT - Taunton Police Station opened here in December 2018 after leaving its former home in Shuttern. Deane House is a superb facility within the heart of the community where we are able to offer local people greater convenience by having public services under one roof.

4.3.2 The recently upgraded building also has space to accommodate partners in the private sector and I am delighted to welcome the first of those, Meridian Business Support, to Deane House.

4.4 Somerset Business Awards

4.4.1 On 25 October I attended the Somerset Business Awards held at Weston Super Mare. We have so many fantastic local businesses that are providing a variety of jobs across all industries for local individuals and attracting new opportunities for the district. One of the great successes of the night was Shearwell Data, winning family business of the year and Somerset Manufacturer and Producer.

4.5 Building Thriving Local Economies Launch: Taunton Deane

4.5.1 On 6 November I attended the Building Thriving Local Economies Launch Somerset County Cricket Club. This is an incredible opportunity for us to work across the sector to enhance lives within the district. This is only one of four pilot areas in the country, with Barclays providing resources. Such value is being placed that Sir Ian Cheshire was opening the event and he was interested to discuss all that we were achieving.

5. Placemaking

5.1 Firepool

5.1.1 The next phase of Demolition works are underway and due to be complete in the next 2 weeks. The higher part of the temporary boulevard will be submitted for planning shortly in order to get the temporary boulevard between station and River open in the summer. The Local Development Order has been progressed with Parameter plans prepared to start the scoping study with all Consultees. Ecology and Transport Assessments instructed to support the process. Interviews with the Hotel proposers/developers have been complete and final bids awaited and we expect a circa 130 bed facility. We are also producing the business case for serviced apartments in the building next door. Cinema redesign has produced an 8th screen and the design of this block can now be taken Page 362 forward as one. Delivery options and business case with Carter Jonas for review and advice.

5.1.2 It was also a worthwhile trip to Hull at the end of January to attend the IPW Conference on regeneration through a multi-purpose venue. I believe that we are now in the art of the possible to make this happen, subject to the feasibility studies and financing which we are progressing.

5.2 Coal Orchard

5.2.1 The project is progressing well, on time and on budget. Piling is completed and foundations are being poured across the development, with steel work commencing late February.

5.2.2 Our agents have received enquiries for both residential and commercial units through the holding page at [email protected], and marketing material for both has been drafted and is close to being finalised for publication in early spring.

The project is due to complete in Spring 2021.

5.3 Build it Beautifully

5.3.1 On 9 October I attended an RIBA Build it Beautifully event. The event was held to explore the creative opportunities of the Garden Town. Following on from The Vision for the Garden Town the Council’s draft Design Guide was launched at the event - as part of a six week process of consultation. The event brought together a range of local stakeholders to identify what is distinctive about Taunton’s architecture and landscape and how this can be built on, as the Garden Town takes shape.

5.3.2 The event showcased design excellence in Taunton and nationally and offered creative opportunities to expand on the draft Design Guide for Taunton Garden Town and meet the challenge of a climate emergency. An article appeared on RIBA Architecture.com and click here for the link. . 6. Local Government

6.1 Transformation – Lessons Learned

6.1.1 We have now received the South West Audit Partnership’s audit into the Transformation programme that was led by the previous administrations of Taunton Deane Borough Council and West Somerset Council. This report has confirmed the challenges I have faced since becoming Leader in May. There are many lessons to be learned and the report demonstrates how we have been hampered both financially and resource wise to go at an even greater pace to achieve our aspirations.

6.2 FOLGIS

Page 363 6.2.1 The Leaders of Somerset’s four District Councils have come together to move forward with plans for unprecedented and deep-rooted collaboration to deliver a better system of local Government in the county that will be more integrated, efficient and work better for communities.

6.2.2 This followed a lengthy and detailed set of discussions, studies and proposals involving all five authorities and experts in local government. It is also contrary to a proposal from the Leader of Somerset County Council for the District Councils of South Somerset, Mendip, Sedgemoor and Somerset West and Taunton to become a single unitary authority with Somerset County Council. The announcement from the Leader of SCC came as a surprise to us. Of the options presented to all of us in the final report, full unitary status does not provide the biggest cash savings, it causes the most disruption to services and it takes away that vital link the district councils have with their local communities in our large and diverse area.

6.2.3 As district councils our aim is to create a better Somerset for everyone by working to improve services and life for all our residents, businesses and visitors. District councils in Somerset have already undertaken radical change and transformation programmes and as a result are financially sustainable and protecting services to communities. Where we have worked together it has been a success. From legal services to waste collection our partnerships have been efficient and cost-effective. We have a track record of collaboration that works. We want to build on that and take it to the next stage.

6.2.4 The leadership of Somerset County Council want to spend millions of pounds of your money on a unitary plan that will take years to implement. We think that time and money can be better spent on our communities and the services they rely on. The aim is not to simply cut costs, our intention is to find a way, through the better use of our resources, to sustain vital services now and for the future

6.3 Heart of the South West LEP

6.3.1 The Joint Committee is the Leaders of Somerset and Devon working together to have one voice to Government and to work on the challenges and opportunities that we all face. Recent discussions have included devolution, combined authorities, climate emergency and local industrial strategy.

6.4 LGA Annual Local Government Finance Conference

6.4.1 At the beginning of January I attended Smith Square for the annual conference. Keynote speakers included government ministers, LGA officers and commentators. We received updates on the current government position, what the future may look like and also the extent of cuts over the past 10 years along with the EU withdrawal.

6.5 South West Councils

Page 364 6.5.1 At the end of January representatives from Dorset, Gloucester, Devon and Somerset met to discuss climate emergency, EU withdrawal and the Government’s new resettlement scheme. I am keen to progress this and working with officers to help more refugees and asylum seekers in need.

6.6. District Councils Network Annual Conference

6.6.1 On 6 and 7 February I attend the DCN Annual Conference in Kenilworth. The District Council Network Conference held in Kenilworth was a two day event for all districts across England to come together to share ideas.

6.6.2 Discussion took place on a range of subjects including finance, the future of local government and the role of unitary authorities and how we can help support the high streets in a changing retail environment.

6.7 LGA Training

6.7.1 Since becoming Leader I have attended a Local Government Association Leadership Academy Programme, accredited by the ILM and also the Commercial Investment Training.

6.7.2 The Leadership Academy is the LGA’s flagship development programme for councillors in leadership positions. Tailored for the current challenges faced across local government, the Leadership Academy delivers for local leaders a step change in leadership behaviours, strategies, skills and mind- set.

6.7.3 The training comprised of three modules focusing on:

o leading through relationships - how councillors can develop, maintain and use relationships (both internal and external) to provide effective leadership at the political, organisational and wider community levels.

o leading innovation and change - develop councillors’ ability to lead and manage complex change to improve effectiveness and efficiency and to achieve better outcomes for the community

o leading communities and place - focus on helping councillors to communicate with and provide leadership to their communities and within partnerships to achieve growth and prosperity

6.7.4 The Commercial Investment Programme gave further insight into the changing nature of local government finance, the challenges of providing excellent services with limited funding from central government.

6.7.5 I found the course extremely useful and it was a great opportunity to meet Leaders of other Councils. We have a development budget for all Councillors to use and would be good for all to look to see about attending. Page 365 Environment and Climate Emergency

7.1 Taunton Environmental Network

7.1.1 It has been informative to have met with TEN and to update them all on we are doing locally. We are organising a briefing with them to update them on our plans for the district along with organising a meeting with West Somerset groups.

7.2 Extinction Rebellion

7.2.1 Members of the Executive and I have met with members of Extinction Rebellion a couple of times recently. They have been a great support in promoting our climate consultation events and feeding into what we are looking to achieve.

7.3 Bereavement Services

Our Bereavement Team are starting to progress their Business Plan to provide even better services along with providing a variety of options that also fit within our environmental aspirations.

