Public Document Pack

Place and Resources Overview Committee Date: Thursday, 25 February 2021 Time: 10.00 am Venue: MS Teams Live Event Membership: (Quorum 3)

Daryl Turner (Chairman), Les Fry (Vice-Chairman), Pauline Batstone, Ryan Hope, Sherry Jespersen, Carole Jones, Val Pothecary, Andrew Starr, Roland Tarr and David Taylor

Chief Executive: Matt Prosser, South Walks House, South Walks Road, Dorchester, Dorset DT1 1UZ (Sat Nav DT1 1EE)

For more information about this agenda please contact Democratic Services on 01305 252209 / [email protected]

For easy access to the Council agendas and minutes download the free public app Mod.gov for use on your iPad, Android and Windows tablet. Once downloaded select Dorset Council. Due to the current coronavirus pandemic the Council has reviewed its approach to holding committee meetings. Members of the public are welcome to attend this meeting and listen to the debate online by using the following link: Link to watch Place and Resources Overview Committee live on 25 February 2021 at 10.00am

Members of the public wishing to view the meeting from an iphone, ipad or android device will need to download the free Microsoft Team App to sign in as a Guest, it is advised to do this at least 30 minutes prior to the start of the meeting.

Please note that public speaking has been suspended. However Public Participation will continue by written submission only. Please see detail set out below.

Dorset Council is committed to being open and transparent in the way it carries out its business whenever possible. A recording of the meeting will be available on the council’s website after the event. A G E N D A

Page No.

1 APOLOGIES

To receive any apologies for absence.

2 MINUTES 5 - 10

To confirm the minutes of the meeting held on 17 December 2020.

3 DECLARATIONS OF INTEREST

To receive any declarations of interest.

4 CHAIRMAN'S UPDATE

To receive any updates from the Chairman of the Place and Resources Overview Committee.

5 PUBLIC PARTICIPATION

To receive questions or statements on the business of the committee from town and parish councils and members of the public.

Public speaking has been suspended for virtual committee meetings during the Covid-19 crisis and public participation will be dealt with through written submissions only.

Members of the public who live, work or represent an organisation within the Dorset Council area, may submit up to two questions or a statement of up to a maximum of 450 words. All submissions must be sent electronically to [email protected] by the deadline set out below. When submitting a question please indicate who the question is for and include your name, address and contact details. Questions and statements received in line with the council’s rules for public participation will be published as a supplement to the agenda.

Questions will be read out by an officer of the council and a response given by the appropriate Portfolio Holder or officer at the meeting. All questions, statements and responses will be published in full within the minutes of the meeting. The deadline for submission of the full text of a question or statement is 8.30am on Monday 22 February 2021. 6 OPTIONS FOR THE CONTROL OF DISPOSABLE BARBEQUES 11 - 46 AND OTHER FIRE RELATED ACTIVITIES

To consider a report of the Environmental Advice Manager.

7 DEVELOPING DORSET'S DIGITAL VISION 47 - 68

To consider a report of the Corporate Director – Digital and Change.

8 DORSET COUNCIL TOURIST INFORMATION CENTRES - SERVICE 69 - 136 REVIEW: CONSULTATION RESPONSES AND NEXT STEPS

To consider a joint report of the Service Manager for Libraries and Head of Business Insight and Corporate Communications.

9 PLACE AND RESOURCES OVERVIEW COMMITTEE FORWARD 137 - 152 PLAN

To review the Place and Resources Overview Committee Forward Plan.

To review the Cabinet Forward Plan.

10 URGENT ITEMS

To consider any items of business which the Chairman has had prior notification and considers to be urgent pursuant to section 100B (4) b) of the Local Government Act 1972. The reason for the urgency shall be recorded in the minutes.

11 EXEMPT BUSINESS

To move the exclusion of the press and the public for the following item in view of the likely disclosure of exempt information within the meaning of paragraph x of schedule 12 A to the Local Government Act 1972 (as amended).

The public and the press will be asked to leave the meeting whilst the item of business is considered.

There is no exempt business. This page is intentionally left blank Agenda Item 2

DORSET COUNCIL - PLACE AND RESOURCES OVERVIEW COMMITTEE

MINUTES OF MEETING HELD ON THURSDAY 17 DECEMBER 2020

Present: Cllrs Daryl Turner (Chairman), Les Fry (Vice-Chairman), Pauline Batstone, Ryan Hope, Sherry Jespersen, Carole Jones, Val Pothecary, Andrew Starr, Roland Tarr and David Taylor

Apologies: None

Also present: Cllr Shane Bartlett, Cllr Cherry Brooks, Cllr Ray Bryan, Cllr Beryl Ezzard, Cllr Nick Ireland, Cllr Rebecca Knox, Cllr Nocturin Lacey-Clarke, Cllr Andrew Parry, Cllr Molly Rennie, Cllr Jane Somper, Cllr David Walsh and Cllr Peter Wharf

Officers present (for all or part of the meeting): John Sellgren (Executive Director, Place), Jonathan Mair (Corporate Director - Legal & Democratic Service Monitoring Officer), Matthew Piles (Corporate Director - Economic Growth and Infrastructure), Jack Wiltshire (Head of Highways), Michael Potter (Road Safety Manager), David Clegg (Service Manager for Network Operations), Michael Westwood (Community Highways Manager), Deborah Smart (Corporate Director – Digital & Change), Lisa Trickey (Service Manager for Digital Strategy and Design), James Potten (Communications Business Partner - Place) and Lindsey Watson (Senior Democratic Services Officer)

18. Minutes

The minutes of the meeting held on 19 October 2020 were agreed as a correct record and would be signed by the Chairman at a later date.

19. Declarations of interest

There were no declarations of interest.

20. Chairman's Update

There were no updates from the Chairman of the committee.

21. Public Participation

Two statements were received from the public and local organisations and had been made available to the committee and on the council’s website in advance of the meeting.

A copy of the statements are set out in Appendix 1 to these minutes.

Page 5 22. Developing Dorset's Digital Vision

The committee received a report of the Corporate Director Digital and Change with regard to the draft digital vision for Dorset Council. The report set out the many areas of activity and the committee was asked to support the development of the Digital Vision and through reviewing the areas of focus from the Digital and ICT Executive Advisory Panel (EAP), assist with the development of an action plan to support its delivery. It was noted that a further report would be brought to the committee in February 2021 once the work had been completed, to subsequently recommend the adoption of the digital vision and action plan by Cabinet in April 2021.

An overview of the work was provided by the Corporate Director and Portfolio Holder for Corporate Development and Change.

Councillors discussed the issues arising from the report and particular reference was made to the need for further review of the council’s website, arrangements for monitoring once the vision had been agreed, links with external partners and connectivity issues including work required with hard to reach areas. The committee welcomed the report and the work that had been undertaken.

It was proposed by L Fry seconded by C Jones

Decision

That the Place and Resources Overview Committee:

1. Has reviewed the work of the Digital and ICT EAP and the draft digital vision.

2. Supports the development of Dorset’s Digital Vision, with comments as made at the meeting.

3. Highlights potential key priorities from the digital vision as follows so that these can be developed into a delivery plan for the next 2 years, 2021 – 2023:

Need for review of the Dorset Council website including the search engine; Recognise the need for quality digital infrastructure for all and the need to pay attention to those not connected; Need to raise digital skills; Ensure the council makes the best use of data and intelligence and use of the performance management system to measure success.

4. Will review the final versions of the digital vision and action plan at the February 2021 meeting of the committee and subject to any

2 Page 6 final changes then, will consider recommending the adoption of the Digital Vision and action plan to Cabinet in April 2021.

23. 20 mph Speed Limit Approach

The committee considered a report which set out the council’s approach to 20 mph speed limit in urban areas and village streets. The Chairman confirmed that the purpose of the report was to consider the process followed by the council and not the circumstances with regard to individual issues and locations.

The committee discussed the report and support was noted for the council continuing to follow Department for Transport guidance but for there to be a review of how the guidance was interpreted by the council. Other points raised included consideration of the role of the Highways Board, the role of town and parish councils and the need to consider good environments.

It was proposed by S Jespersen seconded by R Tarr

Decision

That the Place and Resources Overview Committee support the following:

1. To continue to follow Department for Transport guidance and criteria for setting speed limits.

2. To continue to develop the initial Draft Guidance at Appendix C of the report, on the principles and criteria for 20mph limits and to enable officers and members to assess and prioritise requests objectively through the Highways Board; returning the final version to this committee at a later date.

24. Utilising Powers under the Traffic Management Act

The committee received a report of the Head of Highways which set out Dorset Council’s approach for delivering the relevant requirements of the Traffic Management Act 2004.

It was proposed by R Tarr seconded by L Fry

Decision

That the Place and Resources Overview Committee support Dorset Council’s approach for delivering the relevant requirements of the Traffic Management Act 2004.

25. Winter Maintenance Policy

The committee received a report of the Community Highways Manager which sought the committee’s support for a decision taken by the Portfolio Holder for

3 Page 7 Highways, Travel and Environment on 12 August 2020, in respect of the adoption of the revised Winter maintenance policy and operational plan.

Councillors discussed the issues arising from the report and particular reference was made to the change from area based to route based forecasting and the benefits that this brought.

It was proposed by R Tarr seconded by L Fry.

Decision

That the Place and Resources Overview Committee support the following action, in line with the decision of the Portfolio holder on the 12th August 2020: adoption of the revised Winter maintenance policy and operational plan.

26. Place and Resources Overview Committee Forward Plan

Councillors reviewed the draft forward plan for the committee. The Chairman noted that he would be meeting with the Executive Director of Place in order to consider potential areas for review by the committee and he welcomed suggestions from councillors.

27. Urgent items

There were no urgent items.

28. Exempt Business

There was no exempt business.

CHAIRMAN'S CLOSING REMARKS

The Chairman thanked members of the committee and officers for their support during the year.

APPENDIX 1 - PUBLIC PARTICIPATION

1. Statement received on behalf of the members of Purbeck Transport Action Group, which represents town and parish councils in Purbeck

Dear Councillors, This statement is submitted on behalf of the members of Purbeck Transport Action Group, which represents town and parish councils in Purbeck.

There are several villages in Purbeck campaigning for 20mph. Some have had their submissions turned down, on the basis that they do not meet DfT criteria. Since DfT issue Guidance, not Instructions, it is up to Councils to decide on the overall merits of each case. Take the matter of collisions: currently, only accidents recorded by the police are considered. This is likely

4 Page 8 to lead to a false conclusion that a village is safe. Account should surely be taken of minor unreported accidents. Measures should be introduced before accidents occur not wait until after they happen.

It is a generally held view that, when it comes to 20 mph, a negative culture exists in Highways. It is as though Highways are not listening to the real concerns of those who live in our villages, whose lives are blighted by speeding traffic. The impact on the quality of life and local support should be important factors in weighing the strength of a 20-mph case. The criteria matrix before you, takes no account of this important factor.

Appendix C of the paper states that 20 mph will not be considered on A or B class roads. This is NOT national policy.

There is a gathering momentum throughout the country to halt or mitigate an ever-increasing volume and speed of traffic.

Public Health England, in their 2016 Paper, Working Together to promote Active Travel says, ‘There is growing evidence on the benefits of 20 mph’. They single out transport planners as key to delivering various benefits, including lowering speeds in villages.

The Chancellor, Rishi Sunak, in his Autumn statement made a point of singling out ‘less traffic’ as a way of ensuring that communities lead healthy and happy lives. He has made £60 billion available so that transport planners can, among other things, lower speeds in villages.

To quote the Chancellor, “People and their Views Matter”

20 is already a national issue. Now is Dorset’s chance to get ahead of the game. Supporting the introduction of 20 can make a huge difference to the lives of people, particularly in villages, where safety and quality of life are adversely affected.

20 mph limits are relatively low cost and can be self-enforcing, through Community Speed Watch, which is supported by the police. Credit should be given to those villages that have a speed watch team. Where funding is an issue, villages could be given the opportunity of self-funding.

By introducing a positive and well-balanced 20 mph policy, you can make a huge difference to residents of Purbeck.

2. Statement received from Brenda Mustoe on behalf of Winfrith and East Knighton Parish Council

On behalf of Winfrith and East Knighton Parish Council we would like to thank Dorset Council for producing discussion papers related to the introduction of 20 mph limits.

5 Page 9 We are concerned that when it comes to Priority Weighting there are significant factors that do not seem to fit any of the criteria.

Examples of these are: Density of housing and access to facilities such as village halls, schools, shops, recreation grounds and churches, The number of listed buildings abutting the road which are affected by vibrations, Age profile of the community, Whether there is a pavement, Quality of life and environmental factors - should fit the climate change agenda.

Duration of meeting: 10.00 - 11.14 am

Chairman

6 Page 10 Agenda Item 6

Place and Resources Overview Committee 25 February 2021 Options for the control of Disposable Barbeques and other fire related activities

For Recommendation to Cabinet

Portfolio Holder: Cllr R Bryan, Highways, Travel and Environment

Local Councillor(s): All Councillors

Executive Director: J Sellgren, Executive Director of Place

Report Author: Bridget Betts Title: Environment Advice Manager Tel: 01305 224760 Email: [email protected]

Report Status: Public

Recommendation: (a) Cabinet are recommended to adopt a two-step approach to the control of disposable barbeques and other fire related activities firstly focussing on increasing public awareness about the risks and the wider impacts through campaigns, policies and schemes, then if necessary, introducing legislation which will result in penalties for those in contravention.

(b) To achieve this Cabinet are recommended to approve the following options:

(1) Not to pursue designating areas or Dorset Council areas with a PSPO relating to BBQ’s and fire related activities this year but evaluate 2022 (Option 1)

(2) Not to pursue having a specific byelaw at this current time (Option 2)

(3) The Sky Lantern and Balloon Policy and the new BBQ and campfire/Wildfire Policy is adopted by Dorset Council (Option 3)

(4) Moors Valley to investigate the gas/electric communal style BBQ option with Forestry England later (Option 4)

Page 11 (5) Officers to investigate partnership funding options to support having a new Firewise voluntary warden scheme delivered through the Dorset Firewise project (Option 5)

(6) The campaign and communication work are supported and developed and taken forward for 2021 season in line with any recommendations from this report. (Option 6)

(7) Dorset council initiate a coordinated approach to the banning of disposable BBQs in agreed high risk area's locations. This work should link with Option 3, 5 and 6 (Option 7)

Reason for Recommendation: This two-step approach considers the cost, the length of time it takes to introduce new legislation and difficulties in enforcement as well as the effectiveness of various control methods. The recommended approach aims to balance the various options presented to Committee.

1. Executive Summary

1.1 The Cabinet authorised officers, working with Dorset and Wiltshire Fire and Rescue and other partners, to proceed with detailed work to establish an options paper that looks at both the legislative as well as other alternatives available to control or prohibit barbeques and other fire related activities in the Dorset Council area.

1.2 The reason for this was due to a rise in incidents of fire damage across Dorset as a result of disposable barbecues that have not been disposed of correctly and campfires especially on heathland and dry wooded areas, an increase in wild camping and the release of sky lanterns.

1.3 The most serious of these incidents has been the recent fire at Wareham Forest which affected 180 hectares of heathland and was declared a major incident by the Fire and Rescue Service. Concern about these fires has resulted in questions being raised about the Council’s role in helping to prevent incidents like this occurring.

1.4 The development of a range of options was carried out collaboratively with partners and officers including the Dorset and Wilshire Fire Service, Urban Heath Partnership and officers within the council. This report will enable Dorset Council to understand and look at a range of options which could work most effectively alongside those available to the Fire and Rescue Service, Police and our other partners.

Page 12 1.5 There are seven options considered within this comprehensive report and under each option there is detail on its background, a description of the option, the pros and cons, financial implications and an example/case study where control measures have been used before. 1.6 Some of the options considered (section 10) ultimately require enforcement, operationally in terms of offenders being identified and administratively to ensure that any penalties are followed up and dealt with correctly. Without due regard for the provision and funding of these resources any control measures put in place may not be effective. The options consider different approaches that work across the area, and for all partner organisations.

1.7 This is a complex issue, and the options should not be considered individually but used in conjunction with each other or around specific target areas. Recommendations in this report have been discussed by partners and officers and present a multifaceted cost effective and deliverable approach.

2. Financial Implications

2.1 There is a financial cost of implementing some of the recommendations. An annual staff resource cost of £18,500 is required to deliver option 5 - a new Firewise voluntary wardening scheme across Dorset. For this to be successful and effective it is recommended that this should be for 3 years (approx. £56,000). It is proposed that a partnership approach to funding this would be taken, therefore sharing the cost across different organisations.

2.2 Most communications and campaigns can be carried out in house but there is likely to be one-off costs associated with some of this work including banners/resources over the next few years. Individual campaigns/resources will need to find a budget to carry out this work going forward.

3. Well-being and Health Implications

By preventing and reducing the risk of wildfire this reduces risk to life and the physical and emotional side-effects encountered by communities impacted by such events. Negative impacts to natural habitats and wildlife will also reduce.

4. Climate implications

With increased temperatures during the summer months there is an increased risk of wildfires. Warmer weather generally results in more people spending time outdoors resulting in an increase in disposable barbeque use which in turn has resulted in more fires related to their use. Wildfires have a negative impact on air quality and release significant amounts of Carbon Dioxide into the atmosphere

Page 13 contributing to Climate change this is further exacerbated temporarily as burned vegetation can no longer absorb carbon from the atmosphere until it starts to regrow.

5. Other Implications

Litter and waste - litter issues associated with disposable BBQ’s that are not disposed of responsibly is an ongoing issue as is the amount of packaging that comes with people having BBQ’s. A reduction will help reduce the amount of waste in or around public bins.

6. Risk Assessment

Having considered the risks associated with this decision, the level of risk has been identified as:

Current Risk: Low/Medium Health and safety - risk to human health and safety in spring/summer Health and safety - Ecological risk with loss of habitats and species, risk to live in the areas close to heathland, wooded areas. Reputational risk is rated as medium- the need for action has been recognised by Dorset Council Cabinet. To do nothing would increase our reputational risk.

7. Equalities Impact Assessment

An EqIA has been carried out for the two proposed policies and actions relate to an inclusive communication plan to ensure all affected groups are communicated with.

8. Appendices There are 4 appendices with this report

 Appendix 1 – The Sky Lantern and Balloon release DC Policy  Appendix 2 - The BBQ and Campfire/Wildfire DC Policy  Appendix 3 – Dorset Firewise volunteer warden scheme proposal  Appendix 4 – The Dorset 2020 BBQ campaign

9. Background Papers

9.1 Background 9.1.1 In recent years, there have been a many incidents of fire damage across Dorset as a result of disposable barbecues especially on heathland and dry wooded areas and the release of sky lanterns and other antisocial activities.

Page 14 9.1.2 It is felt that one of the main causes of wildfires is disposable barbeques (BBQ)’s that have not been disposed of correctly. Having BBQs in beautiful locations has been growing in popularity over the years. Having a BBQ is seen as an important social activity for family’s especially in rural landscape settings. There has been a move away from picnics to BBQ’s and it is felt this is because disposable BBQs are inexpensive and have become readily available at many shops, making it easy for everyone to have a BBQ away from their home.

9.1.3 Sky lanterns have also been an issue and are often used at celebration or memorial events. Previous councils before Local Government Organisation have had policies in place supported by different organisations to ban the release of sky lanterns and balloon on their own land.

9.1.4 The most serious BBQ incident was the 2020 fire at Wareham Forest which impacted 180 hectares of heathland and was declared a major incident by the Dorset and Wilshire Fire and Rescue Service (DWFRS). Table 1 shows the number of incidents relating to bonfires and BBQs over the past 5 years. It shows that there has been a huge increase in BBQ related fires from 2016 to 2020 and therefore action clearly needs to be taken by all.

Year BBQ Table 1: The number of incidents relating to bonfires and BBQs over 2020* 74 the past 5 years Figures supplied by Dorset and Wiltshire Fire and 2019 18 Rescue Service 2018 16 * incomplete year 01/01/2020-26/10/2020 2017 3 2016 4

9.2 Current Legislation There are two key pieces of legislation in place which address the lighting of fires on the county’s 8,500 hectares of heathland. They are:

9.2.1 The Countryside and Rights of Way Act 2000 (CROW Act 2000) - This Act relates to the majority of majority of heathland and many woodlands in Dorset, as under The Act they are open access land. Schedule 2 of The Act provides a list of activities which, if undertaken, forfeit a person’s right of access to the land for 72 hours. Schedule 2 includes ‘light or tends a fire or undertake any act which is likely to cause a fire’. However, the CROW Act 2000 does not make the lighting of such fires a criminal offence. The local authority, (or where relevant the national park authority) oversees access rights under the CROW Act 2000. The scope for identifying persons who thus forfeit their right of access, and enforcing it in the following 72 hours, are in general extremely limited. [It is interesting to note that Section 25 of the CROW Act 2000 appears to provide Natural England (NOT the council) with powers to issue directions excluding/ restricting access to land where necessary for the purpose of fire prevention.]

Page 15 9.2.2 The Wildlife and Countryside Act 1981 (W&CA 1981) Section 28P (6A) - This addresses damage to a SSSI and could be used if damage has been proven to be recklessly caused by use of a BBQ. The legislation states: “A person (other than a section 28G authority acting in the exercise of its functions) who without reasonable excuse: (a) intentionally or recklessly destroys or damages any of the flora, fauna, or geological or physiographical features by reason of which a site of special scientific interest is of special interest, or (b) intentionally or recklessly disturbs any of those fauna…..….is guilty of an offence and is liable on summary conviction to a fine not exceeding level 4 on the standard scale. This is a relatively small fine; however, this Section creates a number of more serious offences – for example if the person knew it was an SSSI they were damaging, the fine can be unlimited in Crown Court. NB: that the regulator for all of this Section is Natural England and that the W&CA 1981 does not make the lighting of fires, BBQs etc. an offence per se – there must be damage, so it is a reactive control, after the fact. 9.3 Statutory responsibilities for promoting fire safety 9.3.1 Statutory responsibilities for promoting fire safety, including the provision of information, publicity and encouragement in respect of the steps to be taken to prevent fires and death or injury by fire rests with the Dorset and Wiltshire Fire and Rescue Authority through the Fire and Rescue Services Act 2004 - https://www.legislation.gov.uk/ukpga/2004/21/section/6 9.3.2 With its wider responsibilities the Council also has a role to play in helping to protect the public and Dorset’s environment. It is a complex issue and there needs to be a balance in place to ensure that the decisions Dorset council take do not risk pushing the problem to land managed by other organisations which may not have the resources or enforcement powers in place to prohibit activities which present a fire risk.

10 Proposed Options for managing disposable BBQs and other countryside fire risks with recommendations The prosed options (section 10) were written and discussed in collaboration with a range of partners and officers including the Dorset and Wilshire Fire Service, Urban Heath Partnership and officers within the council. It will enable Dorset Council to understand how a range of options could work most effectively alongside those available to the Fire and Rescue Service, Police and our other partners. This is a complex issue, and the options should not be considered individually but used in conjunction with each other or around specific target areas.

Page 16 10.1 OPTION 1: DESIGNATION OF A PUBLIC SPACES PROTECTION ORDER a) Background Public Spaces Protection Order (PSPOs) are made under Section 59 Anti-social Behaviour, Crime and Policing Act 2014. An Order can be made if a council is satisfied, on reasonable grounds, that two conditions are met, namely:  activities carried out in a public place within the council’s area have had a detrimental effect on the quality of life of those in the locality; or,  it is likely that activities will be carried on in a public place within that area and that they will have such an effect. And, the effect, or likely effect, of the activities—  is, or is likely to be, of a persistent or continuing nature,  is, or is likely to be, such as to make the activities unreasonable, and  justifies the restrictions imposed by the notice. PSPOs are enforceable by the council by the issue of fixed penalty notices (FPNs), potentially leading to prosecution. Authorised officers may issue FPNs and the council may authorise suitably trained officers from other bodies to enforce the provisions. PSPOs have the potential to be an effective method of formal control that the Council could put in place to control the use of barbecues and open fire cooking in Dorset.

b) Description of potential option Make a Dorset Council-wide PSPO for preventing the use of disposable BBQs and open fire cooking and within it identify each specific public place (either by name or nature) which together would form the restriction. By identifying specifically, the nature of the PSPO in the title will prevent the overlap of land restriction with other PSPOs which may arise on the same piece of land. c) Pros and cons

Pros  Longevity - PSPOs expire after three years but can be extended for a further three years if the Council considers it necessary to prevent the original behaviour from occurring or recurring, following stakeholder consultation  If witnessed - on the spot fine and quick resolution.  Authorised officers are not necessarily Council employees, if suitably trained Cons  It takes time to create a PSPO - before making a PSPO, the Council must consult the police, any community representatives the Council considers appropriate, which is likely to also include a full public consultation, for a minimum period of 12 weeks. This would then need to be reported through the committee process before determination and being made. Once made there must be a period of 6 weeks before becoming an enforceable restriction as there is a

Page 17 period of appeal. The whole process can take up to 18 months.  Appropriate signage must be in place at suitable locations, and this must be suitably publicised in the media and on websites  Staff serving FPNs must be suitably authorised and trained in the provision of FPNs  It is only in place for 3 years; this can be extended through a reduced public consultation with appropriate stakeholders and the Police. Any variation or extension must be suitably publicised once completed. Staff resource – Relevant areas of land can be extensive and the ability of the council to resource this activity will be an issue that needs consideration

d) Financial/resource implications There are officer resource implications in producing a consultation document, reports to committees/cabinet and the formulation of the results in a report to present to the public. Furthermore, procedures and training will need to be provided to authorised officers, whether these are internally/externally employed. Production, provision and location of appropriate signage will be needed at each of the entrances to the affected areas, and probably within the affected areas if appropriate. The enforcement of the restriction by authorised officers, travel, time spent at the location, any written work associated and any enforcement related process, must all be considered.

e) Example/Case study Dorset Council is currently undertaking a review of the Dog related Public Spaces Protection Orders and related byelaws that were formerly across the previous sovereign councils. The current work is looking to harmonise and simplify dog related restrictions to protect public safety and the environment whilst enabling dogs (and their owners) to enjoy exercising. The set-up work takes considerable officer time, not just in the department where the Order is to be used. Enforcement is difficult but not impossible with few officers authorised and such a wide area to enforce, dog ownership being in such large numbers and the ability to walk dogs in public open spaces a well-practised undertaking in many locations.

DWFRS – Whilst there are clear benefits to a PSPO, as already identified, the enforcement that would be required would be very difficult to achieve. DWFRS fully supports education and prevention activities and the NFCC message of responsible use but it is unlikely we would be involved in enforcement action. We will continue to educate and provide patrols for educational purposes.

Page 18 f) Recommendation: Not to pursue designating areas or Dorset Council areas with a PSPO relating to BBQ’s and fire related activities this year but evaluate 202/22

g) Justification for recommendation: The concept of a Public Spaces Protection Order (PSPO), as provided by the Anti-social Behaviour, Crime and Policing Act 2014 S 59 et seq., is certainly potentially relevant to the question of unwanted fires and BBQs in Dorset’s heaths, woodlands etc. However, it must be stressed that this statutory tool cannot be viewed in isolation; rather, it is a potential part of an overall strategy, set in the context of the other recommended options discussed in this report. There are several considered reservations about implementing a PSPO at this time including:

 It must be borne in mind that the simple existence of such an order will not of itself stop unwanted BBQ/fire activity. This could be achieved only with suitable publicity on a number of levels, combined with a critically necessary ability to meaningfully enforce such an order. All laws rely on a mixture of responsible compliance and a degree of regulatory/enforcement visibility. This balance varies depending on the law and the particular circumstances. In this instance, it is felt that implementing a PSPO at this time runs a risk of credibility loss because of the limitations on enforcement resources. It would certainly be necessary to investigate the scope for considerably widening the number of officers and other partner organisations involved in enforcing such an order.  The preparation of a PSPO takes considerable time and resource, especially on the scale and in the circumstances being considered. Officers do have experience of this work, and skills to do it; however, for both capacity and PSPO procedural reasons, preparing and implementing a PSPO for Summer 2021 would be exceptionally difficult to achieve.  As seen in the above points, the use of legal powers and laws does not necessarily offer the promise of an easy way to reduce the number of unwanted BBQs and consequent wildfires. Arguably at least, if not more significant, is the use of a coherent set of communication, education and facilitation approaches as outlined in some of the other Options presented. Dismissing regulatory powers out of hand is not an option and is not being suggested. Indeed, it is felt that the idea of a PSPO should be very much ‘kept on the table’, but at this stage should be positioned within the overall strategy timeline as a measure to be implemented in the future if it is felt that other strategy elements need to be supplemented in this way. Such an approach would be consistent with the principles of good regulatory enforcement policy. It is worth noting that whilst there is currently no statute specifically prohibiting BBQs on open land in Dorset, in terms of communications the CROW Act 2000 and W&C Act 1981 provisions can already be packaged up in a way that makes it quite clear that people should not be undertaking such activity.

Page 19 10.2 OPTION 2: CREATION OF A NEW DORSET COUNCIL BYELAW

a) Background Three Byelaws are currently in place, covering specified areas of Dorset only, which ban lighting of flames, fires and stoves: including the Forestry Commission, National Trust and Weymouth and Portland area. Those organisations can monitor compliance. Non-compliance is an offence under each Byelaw, which can be enforced by the organisations and/or the Police and those found guilty can be fined. These could be actively enforced by the Council and those other organisations who have Byelaws in place. Natural England are currently consulting on a new Byelaw to protect areas of SSSI, which includes a prohibition on use of barbeques and stoves in those areas. A Council Byelaw can create an offence for non-compliance, which can be prosecuted in the Magistrates Court, and result in a fine on conviction b) Description of potential option Create a new bylaw for specifically for disposable BBQs

c) Pros and cons

Pros  Byelaws do not automatically expire therefore once in place can remain for the foreseeable future Cons  The process for approval is particularly lengthy, requiring consultation, submission to the Secretary of State for approval, further consultation and decision of Full Council.  Staff resource – there will be a considerable cost implication to enforce any new bylaw  Confusion about route to enforcement/prosecution  Many examples where they are not considered effective due to enforcement of them e.g., Weymouth and Portland BBQ bylaw

d) Financial/resource implication There are initially officer resource implications in producing a consultation document, reports to committees/cabinet and the formulation of the results in a report to present to the public. Also, producing a byelaw and following the lengthy process to get sign off by the Secretary of State. Furthermore, procedures and training will need to be provided to authorised officers, whether these are internally/extremally employed. Production, provision and location of appropriate signage will be needed at each of the entrances to the affected areas, and probably within the affected areas if appropriate. The enforcement of the restriction by authorised officers, travel, time spent at the location, any written work associated and any enforcement related process, must all be considered.

e) Example/Case study

Page 20 The government has strict rules when it comes to the use of common land, and town and public greens. Some areas of common land, which includes spaces owned by the local council, privately, or by the National Trust, have different regulations, with some not allowing the lighting of fires or use of barbecues. In a few parts of the country, such as Birmingham and areas around London, byelaws are in place prohibiting the lighting of barbecues in green public spaces. However, in most locations – including Sheffield and Glasgow – barbecuing in public parks is permitted, providing it takes place within a designated barbecue area and care is taken to avoid the risk of fire and of scorch damage to park furniture and grass.

DWFRS – Having designated BBQ areas is a positive option which we could include within our education messages in the hope of prevention of incidents. This ties in with the NFCC message around responsible use of BBQ’s and allows for the allocation of designated areas for safe outdoor cooking in the future.

f) Recommendation: Not to pursue having a specific byelaw at this current time

g) Justification for recommendation:

Use of byelaws is subject to the same enforcement resource considerations as PSPOs.

PSPO enforcement powers are ultimately stronger and more flexible: they include the crucial ability to serve fixed penalty notices, whereas byelaws can be enforced only by prosecution in the magistrates’ courts, giving the perpetrator no option to avoid a criminal record. Prosecutions are an expensive last resort, and in many cases where a PSPO fixed penalty notice would be highly appropriate, prosecution for breaking a byelaw will be exceptionally unlikely.

It should also be noted that in any event a byelaw ceases to have effect whilst a PSPO is in place in the area concerned.

For these reasons it is felt that if a more formal regulatory approach is to be included at any point, the use of a carefully considered, coherent and integrated PSPO is very likely to be much more effective and efficient, legally and financially, than introducing byelaw/s. PSPOs were introduced precisely to allow a more modern and adaptable regulatory tool for many such situations.

10.3 OPTION 3: CREATION OF NEW DORSET COUNCIL POLICIES

a) Background

Page 21 Dorset Council do not have any policies regarding barbeques and fires. A policy or a range of policies would only typically apply to council owned land and those that use council land. Balloon and sky lantern releases are a popular way of celebrating events such as weddings or commemorations. As part of the evidence gathering exercise by a multi-agency group in 2015 a report was collated building on from a report created for DEFRA by ADAS in 2013 entitled “Sky lanterns and helium balloons: an assessment of impacts on livestock and the environment”. This document gives a comprehensive account of the evidence of the impact of sky lanterns and balloons. National evidence of impact is sparse. They key potential impacts identified for sky lantern and balloon releases which related to this options paper include fire risk (sky lanterns only) damaging habitats (including protected ones such as heathland) and property. A Sky Lantern and Balloon release policy was put together and supported by many councils and organisations before Local Government Reorganisation. This was facilitated by Litter Free Coast and Sea (part of the Dorset Coast Forum – a hosted partnership at Dorset Council). This policy has been revisited and is available in appendix 1 b) Description of potential options  Adopt the Dorset Council Sky lanterns and Balloons Policy – Appendix 1  Adopt the new Disposable BBQ’s and campfires/wildfires Policy - Appendix 2

c) Pros and cons

Pros  Easy and quick to do  Can share and lead by example – encourage other organisations to adopt a DC policy  Can influence what we do on our land easily and can be put in to new and existing contracts  Can provide staff with certainty and the backing when asking people/visitors to our sites to conform with the policy Cons  Less powerful than byelaws or PPSO’s  People/organisations and staff are not always aware of DC policies  Enforcement of policies needs to be addressed for policies to work effectively

d) Financial/resource implication We have the existing staff resources within Dorset Council to write policies for Dorset Council Cabinet approval. There would need to be a concerted effort to get other organisations to either support or adopt them. This would involve staff resource within the communications team as well as other teams.

Page 22 e) Example/Case study The Sky lantern and balloon release (SLBR) Policy covers all balloon and lantern releases on Dorset Council land and leased land. It also covers events supported, financially or otherwise, by Dorset Council including those not on Council owned land.

DWFRS - NFCC Guidance states “NFCC does not advocate the use of sky lanterns under any circumstances” and DWFRS fully endorses this message.

f) Recommendation: The Sky Lantern and Balloon Policy and the new BBQ and campfire/Wildfire Policy is adopted by Dorset Council

10.4 OPTION 4: ESTABLISHING CONTROLLED BARBEQUES AREAS AT DIFFERENT LOCATIONS

a) Background There are many ways to have controlled BBQ areas at a range of locations. These controlled areas are found in many places both in the UK and abroad e.g. Australia. They are a way to enable people to have BBQ’s during nice weather in a controlled way rather than having BBQs in areas that a very sensitive to fire e.g. heathlands. It would be essential to work with Town and Parish Councils and other partners to agree these areas, have the same consistent messaging and similar type of infrastructure that would be clear for users. The aim being that residents and visitors in Dorset are clear what is permitted and where and there is some uniformity to the facilities provided in Dorset for the purpose of BBQs There would also need to be some consideration on whether fireproof bins are a requirement at specific locations if disposable BBQs are used.

b) Description of potential option Identify green space and park areas within the Dorset Council area where controlled BBQ areas are available for people to use.

c) Pros and cons

Pros  Easier to enforce no BBQ rules if there is an allowable alternative in a controlled area  Keeps BBQ use under control  If adopted by all partners in the Dorset Council area, then messaging will be easier for the users to understand  Will help to move to a clear message for all of Dorset – code of conduct for having a BBQ on any designated area  Can help move people away from more sensitive locations  Supported by DWFRS

Page 23  Could be Dorset wide branded and have clear messaging alongside Cons  On hot days there will not be enough facilities to accommodate everyone  Will still needs some level of enforcement  Potential for increased waste/litter  Potential to encourage large parties/alcohol

e) Financial/resource implication We have existing staff resource to work with Town and Parish councils and other partners to establish the different areas which could be made available, develop the simple infrastructure and develop clear and effective messaging. There will however be a financial implication to buying whatever is decided and installing these. A simple cost-effective solution might be to have picnic tables with a branded metal sheet attached to half of the picnic table. Having fireproof bins would be another cost. Other options of electric grills could only be installed where there is an electric supply however with this option there would be a staff cost to clean and provide the administration of a booking system.

f) Example/Case study Dorset Country park examples Currently barbecues are available for day hire at DC Avon Heath Country Park. It is an exclusive fenced off area with two barbecues, and two further barbecues on the main green, which can be hired for £30 for one BBQ and £50 for the two per day. The use of portable barbecues is strictly prohibited due to high heath fires risk in the area. https://www.dorsetcouncil.gov.uk/countryside-coast- parks/country-parks-and-visitor-centres/avon-heath-country-park/park- facilities/for-hire/barbecue-hire-at-avon-heath.aspx. This hiring system can bring in a small income for Dorset Council.