7.4 Somerset Waste Partnership – Feed My Face, Slim my Waste Campaign

7.4.1 SWP are currently rolling out their new campaign to promote further food waste recycling. You will see, in the coming days, stickers and promotional advertising to make our recycling percentages even better than they are. Whilst we are waiting for the roll-out of ‘recycle more’ with the additional kerbside collections, I recommend that you all see what our recycling centres can take. I look to recycle my plastic waste there whilst awaiting the kerbside launch in 2021. This can, therefore, mean we are all individually playing our part to assist in reducing our carbon footprint. It also helps you to see what you are using and how you can make changes to reduce your plastic consumption.

7.5 SRA

7.5.1 The SRA recently met to plan the projects for the year. It was positive to see the continued support of TSFAI project along with some funding for smaller projects in the district.

8 Arts and Culture

8.1. Finding the Lost Words

8.1.1 On 24 October I attended Finding the Lost Words at Queens College, Taunton, an event co-organised with Arts Taunton and Go Create as part of Arts Taunton’s inaugural Taunton Youth Culture and Arts festival (TYCA) inspired by the beautiful book ‘The Lost Words’, written by renowned Page 366 nature writer Robert MacFarlane and illustrated by Jackie Morris in response to the loss of nature in children’s lives and a celebration of nature in all its glory. The event was hosted by our president Stephen Moss, a BBC Natural History producer and writer.

8.1.2 Somerset Wildlife Trust delivered nature connection sessions to around 180 children in four Taunton schools (3 primary and one secondary) and these were followed up by Arts Taunton poets and Go Create artists to help the children create lovely visual and spoken work all inspired by the nature they have discovered around them. At the event the children, teachers and parents came together in celebration to display their art work and read their poems aloud to the audience.

8.2 An Evening with Sir Tim Rice

8.2.1 On 31 October I was delighted to attend an Evening with Sir Tim Rice in conversation with his songs performed by talented young singers from across Somerset hosted by Arts Taunton. The charity gala evening was held to mark the opening of the first Tyca festival.

8.3 Arts Taunton Statue

8.3.1 It was a pleasure to meet with Arts Taunton on 9 January and support their plans for a statue at Creechbarrow Hill beside the main entrance to the town as an iconic statement of Taunton’s rich past, its aspirations today and its belief in a vibrant town.

8.4 Brewhouse

8.4.1 I was sorry to hear that Vanessa LeFrancois is stepping down as CEO of the Brewhouse. I wish her all the best for the future. We are keen to continue to support the Brewhouse with the £132,000 grant and maintenance support. I recommend you all see what they are showing in the springtime. I have seen some excellent productions in recent months.

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Councillor Federica Smith-Roberts

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Full Council Meeting – 26 February 2020

Report of Councillor Benet Allen - Communications

Attended a conference about culture in the rural economy with the Arts Council and other Local Authorities, including from Cornwall and a range from the East of England mainly.

 A few headlines included the focus on culture and creativity being about social cohesion, public health and wellbeing and about shared experiences, helping to define place. Of 820 NPOs, only 37 had a rural postcode.  A key issue for this sector is that the Standard Industrial Classification codes or Location Quotients do not accurately capture the range of activity or its impact, as LQ tends to focus on the density/agglomeration of businesses in a specific location (tending to be a city) rather than a distributed sector in a rural context – this impacts the ability to produce evidence in a format to leverage funding from central Government.  The Arts Council has launched a new strategy “supporting a thriving cultural and creative rural landscape” and views Local Authorities as a key strategic partner locally.A new 10 year strategy was published 10 years ago called LETS CREATE with a focus on three areas of aspiration – to encourage greater expresssion of creativity and that of others, more villages and towns to flourish through a shared approach to culture, a thriving professional arts community connecting individuals with arts organisations and working internationally  In October 2019, the Arts Council launched a cultural investment fund of £250m over 5 years – libraries have a key role in a rural cultural partnership and Libraries Unlimited oin Devon have been granted NPO status  A cultural toolkit will be available from the LGA on 2ND March to help develop cultural strategies called LGA Cultural strategy in a box and will be published on their website  Cultural in a rural community helps to address issues such as social isolation, contribute to health and happiness in terms of social proscription  The national rural touring forum will have a local representative to bring national cultural to rural locations

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Full Council Meeting – 26 February 2020 Report of Councillor Chris Booth - Community

A big thank you to all the staff I am working with for all the hard work they do and the endless tasks they face.

Voluntary and Community Grants

As you will have seen, our voluntary grants are being continued at the same rate as per the year before when they were given by the two previous councils. Due to the pressures on staff time, our initial review came in November and it was felt that trying to change things at such a late point wouldn’t be wise when many groups, etc need more notice of any changes to their forthcoming budgets. Throughout this forthcoming financial year, we shall review all those who receive grants from this council and assess the budget.

Citizen Advice Bureaus

Likewise, you have seen that we are giving both CABs in our districts one-off grants on top of the annual grant we already give and the one-off grant the Shadow Council gave last year. The role of involving a consultant has caused some concern at Scrutiny and Executive meetings, particularly with regard to West Somerset Advice who have done so much to get to the point they are at. I appreciate we are not the majority grant giver to the CABs but the Councils are all in unison on the issue to ensure we have taken all steps possible to help. While the CABs require a second one-off, there is nothing wrong with asking for some external review in return. However, everyone in this council knows how many people the CABs help and really, their existence means less people through our doors using our staff time; if they ever need urgent help, we are always here to help as much as possible.

Also, I can only urge the County Council to rethink their decision to cut their core grant to the CABs which has meant we, once again, have to pick up the pieces.

Minehead and Watchet CCTV

I am meeting with Scott Weetch for an update on the Minehead and Watchet CCTV systems after I have submitted this report. I am happy to give a verbal update at Full Council or speak to members who have concerns over this.

Rough Sleeping - Severe Weather Emergency Provision

It’s been a very turbulent start to 2020 with the weather. Unfortunately there are still a number of rough sleepers around the district. Fortunately, there are night shelters at the Beach House Hotel in Minehead and at the Salvation Army Centre in Taunton. The Salvation Army Centre operates all Friday and Saturday nights from November to March. This will open up when SWEP is called and as you can

Page 371 imagine, there were a lot during Christmas and January. The Beach House Hotel has proven to be a bit sporadic in terms of providing the needed accommodation and is often subject to how busy they are, so we are currently looking at an alternative venue in Minehead to bring the process in line with the Taunton operation.

Though we have staff support, a lot of the work to help rough sleepers is done by volunteers. At this point, I would like to give a big thank you to my shadow portfolio holder, Cllr Kelly Durdan, who has helped organise a pool of volunteers in Taunton to make sure there are enough people on site as well as organising the likes of hairdressers to come down and help some of the rough sleepers. If any councillor wishes to help, has skills to offer, or knows anybody who could offer any help to some of our most vulnerable in society, please let Kelly or I know.

We are currently working on a way to ensure the night shelter in Taunton runs throughout the year. I have also been assured by our Streetwise Team that there is a drop in anti-social behaviour when the night shelter is operating as a sign of how significant this operation is.

PSPO

Our new Public Space Protection Order is due to go to public consultation on 24th February 2020 for six weeks to help fight against anti-social behaviour in the town from issues such as public urination or aggressive begging, as well as many others.

This is only being done in Taunton at the moment to see how it works and if all successful, it will be pushed out the rest of the towns in the district. It will cover areas of Taunton from the town centre, our major parks and Hankridge Farm (mainly with regard to car racing).

What we are keen to stress is that it is not a money making exercise. Often there will be repeat offenders but what we want is not for them to be constantly fined but for us to use this as an engagement tool to help change behaviour by working with them. This is why we have the Police on board to enforce while our staff will do the admin side. Some councils employ private security to enforce their PSPOs but we feel this wouldn’t be suitable when we are trying to help people as well as improve Taunton.

This will complement the DISC system which is steadily increasing amongst businesses in Taunton and has helped cut back on theft and convict offenders.

I can send around the draft PSPO if members wish to see a copy.

I am aware that Taunton Deane Borough Council set out a previous PSPO but unfortunately it has so many flaws that it wasn’t able to be implemented.

Health and Wellbeing Board

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The on the back on the inconsistent record Somerset County Council has with regard to childcare over the past few years, SCC are putting in a new ‘Recognised Practice Model’. This is a model that would be the first of its kind in the South West and is currently running in Hertfordshire since 2015 (the last Ofsted inspection rated their service as ‘Good’). In essence, the model is about better working of multi-agency working as well as integrating adult social workers to create teams to deal with many complex needs. This is to come into place for 2021/22.