At Moors Valley Country Park doesn’t technically have designated areas for BBQs, but people do tend to gravitate towards the main picnic area. Forestry England have stopped allowing them in the Forest picnic area over the last 6-7 years. Over the last few years Moors Valley have only allowed portable BBQs in the picnic area and its proximity to the visitor centre makes it viable for the rangers to manage. However, issues have mainly been that disposable BBQs still used on tables or grass, causing damage and are a huge fire risk, the disposal of coals or the actual disposable BBQs ends up in bushes or the lake. During summer 2020 Moors Valley completely banned BBQs of all kind, due to the increased fire risk and extra pressures of Covid. Aside from a few people breaching it, it worked well with no real complaints . The picture shows an example of a multi-use BBQ area in Australia. Gas or electric BBQs that are coin

Page 24 operated, £2 for 10mins with the right signage in place are used by people responsibly. They take their food waste / litter home with them. Rangers clean it ready for the next people. In Australia people would just BBQ at these dedicated areas, but happily sit at another picnic bench to eat. There are other examples of free-standing areas where disposable BBQs could be used. Picnic tables with metal sheeting on one side has also been used in various locations including the lake District with some only success. Moors Valley CP have tried benches with designated metal plates for BBQs, but it did not work with people still burning through the tables and throwing their coals in bushes. DWFRS – this is something DWFRS would fully support and as in line with the message they want to share

f) Recommendation: Moors Valley to investigate the gas/electric communal style BBQ option with Forestry England later

10.5 OPTION 5: HAVE A COMMUNITY FIREWISE VOLUNTARY WARDEN SCHEMES AT HIGH FIRE RISK AREAS AND SENSITIVE LOCATIONS

a) Background Community fire watch schemes can be a good way to engage those living near to high-risk fire areas. Dorset Firewise is an initiative that helps local communities who live in areas where they are at risk from heathland wildfires. Creating communities that are informed, prepared and safer is the main aim behind this work. b) Description of potential option Increase the scope of Dorset Firewise to cover all high-risk areas of Dorset and develop and implement a Dorset Firewise volunteer warden scheme – Appendix 3

c) Pros and cons

Pros  We already have a community scheme and resource that is working  It is linked to an international project Firewise  It is supported and linked to the Dorset and Wilshire Fire and Rescue Service  It is a great way to involve local communities  It puts the problem and solution in the hands of the local community  It can be delivered digitally Cons  It can be time/resource intensive  There will be a financial cost to setting this up and for maintaining the volunteers

Page 25 d) Financial/resource implication Currently Dorset Firewise sits under the Urban Heath Partnership and has an officer employed for 14 hours a week. This covers areas relating to the heathland in BCP and Dorset area. There would need to be some investment in staff resource to make this a full-time officer post to ensure that all other (outside the heathland areas) high risk communities in Dorset could be included. There would also need to be a small resource budget to pay for the leaflets and other resources for carrying out this work. It is estimated that an extra £18,500 per year would cover all costs. It is also recommended that to ensure its success that it would need to be run for three years.

e) Example/Case study Dorset Firewise is an initiative that helps local communities who live in areas where they are at risk from heathland wildfires. Creating communities that are informed, prepared and safer is the main aim behind this work. Firewise is a new approach for both Dorset and the United Kingdom where the communities, those that manage the heath, and the emergency services are brought together to help reduce the risk from wildfire to properties and provide safer and more resilient communities. Run as an initial pilot project in 2018 Dorset Firewise brought together an ‘at risk community’ with the key stakeholders through neighbourhood meetings. These meetings have led to the production of relevant information and a better understanding around the management of heaths and the risks associated with wildfire. This has created community members who have taken more responsibility in relation to wildfires, who not only feel better prepared but are also sharing the key messages to others. It is funded as a part time role through heathland mitigation in DC and BCP area and sits within the Urban Heaths Partnership (a hosted partnership within Dorset Council). There is more than enough work for the current heathland sites, and it would be recommended that if this option was chosen that more funding be identified to extend this work and implement a Firewise warden scheme across a larger area. DWFRS – are very keen for Firewise to be promoted across the county and continue with the excellent work that is already being done. Engaging with the community to make properties safer from the risk of fire is a priority. We would need to carefully consider the use of community fire watch schemes and how such groups would interact with other users of the land, this could potentially sit alongside Firewise

f) Recommendation: Officers to investigate partnership funding options to support having a new Dorset Firewise voluntary warden scheme delivered through the Dorset Firewise work

10.6 OPTION 6: COMMUNICATION

a) Background

Page 26 Roadside signage is an excellent way to let those travelling to nature/beach sites that there is a fire risk, and that fires and BBQs are not allowed during periods of extreme hot and dry weather. It is essential that permanent and seasonal signs are used rather than signs that are there all year round. DWFRS currently have a system in place that utilises Council signage. It is stored at Wareham Fire Station and there is a procedure in place for signage to be deployed. The signs are recovered promptly to maintain impact. This service will continue for 2021.

Communication campaigns – there has been a range of successful campaigns during 2020 including the Litter Free Dorset, Urban Heaths Partnership and Dorset and Wiltshire Fire Service BBQ campaign. The Urban Heath partnership and Litter Free Dorset are two partnerships hosted by Dorset Council within the Environment Advice Team. The campaign provides shops, campsites and supermarkets with resources to put at sale points of disposable barbeques as well as running a social media posts across several platforms. http://www.litterfreedorset.co.uk/current-projects-and-campaigns/bbqs-burn- more-than-bangers/

Dorset and Wiltshire Fire and Rescue Service provide information on weather alerts and BBQ safety. It also has a referral scheme called Firesetters to report young people up to age of 18 years who are acting irresponsibly to tackle such behaviours www.dwfire.org.uk/firesetters

DWFRS - are very keen to continue supporting cross agencies media messages alongside its own messages which we are happy to be shared by Partners.

Working with others is a brilliant way to deliver effective and powerful messages. Developing and supporting campaigns and ways of working is a cost-effective way to deliver communication.

b) Description of potential options

 Continue to use the Dorset Council roadside signage.  Deliver and support targeted campaigns through partnership working.

c) Pros and cons

Pros  Reactive and proactive  Can work together with partners  Address a lot of different audiences  Target specific areas  Easy to do  Easy to push out over a range of partner and DC social media

Page 27 Cons  Messaging at Point of sale/working with retailers can be difficult with national chains but may work with local independents  Needs good coordination to avoid conflicting and disjointed messaging

d) Financial/resource implication As the signs are already produced, stored and managed by DWFRS there is no cost to continue this. If more signs are required there will need to be a small resource budget but on an ad hoc basis.

To develop and support the ongoing campaign work a small amount of resource is required for new signs, campaign materials, banners, Social media posts etc to deliver successful campaigns. A small budget is required for specific resources.

e) Example/Case study The Litter Free Dorset, Urban Heaths Partnership and Dorset and Wiltshire Fire Service BBQ campaign has run throughout the summer of 2020. Details the campaign, its success, reach and lessons learned can be found in Appendix 4

f) Recommendation: The campaign and communication work are supported and developed and taken forward for 2021 season in line with any recommendations from this report.

10.8 OPTION 7: BBQ’S TO BE BANNED IN CERTAIN LOCATIONS/AREAS

a) Background There have been many petitions asking the government to support the banning of disposable BBQ’s during 2020 as there have been many fires and a major incident in Dorset at Wareham forest. The Litter Free Dorset, Urban Heath Partnership and Dorset and Wiltshire Fire service 2020 campaign has already linked with many retailers, supermarkets and campsites to support the message around BBQs on heathlands and this could be widened to larger commercial and non-commercial organisations. In 2020 many places had posters up showing support and some smaller retailers who sold disposable BBQs before the Wareham fire are no longer selling them thanks to this work. However, the large supermarkets have an enormous amount of these disposable BBQs for sale and the local managers are not allowed to make any decisions on removing them as a sale item. A larger more corporate approach, linking with national government, is required if banning of disposable BBQ’s is to be successful. The use of the term ‘ban’ is a highly effective, hard hitting and simple tool to convey a ‘Don’t do it’ message and can help the council achieve its objectives in this issue. At the same time, it will be important for officers and members to

Page 28 understand the legal limitations of such an informal term; for example, is it indicative of a legally enforceable prohibition, or is it more a reflection of an arrangement/agreement between partners? It will also need to be clear whether bans relate to sale, use or possession etc.

DWFRS would be looking to support the NFCC message around disposable BBQ’s and the safe and responsible use rather than an all-out ban.

b) Description of potential option Instigate a coordinated approach to the banning of disposable BBQs in agreed high risk area's locations. This work should link with the new BBQ and campfire/wildfire policy in section 10.3 (Appendix2).

c) Pros and cons

Pros  Easy to instigate  Builds on the Dorset BBQ campaigns  Working in partnership to deliver the same message to the public  High profile  Linking to government on this issue on a Dorset united front Cons  Enforcement is lacking  Hard to engage the large national retailers e.g., Sainsburys, Asda  Would only be applicable to some locations considered high risk and therefore may push the problem elsewhere

d) Financial/resource implication The financial/ resource implication is primarily around staff time to do the engagement with a range of different partners and organisations. Based on the 2020 BBQ campaign this takes time recognising that the best way to engage with retailers, campsites etc is by face-to-face visits. This work links with many of the options within this report including:  Option 3 (10.3) the introduction of a new BBQs and campfire/wildfire policy  Option 5 (10.5) a firewise voluntary warden scheme  Option 6 (10.6) and the support and development of a new campaign material and linking with other businesses and organisations. There would be staff resource in the communications team and the Environment Advice team to enable success.

e) Example/Case study Example 1: In 2020 The New Forest National Park Authority called on other organisations to support and retailers across the Forest to remove disposable

Page 29 barbecues from sale and for a continued ban on fires and barbecues in the open countryside of the National Park. The move followed large numbers of disposable barbecues being used while the New Forest was at extreme risk of fire. Multiple fires had to be put out and numerous areas of scorched earth were left across the protected habitats when fire warnings were still in place. Forestry organisations including the National Park Authority, Forestry England, Hampshire County Council, New Forest District Council and the National Trust worked with the emergency services to educate the public about the dangers of disposable barbecues and fires, and to protect the Forest and coast. They plan to continue the campaign for summer 2021.https://www.newforestnpa.gov.uk/news/new- forest-national-park-authority-calls-for-ban-on-disposable-bbqs/

Example 2: Derbyshire have worked with landowners and organisations across the Peak District area to prohibit use of disposable BBQs. It is not legislation or a Byelaw or Order with enforcement powers, just an agreed unified approach. https://www.derbyshiredales.gov.uk/your-council/news-and-publications/latest- news/3094-crackdown-on -disposable-barbecue-use f) Recommendation: Dorset council initiate a coordinated approach to the banning of disposable BBQs in agreed high risk area's locations. This work should link with Option 3, 5 and 6

Footnote: Issues relating to financial, legal, environmental, economic and equalities implications have been considered and any information relevant to the decision is included within the report.

Page 30 Ref. No. Category (Y/N) People Place Sky lantern and balloon Corporate In Constitution release Policy

Policy Details

What is this policy for? The Sky lantern and balloon release (SLBR) Policy covers all balloon and lantern releases on Dorset Council land and leased land. It also covers events supported, financially or otherwise, by Dorset Council including those not on Council owned land.

Through this policy Dorset Council will also call for the restriction of sky lantern and balloon releases by other landowners across Dorset. It will also carry out public comms dissuading the release of sky lantern and balloon releases by Dorset residents, visitors, businesses and organisations and promote sustainable alternatives.

Who does this policy The SLBR Policy will affect: affect?  Dorset Council via owned land, leased land, events supported, financially or otherwise, by Dorset Council including those not on Council owned land (Phase 1)  Dorset landowners by encouraging them to support this policy  Dorset residents, visitors, businesses and organisations and other landowners via the communications plan (Phase 2) Keywords Sky lantern release, Balloon release, Single Use Plastic, Plastic, Climate and Ecological Emergency, Environmental Advice, Litter, Fire, Sustainable Memorials Author Matilda Manley - Litter Free Coast and Sea Coordinator Email: [email protected] Dorset Council policy This policy applies across the Dorset Council area adopted from Does this policy relate to N/A any laws? Is this policy linked to any Reference number and details of any other Dorset Council policies this policy is linked other Dorset Council to, and in what way they are linked: policies?  Climate and Ecological Emergency – Reducing plastic will reduce Dorset Councils’ carbon footprint, preventing release will decrease littering which can cause harm to wildlife  Area of Outstanding Natural Beauty Management Plan  Jurassic Coast World Heritage Site Management Plan  Dorset Coast Forum Strategy- this links with Objective 1 - A coast that is at least as beautiful, and as rich in wildlife and cultural heritage, as it is now.  Urban Heaths Partnership Management Plan- lanterns can cause wildfires  Dorset Waste Partnership Litter Management Policies

Equality Impact N/A Assessment (EqIA) Other Impact N/A Assessments

Page 31 Status and Approvals

Status DRAFT Version 001 Last review date N/A – New Policy Next review date May 2021

Approved by (Director) Executive Director of Place Date approved John Sellgren Member/ Partnership Date approved Board Approval

Sky lantern and balloon release (SLBR) Policy – Putting it into context

Background to the Policy – setting the scene

Litter Free Coast and Sea (A project of the Dorset Coast Forum which is a hosted partnership of Dorset Council) identified the release of sky lanterns and balloons as an issue in 2015 and set up a multi-agency group to identify ways in which we could reduce them in Dorset. Representatives sat on this group from all the local councils in the Dorset County and Bournemouth, Christchurch and Poole areas (district, borough, county, town and parish and unitary) along with representatives from Dorset Police, Dorset Fire and Rescue, Dorset Wildlife Trust, Dorset CPRE, Dorset NFU, Environment Agency, Urban Heaths Partnership, Dorset Waste Partnership, Jurassic Coast World Heritage Team, Marine Conservation Society and The Lulworth Estate.

The group: • Developed a charter to commit to helping to reduce sky lantern and balloon releases across Dorset. This was agreed and can be found at: https://www.litterfreecoastandsea.co.uk/sky-lantern-and-balloon-release-charter/ • Sought to put in place and promote bans on all land possible such as DWT reserves, RSPB reserves, estates and bans on all council land too • Sought to ban/discourage all types of balloon and sky lantern including those that are made from bamboo or claim to be biodegradable and raise awareness of alternatives to balloon releases and sky lanterns • Gathered evidence on the impact of sky lantern and balloon releases locally.

Following this the Dorset Councils Partnership (North Dorset, West Dorset and Weymouth) adopted a policy on the release of sky lanterns and balloons in 2018. The 2018 policy has been reviewed and incorporated into this policy to apply to the whole of the Dorset Council area.

The Issue Balloon and sky lantern releases are a popular way of promoting publicity, fundraising and marking events such as weddings or commemorations.

As part of the evidence gathering taken place by the multi-agency group in 2015 a report was collated (see appendix 1). In addition, the group discovered a report created for DEFRA by ADAS in 2013 entitled “Sky lanterns and helium balloons: an assessment of impacts on livestock and the environment”. This document gives a comprehensive account of the evidence of the impact of sky lanterns and balloons. National evidence of impact is sparse. They key potential impacts sky lantern and balloon releases can have are listed below:

 Risks to livestock and animal health (including marine animals) through ingestion, entanglement and fire risk  Fire risk (sky lanterns only) damaging habitats (including protected ones such as heathland) and property  Impacts on the environment, littering on land and at sea  Risks to aviation  Risks to coastal rescue services (mistaken for distress flares)  Risks to consumer safety (there is a variety of sky lanterns on the market, some more safe to use than others)  Waste of limited helium resources (heliumPage balloons 32 only) National Policy The UK Government currently has no policy on sky lantern and balloon releases although there is mounting pressure from national charities such as Marine Conservation Society, RSPCA and NFU for national and local bans to be put in place.

Marine Conservation Society recommend that balloons and lanterns are classed as litter and outdoor releases made illegal under existing national legislation such as the Environmental Protection Act 1990 and the Clean Neighbourhoods and Environment Act 2005 (reference: https://www.mcsuk.org/downloads/pollution/beachwatch/MCS_balloons_and_chinese_lanterns_policy.pdf)

What other councils are doing? The Marine Conservation Society holds a list of councils in the United Kingdom who have a ban in place on Sky lantern and/or balloon releases. The list has over 80 councils including Cornwall Council and Devon County Council locally. The list can be viewed at: https://www.mcsuk.org/campaigns/dont-let-go-councils

Challenges The main challenge of introducing this policy the issue of enforcement. The 2015 multi-agency group looked into bans in the form of byelaws and public space protection orders and found that public space protection order had been used by other councils (Cornwall Council in 2015) and would be most enforceable.

The other challenge will be getting the policy embedded within the whole council. This is being overcome by the creation of an action plan that gives each Service Manager the tools and the responsibility to embed the policy. A communications campaign across the council raising awareness of the new policy and how to implement it in your work will also be delivered.

Sky lantern and balloon release (SLBR) Policy – Dorset

The following items/activities are included within this policy for ‘Lanterns’ and ‘Balloons’:  All airborne launched lanterns, latex balloons and similar free-floating devices that are not under control once launched.  Any such device containing a naked flame, fuel cell, helium gas or similar elevation mechanism.  Special consideration will not be given to devices stated to be Biodegradable as classifications of what is and is not biodegradable varies greatly

Lanterns are also commonly known by numerous names including Chinese Lanterns, Sky Lanterns, Flying Lanterns, Glowing Lanterns, Night Sky Lanterns, Kongming Lanterns and similar.

This Council prohibits the release of balloons and lanterns from Council owned land and buildings. This applies to Council run events and events run by third parties. The council also prohibits the release of balloons and lanterns from events supported, financially or otherwise, by Dorset Council including those not on Council owned land. The Council considers the release of balloons and lanterns from any land or buildings as potential littering and will take action when advised to do so under the Environmental Protection Act 1990 and the Clean Neighbourhoods and Environment Act 2005 where appropriate.

Litter Where balloons and lanterns are released intentionally outdoors and are not disposed of responsibly, they litter the environment and as such this could be a potential offence under the Environmental Protection Act 1990 and the Clean Neighbourhoods and Environment Act 2005. Where the Council receives evidence of littering through the release of balloons and lanterns which are not disposed of responsibly, the Council may consider exercising its powers under the appropriate legislation. Page 33 Permitted releases For the avoidance of doubt, piloted hot air balloons are not covered by this policy. Helium balloons may also be permitted when used for research purposes, for example weather balloons, as long as supporting evidence is provided, identifying any risk and/ or any hazards to the environment and with any appropriate mitigation.

Working with event organisers/ third parties/ lessees/ licensees Once the Council is notified of potential releases within the Dorset Council area the Council will work with event organisers to suggest suitable alternatives to outdoor balloon and lantern releases and/ or to provide advice and guidance on the potential disposal of these items.

Monitoring, Assessment & Review The Council will inform event organisers of the Balloon and Sky Lantern Release Policy by means of including relevant information within booking forms and other promotional materials. The Council will also at its own discretion and where appropriate include details of this policy within any new leases or licences of land and/ or buildings where permitted events take place at those locations. An Action Plan and internal communications campaign will be formulated by hosted partnership project “Litter Free Coast and Sea” (working with Dorset Council Comms team) to ensure all council services embed this policy within their working and promote sustainable alternatives.

A communications plan will also be formulated and implemented to call for the restriction of sky lantern and balloon releases by other landowners across Dorset, dissuade the release of sky lantern and balloon releases by Dorset residents and promote sustainable alternatives.

This Policy will be reviewed in two years’ time via an internal audit.

Page 34 Ref. No. Category (Y/N) People Place Disposable BBQ and Corporate In Constitution campfire/wildfire Policy

Policy Details

What is this policy for? The policy is to prohibit the use of disposable BBQs and the lighting of campfires/wildfires at any of Dorset Council’s country parks and other Dorset Council land that is deemed high risk for fire. It also promotes a key message against the general use of disposable BBQ’s and lighting of campfires/wildfires across all Dorset Council areas that are deemed to be highly sensitive to fires such as heathland, dry grassland.