One poignant discussion came regarding a topic of women who have had two or more children taken away. SCC are to begin working with a charity called Pause to help address the needs of these women whom often find their first experience of dealing with a local authority is having their children taken away. Owing to the increasing pressures on our own staff with dealing with vulnerable tenants, I have asked that we look into working with this charity to support any tenants going through these troubles.

There are also increasing efforts to help develop a strategy to develop our future nurses and how to retain them in Somerset owing to concerns that just 209 nurses were employed from outside the UK in Somerset last year and 25% of our workforce now over 55 meaning the gap in what we need continues to widen. Sectors such as mental health which are now development areas aren’t creating new staff but rather taking existing staff from the rest of the health sector which only exacerbates matters.

Avon & Somerset Police Crime Panel

The most notable update is the £10 precept rise which will help to pay an increase in resources, notably, an extra 403 police officers by 2023, as well as 75 new police staff investigators and 15 new PCSOs. Really, this is the first time in 7 years the rise in precept has not gone on spending on deficits in the budget.

Though there were many concerns about this rise, Sue Mountstevens expressed that the money that the Government has committed will not be coming in the timescale desired and with increasing demands, the progress the panel wanted to see of the Constabulary needed a more immediate injection. There was also a working assumption that the precept increases would be capped over the next three years to 1.99%.

One Teams

I do have concerns with the direction of travel of our One Teams as the Police, who previously held key administrative roles, have now decided to pull out. I am less concerned about Wellington which seems to have an excellent and productive model of many agencies and community leaders but I shall keep an eye on how East Taunton and North Taunton are performing.

WSOA Partnership

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The West Somerset Opportunity Area Partnership is in its last year of official operation although there is hope the Government will extend it for one more year.

The main focus is now about legacy building to make sure that the progress made in West Somerset in education, family support, etc does not go back to how it was in 2017.

There are many examples of progress from the highest number of children going to Oxbridge from West Somerset this academic year to a vast reduction in NEETs from 13% in 2016 to 5% at the end of the 2019 academic year.

Holocaust Memorial

A big thank you to all members and staff who attended this incredibly moving service which had speakers from all communities, age groups and backgrounds.

Hinkley Point C Grants Panel

As per ever, I encourage members to make sure our district is well represented in the bids to the Hinkley Point C Grants Panel as it is so heavily Sedgemoor- focused. Especially relevant when the offsite staff for Hinkley in West Somerset has increased from 6% at the start to now 23%. There is also now 15% of the offsite workforce in Taunton Deane.

Two organisations of relevance gained funding at the most recent meeting. Workwise in Taunton, who offer support to job seekers who need support such as CV writing or IT skills, will increase their operation from one day to one and a half days. Minehead Eye also has gained funding to support two youth workers to work across West Somerset in colleges, schools and youth groups to increase resilience and wellbeing.

Skills Up

We have two of our West Somerset locality team working part-time for Skills Up. Skills Up is a project to support the community and businesses in West Somerset with their skills and apprenticeship journeys; they offer support to employers.

With the support of Hinkley Money and other bodies, they also help run employment workshops across Somerset in Williton, Stogursey, Watchet, Dulverton and Minehead.

Can I ask members to do all they can to promote a careers and jobs fair at the Crazy Horse in Butlin’s on Thursday 19th March from 4pm - 7pm. This will also include employment opportunities for Hinkley Point C.

And Finally…

Page 374 I will continue to end on a positive note and I would like to give a thank you to Green Days for helping us by volunteering the clear paths around Taunton during the wintery weather. Green Days provides care and skills for people with varying abilities and provides very welcome support across the Taunton area, as well as also running a retail store in the High Street!

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Full Council Meeting – 26 February 2020 Report of Councillor Ross Henley – Corporate Resources Finance The Executive presented its proposed revenue and capital budgets for 2020/21 to Full Council on 19th February. It was extremely pleasing and positive to present a balanced budget position, in the face of ongoing financial challenges and uncertainty for this council and indeed the local government sector as a whole. We will continue to focus on keeping costs down through modern and efficient ways of working, and have embarked on an ambitious programme of investment to generate addition income that is essential to ensure our vital services remain affordable in the medium and long term. I am reassured that the Council remains in a healthy financial position. Our S151 Officer has advised that our budget plans are robust and our reserves remain in line with targets. We have also been prudent in holding appropriate contingencies to mitigate financial risk such as potential volatility in business rates and rental income. Work will soon begin on early preparation for the 2021/22 budget. The finance team will also be working with our new director team to reorganise the Council’s budgets and accounting system to align with each director’s area of accountability and responsibility. There is a strong focus and commitment to improving financial reporting and bringing in a more detailed budget structure that enables more granular reporting. Equally we plan to develop our public reporting to make financial performance information more succinct and accessible – feedback from Members as this comes forward will be very welcome. The service is now focussing on its preparation for Somerset West and Taunton’s first financial year end and producing the annual set of accounts. Our budget monitoring indicates we remain broadly on track to operate within budget in the current financial year. We expect our external auditor to progress their interim year end testing in March. The S151 Officer is currently working with Grant Thornton to confirm when the final accounts audit work will be completed. Updates will be reported to the Audit Governance and Standards Committee in the usual way.

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Customer Services Customer Services performance for the last quarter was as follows:

Calls Abandoned Average Wait Time November 16,192 8% 1 minute 9 seconds December 10,740 4% 46 seconds January 13,957* 7% 1 minute 13 seconds

We have initiated an automated telephone Customer Service survey to assess customer satisfaction and have been analysing the results. While it is encouraging to get positive praise from our customers we can learn a lot from those customers who are not satisfied. We have had 434 messages recorded with our customer’s view and our intention is to learn as much as we can from the feedback we get and use it to target areas of customer dissatisfaction. 41% of customers rated their experience as ‘Excellent’ 57% of customers felt their call had been answered quickly 68% of our customers felt the Champion who spoke to the was knowledgeable and helpful From the 3rd February we will be reducing the Complaints resolution target from 20 days to 10. We will also be providing weekly reports to enable managers to help their teams respond at their earliest opportunity.

Benefits The Benefits function assesses and pays claims for Housing Benefit, our local Council Tax Reduction Scheme and Discretionary Housing Payments. The prompt assessment & payment of benefit is key to supporting vulnerable customers, minimising debt problems & maximising income for the authority.

New claims and changes of circumstances continue to be processed quickly and within the statutory timeframes. Overpayment recovery remains on target We have undertaken a Lean Process Review of the Benefits processes which has identified process changes which will enable us to improve service delivery and process claims more cost effectively. This includes the reintroduction of ‘there &

Page 378 then’ processing, the semi-automation of changes notified by the DWP & staff training.

Revenues The Revenues function is responsible for the billing & collection of £99m Council Tax and £60m Business Rates which includes assessing entitlement to discounts, exemptions and reliefs. Prompt and accurate billing is critical to minimising debt and maximising income. Collection rates remain high and on target for both Council Tax & Business Rates Preparations are well advanced for the new-year billing process for both Council Tax and Business Rates, which is scheduled to take place following the setting of the Council Tax on 19 February 2020. The only significant legislative change this year is the government’s recent announcement of the extension of business rate relief for pubs, retail and local newspapers. Our software providers have advised that they should be able to implement the necessary software changes in time to allow us to calculate the correct charges for annual billing so we should not have to re-bill at a later date We are intending to promote paperless billing through the annual billing exercise and will be adding text to the envelopes directing customers to our website to set-up paperless billing We are in the process of signing contracts with new enforcement agents following a successful procurement exercise which assessed performance and support provision for vulnerable customers. We have appointed two new contractors, Dukes and Jacobs and will shortly start referring cases to them

Income The Income function is responsible for bringing in revenue to the council – including Council Tax, Business Rates, rents and miscellaneous income (approx. £100m). We have hit the collection target for miscellaneous income for this year and are now introducing paperless direct debits for all fund types The current key focus for the team is the Rents year-end process and the issue of new rent notifications. This year will see the first rent increase in five years, due to the previous 1% rent reduction being applied. Our performance in paying supplier invoices within our payment terms has now significantly improved and is now at 94%, just short of our target of 95%. We are also implementing optical character recognition (OCR) software to enable us to automatically read information from invoices and index them. This will help to speed up our payment processes further.

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HR Policies The HR and People team are developing a neurodiversity policy with a focus on supporting customers and employees and to help provide guidance on recruitment. This policy will raise awareness and support for people with a range of conditions including autism, ADHD, dyslexia etc. A new Neo-natal policy is also in development so that the Council is able to better support parents who have premature babies. The policy will comply with and potentially exceed requirements of legislation currently being consulted on. Thankfully this affects a small number of staff in the Council but is an important policy for those affected. Pension Policy As the councils rep on the Somerset pension committee I have been in discussions with officers regarding the various investments made by the pension scheme. I have informed the committee that I will be formally raising my concerns at a number of the specific investments the scheme makes. I want the pension scheme to have ethical investments policy and plan to bring a motion to this council to this effect. I may not be successful straight away but I am determined to ask questions and start a debate on this issue.

Page 380 Full Council Meeting – 26 February 2020

Report of Councillor Marcus Kravis – Asset Management and Economic Development

Section 1 – Asset Management

1.1 Estates Surveyors continue to provide specialist expertise and guidance on Commercial Investment’s Special Projects, notably on developments at Coal Orchard and Firepool and Commercial acquisitions.

1.2 Assets continues to support Commercial Investment Acquisitions.

1.3 As a team Asset Management has continued to carry out work on confidential projects.

1.4 Land at Seaward Way – Discussions are ongoing with Magna and Snazaroo

1.5 The Lease for partial occupation of Building 2 to Novanta at Taunton Technology Park has been completed. They have moved in but are yet to commence fit-out work.

1.6 The programme to acquire additional Housing Revenue Account dwellings for social rent, in order to increase the Council’s stock of Affordable Housing and to utilise additional Right to Buy receipts continues. Properties are acquired at market values in areas where the Council already holds stock. All programmed acquisitions have been completed for Q3 to a total of £1.82m. Three are agreed for Q4 with one under offer, At this point in time we are ahead of target for Q4.

1.7 Meridian are operating out of part of the ground floor of Deane House. The process of finding tenants for the unoccupied areas is continuing. Interest has been expressed by multiple bodies and it looks likely that tenants will be found in the near future.

1.8 The Capital Receipt programme is continuing and is looking to reach targets set for this financial year

1.9 The current figure for the increased revenue in this financial year exceeds half a million. This figure has been helped by the acquisition of sites like the former Thales site and the Gaumont Theatre.

1.10 Over the course of the year we have had Vail Williams looking into the business rates we are paying. So far this has led to £399,744 in savings with a further £157,500 expected in savings from pending cases.

Page 381 1.11 The Commercial side of Asset Management has taken on responsibility for Facilities Management and new processes have been put in place for pool car management, compliance, monitoring for tenanted and corporate properties. 1.12 Corporate buildings are being actively managed including ongoing snagging at Deane House.

1.13 Case managers within the facilities team have undertaken training to be able to take ownership of all BAU requests received on a daily basis

1.14 Provided information relating to Carbon audit, working on ways to have information more readily available for future audit requests.

Section 2 – Major Projects

2.1 Coal Orchard

 Procurement exercise underway for residential conveyancing and property management.  Commercial Leases will be dealt with by Shape Mendip.  Work is fully underway on site and is ahead of schedule at this point in time. 2.2 Firepool

 Works are being carried out to improve lighting and walkways around the Viridor side of the site.  Demolition is underway  Currently awaiting proposals for drainage improvements. 2.3 Brewhouse

 Liaising with the Taunton Theatre Association to grant a longer lease with appropriate break clauses  A longer term to the lease will enable TTA to seek grant funding although they still wish for support from Somerset West and Taunton Council

2.4 Reconstruction of Watchet East Quay

 On the 11th February we were made aware of a further failure to the splashpoint wall. Following site visits there was found to be a loss of the temporary repair that was undertaken in December as well as the loss of the remainder of this section of wall, somewhere in the region of 30m in all.

 Further investigations at low tide have shown that in losing the remainder of the 1860’s wall the wave action has also washed out much of the material that went into filling and protecting the hole before Christmas. There was a view that in normal tidal and weather conditions for this time of year it would be sufficient until a more permanent solution could be put in place. Storm

Page 382 Ciara, has brought with it very high tides and strong winds, and it is the direction of those winds that have had such an impact.

 Some of the material from the old repair is still in place and is providing some protection to that area. There will be a delivery of 10-12 two tonne rock bags put into place on the 12th February, this gives some limited protection until the main works can begin on the 13th February.

 To enable the main works Kier have sourced a 50 tonne excavator from Birmingham and appropriately sized stone from Cornwall. Chris Hall has met with the Onion Collective and Midas on the 11th to discuss our likely vehicle movements and any impact on their build programme.

 Whilst this is emergency work our designers and contractors have been instructed to turn this into the permanent scheme to prevent any risk of further failures.

Section 3 – Economic Development and Inward Investment

3.1 Economic Development Strategy commission  The economic development strategy has been approved by informal and formal Executive and is to be considered at the full Council meeting in February.  A comprehensive workplan has been developed for 2020-2021  Two glossy summary brochures will be produced, one for Government and key stakeholders and one for businesses during March 2020 which will include summary content and associated actions.  These will initially be launched at our first business business breakfast briefing in Taunton on 2nd April.

3.2 Strategic partnership working

3.2.1 Somerset Growth Plan The economic development team will be represented at the County Council workshops with other Districts in February and March in helping to refresh the County’s Somerset Growth Plan. This will align our individual and collective priorities and actions going forward and will focus on improving the current business support offer as well as how to exploit future sector and other emerging opportunities.

3.2.2 Exmoor Rural Enterprise programme Work continues on the engagement and evaluation of Exmoor business needs questionnaire and 1:1 discussions which will feed into a strategy and action plan to be developed by the economic development department of Exmoor National Park in Spring 2020. The team are working as part of the steering group to ensure that our rural related business support programmes are aligned and contribute to implementation of the strategy and action plan where possible, once developed.

3.2.3 Heart of the South West LEP Coastal Productivity Plan Page 383 A LEP working document has been drafted, working collaboratively with the coastal areas of the LEP to make a case for special consideration in terms of future productivity and the Local Industrial Strategy. It focuses on coastal towns and resorts, recognising the differences but areas of common interest that might make a tangible difference, building on previous activity and investment from Coastal Community Funds etc. and areas where we think Coastal communities need more support from Government centrally in future funding calls.

3.2.4 Barclays Thriving Local Economies 3 year Rural pilot There has been good progress made with key stakeholders on the evidence gathering around the local economy and its needs, which is very much attuned to our own economic development strategy assessment. A document for discussion has been shared with key stakeholders during February and the economic development team has proposed a meeting with Barclays local representatives to align some of the suggested ideas with activity and partnerships on the ground, so there is no duplication but value add and how the ideas presented can be taken forward and embedded. The proposal is to have a monthly forum at a more operational level and a more strategic overview board on a quarterly basis to discuss progress.

Some initial projects have been launched and discussions held around social mobility and inclusion in Halcon, enterprise start up and support including scale up and also a focus on the Digital Taunton opportunity linked to the national innovation centre network of Eagle Labs. These discussions are progressing well in their early stages.

3.3 Innovation Zone on the Firepool strategic employment site in Taunton

3.3.1 European Regional Development Fund (ERDF) bid for Digital Innovation Centre on Firepool The Expression of Interest for capital funding to build the first phase of a digital innovation centre on Firepool was approved in early January 2020 and we are now working on a full business case which needs to be submitted by 20th March 2020. If successful, we should know the outcome in June/July which will allow us to move towards developing a funding agreement and detailed project plan for capital build on Firepool. UKHO, Bridgwater and Taunton College, Digital Taunton, Microsoft and Exeter University have all been consulted and will form part of the Strategic Advisory Board.