Through this policy Dorset Council will also call for other organisations and landowners to restrict the use of disposable BBQ’s and having campfires/wildfires on their own land where it is deemed to be a fire related risk and/or where there are protected and special habitats and wildlife that would be at risk from fire.

The Policy will be used by managers, wardens, officers within Dorset Council including those at each of the country parks to reinforce the clear and consistent message rather than having separate rules and messaging relating to disposable BBQ’s use and the lighting of campfires/wildfires.

The policy will enable Dorset Council to carry out public communications highlighting this policy to Dorset residents, visitors, businesses and organisations.

Who does this policy The Policy will affect: affect?  Dorset Council Country Parks – Moors Valley CP, Avon Heath CP, Durlston CP and Thorncombe Woods  Other Dorset Council land deemed to be at high risk from fire  Dorset landowners by encouraging them to support this policy  Dorset residents, visitors, businesses and organisations and other landowners Keywords Disposable BBQ, Campfire, Wildfire, Climate and Ecological Emergency, Environmental Advice, Litter, Fire Author Bridget Betts Email: [email protected]

Does this policy relate to The Countryside and Rights of Way Act 2000 (CROW Act) Schedule 2 prohibits any laws? activities including that “a person cannot light or tend a fire or undertake any act which is likely to cause a fire.” The majority of heathland in Dorset is open access land. Dorset Council, (or where relevant the national park authority) oversees access rights under the CROW Act and may prohibit people from accessing land for 72 hours for failing to comply with Schedule 2 provisions.

The Wildlife and Countryside Act 1981 covers damage to a SSSI and a person found to have intentionally or recklessly caused destruction or damage can be prosecuted and fined. Dorset Council and/or Natural England may enforce these provisions and institute proceedings for any offence. Page 35 Existing Byelaws - Three Byelaws are currently in place, covering specified areas of Dorset only, which ban lighting of flames, fires and stoves; including the Forestry Commission, National Trust and Weymouth and Portland area. Those organisations can monitor compliance. Non-compliance is an offence under each Byelaw, which can be enforced by the organisations and/or the Police and those found guilty can be fined. These could be actively enforced by the Council and those other organisations who have Byelaws in place. Natural England are currently consulting on a new Byelaw to protect areas of SSSI, which includes a prohibition on use of barbeques and stoves in those areas.

Is this policy linked to any Reference number and details of any other Dorset Council policies this policy is linked other Dorset Council to, and in what way they are linked: policies?  Climate and Ecological Emergency – Reduction in fire related activities and release of CO2, reducing litter will reduce Dorset Councils’ carbon footprint, preventing release will decrease littering which can cause harm to wildlife  Urban Heaths Partnership Management Plan- disposable BBQ’s and campfires can cause wildfires, especially near heathlands  Dorset Waste Partnership Litter Management Policies  AONB Management Plan

Equality Impact N/A Assessment (EqIA) Other Impact N/A Assessments

Status and Approvals

Status DRAFT Version 001 Last review date N/A – New Policy Next review date May 2022

Approved by (Director) Executive Director of Place Date approved John Sellgren Member/ Partnership Date approved Board Approval

Disposable BBQ and campfire/wildfire Policy – Putting it into context

Background to the Policy – setting the scene There has been a significant rise in incidents of fire damage across Dorset as a result of disposable barbecues that have not been disposed of correctly and because of people lighting campfires/wildfires especially on or near heathland and dry wooded areas.

The most serious of these incidents has been the wildfire at Wareham Forest which affected 180 hectares of heathland in 2020 and was declared a major incident by the Fire and Rescue Service. Concern about these fires has resulted in questions being raised about the Council’s role in helping to prevent incidents like this occurring. This policy has been developed with a range of Dorset council officers and partners including Forestry England and the Dorset and Wilshire Fire and Rescue Service. This policy is part of a range of options for helping to reduce wildfires in Dorset. Page 36 The Issue With increased temperatures during the summer months there is an increased risk of wildfires. The better weather means that more people are spending more time eating outdoors and with the price and availability of disposable BBQ’s it has meant that there has been a huge increase in their use. This has led to a significant increase in fire related to disposable BBQs in Dorset. Also there has been an increase in wild camping, especially in relation to Covid 19 with more people visiting Dorset that would have previously gone abroad. Wild camping can mean that there is more chance of campfires and cooking outdoors.

The risks from disposable BBQ’s not being disposed of correctly and campfires/wildfires not being extinguished correctly include:

 Fire risk to properties and infrastructure near places that are considered high risk e.g. visitor centres and heathlands  Risk to life from wildfire. Risk to staff that’s not necessarily life threatening, such as burns and smoke inhalation.  Risks to rescue services when having to deal with wildfires  Fire risk damaging habitats and species  Risks to livestock and animal health through fire risk  Impacts on the environment e.g. littering on land, discarded coals in the soil and in lakes  Impact to other users of the sites, such as the smoke generated by BBQs.

National Policy The UK Government currently has no policy on disposable BBQ’s and campfires although there is mounting pressure from others for such bans to be put in place.

July 2020 Rebecca Pow (Conservative) stated “There are existing powers in legislation which can be used by authorities to regulate and prohibit the lighting of fires on Access Land in Areas of Outstanding Natural Beauty (AONBs) and National Parks. Current ‘Byelaw’ legislation allows for local authorities to restrict and enforce the use of disposable barbecues in parks and public spaces. The Government has no plans for additional legislative proposals to introduce a seasonal ban on the use of disposable barbecues……an updated Countryside Code which advises not to have barbecues or fires is being produced” https://questions-statements.parliament.uk/written- questions/detail/2020-07-01/67540

What other councils are doing? There is mounting pressure from others for such bans to be put in place – Although not a council this campaign did involve the council but was a partnership brought together by the Peak District National Park. By working together, they promoted a key message against BBQ’s in the forest and many retailers stopped selling disposable BBQ’s as a result. https://www.derbyshiredales.gov.uk/your-council/news-and-publications/latest-news/3094-crackdown- on-disposable-barbecue-use

Challenges The main challenge of introducing this policy is the issue of enforcement. While enforcement can be difficult having a clear policy means that there is a clear and consistent message from Dorset Council that can be cited by the staff working at any of the DC locations. This greatly helps with enforcing this policy and provides the backing from DC to approach members of the public who are not adhering to or aware of the rules. While not all members of the public will adhere to the new policy it is suspected that it will help to reduce the number of incidents.

Effective communications around the policy and visible signage will help overcome any challenges. Community engagement will be key so that residents can act as messengers to communicate the ban to wider audiences within and outside Dorset.

Disposable BBQ and campfire/wildfire Policy – Dorset The following items/activities are included within thisPage policy: 37  The use of disposable BBQ’s  The lighting and campfires/wildfires

This Council prohibits the use of a disposable BBQ and the lighting of campfires or wildfires on Dorset Council land including their three Country Parks. These include:  Moors Valley CP  Durlston CP  Avon Health CP

In addition:  Thorncombe Woods.  All other Dorset Council areas deemed at high fire risk – these areas are related to heathland, meadowland, uncut grassland or areas where there is evidence of fire risk

Criteria for deciding if a site should allow/ban disposable BBQ and campfires/wildfires: o Habitat type – Is the habitat susceptible to wildfire? (Example; heathland, grassed sand dunes, long meadow grassland would be considered at risk. Amenity grassland, beach, would be low risk) o Have there been any incidents of wildfire within the past 5 years? o Is the site vulnerable to antisocial behaviour? o Is there good emergency access onto the site? o What is the fuel load like? (is the vegetation dense/thick without any fuel breaks, are the species highly flammable? Example, gorse) o Is there any contamination on site that would increase risk (example: old landfill site)? o Neighbouring land use should be considered. Does it increase the risk? Example, fuel station

Litter and Waste - Additionally this policy will help with litter issues associated with disposable BBQ’s that are not disposed of responsibly as well as reduce the amount of waste in public bins.

Monitoring, Assessment & Review - The Council will have clear signage and messaging at each site and be available on the DC website, and associated CP websites, relating to the prohibited use of disposable BBQ’s and the lighting of campfires/wildfires. They will inform any group event taking place on DC land, by including relevant information within booking forms and on other promotional materials.

Communications - A communications plan will be formulated and implemented to call for the ban of disposable BBQ’s and lighting of camp and wildfires on our land as well as by other landowners across Dorset. It will promote safe alternative activities for the public.

Partnerships hosted by Dorset Council such as Litter Free Dorset will encourage businesses to stop selling disposable BBQs and use community groups to spread the message of the ban to wider audiences.

Review - This Policy will be reviewed each year via an internal audit.

Page 38 Firewise - Community Fire Watch Scheme Date: 15/01/21 Proposal: To develop a community Firewise warden scheme under the work programme of Dorset Firewise project. Background: Firewise UK is based on the international programme from The National Fire Protection Association (NFPA). Firewise information suggests simple practical steps for the home and garden which can reduce the risks of wildfire damage to homes close to heathlands or forest in Dorset. The information is equally relevant to individual homeowners or communities. However, the project is very much about encouraging communities to work together to reduce the risk, the emphasis is that everybody has a part to play, we can all help ourselves and our community. The project is delivered by the Urban Heath Partnership part time Firewise officer (14 hours per week). To develop a Fire Warden Scheme based around the Firewise principals would be a natural extension of the project and would naturally fit with the aims of Firewise.

Expected Outcomes: Develop a Community Firewise Warden scheme that will help reduce the number of fires within their communities by acting as the eyes and ears for the authorities when out and about as well as communicating key Firewise messages to others visiting their area. The scheme will:  Be developed by Firewise partners to ensure that there is input from all key players.  Identify key hot spot areas that are deemed high fire risk or areas where there has been consistent issues.  Link with a whole range of volunteers so that the duties of the Firewise warden could be in addition to what they already do in their current volunteering role.  Recruit new volunteers to become Firewise wardens.  An online training pack and on the ground/virtual training will be provided to ensure consistency and health and safety for those carrying out Firewise wardening activities.

Duties carried out by voluntary Firewise Wardens would include:  Observing for any signs of fire and reporting them to the emergency services when out and about on local public open spaces and in community areas via an agreed scheme  Distributing relevant information to key high fire risk areas  Communicate with members of the public when out and about letting them know of the dangers of certain activities and provide them with  Communicate via social media the key messages from FireWise  Visit people at risk to ensure that they are aware when there is a high-risk alert.  Support local Firewise Communities.

Work to develop the scheme will require additional staff time and resources to promote and support the new scheme. Costs: Detail Cost Staff costs - increase hours to the Firewise Officer £15,000 role @ 22 hrs per week

Paul Attwell, Urban Heaths Partnership Manager [email protected] Page 39 Travel £ 500 Project resources Events, leaflets, promotion £3,000 TOTAL £18,500

3 year TOTAL £55,500

Paul Attwell, Urban Heaths Partnership Manager [email protected] Page 40 Appendix 4: BBQs Burn More Than Bangers campaign

The ‘BBQs Burn More Than Bangers’ campaign was launched in May this year to coincide with the lockdown restrictions being lifted to remind people that BBQs are illegal on heathlands. Litter Free Dorset (LFD), the Urban Heath Partnership (UHP) and Dorset & Wiltshire Fire and Rescue Service (DWFRS) worked together to launch the campaign to prevent wildfire. On average, Dorset is subject to over 100 heathland wildfires a year, a high proportion of these can be attributed to a heathland barbecue gone wrong. The major incident of Wareham Forest Fire where 220 acres were destroyed illustrated how much damage can be caused by a disposable BBQ. This campaign has raised awareness that it is illegal to barbecue on heathland and instead promote the use of alternative barbecuing destinations and use.

Press Coverage and Social Media

 Online news articles: Bournemouth Echo, Lyme Online, Dorset Echo (3 articles), Bridport & Lyme Regis News, Wessex FM, Mags4Dorset  Radio interviews: Wessex FM and BBC South  Radio campaign on Wave 105: Messages going out each week after the weather

Litter Free Dorset social media insights

 Facebook: LFD have shared 41 campaign posts reaching an audience of 70K people. LFD paid to boost the reach of the campaign to target specific audiences (tourists and young people) e.g The ‘deer post’ reached an additional 4,719 people, 72.3% of this audience was 13-17 year olds. Overall this post has reached 15,167 people.  Twitter: Since the campaign was launched, LFD have shared 30 campaign posts to Twitter, reaching an audience of over 40K people.  Instagram: Since the campaign was launched, LFD have shared 31 campaign posts to Instagram, reaching 5,860 people.

Urban Heath Partnership social media insights

 Facebook = 13 posts/24,588 reach/707 engagement  Twitter = 9 posts/3047 reach/108 engagement  Instagram = 24 posts/3305 reach/673 engagement  Total = 46 posts/30,040 reach/1,488 engagement  Launched Facebook frame on 31st July to boost engagement on Facebook

The Animation www.litterfreedorset.co.uk Page 41 As part of the campaign we commissioned an animation produced by Mistermunro for social media.

Link to animation on Facebook: https://www.facebook.com/385938381786890/videos/741068273297306

The insights show that the animation reached over 15K people in the first weekend it was released. Although we don’t know how many people’s behaviour may have been influenced, we can be sure it is being shared amongst our target audiences and people other than environmentalists.

The animation has been shared on four LFD platforms: YouTube, Facebook, Twitter and Instagram, reaching approximately 36K people in total.

 Facebook: The animation has reached an audience of 24,312 on Facebook with 28 likes and 137 shares. The animation has been boosted twice, both for 5 days, to extend the reach of the post. The first boost (22nd May) enabled the video to reach an additional 9,000 people and the second boost (19th June) reached an additional 2,300 people  Twitter: The animation has reached 11,469 people on Twitter, has been retweet 51 times and liked by 67 people.

The animation has been uploaded and shared separately by Dorset Council, Wave 105 (paid partnership), The National Trust Studland Bay, DWFRS and the Urban Heath Partnership. More recently we have had interested in the animation from Hampshire Council and the fire service have

even developed the animation into a colouring book for their education programme.

www.litterfreedorset.co.uk Page 42 Campaign Artwork

The artwork was designed to reach a younger audience. By using animals which people have emotional attachments to the artwork appeals to a diverse audience. Artwork was installed at areas close to heathlands to begin with, large banners and posters were used. A list of some of the locations is below:

Banners locations  Ham Common – entrance road down to Lake Pier car park  Nr Alder Hills/Bourne Valley – beside the Harvester/Sainsbury Roundabout on Alder Rd  Canford Heath – Above Canford Heath Rd, just short of the Dorset Way roundabout  Canford Heath – Culliford Crescent  Canford Heath – Gravel Hill lay-by on the A349

Posters on heathlands  Canford Heath  Upton Heath  Talbot Heath  Stephen’s Castle  Dewlands Common  Studland (Installed by the National Trust)

Campaign artwork by Canford Heath

www.litterfreedorset.co.uk Page 43 Business and Community Engagement

Supermarkets

Posters have been delivered to 62 supermarkets (Sainsburys, ASDA, Tesco, Co-op Food, Lidl, Marks & Spencer, Waitrose) nearby the heathlands and Dorset-wide. Full details below:

Supermarkets in areas surrounding Heathlands:  31 supermarkets located nearby the original targeted heathlands were contacted by phone, and campaign posters mailed out to each supermarket  Follow up phone calls identified campaign posters are displayed on community notice boards, the BBQ stands and next to the tills at 18 of the 31 contacted supermarkets  Posters have also been delivered by hand by the DWFRS team to nine of the 31 stores, who have been unresponsive to phone calls and emails.

Dorset-wide supermarkets:  31 supermarkets in tourist hotspots, and on major access roads to tourist hotspots, within the Dorset Council district area have been contacted by phone, and posters mailed in the post to each supermarket. Targeted towns: Lyme Regis, Bridport, Beaminster, Dorchester, Weymouth, Portland, Chickerell, Wareham, Swanage, Blandford Forum, Shaftesbury, Gillingham  In-store visits to nine of these stores have taken place. Managers and colleagues have been spoken to about the campaign.  Sainsburys and Co-op in Wareham have stopped selling disposable BBQs and charcoal following the Wareham Forest fire

Urban Heath partnership have also been in contact with convenience stores, discount stores, garages and bait shops. The figures below show how many are supporting the campaign out of the ones who have been contacted.

 17/20 convenience stores  3/3 discount stores  5/9 garages  4/5 Bait shops

Holiday parks

Litter Free Dorset have compiled and emailed a list of 52 self-catered holiday rental companies (15) and large holiday parks (38), Dorset-wide, with information about the BBQ campaign, what they can do to support the campaign and digital copies of the campaign posters.

A total of 54 caravan and campsites throughout the Purbeck Area have been contacted by UHP as part of the campaign. The response from site owners and managers has been overwhelmingly positive with almost every site reached so far agreeing to display at least one poster and take flyers for the ‘BBQs Burn More Than Bangers’ Campaign. Urban Heaths Partnership Warden Amy Gallagher has been delivering the majority of these in person to build a rapport with the owners and gain their support. Several of the campsites themselves have banned disposable BBQs on site and already recognise the risk they pose for wildfire and littering. The relationships being built with local businesses through this campaign will be useful in future years to easily get further posters displayed to tackle anti-social behaviours on the heathlands and wider countryside.

www.litterfreedorset.co.uk Page 44 Next Steps

 We plan to continue with business engagement for the rest of the Summer by urging shops and supermarkets to show support for the campaign and promote safe use of disposable BBQs.  A campaign film to highlight the devasting effects of Wareham Forest Fire is being created for use by all partners on social media and for educational purposes.  An evaluation will take place in Autumn to see what parts of the campaign were most successful and how we can use this knowledge to develop the campaign next year.

Latest Press Release - 05.08.2020

Shops urged to do their bit to promote responsible BBQ use

Litter Free Dorset have been asking shops, supermarkets and petrol stations across Dorset to support the ‘BBQs Burn More Than Bangers’ campaign. An important message which reminds people to use BBQs responsibly and always take rubbish home afterwards. Over 100 letters have been sent to shops by the community campaign Litter Free Dorset (hosted by Dorset Council) to seek support and spread the message.

With the expected heatwave at the weekend the risk of wildfire is high. On average, Dorset is subject to over 100 heathland wildfires a year, a high proportion of these can be attributed to a heathland barbecue gone wrong. This Summer, 550 acres (550 football pitches) of Wareham Forest was destroyed due to an abandoned disposable BBQ. Litter Free Dorset have been raising awareness that it is illegal to barbecue on heathland and instead wishes to promote the use of alternative, safe barbecuing destinations.

All businesses that sell or promote the use of disposable BBQs are being asked to get behind the campaign.

Sophie Colley from Litter Free Dorset said “A huge Thank you goes to the businesses that have supported the campaign so far as well as those who have stopped selling BBQs altogether. It’s vital we promote safe BBQ use to customers to reduce the impacts of littering therefore we need all shops and supermarkets to help.”

How can businesses help?

Simply head over to Litter Free Dorset’s website and print off a poster to place by BBQs, tills or shop windows.