3.3.2 Engagement with Nexus 25 The economic development and enabling development team met with Cushman Wakefield and Henry Boot to establish the current status of their development plans for Nexus 25 and jointly working together on marketing and attracting businesses to the site. They have a proposal into planning for consideration which is LDO compliant and will be visiting the planning team shortly; I am ensuring economic development are involved in future meetings.

3.3.3 Climate change programme

Page 384 The team has supported the first joint Industry and Business Climate change workshop held at Taunton Rugby club in January 2020 to help inform the development of an action plan.

3.4 Business Rates Pilot The Somerset Business Rates Pilot business case for funding allocation have been agreed. At the beginning of March, some of this funding calls will be put out to tender and also for applications to be submitted across a range of economic development themes including: pre-business and enterprise start up support, scale up support, entrepreneurship training for export and Artificial Intelligence, Innovation bootcamps, carbon reduction grants linked to the climate change strategy, inward investment research, promotion and lead generation as well as unlocking key employment sites - especially Firepool for which we have already had an application for £250k approved in support of the Digital Innovation Centre ERDF bid.

3.5 Business engagement and relationship management A business engagement strategy has been produced and subsequently it has been agreed that a series of business briefings will take place quarterly over the year, including the first Business Breakfast briefing in Taunton on 2nd April in conjunction with Taunton Chamber and the FSB. Other briefings will in future be held in Minehead and Wellington as well as some informal business round table in addition to a series of 1:1 meetings being rolled out. Some of which will feature the top 20 businesses and top 20 public sector and institutional partnerships.

Inter team training has taken place on Alcium Evolutive CRM system providing demonstrations on how each department may benefit from using Evolutive and the Property Search function. There has been extremely positive reception to the product. Teams shown have included: Assets, Planning, Strategy and Customer Services.

3.6 Development and promotion of the District wide inward investment offer The economic development team have been working hard to develop and launch Alcium Evolutive, capturing a series key strategic business engagements and follow ups involving business growth and retention as well as launching a publically available employment land and premises search facility, including our own assets This is going to be further developed in March as we engage local agents on a workshop to review the Local Plan and who will be asked to share and upload their premises availability and changes on a monthly basis. The economic development team is on the steering group of a County wide Inward Investment programme, funded by business rates pilot funding, to research and evidence our sector strengths and develop marketing collateral as well as refresh a Somerset inward investment portal as the first key steps. We are working closely with the Local Enterprise Partnership who will be looking to launch a fund to support those businesses relocating from outside the County to Somerset shortly.

Page 385 3.7 Leaving a lasting and sustainable economic legacy from Hinkley C and its communities The economic development team has ensured that it has committed the majority of the three year programme business support and skills underspend for the period from 2017-2020. During March and in anticipation of the new three year rolling programme, we are working with the Hinkley Programme Officer Robert Downes to bring forward a plan for the next three years for both skills and business support. We anticipate this will be brought forward the Executive in April 2020, taking into account the discussions which have been taking place with EDF and stakeholders about leaving a lasting legacy.

3.8 Local Plan and Affordable Employment land The criteria for the rural Local Development Order (LDO) has been developed and is currently out for consultation. We are also planning a workshop with local agents and developers to inform the Local Plan consultation where we will also launch formally our key employment site property search function for individuals and others looking for property will be able to access directly with their information captured for follow up. This will also include our own property portfolio details uploaded by the assets team.

3.9 FAME business database Significant work has been done on manipulating and using this business intelligence source to inform our strategy and to communicate with businesses and segment them to be able to target communications directly. It is providing a valuable investment for the team and others across the Council.

3.10 Education, skills and training

3.10.1 Working on application for DWP Community Support grant – looking at pre-employment engagement activities in partnership with other providers.

3.10.2 WSOA/Hinkley Action plan – completed end of Feb 2020

3.10.3 A district wide skills strategy has been completed at the end of February 2020

3.10.4 Hinkley landscape budget – a conversation being held with Quantock AONB regarding skills training (who have just received £1.8m from National Lottery Heritage Fund). The award will allow the £2.6m, five-year scheme to begin delivery to enhance the landscape, natural environment and provide more opportunities for people to engage and enjoy the 200km2 scheme area. Also looking at working with Simonsbath sawmills to provide skills training.

3.10.5 West Somerset College vocational area - Mary Payne, Skills for Nuclear coordinator has spoken to a private training provider who is developing the curriculum with ECITB and the MEH Alliance for the Silver and Gold level training programmes and they are interested in investigating delivery for the Bronze (entry) programme at the College. A site meeting for the beginning of March 2020 has Page 386 been arranged so that they can look at the feasibility and costs for re-purposing / re-equipping the unused facility. The mobilisation timescales on site mean that we are probably looking at the beginning of 2021 for delivery in West Somerset but this will be confirmed over the next few months.

3.10.6 Social Value and Local Labour Agreement – presentation by Karen Blacklaw from CITB to officers and Councillors arranged for 24th March 2020.the Construction Industry Training Board (CITB). Documentation is underway for a for committee report.

3.10.7 Ixion training (National Grid s106 skills training) – meeting with SCC 13.2.2020 ref progress and confirmation of delivery and outcomes – will update for next meeting.

3.10.8 West Coast 360 programme – working on next steps – review of purpose and TOR ref way forward including website

3.10.9 Exmoor Young Voice - positive meeting with EYV, Cllr Pugsly, ENP planning Partnership manager and Wessex loans ref affordable/self-build homes under the Special Projects Grant. A pilot Pilot project is being drawn up with EYV, ENP, Wessex and SW&T. Main issue with mortgage lenders once property built. Self build excellent way for retaining young people on the Moor (employment etc) and skills training (construction)

3.10.10 Events: Careers Fair (19th March). Affordable Housing and employment event (1st July). Sector specific events (care) currently liaising with JCP to link with programmes of delivery.

3.10.11 Skill Survey – using LEP survey and paying for report for WSOA only (Wavehill). Report format as follows: The report will include visual aids (graphs & charts) to present the findings in a clear manner as well as qualitative responses, where appropriate, to provide rich and descriptive information highlighting certain findings. As this is a presentation of evidence gathered through the survey, and not a recommendation making document, the conclusions will summarise important findings in the market and regional context.

3.11 Employment Hubs There are a range of offers being provided by the Hubs which include: fully funded distance learning courses with tutors to help. This includes courses as diverse as: Childcare and Education. Business Leadership and Management. Health and Social Care. Retail and Hospitality. Personal Development and Employability. Health and Well being. These courses hope to meet people’s needs and requirements and are also mapped to the West Somerset Opportunity Area’s (WSOA) Identified needs. An employment hub co-coordinator position is being advertised – the closing date 24th February, this will be a 2 year fixed term contract of 22 hrs week to drive the hubs forward.

3.12 Hinkley Tourism Action Partnership (HTAP) Page 387 The Hinkley Tourism Action Partnership report on HTAP Phase 4 Action Plan and strategy is being presented at Full Council on 26th February 2020.

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Full Council Meeting – 26 February 2020

Report of Councillor Dr. Richard Lees – Sports, Parks and Leisure

Good sports, parks and leisure facilities improve the health and wellbeing of our local communities.

Section 1 – Leisure Events

Events

Somerset West and Taunton have a vibrant event listing for 2020. Many of which are returning for 2020 and new events such as PRIDE will be taking place, this all contributes to a vibrant and varied yearlong events programme. Below is a list of larger events taking place in the Council’s parks and open spaces.

Vivary Park

Live in Somerset The three night music event returns to Vivary Park on 10 to 12 July and will see McFly, Heather Small, Lulu and Jessie J headline.

Taunton Armed Forces Day Taunton Armed Forces will use Vivary Park this year after the success of 2019. The event will take place on Saturday 4 July.

Taunton Flower Show The flower show returns to the iconic park to put on a two day event on 7 and 8 August (which is means it won’t clash with the Vintage Steam and Vehicle Rally).

Carols around the Bandstand The very popular carols around the bandstand takes place on Monday 14 December

Taunton LIVE – BIG Saturday PRIDE event Taunton’s first pride event since 2007, starting in Goodland Gardens and finishing in Vivary for 18 July.

Longrun Meadow

Moonlit Meadow Run 2020 - Longrun A run during the night taking starting in Longrun Meadow and going through French Weir Park – entry numbers are expected at 200.

Fake Festivals

The very popular fake festival returns to Longrun for another night of fake bands. Page 389

Castle Green

Taunton Independent Market A new independent market will appear on Castle Green which will take place on the second Sunday in the month.

Emergency Services Day An open day into the world of the emergency services. Providing information on services available and opportunities talking to officers about career prospects.

Somerfest Somerfest returns, delivered in house this year taking place in Castle Green, Goodland Gardens, High Street, Fore St.

Priorswood

Pride in Priorswood Summer Youth Activities Planned activities and sporting events during the school summer holidays.

Moorlands

Inflatable Theme Park The inflatable theme park returns to Taunton.

Wellington Park

Friends of Wellington Park Summer Concerts Wellington Park will host a number of summer Sunday concerts.

Friends of Wellington Park Spring Fayre Wellington Park will host a spring fayre 3 May 2020

Minehead

Minehead Esplanade Waves on the prom on 26 March. This is a running event on the sea front Section 2 – Everyone Active

Community Sport and Health

SWT have contracted Sports and Leisure Management who trade under Everyone Active. Within the contract it stipulates that a bi-annual report shall be presented to the Council. To negate duplication, a full update of Everyone Active’s progress will be presented in their report to Exec on 18 Mar 2020 and a presentation by Everyone Active will be given at a Members’ Briefing on 25 Mar 2020.

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Section 3 – Play and Recreation

Play equipment repair and replacement

Work continues on the maintenance and replacement of play equipment stock. Whenever possible the team work to ensure that equipment is not out of service for longer than necessary.

Section 106 Funding for Play, Sport, Allotments and Community Halls

Work continues to monitor housing developments for payment trigger points and in assisting communities and organisations with their on-going projects.

Capital grant scheme for Village Halls, Sports Clubs and Allotments

The awards made to village halls, sports clubs and parish play areas are being drawn down as projects complete. Assistance is being given to applicants with potential forthcoming projects.

The following projects have been advanced since the last report, with use of Section 106 funding:

 Beach Volleyball court and Baseball pitch at Victoria Park.  West Monkton Cricket Club project.  Hamilton Road Allotments project.  Under 8s play equipment at Wilton Lands  Corfe PC Football goal purchase and installation  Brittons Ash Community Hall project  Creech St Michael allotments project  Creech St Michael recreation ground project  Corfe PC artificial turf purchase and installation  Wellington Tennis club new courts project  Wellington Bowling club accessible toilet project  Wiveliscombe Community Centre project  Minehead Town Council-community building phases 1 & 2  Minehead Town Council-signage and notice boards  Bicknoller Village Hall-community shop project  Carhampton Parish Council-additional play equipment  Watchet Bowling Club-hall and gym project

Section 4 - Parks and Open Spaces

Open Spaces have submitted the Green Flag Management plans for the Green Flag Awards for 2020. This covers the following parks: Victoria, Vivary, French Weir and Blenheim Gardens, and I am particularly pleased that Blemheim Gardens is included for the first time, I believe, this year. We have also submitted Wellington Park for a Heritage Green

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Flag Award. We have worked with the Friends of Comeytrowe & Friends of Netherclay Wood, they have this year entered a Community Award.

Work on the applications for Taunton, Wellington and Minehead in Bloom is also underway. The Open Spaces Team are working on a new environmental area in Vivary Park, this is situated in the area of the old aviary. We are working with Green Days Adult Care to develop the area, they are going to build a bug hotel and work with us to improve the area. We are also going to involve Link Power to help to improve areas in Taunton and Wellington. In Minehead we are working with Minehead Town Council, to improve areas we both work in, the volunteers are working hard in Blenheim Gardens with our gardens to improve areas within the Park.

The Open Spaces Team have worked on a list of areas, which we are planning on undertaking wild flower project. I have attached this list for areas in Taunton and Wiveliscombe, we are also planning various other areas for Wellington and Minehead. The following areas are the proposed pilots for the next year.

 Gay Street, Wellington.  Grange Drive, Taunton  Nash Green, Taunton  Wellsprings, Taunton  Jarmyns, Taunton  Glassesmead, Taunton  Lyngford Park, Taunton  Leycroft Grove, Taunton  Moorfields, Lisieux Way, Taunton  Higher Holway, Taunton  Nordens Mead, Wiveliscombe

Section 5 – Property

Now the new contract with Everyone Active is in place, the responsibility for the repair and maintenance of much of the leisure sites has transferred to our leisure provider.

During this initial period, we are addressing some works that were historically SWT’s responsibility. Some of these works include air conditioning in 2 areas of Blackbrook Leisure Centre, drainage at Vivary Golf Club and refurbishment of the staff area at Taunton Pool.

Bridges in Parks

We are pleased that the two bridges, one in Wilton Gardens and the other in Goodlands Gardens that were damaged have now been repaired.

Page 392 Full Council Meeting – 26 February 2020

Report of Councillor Peter Pilkington – Climate Change

Portfolio Holder Report -

Framework Plans:

County-wide and District Framework: consultation underway with a high degree of engagement demonstrated so far. This has included as part of the County Framework sessions at Taunton Glassbox and a well-attended businesses in Somerset seminar hosted at Taunton Rugby Club. In respect of the District's plans, staff from Strategy have been holding a series of exhibitions and drop-ins as part of a joint consultation on the Local Plan; we have seen good numbers of people engaging and some helpful suggestions to inform our detailed plans.

Following on from the consultation, more detailed plans will be worked up for further consultation in the Spring before adoption in the summer.

Actions:

Importantly, we are not waiting for the Frameworks to identify a series of key early actions and projects that demonstrate the Council's commitment to tackling the climate emergency. A series of projects are now progressing into delivery including rewilding, tree planting programmes, EV charge point installation on Council car parks. We will be working with our Communications and Engagement team over the next few weeks to build some communications around these activities and start to get the message out more widely.

Future Homes Standard:

The Council has now sent its response to this important Government consultation. The FHS will probably set the standards around energy efficiency for new housing and we have set out our concerns that the proposals do not go far enough fast enough.

SWT declared a Climate Emergency in February 2019 and re-enforced its commitment by appointing an Executive Member for Climate Change. The Council is working towards achieving carbon neutrality and climate resilience by 2030. It has also declared its authority boundaries as a fracking free zone.

SWT is committed to creating a more sustainable future for everyone, putting climate and environmental responsibility at the heart of everything it does, and is keen to ensure any future strategy has the widest possible ownership and involvement. As part of the process to develop an engaging and inclusive district-wide plan SWT are consulting with the public on climate and

1 Page 393 sustainability issues that are important to them. This is the link to our Climate Emergency pages where further information is available on actions we are taking now and how feedback can be given.

The public consultation events are as follows:

Minehead, Methodist Church - Monday 10 February, 2pm to 7pm Watchet, The Sanctuary - Tuesday 11 February, 10am to 3pm Wiveliscombe, Community Centre - Thursday 20 February, 10am to 3pm Taunton, Deane House - Wednesday 26 February, 2pm to 7pm Drop in sessions still to come

Alongside this SWT is working with neighbouring district councils and Somerset County Council on a wider climate strategy for Somerset. The Councils are engaging extensively with residents, businesses and partner organisations over the coming months to produce a joint Climate Emergency Strategy. More information about the county-wide plans and the draft Climate Emergency Framework document can be found at www.somerset.gov.uk/waste-planning- and-land/climate-emergency/

The timeline for the strategy work is identified below:

SWT are also consulting on a draft Design Guide to ensure consistency in the quality of new developments across the District. This consultation runs until Monday 30 March 2020 with a view to adopting the districtwide Design Guide as a Supplementary Planning Document.

The Guide seeks to encourage a higher standard of design for development across the whole Local Planning Authority area, and reflects Taunton’s status as a Garden Town. It will ensure the level of housing growth needed to meet future demand in Somerset West and Taunton is high quality, sustainable, and maintains or enhances the character and distinctiveness of the area. It sets out our principles of place making and sustainability and how these can be implemented to produce resilient, healthy, safe and attractive places to live and work with green spaces and green credentials.