Download a poster here  Litter Free Dorset Resource Hub

o If you would like more information on the campaign go to the LFD website. o If you’re planning a BBQ this weekend, have it at home. o If you’re out and about, pack a picnic or support a local café. And of course, Be cool and take your litter home.

www.litterfreedorset.co.uk Page 45 Litter Free Dorset - A community campaign to reduce littering behaviour

Dorset Council hosted partnership Litter Free Dorset (LFD) delivers a range of work across Dorset. It is made up of a group of local organisations, Dorset Waste Partnership, charities, Local Authorities and community groups who all work together to reduce the social, economic and environmental impacts of litter. This is done by trying to stop littering behaviour in the first place through co- producing policy, projects and campaigns. Collaborative working is creating a partnership with impact, legacy and sustainability.

Urban Heath Partnership

The Urban Heath Partnerships is made up of 10 organisations working together to protect and enhance the Dorset heathlands. The partnership aims to alleviate urban pressures on the Dorset heaths brought about by new residential development in the area. This is achieved with a combination of wardening, an inclusive education programme, access management and fire risk assessment and heath management.

www.litterfreedorset.co.uk Page 46 Agenda Item 7

Place and Resources Overview Committee 25th February 2021 Developing Dorset’s Digital Vision

For Recommendation to Cabinet Portfolio Holder: Cllr P Wharf, Corporate Development and Change

Local Councillor(s): Cllr

Executive Director: A Dunn, Executive Director, Corporate Development

Report Author: Dr Deborah Smart Title: Corporate Director Digital and Change Tel: 01305 224711 Email: [email protected]

Report Status: Public

Recommendation:

That the Place and Resources Overview committee:

1. Recommend the adoption of the attached Digital Vision and accompanying delivery plan to Cabinet.

Reason for Recommendation:

Further to the Place and Resources committee meeting in December 2020 the draft digital vision has been finalised, reflecting the comments, suggestions and ideas put forward. The recommended areas of focus have been pulled together and are reflected in the accompanying delivery plan. Subject to any typographical or minor changes the committee wish to suggest, these documents are now ready to be recommended to cabinet for adoption.

1. Executive Summary

The attached digital vision and accompanying delivery plan set out the council’s digital aims and ambitions, how these will be realised and the measures we will use to know we have achieved them. As we start to move into delivering our projects, we will continue to refine and develop our measures of success to make sure we are measuring the right things in the right way.

These documents have been worked up through processes and events including partners like the NHS, representatives from the community, members of the public,

Page 47 the voluntary sector and the business community. During business breakfasts, Future Dorset and Dorset Reloaded, officers have sought and listened to views that have fed into our Digital Vision. There has also been extensive input from councillors through initially the Digital and ICT EAP and subsequently the Place and Resources Overview Committee.

2. Financial Implications

The actions set out in the delivery plan will be financed through appropriate funding streams which are already accounted for within the MTFP including the transformation fund and capital allocations for ICT. These alongside Government or LEP grants mean the delivery plan is full funded.

3. Well-being and Health Implications

Improving digital connectivity and reducing the digital divide can play an important role in supporting people to live healthy lives. It contributes to the ability for the council within social care and health partners to take advantage of digital equipment, remote monitoring and other emerging technologies to support improvements to health and well-being outcomes.

4. Climate implications

This digital vision improves connectivity across Dorset, supports the development of first class digital services for the council and the ability for excluded members of the public to consume them. It contributes to the council transforming the way it works through the adoption of the Dorset Workplace. These actions are believed to contribute to reducing travel, reducing paper and have other positive contributions to support reduction in carbon consumption.

5. Other Implications

No other implications identified.

6. Risk Assessment

Having considered the risks associated with this decision, the level of risk has been identified as:

Current Risk: High Residual Risk: High

The council has a corporate risk, identified as high, which is ‘failure to adequately manage the financial position leads to an overspend which is untenable in the medium term’. The projects and activities contained within the digital vision aim to mitigate this risk by focussing resources where needed to deliver Dorset Council’s digital transformation.

7. Equalities Impact Assessment

Page 48 An EQIA is underway and will be completed for inclusion with the Digital Vision and delivery plan when recommended to Cabinet.

8. Appendices

Digital Vision Delivery Plan

9. Background Papers

Footnote: Issues relating to financial, legal, environmental, economic and equalities implications have been considered and any information relevant to the decision is included within the report.

Page 49 This page is intentionally left blank #DigitalDorset

Page 51 Our Digital Vision #DigitalDorset Foreword

Cllr Peter Wharf Portfolio Holder for Corporate Development & Change

Digital as a way of working is not just about the technology; it is always first and foremost about people. The recent COVID-19 pandemic has highlighted the value that digital can bring to our lives.

Our challenge as a council is to continue to think innovatively about how we use technology, taking a fresh look at how we deliver services listening to what our customers need, saving us all time and money.

The 5G project is a great example of our commitment and provides an exciting opportunity for Dorset to be at the forefront of next generation technology. Creating a smart rural place is about using data and technology to promote economic growth, protect our unique environment and improve the lives of peoples living and working in Dorset.

Digital has a key enabling role for our transformation and COVID-19 recovery work. We will continue to work collaboratively with our partners, councillors, employees, residents and businesses to realise our corporate vision and make Dorset a great place to live, work and visit.

Matt Prosser Chief Executive Dorset Council

Having the privilege of creating a new Council has allowed us in Dorset to put digital ways of working at the heart of what we do and to deliver our corporate vision. We want to enable the majority of people or those acting on their behalf to access our services via digital means, ensuring our offer doesn’t disappoint by putting the customer at the heart of our service design.

As a council we also provide many universal services to all, and there are some people and some groups in Dorset that cannot currently use digital services directly. Often these are some of the most vulnerable in our society.

Using the efficiency gained from digital service delivery, means that we can invest more time in supporting those who are vulnerable or in need, both to ensure they get the services they require and wherever possible ensure, with support, they can access as much help and support digitally as is feasible. Our digital champions are an excellent example of this.

Representing our residents, communities and businesses across the Dorset area, we will work tirelessly to ensure the continued investment in the infrastructure needed to keep everyone connected, not a small project in a beautifully rural environment. We are committed to this and in doing so making Dorset the natural place to do business.

Thank you for taking the time to read this document – I hope having done so you will understand what we are doing currently and also what we have plans for, to deliver Dorset’s digital future, a great place to live, work and visit. Page 52 2 Introduction

In April 2019 Dorset Council was formed, bringing 6 councils together into one. The business case for Local Government Reorganisation (LGR) identified the new council should ‘optimise the use of digital to improve services and empower users’.

We want to create a modern, customer focused, 21st century council which operates in a thriving digital place. We were co-signatories of the Local Digital Declaration to signal our ambition.

Our Economic Growth Strategy has digital running through all five themes. We’re developing this strategy at the same time as the Dorset Local Enterprise Partner Local Industrial Strategy which aims to boost productivity by £1bn by 2030. These strategies need innovation, digital skills and technology, all underpinned by cutting-edge digital infrastructure.

Creating a new council provides a fantastic opportunity to embed digital at the heart of the new organisation and do things differently.

For us, digital is a way of thinking and working, designing services around the needs of people, making the most of modern technology, and doing this responding to the urgent climate challenge.

We’ve started to deliver this vision, we have already:

• introduced a new post ‘Corporate Director for Digital and Change’

• created dedicated digital capacity to work alongside ICT Operations, Business Intelligence & Information Governance services

• adopted new tools, techniques and standards to design user-centred end to end services

• engaged businesses in developing our vision and work programme for a smart rural place

• worked with our partners to safely and securely share data to create the Dorset Care Record

• created networks of digital champions in the workforce and the community

• been successful with national funding to deliver local 5G pilots

• launched our digital podcast to run alongside the digital network

• started to use national components GOV.UK Notify and GOV.UK Pay

• adopted a cloud first approach to the council’s core technology services

COVID-19 has been a major disruptor. It has forced the whole organisation to change in response. This has demonstrated that we can move quickly and revealed the opportunities of working in different ways and delivering services alongside our communities.

We want to seize the moment, harness our experience and learning, and implement our digital vision and the commitments we made in the Local Digital Declaration with greater pace.

Page 53 3 Our digital future

Through discussion with our employee forum and people across the organisation, we want our council to be a place where we:

• have access to devices/technology that work and make it simple

• can work in different locations including more home working, reducing travel and improving work life balance

• have a different kind of office space that is shared, flexible, and makes it easier to collaborate and be creative

• have fewer face-to-face meetings and more virtual meetings or online collaboration

• feel safe and confident to try something new and can experiment with the latest technology

• use technology to remove administration overheads and for mundane tasks

• have safe, secure systems and the knowledge to prevent cyber-crime incidents

• work with partners to deliver joined up services and develop good working relationships

• let customers choose how they access services, how we communicate with them and make it easy to interact with us

• share our customer data across teams and services to deliver better services

• deliver services around outcomes and people, rather than our internal structures Page 54 4 • use technology to engage young people in service delivery

• make the democratic process more accessible

• have access to relevant good quality real time data to help us understand and make decisions

• produce trustworthy records and preserve the archives that are historically and culturally important

• have time to learn and develop our knowledge and skills

We’ve been talking to businesses, the voluntary sector and residents through our future Dorset engagement work. This work has generated ideas and priorities for Dorset. We want Dorset to be a place where we:

• have good connectivity, where and when people need it

• can attract investment and stimulate our economy

• attract and retain talent

• can support new business models and ways of working

• can utilise the latest technology

• include everyone and reduce isolation

• provide opportunity by developing people’s skills and knowledge

• use technology to help reduce our impact on the environment

• have communities, public services and businesses working together

• share spaces to enable collaboration, innovation and reduce cost

• are transparent, ethical and secure in our use of data and respect people’s privacy About digital

The word digital is understood and interpreted in lots of ways. We use this definition in the public sector to describe what we mean by digital:

“Digital means applying the culture, processes, business models & technologies of the internet era to respond to people’s raised expectations”​

Tom Loosemore​ – Co-founder of the Government Digital Service

Our new behaviours framework and people strategy will help to create an enabling culture for digital and makes clear digital skills are for all.

“A truly digital council will be more connected and integrated, using digital to reimagine service delivery that is user-centric and meets users’ needs – with citizens, communities and businesses reaping the benefits.”

Council of the Future: A digital guide for councillors – Tech UK 2018

Page 55 5 We see digital as not being about technology but what we do with it, led by user-centred design, to make a difference to people’s lives.

Digital is about moving away from silo working to working together with a focus on people and their needs. It is about working in an open way, sharing data, information and knowledge. It is about developing new skills and delivering new customer experiences and reducing our impact on the environment when designing and delivering services.

The vision supports our council values:

• we are an advocate for Dorset on a local, national and global stage

• we work together with our communities and our partners to make things happen

• we put people first and design services around their needs now and in future

• we are open, accessible and accountable

• we use time and money wisely

• we value people and build on their strengths Vision

Our vision is to become a digital council in a digital place, putting people and their needs first using design and modern technology to improve people’s lives.

We aim to become a council with a digital mindset across the whole organisation from the political and officer’s leadership through to the frontline. We will be absolutely focused on users’ needs and climate conscious in the decisions we make when designing services.

We will constantly challenge ourselves to improve and consider new ways to deliver services, making sure we are doing the right things in the right way. We will establish the behaviours and leadership to create the right conditions so that creativity and innovation become the norm.

We will provide digital leadership across Dorset to set community aspirations. We will develop and support relationships with digital leaders, businesses and investors to promote culture change.

This vision will help us create a vibrant, safe, healthy and prosperous Dorset supporting delivery of our council plan.

We will do this by focusing on the two themes: Becoming a digital council

We will:

• design end to end services based on understanding people’s needs and involving them throughout

• deliver online services that are so good people prefer to use them, enabling us to deal with those people who need more support

• use technology to become more efficient and productive, automating processes and using assistive technology

• use data and intelligence to support decision making, understand need, target our efforts, and to manage and prevent demand Page 56 6 • change how we think and behave, to become more creative, innovative and adaptable

• demonstrate digital leadership across the organisation and wider local public sector Enable Dorset to be a digital place

We will:

• raise digital skills across businesses and residents to allow them to interact digitally and businesses to have access to people with the digital skills they need

• facilitate a digital infrastructure in the county to connect people and places, where and when they need it, enabling economic growth, and for people and communities to help themselves

• demonstrate digital leadership by setting community aspirations and expectation, creating culture and building capability

• stimulate investment from the private sector

• increase transparency and citizen participation in policy development and decision making

• support businesses, the public sector and residents to use technology to make a real difference to people’s lives

Achieving the vision

We have developed a maturity curve to enable a dialogue with people about our digital vision and think about the opportunities to get started with change. From early workshops we have examples of activity across stages 1-3 with the majority in stage 1.

Page 57 7 Since then we have responded to COVID-19 and we have:

• had 2500 employees working from home using technology to connect and collaborate as a workforce

• used a variety of communication methods with the public to meet different needs

• responded as an organisation with agility and pace

• set up new online services

• provided devices to connect the most vulnerable in our communities

• used data and intelligence for community shield

• improved senior leadership communication and engagement with employees

• helped democratic meetings to operate virtually

• found creative and innovative solutions to problems

• all worked as #onecouncil to deliver services absolutely focused on the needs of users

We feel that we have made a greater shift into stage 2. We want to seize the opportunity to retain the positive learning and further inspire the workforce around the potential of digital to think differently about how we deliver services.

To deliver our vision we have identified five cross cutting enablers:

Digital skills and inclusion.

Designing future services.

Technology and infrastructure.

Data and intelligence.

Culture and leadership.

Digital skills and inclusion

Citizens Online reported that the council has made outstanding progress in many areas to support digital inclusion (May 2019). But there is more work to do to close the gap working with partners across Dorset and addressing specific areas of need.

Nationally, 54% of the population uses the internet to work, yet the Lloyds Bank Digital Consumer Index 2019 found that more than half of UK employees (53%) do not have the digital skills they need for work. A Dorset Chamber of Commerce and Industry survey last year showed almost half Dorset businesses need help with business skills.

We have a network of 75 digital champions in the community and 175 in the workplace to support the development of digital skills. In the council we have deployed O365 and MS Teams. In a recent staff survey the confidence in using MS teams was 78%, we want to increase this. Page 58 8 There is a national shortage of engineers to build the full fibre network which the government proposes will be complete in 2025. Openreach has developed fibre training facilities but this will not meet the national need or provide engineers for other network providers.

Developing digital skills and ensuring maximum digital inclusion is a clear priority for us. We will:

• continue our ‘Routes to Inclusion’ work with communities to help people develop digital skills and facilitate access to devices and get online to reduce digital exclusion.

• we will help people to use new online services and create embedded digital champions across the public sector workforce as per recommendations from Citizens Online.

• supercharge our employee and councillor digital champions working with Changing Social and 365TRIBE, to redefine the role, raise its importance, and develop a more rounded set of skills to cascade knowledge. This will help the adoption of technology across the whole council as part of our Dorset Workplace Programme.

• develop cohorts of ‘design champions’ across the organisation to enable employees to continually improve services focused on user needs, using data and customer insight as evidence.

• work with NHS colleagues, businesses and the education sector to establish a Digital Academy in Dorset that provides knowledge and skills in design, agile, latest technologies, and digital leadership.

• develop our technical skills to fully exploit our core technology platforms to provide modern digital services, developing excellence by using professional skills frameworks to ensure technical roles keep pace with future needs. Designing future services

Over the last 12 months we have had 2.76m people use the council’s website, with the contact centre handling 330,000 enquiries. We have a range of online services available for people to self-serve 24/7, from quite simple contact forms through to complex end to end services that are automated as much as possible. The top 10 online services have an average usage of 70%, reducing demand on services and the contact centre.

We want to be a strong, customer-led and delivery focussed council, making best use of our resources, our people and ever mindful that we must do better with less to protect the public purse. We want people and communities to be able to help themselves, maintaining independence.

We need to be an organisation who delivers the services that our customers want and need, irrespective of any challenges we may face now and in the future. Our emerging Customer Access Strategy supported by our customer delivery model will detail how we do this.

We will:

• challenge ourselves to deliver services differently, supporting our ambition for transformation. We will work in multi-disciplinary, agile teams to design end to end services based on data and user research to understand customer’s needs acting as #onecouncil.

• develop our customer engagement strategy to include those not online, target our communication messages using data and knowledge of our customers, and nudge behaviour change to encourage greater use of online channels.

• move our existing websites and portals onto the new customer platform to improve accessibility and a more consistent and personalised experience, providing a single access point online for customers to deal with Page 59 9 the council and track progress of service interactions.

• continue to adopt standards to provide service directories and good information and advice working with the voluntary sector. Encourage the use of accredited self-enabled care apps through our work with ORCHA, supporting people to help themselves.

• consider how we can use technology to build on the strength and assets in communities and neighbourhoods to connect and support each other, learning from our work during COVID-19.

• demonstrate how new technology can enable business growth and new service delivery models through pilots in, but not limited to aquaculture, increasing visitors to sensitive coastal areas, connected care homes and ambulances. Technology and infrastructure

‘Digital connectivity plays a key role in both improving productivity and addressing environmental challenges. The impact of Covid-19 has demonstrated the absolute necessity to have reliable, resilient and up-to-date digital infrastructure to support economic activity and provide community services. The infrastructure and ability to exploit its potential are essential to enable inclusive growth and prosperity and realise the vision for clean economic growth.’ Dorset Council’s Economic Growth Strategy, 2020

• Superfast: current coverage in Dorset is: 96% (nationally 97.2%)1. At the conclusion of the Superfast Dorset contract with Openreach at the end of 2021 we expect this to have risen by an additional 1.2% - this still leaves many thousands of homes and businesses with poor, unreliable broadband.

• Gigabit capable networks (usually described as full fibre) are the next generation of connectivity. Dorset’s current gigabit coverage is 6.6%, compared with a national figure of 36.5%.2

• Mobile coverage in Dorset is poor, only 42.6% of A and B roads in Dorset have what Ofcom deem to be an acceptable signal on all the 2G mobile networks. Less than 66% of premises in Dorset have 4G coverage from all four mobile operators.3

Dorset needs good connectivity to attract entrepreneurial talent looking to move from the south east. Our existing businesses and communities need to keep up to date as new technologies are rolled out.

Central government has set the aspiration of 100% gigabit connectivity by the end of 2025 (revised January 2020 to 85% by 2025 and an aspiration to go further); this will be achieved by a combination of commercial deployment and in rural and other high-cost areas through government intervention, the ‘gigabit’ or ‘outside-in’ programme.

The first (of 1,500 planned) contracts nationally are likely to begin deployment mid-2022. Although it is not currently known when Dorset will begin to benefit, Dorset Council is working with Government to agree the strategy for Dorset and the pipeline of work. A range of interventions will be required.

We continue to converge our legacy council infrastructure, applications and devices to enable us to operate as a single organisation following local government reorganisation. We currently have:

Î 5,839 network users,

Î 6,077 corporately issued devices (laptops, PCs, tablets and smartphones)

Î 239 network connections going into sites

To connect people and places and exploit technologies across Dorset and within the council we will:

• complete the superfast programme by 2022 and work with the Government to define and deliver the next ‘Gigabit programme’ to deliver full fibre broadband to the final 20%.

• stimulate investment from the private sector through creating conditions that encourage and facilitate commercial network deployment Page 60 10 • deliver the current 5GDorset test bed and trial programme and explore further mobile infrastructure and 5G opportunities.

• identify opportunities to use new and emerging technologies such as robotic process automation and machine learning, to free up officer time for frontline services and help us meet increasing demand. We will continue to explore robotics in care and widen our collaboration with others such as the NHS, sharing our learning to influence our peers.