Actions now:

EV charging point projects

Public Access Charge Points

• Roll out of publically accessible EV charge points at SWT owned assets/car parks • 9 preferred sites identified from in-house desk top survey (7kw and 22kw fast charge points) • External consultant on board to give advice on best way forward, recommendations due in next 2 weeks Community charge points • SWT scheme to promote EV charging points in more rural areas of the district • Parish and Town councils given opportunity to submit EOI to bid for grants up to £1,500 2 Page 394 • SWT criteria for grant approval • Closing date end of financial year • Earmarked reserve of £20k (2019/20) • 4 grants approved so far – see below. • 5 EOI’s requiring further info/clarification

SWT has been encouraging the installation of electric vehicle charging points in communities throughout the district. It has offered all parish and town councils the opportunity to apply for grants of between £500 and £1,500 from a one-off budget of £20k set aside to support community led action to tackle the climate emergency. Grants have so far been awarded to:  Trull Parish Council – £1000  Brushford Parish Hall CIO– £675  Luxborough Field and Village Hall Charity - £970  Stoke St. Gregory Parish Council - £1500

The Brushford charging point is the first to be installed, with a press release on this to follow.

In addition to this we are in discussion with ‘My Staff Shop’ to implement a staff salary sacrifice scheme for the purchase of Electric Vehicles and we are working on the replacement of leased pools cars with electric cars subject to a business case.

SWT are continuing to subsidise the County Council’s park and ride contract which helps reduce traffic congestion and carbon emissions. Funding to enable the Council to make early progress on its climate and environmental commitments whilst the development of a new Environment Strategy comes forward.

Country Park(s) Projects

Wild Flower Meadow Pilot 2020

This is part of the Council’s commitment to protecting and improving biodiversity, identified as a priority in the Council’s emerging climate change strategy.

Key Milestones:

• January 2020 – Site surveys • March 2020 – Prepare areas and sow • Autumn 2020 – Allen Scythe (shakeout seed) • Autumn 2020 – Final cut • Spring 2021 – Possible re sow of seed

Urban Tree Planting

• Increase Taunton’s tree cover from 12% to 20% within 3 years. • identify tree planting potential in the district on Council-owned land.

3 Page 395 • Work with partners to identify further planting potential within the district • Design planting schedules for Council-owned land within the district • Implement planting schedules for Council-owned land within the district • anticipated to be delivered over the next three years with delivery starting ASAP

Country Park

• Purchase suitable land, populate with trees, cycle routes, circular walks, allotments, woodland burials. • High level area plan identified. • Project team and roles identified. • Approach to land purchase discussed and plan in place to start dialog with land agents.

Green Flags are flying at six of SWT’s parks and open spaces. The Green Flag Award is a sign to the public that the space boasts the highest possible environmental standards, is beautifully maintained and has excellent visitor facilities. The flags have gone up at Taunton’s Vivary, Victoria and French Weir Parks, and Comeytrowe Park which gained a Community Green Flag Award. In Wellington they have been raised at Swains Lane Nature Reserve and Wellington Park, which also received a Green Flag Heritage Award.

Waste

Somerset Waste Partnership have procured a new collection contractor and are preparing for the roll out of Recycle More. The new Energy from Waste Plant is also nearing completion which will see the cessation of residual domestic collections going to landfill. Council officers have also reviewed the office waste streams to ensure we are maximising recycling opportunities.

Flooding

SWT has approved a report detailing long-term solutions to flooding in and around Taunton, bringing protection to residents, businesses, roads and infrastructure. The Taunton Strategic Flood Alleviation Improvements Scheme (TSFAIS) outlines the risks and a number of improvements that when implemented in phases over the next 30-plus years will reduce the current flood risk to existing properties and mitigate against the future impact of climate change. The council and the Environment Agency have been working in partnership over a number of years to understand the impact of flooding both now and in the future, taking account of how climate change will affect flood levels in the River Tone over the next 100 years. Taunton currently has 1031 properties at risk of flooding in a severe flood event from the River Tone and its tributaries, but the impact of climate change means that will increase to 2548 by the year 2118 if nothing is done.

4 Page 396 Full Council Meeting – 26 February 2020

Report of Councillor Mike Rigby – Planning and Transportation

Overview

1.1 Local Plan: Consultation on the Issues and Options document is well underway with a series of well-attended events having already taken place. We have been trying to trail and encourage responses through our new online consultation portal which can be found at https://yoursay.somersetwestandtaunton.gov.uk/ you may also have seen our ongoing social media campaign making use of Facebook and twitter to encourage engagements on specific issues. Consultation runs until the 16 March.

1.2 Affordable Employment Land LDO: consultation runs until the 16th also.

1.3 Wellington Railway Station; we are continuing to work with Mid Devon DC on developing proposals for the reopening of Wellington and Cullompton Stations. The recent Government announcement around additional funding to develop such proposals may give us an opportunity but irrespective, officers are working to commission further feasibility work to understand the business case for new stations. We will arrange a specific member briefing on the project upon completion of this stage of the works.

1.4 Design Guide / Public Realm Guide: both will be launched for engagement early next week following approval at Executive.

1.5 Future High Street Fund: our first draft bid has now been submitted. We are working with consultants to develop our proposals and are expecting feedback from MHCLG to help refine and revise our submission based upon this.

1.6 Other transport related matters: Officers are preparing a new Transport Strategy for Taunton; this follows earlier work jointly commissioned by the former Taunton Deane and SCC which aimed to set a long term vision for transportation across the town. We are reviewing this document to ensure it closely reflects our ambitions around walking and cycling as well as encouraging use of public transport, responding to the climate emergency. We expect that the document will be taken to Executive around April having previously been considered by the Local Plan Working Group. Officers understand that SCC have submitted a bid for Department for Transport Pinch Point Funding for Taunton, the subject of this bid is a series of walking and cycling measures identified in a Local Walking and Cycling Infrastructure Plan, this bid is multi million pound and if successful

Page 397 would deliver improvements to the network between both park and ride sites and Taunton Town Centre.

1.7 Staplegrove East planning application: SCC has made a request for around £9m for education contributions arising from this development. Members may remember that this application has a resolution to grant planning permission and a draft Section 106 agreement was well progressed at the time of this request. Officers are working on this request and will report back to Planning Committee in due course.

Perm Vacancies Still to be filled –  Planning Enforcement Officers x 2 – advertised twice not filled, covered by Agency still currently. Report to be written seeking to review the grade of the posts.  1 x validation officer – due to be advertised imminently.

Statistics

2019/20

Servi Indicator Tar On Comments ce Definition get YTD YTD Tar D D 30/11 31/12 get O ec /19 /19 RA T G % of major planning applications determined 57 80.64 within 13 75% 87.5% % % 0 weeks (or within agreed extension of time) % of minor planning Plan applications ning determind 71 within 8 65% 59.2% 60.5% % 2 weeks or agreed extension of time % of other planning applications 92 83.06 80% 86% determind % % 0 within 8 weeks or an Page 398 agreed extension of time. 47 appeals received as at % of appeals 31/12/19. 11 received that 23.4% planning have been 0 appeals overturned overturned as at 31/12/19.

Backlog

The backlog of applications is continuing to fall. The team will continue to focus on this backlog and ensure that as many applications as possible are determined in time.

The Validation Team are slightly behind due to a vacant post and sickness. Below is a chart showing how many applications we currently have, the backlog and the number of pre-applications that we currently have. Due to sickness and the vacant post in validation, there is currently 50 applications to be validated, therefore the applications on hand will increase shortly.

Major Applications

Page 399 Prior to the Christmas break, a number of major applications were submitted and validated, the key ones are as follows:  Juston, Wellington  Comeytrowe o Infrastructure  Reserved maters for Staplegrove West o Infrastructure o 173 residential dwellings

Councillor Mike Rigby

Page 400 Full Council Meeting – 26 February 2020 Report of Councillor Fran Smith - Housing Housing Report

I attended a briefing from members of the housing team which included, the tenancy sustainment team, Anti-Social Behaviour team, officers managing our leasehold tenancies (we currently have 480 of which 403 are general needs and 77 for tenants who are 60+ years old), Debt and benefit advice that we are able to provide and also some case studies that our officers have dealt with. It was very informative to hear about the roles staff are undertaking, how different areas are being improved and I have taken on-board the suggestions put forward by staff and I will look to see how we could implement some of the ideas. From looking at the types of properties that are required in our area, providing Skip days on Estates which help clear unwanted large items and tidying up the area and working together in the community, to having regular Estate walkabouts for tenants, housing officers and councillors, these can highlight any issues that need to be resolved. Once the Estate walkabout dates are agreed and notified I hope as councillors you will take the opportunity to take part in them.

I attended the Exmoor National Park meeting where plans for housing in the area and the affordable housing roadshow due to take place in the summer were discussed. I also toured some of the sites completed in Cutcombe and Dulverton and also proposed sites in Brushford and Dulverton.

I attended the SWPSHP (Somerset West Private Sector Housing Partnership) board meeting in Bridgwater to discuss performances, finances and service improvements here is a link to their website for further information about the partnership http://www.swpshp.org/article/2482/Somerset-West-Private- Sector-Housing-Partnership We also discussed the work being progressed with SIPs (Somerset Independent Plus) http://www.somersetindependenceplus.co.uk/ who deliver adaptations to people’s properties to enable them to remain in their homes when they have specific health requirements, where they can provide handrails, stair lifts and extensions with wet rooms. They have a site in Wellington that can be visited and it has many of the different adaptations that are available and people can try for themselves. It is hoped to organise a visit to the site. Also SWT and Sedgemoor council are joint funding a person at Musgrove Park Hospital (Funded via the better Care fund) the role will help patients being discharged from hospital whose requirements have changed to help make life easier when returning home, by carrying out pre assessments I have attended the moderation panel evaluation for potential contractors who have tendered for the North Taunton Development and hopefully a decision will

Page 401 be made soon and we will start on site once contracts are signed and demolition is completed. I met, along with Cllr Pilkington, a representative from YES energy solutions and we discussed providing a ‘statement of intent’ for a MOD development locally. This could also open up some access to government funding that we could use on our properties for sustainable retrofitting, we intend meeting the representative again for further discussions. We have been successful in a bid to the Warm Homes Fund to retrofit gas boilers and provide energy information, I have asked if the money could be used for a more sustainable form of heating rather than gas although It could impact on the costs so I have asked for further investigations to be carried out before we sign a contract. Housing Estates The Housing team continues to progress rolling out its ‘Lean’ approach to collecting rent and reducing arrears. Since this approach started in September, the team has already been able to reduce arrears by £120,000 from £792,000 down to £672,000 and this is continuing to improve. The number of tenants in arrears has also fallen from 1,650 to 1,500. The team are working to reduce significantly the number of tenants in arrears and the value of debt owed. Our aspiration is to get to a time in the future when we are not evicting any tenants due to rent arrears. HRA Business Plan and Rough Sleepers A lot of work has taken place over the past couple of months briefing members and taking through the democratic approval process the new HRA Business Plan. The Plan sets out our housing ambitions for the next 30 years which includes our most ambitious house building programme since accepting the self-financing agreement in 2012. Alongside this we have shared our proposed rent policies which will help ensure we are able to support our tenants and our growth ambitions. Homelessness and Rough Sleepers The Countywide Homelessness Strategy has been developed and sets out priorities for Somerset on homelessness and rough sleeping and an action plan to progress these. The strategy is being scrutinised and approved at each District and has been to SWT Scrutiny and Executive for adoption. At SWT we have successful in bidding for Severe Weather Provision funding of £35,000 and have been able to work with partners to provide a night shelter over the weekends during the Winter period as well as any nights when the weather becomes too severe. This will continue until March and we are grateful for all the volunteers in the community who support this and give up their time to help.

Page 402 Furthermore we have again been successful in bidding to the MHCLG for a Rough Sleeper Initiative Grant which will allow us to continue and extend the successful work we have been doing in the District. The grant for 2020/21 is for £289,000. This enables us to recruit and second a range of posts to provide early intervention and support for rough sleepers such as outreach workers, a volunteer coordinator, a ‘No first night out’ officer for early intervention and an Adults Social Care worker. The success of this project has been down to strong partnership working and a willingness and commitment from officers. Housing Enabling and Development 29 affordable homes have been completed in the District this year, with a total of 78 forecast for completion during 2020/21. There are over 300 affordable homes in the pipeline to be delivered by schemes currently on site with more coming forward as officers work with Affordable Housing Delivery partners to secure additional affordable homes through Homes England funding streams. Officers are arranging a programme of events to offer advice and support on Affordable Housing and employment skills. This event will build upon the successful Affordable Housing Open days previously held and this year will also have exhibitors offering advice on employment and skills alongside those ready to explain the wide range of affordable housing options available within Somerset West and Taunton. The event will be hosted by Somerset West and Taunton at the County Cricket Ground, Taunton in the early summer with the intention of three preview events being planned in Wellington, Dulverton and Minehead. In terms of our own development as a Housing Landlord, the new homes builder for North Taunton will soon be announced and the demolition contract will commence site security and hoarding this month. 8 new build homes at Laxton Road are progressing well with foundations in place and we have used right-to- buy receipts to purchase 29 other properties have been purchased for social housing this year, which will be advertised and let through Homefinder. Consultation with members on a low carbon standard(s) for new build affordable housing will commence in March Programmed and Responsive Repairs to our Council houses The Councils programme of Capital Works this year is on track to achieve targets for the completion of works across the Heating programme, External Pre Planned Maintenance works, Planned Fire Safety Works and upgrades to communal door entry systems. The Kitchen and Bathroom upgrade programme has been subject to significant delays, however works are planned to start in February and aim to complete by April 2020. The majority of Capital Programme contracts are due to end in April 2020 therefore the Council is currently in the process of undertaking a significant programme of procurement with the aim to begin new contracts in April 2020.

Page 403 The Response Repair service is working hard to improve performance which is close to our agreed targets. 88% of all non-emergency jobs are completed on time so far this financial year (target 90%), and 99% of emergency jobs completed within 24 hours (target 99%). We are also starting implementation of an improvement plan following a ‘Lean’ Review of this service and from February the Customer Contact Officers who take repairs calls will move to sit with the Schedulers at the Depot so that we can transition over the next two months to being able to provide an appointment slot to the tenant when they call us, rather than needing to call back and schedule it later. Somerset Independence Plus Somerset Independence Plus (SIP) SIP has had a hugely successful year. The Occupational Therapist Assessors assessed over 1,800 clients at the Wellington site during the year for SWT and Sedgemoor. The advice ranged from prescribing pieces of equipment such as a chair, grab rail and bath seat, to more complex referrals for a Disabled Facilities Grant, and further home assessments and conversations with medical practitioners and GP’s. Assessments by Occupational Therapist staff in the locality teams and the IACs resulted in 522 referrals for Disabled Facilities Grants. 120 were requests for adaptations in the Council stock (SWT and Sedgemoor) and 402 for all other tenures which includes Registered Providers. In the three months to the end of September, the Independent Living Officers (ILO’s) received 193 referrals across SWT, Sedgemoor and Mendip. The ILO’s are key for the service in assisting vulnerable clients to remain independent. The assistance can range from benefits advice, to home safety checks, signposting to the Fire Service for smoke detectors, referrals to GP’s and advice on the range of grants available. All the hard work of SIP culminated in recognition from APSE (Association for Public Service Excellence) becoming finalists for Best Collaborative Working Initiative. Shortlisted from 150 applications. Recently the service applied to the Warm Homes Fund for funding to assist clients across Somerset with retrofitting gas boilers and providing energy advice across all tenures. It was a collaborative bid between the district authorities in Somerset, Homes in Sedgemoor, CAB South Somerset and the Centre for Sustainable Energy. SIP drafted and submitted the bid. We were successful and received circa £850k plus match funding from each of the four districts in Somerset of £92k each. There are key linkages with health as poor housing has been proven to atribute to poor life chances and life expectancy in older and vulnerable people.

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