• implement a digital platform that will help us use, build and share re-usable components to develop service interactions, join up our data, and use open standards to enable integration of new technologies such as Internet of Things (voice, sensors), to monitor and trigger proactive service delivery. The platform will be flexible and scalable beyond the boundaries of the council, providing a solid foundation to build on.

• put in place assurance processes to meet the Government Service Standard and re-use common design patterns to give us the agility and pace we need when delivering digital work.

• make sure all changes to the application and website landscape support the business objectives and move us from siloed instances of change. Where we cannot replace line of business applications by common components in the digital platform any future selection must be done in alignment with the Technology Code of Practice.

• make sure our technology services are safe and secure and achieve appropriate compliance accreditation to provide assurance to our communities and partners that we can be trusted to handle personal data. We will develop our capability to identify and mitigate security risks and conduct regular exercises to make sure we are able to respond effectively to emerging threats.

• provide converged and flexible technology platforms that remove the friction from adopting new ways of working; focusing on delivering better user experience, improving the availability of technology services, maintaining and driving value from the application portfolio.

• supporting dispersed working and collaboration, removing the need for paper and printing, applying appropriate record retention and destruction policies understanding and managing our information assets. Data & intelligence

We want to be a council that uses data and intelligence to drive informed, transparent, decision-making, moving away from retrospective performance reporting. We want to move towards the use of predictive analytics and ultimately prescriptive analytics to improve outcomes.

We want to join up our data to have one version of the truth that is available to the wider organisation to use, and develop a culture of embedding the use of data and insight into strategic and operational management practice and designing better public services.

The council collects significant amounts of diverse data, for example:

• social care for vulnerable children

• waste collection, procurement

• Council Tax collection

• planning applications

This ‘big data’ offers an opportunity for greater understanding and analysis to provide better insight for decision making.

We continue to use data analytics to try to predict events from drug abuse to the likeliest locations for house fires, to school children most at risk of not completing their education. These insights help to equip us with the enhanced ability to take a preventative approach, putting in place interventions to try and stop problems rather Page 61 11 than providing costly services in response.

Data and geographical location will play a key role in delivering a ‘smart rural Dorset’, where internet of things devices capture and send data to help us understand what is happening. Using technologies like machine learning, artificial intelligence and data visualization will help understand and improve areas such as carbon emissions, asset management and traffic flow.

We will do this by:

• growing our capability and skills in the insight and intelligence function, including technical systems knowledge, data knowledge, business intelligence and development of new data scientist roles.

• improving the quality of our data and educating the workforce on the importance of data and geographical location, what it’s telling us and the questions that come from the data. We will explore the idea of performance champions across the Council to help us do this.

• educating and reassuring our customers how their data will be used making sure the rights of individuals privacy are maintained and to provide partner organisations with the confidence that information is shared appropriately, working with our corporate information governance group.

• merging data sources and reporting capabilities into a common approach to ensure consistency of performance reporting and enable evidence-based decision making, with the development of interactive dashboarding solutions for end users where required.

• establishing a common approach for business intelligence utilising data warehousing, enabling the combination of data sets to better target resources and earlier intervention. This will allow for deeper population level analysis and provide frontline professionals access to a more comprehensive picture of the people receiving their services.

• continuing to work with health colleagues to develop the Dorset intelligence and insight service (DiiS), a data service linking health and social care data across the system, aiming to create a shared data pool which will automatically combine data and provide end users with intuitive and clear self-serve solutions, supported by information sharing agreements underpinned by the Dorset Information Sharing Charter.

• starting to publish data openly where possible in reusable formats in the most appropriate places for our users and continuing to develop our use of geographical information systems. Culture and leadership

COVID-19 has demonstrated the benefits of agile governance and that services focused on the needs of our customer lead to increased customer satisfaction and a workforce that is proud to work for the council. It has shown that we can be innovative, outcome focused and deliver at pace.

Establishing the right culture and leadership is fundamental to delivering our digital vision and enabling the organisation to innovate. We need to embed our council values and behaviours to enable this, we will:

• continue to take a design-led and agile approach, embedding it at the heart of our transformation approach and service improvement work. This will help us to deal with uncertainty and constant change, stimulate innovation and continuous improvement, and empower people to fail fast, learn and move on. We will adopt the following principles, to:

Î work as multi-disciplinary teams

Î start with user needs and discovery

Î dentify worthwhile problems to unlock greater impact and savings

Î allow time to explore the art of possible Page 62 12 Î build on local capability & strength

Î think big, start small

Î backup hypothesis with evidence and insights

Î work in the open

• develop campaigns and challenges to encourage and nurture ideas and creativity, provide the support they need and help share learning. This will inspire people about how others are delivering services very differently to encourage cross-fertilisation of ideas.

• work with partners across the Health and Care system to identify gaps in our current Digital Offer making sure we focus on real-life problems and support innovation. This will take the form of a ‘Living Lab’ approach being led by the CCG and will see academia and developers working on the things that matter to the people that need support. Working in this way will create the environment necessary to truly collaborate.

• integrate digital aspects into the Leadership and Management development programmes that are being developed. This will enable managers to model behaviours, practice virtual leadership and have confidence to experiment and lead on digital across the wider system of Dorset.

• talk about our work on Yammer, the intranet and through our external Digital Dorset brand. Share our learning of what’s worked and what’s not, open show & shares virtually, and increase our blogging.

• continue to nurture the digital network and actively develop and support relationships with digital leaders, businesses and investors to understand and promote culture change.

• make the most of national funding opportunities to enable investment and innovation in Digital in Dorset. Conclusion

This is an ambitious vision. The response to COVID-19 has shown that when we work as #oneteam and deliver services around the needs of our users, we achieve increased customer satisfaction, improved staff morale and pride in the council. We need to make sure we retain this and build on it.

To deliver the vision, digital activity will be governed either by the Senior Leadership team or the digital place programme board to make sure it has the leadership it needs to drive it forward at pace.

We will develop a single prioritised pipeline of work across the organisation to ensure the right resources are focused on the right work. We will adopt a design-led and agile approach to enable us to deliver incrementally, respond to change and focus on people’s needs.

This is the moment for us to exploit digital to drive opportunity across Dorset. Measuring success

Quantitative

• increase in percentage of premises within Dorset Council contracts that can access gigabit-capable (full fibre) broadband

• increase in percentage of premises with Dorset Council contracts that can access superfast broadband services

• increase in percentage of A&B roads in Dorset have acceptable signal on all the 2G mobile networks

• reduction in the number of people who are digital excluded in Dorset

Page 63 13 • increase in confidence of workforce using O365/MS Teams

• increase in the adoption of O365 & Teams across the workforce improving productivity

• increase in the use of online services by residents and businesses reducing demand over the phone and face to face

• reduced paper usage and postal costs, helping to meet the council’s climate commitments

Qualitative

• Increased customer satisfaction through improved experience

• Increased staff satisfaction better experience and use of technology Key statistics

Online Services – 2019 figures

• 230,000 visitors to the council website average per month, 55% by mobile device

• Contact centre handled 330,000 enquiries over the last 12 months

Î 250,000 telephony

Î 32,800 emails

Î 20,500 face to face

Î 16,900 social media

Î 9,800 webchats

Î 70% of contact for services available in the contact centre is completed online

Digital skills – as at June 2020

• 175 employee digital champions

• staff confidence in using MS Teams average 78%

• Feb 2020 team’s usage = 900 active users, June 2020 = 3400 active users

• 75 digital champions in the community

• 30,000 people completely offline in Dorset (3.9%)

• 75,000 digitally excluded (this includes the completely offline and those who lack all basic digital skills) (9.7%)

Page 64 14

Infrastructure

• 5,839 Dorset Council network users

• 4,377 Dorset Council devices (laptop or PC)

• 1,700 mobile devices (smartphone or tablet)

• 239 network connects into sites as part of the council network

• £2m employee travel costs

• 95.1% of premises within Dorset Council contracts can access superfast broadband, 4.89% of premises within Dorset Council contracts can access full fibre

• less than 66% of premises have 4G coverage from all 4 major mobile operators

Dorset Council Residents Survey 2019

• 14% of residents identified improving digital connectivity as mattering most

• 62% of residents use social media platforms, with Facebook ranking highest

• 49% of residents prefer to access council information through the website, 25% through a Google search

Dorset Council Residents Survey 2020

• 94% of respondents use the internet. However as 70% of surveys were completed online, the actual proportion of Dorset residents who do not use the internet may be higher than 6%. Of the respondents who completed the survey as a telephone interview, 18% do not use the internet.

• The most common reason for not using the internet was not being interested, with 72% giving this reason. 22% were prevented from using the internet due to not having equipment and 16% due to lack of skill.

• Of the respondents who use the internet, 88% have a smartphone or mobile phone that connects to the internet. 76% have a laptop and 69% have a tablet or an iPad.

Page 65 15 This page is intentionally left blank Dorset Council Digital Vision Delivery Plan - 2021-2023 Priorities Responsible Vision Theme What we are trying to achieve How are we going to do it What will success look like - intended outcomes Officer Governance Baseline Measure Digital Digital Skills & Encourage people in the community Create embedded digital champions across Council frontline Council online services are promoted and well used, Ian Bennett Digital Place Board 0 The number of embedded digital Place Inclusion to use council online services, and roles, developing basic awareness training to highlight, residents increase their digital skills. champions. utilise opportunities to increase their encourage use of online services available and signpost to digital skills. community digital champions. Digital Digital Skills & Remove the barriers to online Continue to facilitate and grow the volunteer digital People are able to get online and gain the advantages Penny Syddall Digital Place Board 75,000 Reduction in the number of people who Place Inclusion connectivity for people. champions to support and develop the skills of others face to that brings. are digital excluded in Dorset. face or on the phone hotline. Digital Digital Skills & Remove the barriers to getting online Explore what people need and funding sources available to People are able to get online and gain the advantages Penny Syddall Digital Place Board 30,000 Reduction in the number of people who Place Inclusion for people. understand how we might support, for example through that brings. are completely offline in Dorset. provision of devices to provide digital access for all. Digital Digital Skills & Increase the digital skills of the Project working with Changing Social and 365TRIBE to grow Workforce has basic digital skills and confidence using Delia Carr Dorset Workplace 78% Increase in confidence of workforce using Council Inclusion workforce and adoption of our workplace digital champion network to enable O365 increases. O365/MS Teams. Increase in the adoption O365/Teams to improve productivity. champions to develop the skills and knowledge of other of O365 & Teams across the workforce people in their teams. improving productivity. Digital Digital Skills & Provide access to the DC ICT network Explore the use of bring your own device and new Microsoft The workforce can access corporate information and Tamsyn Dorset Workplace 1000 Reduction in the number of staff who Council Inclusion to parts of the workforce who licences to give all staff access to DC corporate information systems reducing feelings of exclusion. Harwood cannot access Corporate information and currently do not have access. and systems. systems. Digital Digital Skills & Leaders and managers have the skills Working with the NHS locally to create Dorset Digital The ambitions set out in the Dorset Workplace will be Lisa Trickey, Snr Dorset Workplace 7.5 An increase in the average score of 7.5 in Council Inclusion they need to operate in the digital age Academy to develop future skills across the system. realised and we will live our Council plan principles to L&D Officer managers confidence to successfully and a modern council. be effective and modern. manage a remote team. Digital Digital Skills & Equip the workforce with the skills New cyber security training to rollout across the Council. People are up to date and copmpliant with cyber Alex Barrett Information Governance 92% Increase the % of people that have Council Inclusion needed to keep data and information security training. Board completed cyber security training. secure in the digital age. Page 67 Page Digital Business Develop a scalable and sustainable Implement an in-house solution which builds on the existing Service areas have access to data, including health David Bonner & Transformation tbd To be developed. Council Intelligence and one council BI and performance corporate data warehouse and develop plans to improve data, which supports insight and data-led decision James Ailward Programme Data reporting capability which makes use data ownership, quality and management across the council. making. Improvement in both efficiency and service of reliable data and ensures data- Add BI capacity: Recruit two BI BPs for 12 months & 1 FTE BI user experience /outcomes, which includes ensuring driven decision making. Lead. better targeting of effort and an enhanced ability to both manage and prevent demand. Digital Technology & Provide good joined up customer Implement the new customer platform, replacing the More people choose to interact with us online and get Lisa Trickey Customer Transformation 48 Reduction in the number of websites and Council Infrastructure experiences over multiple channels, existing website, customer contact management system and what they need without needing help, understanding portals customers use. Customer maximising our online channel to providing an online customer account to enable us to build the information on the website so they don't have to satisfaction feedback rated good/high. reduce cost of service delivery. services on and introduce new artificial intelligence contact us. Accessibility compliance. capabilities. Digital Technology & Rationalisation of the number of Build into procurement process option to assess use of Reduced cost and better understanding of our James Ailward, Transformation tbc - Q3 Reduction in software contract cost and Council Infrastructure systems that collect and manage customer platform first. Complete analysis to develop a customers through joined up information. Lisa Trickey Programme 21/22 number of applications to be managed. customer information. roadmap that deteremines what existing systems could be replaced by the customer platform and the cost savings. Digital Designing future Maximise the use of technology to Systematically re-designing services to provide a digital first Officer time is shifted from customer management Lisa Cotton Customer Transformation tbc Increase in the use of online services by Council services automate processes, remove manual approach based on understanding customers needs. administration to valuable conversations/specialist residents and businesses reducing demand intervention, personalise and provide support. over the phone and face to face. Reduced good online experiences. paper usage and postal costs, helping to meet the council’s climate commitments.

Digital Technology & Support dispersed working, Provide equipment to enable effective hybrid meetings. Help The workforce will be able to operate and collaborate James Ailward, Dorset Workplace tbd To be developed. Council Infrastructure collaboration and future Dorset people to go paperless adopting the capabilities we have and effectively in the spaces and places they are working. Lisa Trickey, workplace. provide solutions such as resource booking and electronic Marc Eyre signatures as requirements are understood. Digital Technology & Able to identify cyber security Implement vulnerability management tooling to identify ICT operations performance reflects the policy position Alex Barrett Information Governance tbc - April % of critical and high vulnerabilities Council Infrastructure vulnerabilities with the ICT solutions vulnerabilities. e.g. 'critical' rated vulnerabilities removed within 'x' Board 2021 removed within policy standard we are using. Implement policy position and operational processes days of identification. timeframe. regarding ICT Operations response to identified vulnerabilities. Digital Technology & Able to identify malicious or abnormal Implement Security Incident and Event Monitoring (SIEM) We have effective cyber security response processes in Alex Barrett Information Governance tbc - Q2 Qualitative report following ICT continuity Council Infrastructure activity across our ICT systems. tooling to identify suspect activity. place which have been assured through testing. Board 21/22 and cyber security response test and retrospective undertaken to identify Implement policy position and operational processes improvements and learning. regarding ICT Operations response to identified network activity. Digital Technology & Our data is more secure from Implement immutable backup solutions to provide an We have systems in place to make it more difficult for Alex Barrett Information Governance tbc Binary assessment of capabilities being in Council Infrastructure encryption or corruption by malicious additional layer of data protection. malicious actors to encrypt or corrupt our critical data. Board place: Yes/No. actors. Digital Technology & Mobile infrastructure - Research, 5G RuralDorset Develop our understanding of how mobile connectivity Colin Wood 5G RuralDorset Executive Deliver all 5G RuralDorset milestones and Place Infrastructure collaboration plus Inciteful 5G testbeds and trials with research reports on how can deliver council services and our corporate Board deliverables on time and to budget. leading/participating in R&D mobile connectivity can facilitate delivery of council services priorities, e.g. economic growth. Digital Place Board programmes including the 5G and our corporate priorities. Four outcome-based RuralDorset project. workstreams: - Future of Food - Rural Business Accelerator - Connected Coast - Innovation Accelerator Digital Technology & Mobile infrastructure - Understand 6-month pilot of RootMetrics starting February 2021. An initial view, presented via GIS, of total and partial Gary Littledyke Digital Place Board 42.6% Increase in % of A and B roads in Dorset Place Infrastructure current levels of mobile connectivity. not spots across the Dorset Council area. have acceptable signal on all the 2G mobile networks. Digital Technology & Fixed connectivity - Maximise Completion of the superfast programme by 2022. Coverage of premises at superfast+ speeds under the Dominic Digital Place Board 96% Percentage of premises within the Dorset Place Infrastructure coverage of superfast broadband BDUK superfast programme vehicle realised to the Fitzgerald Council area that can access superfast connectivity in Dorset. maximum possible extent. broadband services. Digital Technology & Fixed connectivity - Maximise access Progression of delivery under the Fibre Hub Connectivity in Completion of Dorset Libraries project and maximised Dominic Digital Place Board 6.6% Percentage of premises within the Dorset Place Infrastructure to gigabit capable connectivity to Rural Dorset and Dorset Libraries projects providing public award/successful delivery of full fibre connectivity to Fitzgerald / Council area that can access gigabit- residents, businesses and the public sector building upgrades/ hub and spoke enablement in sites under the FHCiRD project. Rachel Howarth capable (full fibre) broadband. sector. communities served.

Page 68 Page Digital Technology & Fixed connectivity - Maximise access Continue working with Building Digital UK (BDUK) to ensure Dorset is an early funding receipient/participant in Dugald Lockhart Digital Place Board 6.6% Percentage of premises within the Dorset Place Infrastructure to gigabit capable connectivity to Dorset benefits at the earliest stage possible for funding, pilot Gigabit Programme procurements / Dominic Council area that can access gigabit- residents, businesses and the public or first wave opportunities under the new UK Gigabit Initiation of Phase 1 (small lots) procurement in Dorset Fitzgerald capable (full fibre) broadband. sector. programme. by BDUK and/or other supply side interventions Initiation of Phase 1 (small lots) receiving Government funding. procurement in Dorset by BDUK and/or other supply side interventions receiving Government funding. Digital Technology & Fixed connectivity - Ensure Work with suppliers to maximise inward investment in Established and routine engagement with suppliers is Dominic Digital Place Board 6.6% Percentage of premises within the Dorset Place Infrastructure commercial provision of gigabit Dorset, and to support, encourage and inform suppliers maintained with quality information exchange. Fitzgerald Council area that can access gigabit- capable connectivity proceeds at expansion & delivery plans in the county. Suppliers are enabled via access to Dorset Council capable (full fibre) broadband. pace. resources wherever possible (time, expertise, assets). Expansion of gigabit capable connectivity in Dorset under commercial delivery. Digital Technology & Fixed connectivity - Provide support Continue structured and resourced project management of Continued increase in voucher utilisation/voucher Rachel Howarth Digital Place Board 6.6% Increased level of voucher funded gigabit Place Infrastructure for residents, businesses and suppliers supplier & community engagement and top up funding (as funded gigabit connectivity in Dorset continues to connections to Dorset homes and to maximise utilisation of available available) to facilitate maximum utilisation of government increase. businesses / full utilisation of Dorset government voucher funding for new funding for provision of new gigabit connections. voucher top up funding. gigabit connectivity. Digital Technology and Fixed connectivity - Maximise the Communications campaigns to drive adoption of superfast Higher take-up. Penny Syddall Digital Place Board 70% Monthly Openreach take-up report. Place Infrastructure number of people benefiting from and full fibre connections. improved broadband connectivity. Digital Leadership & Dorset becomes a leader in digital Networking and communicating our initiatives within and Individuals and organisations outside Dorset look to our Debs Smart Digital Place Board Not Count of incoming enquiries. Place Culture adoption and innovative beyond Dorset so we learn from each other and increase our digital leaders for examples of good practice. Dugald Lockhart available implementation, thus maximising understanding of what's possible. Lisa Trickey internal investment for both public Penny Syddall and private sectors. Digital Leadership & Embed a design-led approach, agile Continue to offer a range of learning opportunities and apply The digitial maturity of the organisation increases (see Lisa Trickey, Leadership & Culture - 1 Consistency across the organisation at Council Culture delivery, and develop a 'digital new approaches to delivering change work. Adopt new descriptions on the curve stages in the vision). Nina Coakley, Transformation moving into stage 2 of the digital maturity mindset' across the organisation. national service design apprenticeship being developed. Snr L&D Officer curve. Develop digital graduate programme to attract future talent. Agenda Item 8

Place and Resources Overview Committee 25 February 2021 Dorset Council Tourist Information Centres – Service review: consultation responses and next steps

For Recommendation to Cabinet

Portfolio Holder: Cllr J Haynes, Customer and Community Services

Local Councillor(s): Dorchester – Cllrs Richard Biggs, Andy Canning, Les Fry, Stella Jones, Molly Rennie

Sherborne – Cllrs Jon Andrews and Matthew Hall

Wareham – Cllrs Beryl Ezzard and Ryan Holloway

Executive Director: J Sellgren, Executive Director of Place

Report Author: Tracy McGregor/Bridget Downton Title: Service Manager for Libraries/Head of Business Insight and Corporate Communications Tel: 01305 224458/01929 557268 Email: [email protected] [email protected]

Report Status: Public

Recommendation: The committee are asked to endorse the following recommendations to Cabinet that: 1. Dorset Council stops directly funding tourist information centres (TICs) in Dorchester, Sherborne and Wareham. 2. Dorset Council continues to work with the Town Councils and/or other local services and will consider one-off support funding for suitable transitionary arrangements to reduce the impact of the closure of the TIC on local people. 3. Authority is delegated to the Portfolio Holder for Customer and Community Services, in consultation with the Executive Director for Place, to agree any support payment arrangements agreed. 4. Dorset Council continues to promote Dorset as a visitor destination through its Visit Dorset website.

Page 69 Reason for Recommendations: a) TICs are a discretionary service and there is currently disparity across the council area. Dorset Council cannot afford to fund TICs across the whole of the Council area. b) To support local alternatives, for example via Town Council, that may wish to facilitate transitionary arrangements in place of TIC services. c) To provide transitionary funding, for example via Town Councils, that may wish to support alternative arrangements in place of TIC services. d) To support the tourism sector to attract visitors to Dorset, particularly focussing on extending the tourism season.

1. Executive Summary

The purpose of this report is to seek agreement on the way forward for Dorset Council in respect of its approach to funding and managing tourist information centres.

Tourist Information Centres (TIC)s are a discretionary service and there is currently disparity across the council area. Dorset Council currently funds and manages three TICs in Dorchester, Sherborne and Wareham (Discover Purbeck).

Another Dorset Council funded TIC in Lyme Regis has recently closed following the lease expiring on the building it was in. Elsewhere in Dorset (Blandford, Bridport, Shaftesbury, Swanage and Wimborne) TICs are run by other organisations such as the Town Council or a volunteer group.

There is disparity in terms of the council support for TICs across the area and Dorset Council cannot afford to fund TICs across the whole of the council area. Officers, in consultation with the Portfolio Holder, have carried out a service review of the Council managed TICs to explore what they are used for and how best to provide services in the future in a fair and equitable way across the entire Dorset Council area. The review included a public consultation that received 990 responses as well as meetings with each of the town councils where Dorset Council currently provides a TIC. The consultation results show that there is a strong level of support for TICs and the service offered both to local residents and to visitors. The consultation results provide support for finding an alternative service delivery model by working with other organisations. The recommendation is that Dorset Council will no longer fund direct delivery of any TICs. Budget assumptions for next year assume some transitionary funding to smooth the transition. The Town Councils have, so far, expressed differing appetites for providing some sort of transitionary arrangements. The proposal is to continue to work with the three town councils to agree what alternative arrangements can be

Page 70 put in place. This is not about replicating the current service offer as local councils will want to identify elements of the service offer that are important to their local area and they wish to find a way of delivering.

2. Financial Implications

The cost to the council for the three TICs is £212,000 in 2020/21.

In 2019/20 the net budget for the three TICs was £194,671 (year end figure showed a small overspend at £199,398).

The following table shows the expenditure and income by each TIC: TIC Income Expenditure Net budget /cost to council Dorchester £100,154 £184,520 £84,365 Sherborne £128,882 £193,786 £64,903 Wareham £100,478 £150,607 £50,130

The council’s budget for 2021/22 includes an assumption about savings in the TIC budget with an overall budget for 2021/22 of £168,000. If the Cabinet approves the recommendation to stop funding TICs, there will still be some costs in 2021/22 incurred until all appropriate organisational change management processes have been concluded in addition to any transitional support payments to those town councils that wish to provide some transitionary arrangements. If the organisational change management processes result in redundancy, the maximum one off costs associated with any potential redundancies are estimated to be £60,000. It has not been possible to predict these costs accurately due to possible changes in redundancy and pension payments that are yet to be confirmed.

3. Well-being and Health Implications

Providing information is an important part of the work of the TICs and the council is aware that the ongoing Covid-19 pandemic is increasing demand for more information and advice. This could include information to help support people’s wellbeing both for local residents and for visitors to Dorset.

4. Climate implications None identified 5. Other Implications Property and assets Two of the TICs are co-located in library buildings. If the TICs no longer operate from these libraries, there will be space available for other public or community-based services to provide customer facing services. Sherborne TIC is in a leased property which requires a three-month notice period.

Page 71 Voluntary organisations Two of the town councils have indicated that they may wish to work with other organisations in the local community to explore an alternative offer and this may include local voluntary and community organisations.

Human resources The TICs employ 12 people (in 5.93 full time equivalent posts). Colleagues have had the opportunity to contribute to the consultation about the TICs. Any change affecting colleagues will be subject to further consultation with this group of employees and Trade Unions in line with the council’s approach to organisational change.

6. Risk Assessment Having considered the risks associated with this decision, the level of risk has been identified as: Current Risk: Low Residual Risk: Low

Having considered the risks associated with this decision using the Council's approved risk management methodology, it is the officer's opinion that there are no High risks that need to be reported.

There is some risk that one or more of the local towns may not be able or willing to take responsibility for this local service offer and to mitigate this risk we will continue to consider other alternative service delivery options with local business or service providers.

There could be some short term reputational risk to Dorset Council as the current service provider particularly given that any implementation is likely to be undertaken and completed during the summer season when there are more visitors in the area. 7. Equalities Impact Assessment - A full Equalities Impact Assessment has been completed and this is shown as Appendix 2. The headline results from the assessment, together with information collected as part of the consultation, show the following impacts:  Over 93,000 visited one of the 3 TICs in person during 2019/20  The data from the survey indicates that the age profile of majority of respondents is aged 65 years or over (48%)  The majority of respondents were female (57%% vs 37% by males)  The respondents were from a similar ethnic grouping when compared with the profile of the Dorset population  6.5% of the responses were from people who declared that they had a disability. However their responses did not differ significantly from the responses from people without a disability.

Page 72 8. Appendices

Appendix 1 – Tourist Information Centres – service review consultation responses – report Appendix 2 – Tourist Information Centres – responses from Dorchester, Sherborne and Wareham Town Councils Appendix 3 – Tourist Information Centres – Equalities Impact Assessment

9. Background Papers - none

10. Further information Background 10.1. Based on Visit Dorset data, in 2019, there were over 30 million visitors (staying and day trips) to Dorset. The council’s Economic Growth Strategy includes support for the tourism sector by developing the ‘Visit Dorset’ brand to support the visitor economy and promote sustainable tourism 10.2. Dorset Council currently funds and manages three TICs in Dorchester, Sherborne and Wareham. The TICs provide the following key services:  free information about the local area and wider Dorset including maps, local attractions, bus/transport provision and information about accessibility  ticket sales for local theatre and local events/festivals  accommodation information and booking 10.3. Two of the TICs also have a small retail offering. 10.4. There was also a Dorset Council TIC in Lyme Regis. This has been progressed as a separate issue as the lease was expiring on the premises. Following discussions with the Town Council to explore alternative service delivery options, this service has now closed. 10.5. There are five other TICs which are run by other organisations such as the local Town Council or a volunteer group. These are in Blandford, Bridport, Shaftesbury, Swanage and Wimborne. There are also some areas in the county which no longer have a TIC such as Weymouth. This means that there is disparity in the offer across the council area. Service review 10.6. A service review of the council managed TICs has been undertaken to consider the role of visitor information and how it is funded and delivered. It is essential that future arrangements are sustainable, affordable and fit for the future. Continuing to provide the service in the same way will not do this. TICs do generate an economic benefit to local areas by influencing visitor spend. The TICs play a role in encouraging visitors to spend more time and money in a locality and promoting the area so that people want to return. 10.7. The Covid-19 pandemic has changed the way in which some services are being used and delivered. More people are looking to find further local information and advice about their area as well as visitors to Dorset looking for

Page 73 tourist information. During this period, local town and parish councils have worked closely with Dorset Council to strengthen the work that they do together in local communities. TICs are a traditional way of providing face to face service, but their use has dropped with developments in technology over recent years. 10.8. Dorset Council provides the Visit Dorset service and website as an important access channel for visitors and tourism businesses. Promoting the whole Dorset area as a destination is seen as important by Dorset Council whereas promoting local towns and attractions may better fit with local town or parish councils. 10.9. Dorset Council is facing on-going financial challenges and must prioritise the services on which it spends its money. As TICs are not a statutory service, it is appropriate to review this service and its funding arrangements.

Public consultation 10.10. Consultation with stakeholders has taken place including:  there has been a period of extended consultation (19 October 2020 – 3 January 2021) with individuals and local tourism businesses seeking views about how people use the TICs and the value of this service. This has been done via an online survey promoted through social media and hard copy survey forms being available at the 3 TICs and all 23 Dorset Council libraries.  informal discussions with Town Council representatives from the three towns where there is a Dorset Council managed TIC  views have also been sought from the TIC employees 10.11 There were 990 responses received. Of these responses, 85% were from Dorset residents and 11% completed by visitors to Dorset. Due to the necessary timing of the review to fit into the council budget process it was not possible to run the consultation through the summer season. Aware that the consultation wasn’t going to reach significant numbers of summer visitors measures were taken to mitigate the effect including ensuring the consultation was open in half term week, social media promotion including paid for advertising and work with Visit Dorset to promote it with their subscribers. 10.12 75 businesses and organisations and 11 Town and Parish Councillors took part, as did 25 Dorset Council employees including some who work in the TICs. The response size was good for a council consultation of this type and reasonably representative of the Dorset population with a heavier weighting towards the older population (48% over 65 years old). A copy of the full consultation results is attached as Appendix 1. 10.13 The consultation evidenced that 82% of respondents stated that they use a TIC, nearly 40% visited over five times a year with over three quarters visiting to get information about the local area. 10.14 The consultation responses show that the top three purposes for using a TIC are:

Page 74  To find out information about the local area  To buy tickets for a local event or festival  To buy retail goods. 10.15 Getting information on the local area and services was most important for both locals and visitors, including the ability to talk to someone face-to-face with reliable and specialist knowledge. Local residents also use a TIC to advertise or promote their business, organisation or an event. 10.16 The retail offer and buying of event tickets also scored as important and the convenience of doing so in one place was emphasised. Holiday accommodation information was important to visitors.

10.17 The consultation also tested views on potential alternative delivery models for the TICs. Three options were presented: to work with the Town Councils and Voluntary and Community Sector to provide a service; to cease providing Dorset Council TICs or to provide a local/tourist information service in a different way. 41% of respondents agreed that the three TICs could be run differently and 18% disagreed.

10.18 Those that agreed the TICs could be run differently commented that this was because other models worked elsewhere in the county and suggested it could be run by the Town Council and volunteer/community support, but it was important to keep some kind of service. Those that disagreed felt it was important to keep a professional service and knowledgeable staff.

10.19 Overall, 81% chose the first option of Town Council and VCS and 16% in a different way; the latter most popular suggestions being working with other organisations such as the library or other cultural institutions, adapting and reducing the current TIC offer or working with local businesses. Other suggestions were to increase TIC revenue and to offer technological approaches. 10.20 The survey also allowed for people to include comments which have been categorised into similar themes. The most mentioned themes were:  the importance of encouraging tourism for the local economy and for employment  the value of offering a face-to-face service.  Working with other organisations around sites  Having knowledgeable staffing. 10.21 Consideration has been given to the feedback from the consultation and the following table outlines how the council addresses and responds to these key issues as part of its future service offer.

Key feedback from consultation Response to this issue

Importance of encouraging tourism for Dorset Council continues to develop the local economy and for the Visit Dorset brand to support the employment visitor economy and promote

Page 75 sustainable tourism as part of its Economic Growth Strategy. It cannot afford to fund tourism support activity at a local level across communities in Dorset. The council’s role is to promote Dorset as a destination. The three local councils will be supported to develop some form of local offer that is right for their community.

Value of having face to face service The consultation has been useful in particularly to find out understanding more about how the information/knowledgeable staff TICs are used as a source of information for both local residents and visitors. Improving access to information will be incorporated to the council’s emerging work on a new customer strategy and other transformational plans.

Working with other organisations Two of the local councils have already indicated that they are exploring an alternative offer and this would include engaging with others such as tourism attractions in their local area.

Town council engagement 10.22 As part of the consultation, discussions have taken place with the three town councils in the areas where there is a Dorset Council managed TIC and two of these councils have expressed some interest in continuing to provide some form of local visitor information offer and are now exploring what role the town council can play in leading in this service delivery. All town councils considered their response to the issue and provided a formal view. These are in Appendix 2. 10.23 The option to work with the town councils to deliver an alternative service model with them taking responsibility to provide visitor information at a local level would meet some of the elements identified as most important from the survey results. This would not be about the town councils delivering the same service offer but elements of the service such as very local information to visitors. It is not anticipated that TUPE would apply in these circumstances. 10.24 Both Dorchester and Sherborne Town Council have recognised the importance of tourism to their local area and were understanding of the financial position of Dorset Council. These local councils felt that there was a continued need for face to face information provision about their local areas

Page 76 and are now exploring the feasibility of what could be done locally, led by the Town Councils. Both councils expressed the need for some transitional funding. 10.25 Wareham Town Council stated that there was strong support to retain the TIC in its current form.

Footnote: Issues relating to financial, legal, environmental, economic and equalities implications have been considered and any information relevant to the decision is included within the report.

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Tourist Information Centres – Service Review Consultation Response Report

Produced by Mark Simons and Laura Gardner for Dorset Council

January 2021

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Tourist Information Centres – Service Review

Consultation Response Report

What was the Currently Dorset Council manage and fund three Tourist consultation about? Information Centres (TICs) across the county at Dorchester, Sherborne and Wareham. Since 2017 and 2011 respectively, Dorchester and Wareham TICs have been co-located in libraries with the service being delivered by a dedicated TIC team. Sherborne TIC is in a standalone premise in the town centre (leased building).

Lyme Regis TIC is out of scope for this consultation as the decision about the future provision of tourism information has been undertaken separately and ahead of this wider consultation. This was because of the need to vacate the current TIC premises. Separate public consultation has been carried out for Lyme Regis to understand the local view of the TIC. What we found was that Lyme Regis TIC continues to be a valuable source of information for visitors being highly valued with both residents and businesses holding a strong belief that TIC’s made a significant contribution to the local tourism economy. The consultation responses showed that there was a lot of use of the TIC by local residents as well as visitors to the area. This was to primarily to find out information and book tickets for local events and festivals. The local tourism business sector also felt that the TIC played a role in helping their customers.

The TICs were part of the former district council functions. Since the creation of Dorset Council in April 2019, the intention has been to review the service in order to consider how the tourism information function fits with council priorities and resources available. Whilst the TICs do generate some income, it cost the council approximately £200,000 in 2019/20 for the three TICs. Further savings across the organisation are expected from 2021/22 onwards. To date, there has been no broader public TIC consultation but there is a substantial disconnect between the service provided by the TICs and the aims of the Council Plan. The newly agreed Economic Growth Strategy identifies Visit Dorset as the channel for tourism development and promotion.

3 Page 81 It should be noted that there is disparity across the council area in terms of TIC provision and there are five other TICs across the county which are not managed by Dorset Council

• Bridport (Town Council run) • Wimborne (volunteer run) • Swanage (Town Council run) • Blandford (volunteer run) • Shaftesbury (volunteer run)

Due to the necessary timing of the review to fit into the council budget process it was not possible to run the consultation through the summer season. Aware that the consultation wasn’t going to reach significant numbers of summer visitors measures were taken to mitigate the effect including ensuring the consultation was open in half term week, social media promotion including paid for advertising and work with Visit Dorset to promote it with their subscribers.

What did we need to The council needs to understand more about what services find out provided by the TICs are valued and most used. And to seek views about how the service could be delivered in a different way. It also needs to find out how any proposals impact on local people. Further to this the council needs to find out if there are any unforeseen impacts of the proposals, and if so whether these can be mitigated. Over what period did The consultation period ran from 29 September 2020 to the consultation run? midnight on the 3 January 2021. What consultation The consultation involved an online and paper consultation methods were used? survey. This included: • Online survey. This included a free text section for people to add any other comments. • Paper surveys available from the DC managed TICs and 23 Dorset Council libraries when open.

How many responses 990 overall responses were received. 88% of responses were were received overall? from individuals and 12% from business/organisations/other. 85% of the individuals were local residents and 11% visitors. 3% were DC staff. How representative is The response size is good for a council consultation of this the response to the type. As this was an open survey it is not possible to define a wider population? statistically valid sample size. The response from residents was reasonably representative of the Dorset population. There was an uneven balance between males and females with 57% of responses from females and 37% from males. Responses came from a wide range of ages but 48% came from respondents aged 65 or older. This compares to only 29% of the population being in this age band in the wider Dorset population. With 88% of the respondents saying their ethnic group was White British this is fairly typical of the wider population. Responses from disabled people were above average at 6.5% of responses compared to a Dorset figure of 4 Page 82 5% based on those claiming either Disability Living Allowance, Personal Independence Payments or Attendance Allowance. Where will the results Results will be published on the council's website be published? www.dorsetcouncil.gov.uk How will the results be Councillors will make the final decision on the future of the used? remaining TIC’s in Dorset having regard to the feedback received during this consultation. Who has produced this Mark Simons and Laura Gardner, Consultation Officers, report? Dorset Council January, 2021

Executive Summary Background: Since the creation of Dorset Council in April 2019, the intention has been to review the tourist information centre (TIC) service to consider how it fits with council priorities. The purpose of the consultation was to understand more about which services provided by the TICs are valued and most used and to seek views on how the service could be delivered in a different way. The three TICs subject to this consultation are in Dorchester, Sherborne and Wareham and it ran from 19 October 2020 to 3 January 2021. The Respondents: 990 responses were received; 85% were Dorset residents and 11% visitors to Dorset. 75 businesses and organisations and 11 Town and Parish Councillors took part, as did 25 Dorset Council employees including some who work in the TICs. Just over 60 respondents reported themselves as disabled. The response size was good for a council consultation of this type and reasonably representative of the Dorset population with a heavier weighting towards the older population (48% over 65 years old). The town councils in the three areas where there is a TIC were also engaged with and provided their responses. Use of the TIC: 82% of respondents stated that they use a TIC, nearly 40% visited over five times a year with over three quarters visiting to get information about the local area. Other popular uses included buying tickets for events and festivals, retail goods or council services. Of the respondents who were visitors, 25% visited more than 5 times a year and used the TIC for similar reasons to locals but also for finding out about holiday accommodation. Local residents also use a TIC to advertise or promote their business, organisation or an event. Getting information on the local area and services was most important for both locals and visitors, including the ability to talk to someone face-to-face with reliable and specialist knowledge. The retail offer and buying of event tickets also scored as important and the convenience of doing so in one place was emphasised. Holiday accommodation information was important to visitors. VisitDorset: The VisitDorset website was used by around half the respondents (51%); 56% of those who do not use it said they were aware of it. There was little difference between age groups. 82% of those who use the website also use the TIC; the former for general ideas or planning days out, especially across the wider county, but preferring a face-to-face approach at a TIC for more accurate and local knowledge and for actions such as buying tickets. The website is used by some when the TIC is closed or unavailable but is found to be limited in some aspects. Comparison to other services: Many respondents value the TIC service but rated all statutory services (e.g. waste collection and disposal, Children’s and Adult Services) more important when considering the budget. When rated against non-statutory services TICs were highly valued, second only to country parks.

5 Page 83 Alternative delivery: 41% of respondents agreed that the three TICs could be run differently and 18% disagreed. There were no significant differences between groups. Those that agreed the TICs could be run differently commented that this was because other models worked elsewhere in the county and suggested it could be run by the Town Council and volunteer/community support, but it was important to keep some kind of service. Those that disagreed felt it was important to keep a professional service and knowledgeable staff. Those who neither agreed or disagreed, or were unsure, largely reported that they did not know enough or had not visited other TICs to comment. What was important to them was to keep professional and knowledgeable staff and a good level of service, regardless of who runs or funds it. Three options were presented: to work with the Town Councils and Voluntary and Community Sector to provide a service; to cease providing Dorset Council TICs or to provide a local/tourist information service in a different way. Overall, 81% chose the first option of Town Council and VCS and 16% in a different way; the latter most popular suggestions being working with other organisations such as the library or other cultural institutions, adapting and reducing the current TIC offer or working with local businesses. Other suggestions were to increase TIC revenue and to offer technological approaches. Groups: Overall, there were little differences between groups of respondents. Disabled users reported a slightly higher frequency of visit (52% visit more than five a year) but similar use of a TIC and services they felt were important to non-disabled users. They are less likely to use the Visit Dorset website (55.6%). 31% agreed that the service could be run differently; 75% supported a Town Council and VCS model and 20% another alternative. A quarter disagreed that it could be run differently. 75 businesses and organisations responded to the consultation; 43% agreed on possibilities of running the TICs differently and 11% disagreed leaving almost half unsure (46%) There was again overwhelming support for a Town Council and VCS model of delivery (84%) and 15% felt there could be an alternative approach. Any other comments: Most mentions were of the importance of encouraging tourism for the local economy, for employment and of offering a face-to-face service. Working with other organisations around sites and staffing were also popular. In summary, the service the TIC provides is overwhelmingly important to both the locals and visitors who use them and who emphasise the benefits - especially to tourism and the local economy - however there is support for an alternative delivery model as long as the same standards are met. Many reported being unsure or neither agreeing or disagreeing with proposals which suggests more information could be provided.

6 Page 84 Background

The consultation explained:

“There are a number of venues where visitor information can be accessed. These include five TICs provided by town councils or a local voluntary group, with Dorset Council currently managing four other TICs across the county (Note: Since December 2020 this has reduced to 3). This survey focused on the remaining three Dorset Council TICs in Dorchester, Sherborne and Wareham.

TICs provide the following key services:

~ free information including maps, local attractions and events, general information about the local area, bus/transport provision and information about accessibility

~ ticket sales for some transport providers and for local events

~accommodation information and booking for the local area.

Providing information is an important part of the work of the TICs and the council is aware that the ongoing Covid-19 pandemic period may result in a greater need for more information and advice.

The TICs generate income to help with operating costs, with approximately £200,000 each year (for the 3 TICs) paid by Dorset Council to support the service, which is increasing each year. The majority of this funding is spent on staffing.”

Why we are reviewing the service? ~ The Covid-19 pandemic has changed the way some services are being used and delivered. More people are looking to find further local information and advice about their area as well as visitors to Dorset looking for tourist information.

~ TICs are a traditional way of providing face to face service, but their use has dropped with developments in technology in recent years

~ Dorset Council sees the increasingly popular Visit Dorset website as an important access channel for visitors and tourism businesses. It’s also a way to encourage people both in the UK and abroad to visit the area and support the local economy

~ Dorset Council is facing on-going financial challenges and must prioritise the services on which it spends its money. In the near future, we’re likely to review of many of the services such as TICs we are not legally obliged to provide.

For these reasons, we need to consider the role of visitor information, and how it is funded and delivered. It is essential that future arrangements are sustainable, affordable and fit for the future and continuing to provide the service in the same way will not do this. There are various ways of providing this service to meet the needs of different communities and we want to tailor our service accordingly.”

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The Consultation

The consultation period ran from 19 October 2020 to midnight on the 3 January 2021. Dorset Council explained resident’s views were important to help them decide the future of the Tourist Information Centres. It was suggested the survey would only take approximately 5-10 minutes to complete.

Very few questions were compulsory. A copy of the survey is available in the appendix.

Analysis Method: Questions were considered on an individual basis. Overall responses were examined and specific responses of respondents who said they had a disability. Responses were also studied based on residents and visitors’ views. The official organisational responses were looked at separately. The main method of analysis was looking at the percentage of respondents who expressed a view on each question.

For each open question the text comments have been studied and “coded” depending on what issues were raised. The coded comments are then reported on based on the amount of times those individual issues have been raised. Total redacted comments are provided in an appendix.

Note: some figures may not sum due to rounding.

Response Method

Overall, 990 responses were received. The majority of these were electronic responses. Dorset Council received 132 paper copies in total with survey forms being returned to Dorchester 27, Purbeck 35, Sherborne 70. This means paper responses made up 13.3% of all responses.

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About respondents

990 overall responses were received. Q Are you responding as:

Respondents:

% of all Number respondents

An individual 88.1% 872

A representative of a 10.1% 100 business/organisation/community group

Other 1.8% 16

88% of respondents were responding as individuals. Other responses came on behalf of organisations, community groups and businesses (10.1%). There were also responses from 11 Town or Parish Councillors.

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Q For all individual responses people were asked if they were:

% of all Number respondents

A visitor to Dorset 10.7% 91

A local Dorset resident 84.4% 718

An employee of Dorset Council 3.0% 25

Other 1.5% 13

The figures show nearly 85% of respondents were local residents and only 11% visitors. For a tourist information service this would seem low but figures collected by the centres themselves suggest use by local residents can be as high as nearly 60%. The time of year the consultation was carried out may have impacted on the responses from visitors but the survey was live during the autumn half term when the Tourist Information Centres were open.

10 Page 88 Map of responses to the consultation Postcodes were supplied by 940 respondents with the majority of those living in the Dorset Council area. The map shows the distribution of overall responses to the consultation demonstrating a good spread across the geographical area. Promotion of the consultation appears to have been successful across all areas.

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The above map shows the postcodes of the respondents who replied to the survey saying they were visitors to Dorset.

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Parish/Town Councils

1 response came back saying they were responding on behalf of a parish/town councils. This was from: Council name Langton Matravers Parish Council

Other direct responses have been received from Dorchester Town Council, Sherborne Town council and Wareham Town Council. These will be reported separately.

Dorset Council Employee Responses 25 responses came from Dorset council employees, a number of whom work directly in the affected TICs. These workforce responses were looked at separately, particularly looking at suggestions of alternative ways of providing the service. A response was received from the Dorset Council VisitDorset team and this is covered under organisational responses.

Selected Comments from Employees These are given to show the range of responses. All full comments are included in the appendix.

Selected Comments from Employees

“I think money savings could be made by using volunteers, but that doesn't mean you'd still get the same, high quality service. Volunteers might cost less, but they still require training and retaining knowledgeable volunteers is sometimes difficult.”

“I think more could be done with the merging of job roles at Wareham and Dorchester TIC, where library staff can train to learn what TIC staff do and vice versa. Therefore you could reduce the overall number of staff if everyone could do each others job. Before Dorset Council it was understandable that PDC or DCP employees did not cover for DCC employees, but now that we're one team, there is no excuse not to do it. You could also have just one library/TIC manager at each location instead of having 2 at each location. I'm not sure if moving Sherborne TIC into the library is viable or not, but if it hasn't been investigated, perhaps it should be.” “Town councils are an option but would depend on how they were to be run. If it is to be an information point only then expertise will be lost. Volunteer run centres would be reliant on the goodwill of people being committed and this is not always the case. Again the expertise of TIC staff would be lost as volunteers would have to be very up to speed with local knowledge.” “I think Wareham TIC needs paid staff - Purbeck is a tourist hotspot and as the gateway town Wareham is busy with tourists for a lot of the year and needs a reliable TIC service. The previous two questions are spurious - of course waste management and adult social care need to take priority, but running TICs is surely done at a fraction of the cost of these services and must make a net contribution to the Dorset economy.” “I am a member of staff at Wareham library and during the time the TIC was closed this summer we were on the receiving end of many angry complaints about the lack of tourist information services. Visitors expressed very strongly that having been enticed down here they expected to be able to get maps and information. Not everyone had a smart phone and internet access, and clearly even people that did have them still wanted to talk to a person to get advice and information. Town Councils could have a role in running the TICs but staff need to be paid. It is the only way to get a consistent, professional service.” We are an essential face-to-face service for Wareham town and the surrounding Purbeck area. New ways do need to be found to fund the service i.e. sell more tickets and retail or transform us into Customer Services for the Council in addition to Tourist Information. We are, after all, already a 'One stop Shop' in the Library! Knowledgeable staff need to be recognised and paid - Volunteers just do not provide the reliability or commitment of paid staff. Any money saved by losing our Wareham Information Service will be minimal - just a ripple in an 'ocean of debt' We should not compare Tourist Information to Childrens Services or Adult Services - these are statutory services and should not be compared with a non-statutory service. It is an unfair question and makes Dorset Council appear biased to ask people to rank these services in order of importance. 13 Page 91 “Dorset Council should work with Wareham Town Council to continue to provide the face-to-face service to Wareham town and the surrounding Purbeck area. Swanage Town Council successfully run their Tourist Information Service as they understand the value to local residents and tourists. In the summer this year, when the Information Centre was closed but the Library was open, it was noted that 80% of enquiries to the centre were for tourist information. Due to the pandemic there was a huge number of tourists visiting the area on staycation. Wareham was rammed with tourist during July/August at a much needed time for advice and assistance from Discover Purbeck and we were not open. With our help and advice we promote small businesses i.e. Bed & Breakfasts, restaurants, cafes, pubs, local shops and attractions bringing much needed revenue into the area, which depends on tourism for its very survival. The indication is that Staycations are here for the future after lockdown, as many people are still nervous about holidaying abroad and have come to realise the beautiful areas in Britain to be explored, particularly our lovely rural Purbeck with the first Super National Park in the country. In addition, 50% of people to our desk are local residents using our information service for a variety of reasons. From April each year until the end of July we sell Camp Bestial tickets. We are the only outlet for half price resident tickets plus we sell full price tickets without adding a booking fee, just taking 10%. Last year the final total exceeded £70,000 worth of tickets! We provide National Express tickets to local people who do not own or have the know how to buy online. We also sell Charity Christmas Cards/gifts from mid-September until Christmas Eve a service to local people not available elsewhere. This is in addition to selling cards, books, maps, framed images of the area, gifts and leaflets all year at a substantial profit. We also support charities and local groups which will need us even more after lockdown. Being based in the Library we are able to open the doors on days when the Library would ordinarily be closed i.e. Tuesday morning, all day Wednesday and Saturday afternoon. This allows local people to use the Library’s self-service which extends the service to local people, including vulnerable, lonely people who often come in just for a chat. We are often sure we are the only people they have seen all day! I am sure that, after lockdown, there will be many more people needing our services as a support to get them back to normality, with information on volunteer and support groups, coach trips, charity events, concerts, ‘what’s on’ information etc. to help them integrate back into the community. Being open at times when the Library is closed enables groups to meet upstairs, i.e. Adult Education, Play Reading group, Carers Support Group etc. We often provide ideas, suggestions and details of events to the Leader of the Carers Group to enable her to organise days out ie. Boat trips etc. for the well-being and much needed breaks for the dedicated carers of the terminally ill. We currently all work together to ensure our building is a Community Centre not just a Library and it is essential for the well-being of the community it serves.” “I have worked at Sherborne TIC for over 13 years now. Previously I worked for the then Christchurch Borough Council in their TIC and later in the Tourism team at the Civic Offices. In total I have had almost 30 years of working in TICS and Tourism and feel that I have a broad depth of knowledge of how the TICs have worked and developed over the years. Whilst I was working at Christchurch TIC the decision was made to rename the TIC "Christchurch Information Centre". I feel that this would be a good move for the Dorset TICs to adopt, assuming that there is to be any future for us as a presence in town centres. Much emphasis has been put on the use of digital technology now and in the future but there are still many people who, for whatever reason, prefer not to use it. Some of our customers are living alone and from the older generation, many of whom do not use the internet and welcome the opportunity to speak to a friendly person face to face. When we re-opened after both lockdowns, it was heartening to hear so many people say how pleased they were to see us open again. A frequent comment was "We need you in the town". Furthermore, when we explained about the TIC consultation they were horrified at the thought of us not providing the service as we currently do. It would be very difficult for individuals to find out much of the information elsewhere if we were not there to provide it. These customers would be penalised because of their choice not to use the internet, both in obtaining information and losing the enjoyment of interacting with fellow members of the public. The disappointment on customers faces when they were told that we are not selling Cards For Good Causes this year because of Covid restrictions and our uncertainty about the date we would be re-opening made us realise how much hundreds of customers have relied on us to provide this service every Christmas. The income from the sales of CFGC and Christmas stamps amounts to an income of approximately £28,000 (gross)p.a. and will be a huge loss to the charities concerned and reduced income to the TIC/Council this year and will continue if the TIC closes. It is clear that at Sherborne TIC that we do very few bed and breakfast bookings now as visitors tend to make their arrangements before leaving home, whether this is by email, phone or letter. However, many visitors to the town make the TIC their first port of call as they know that they can get up to date information from knowledgeable staff. They are also happy to browse the selection of leaflets and brochures offering information about how to spend their time (and money) in Sherborne and the surrounding areas. Often visitors will be amazed at the amount of information we hold and would not have known about the attraction or event if they were not able to access the TIC in. If a person doesn't know about said attraction or event they cannot look it up on the internet! Although many of our local residents do use the internet to find out information or buy tickets for various events, they are still keen to speak to us in person. As you know we have, prior to the Covid outbreak, sold tickets for many events in the town and further afield. Sherborne Abbey Festival, Sherborne Literary Festival, Sherborne Castle Fireworks, Sherborne Film 14 Page 92 Festival, Yeovilton Air Day, Dorset Steam Fair are a few of the more prominent ones. At times last year we were selling tickets for in excess of 12 events at various times at Sherborne TIC. Even customers who have access to the internet often come in to book their tickets with us and have them handed to them rather than doing it from home as they find it an easier process. If the TICs are closed, this loss of income to the TIC/Council will be considerable. This may have a knock-on effect to some of the smaller event organisers, particularly charities, who have relied on us to sell tickets for them. If Sherborne TIC is to operate in a different and more cost efficient way would it be possible for any of the following to be considered? *Ask Sherborne Castles Estates for a reduction in rent. We could perhaps act as a box office for them, and also sell the products they have in their gift shop for them in return for reduced rent. * Approach local businesses to allow space for a TIC within their premises, eg Waitrose, Sainsbury's, Cross Keys Pub, railway station, post office. * Purchase a mobile unit and position it in one of the Council run car parks. Any permanent closure of the TIC would be very disruptive for Sherborne. It is clear to me that we offer an essential service to the town, more so for the residents and we are part of a community that is currently trying to survive in these uncertain times. As an Information Centre rather than a Tourist Information Centre we could work for and with the community, providing a much-needed hub and central meeting point for local residents and visitors alike. A final consideration - should all or any of the three TICs be closed, redundancy payments will have to be provided, people will be out of work and more taxes not paid to the Government. A further financial implication to consider for the the wider community. I hope that this has given you an insight to the various reasons why I think TICs should remain open in one form or another, but not just as an on-line service.”

Town/Parish Councillors 11 Town/parish councillors responded on their own behalf to the consultation.

Official Organisational/Business Responses 75 organisations/businesses provided an official response from their business/organisation. These came from:

Q6 Name of the business/organisation/community group Amateur Players of Sherborne Bagwell Farm Touring Park Beaminster Museum Beauhemia Bere Regis and District Twinning Association Bookham Court Bournemouth Sinfonietta Choir Bradle Farmhouse Brewery Square Camp Bestival (Safe Festivals Group Limited) Campsite Charterhouse Auctioneers Corfe Castle National Trust Crossways Travel Ltd Dorchester Conservative Association Dorchester Post Office Dorset Cottage Holidays Dorset Food & Drink Dorset Visual Arts -/Dorset Art Weeks Douzelage Downshay Tourers & Tents Dream Adventures Ltd 15 Page 93 Excel Taxis Network Fernhill Wholesale Galway Guest House Giants Head Caravan & Camping Park Girling Services Ltd Goldcrest Jewellers Jurassic Jaunts Langton Matravers Parish Council Mervyn House B&B Midwest the Stationers Moreton Church National Express naturalife wholefoods Oliver's Coffee House Piddlehinton Twinning Association Poundbury Wealth Management LLP Self-employed Tour Guide Services for Tourism Ltd / Dorset Tourism Awards Sherborne Abbey Sherborne Abbey Festival Sherborne Amateur Pantomime Society Sherborne Castle and Gardens Sherborne Museum Sherborne Steam & Waterwheel Centre Sherborne Walks Shire Hall Historic Courthouse Museum Society of Dorset Men Specialist Plant Fairs Sprint Signs square and compass Susie Watson Designs Swanage Blues Swanage Railway Taste Restaurants Ltd The Eastbury Hotel & Spa The Gardens Group Ltd The Grange at Oborne The Gryphon School The Horse with the red Umbrella The Jerram Gallery The Outdoor Guide The Three Wishes Tor Mark books Treetops caravan Park Trent Memorial Hall Ulwell holiday park Visit Dorset Wessex Strings Weymouth BID 16 Page 94 Weymouth Heritage Centre Ltd White Horse Farm Holiday Cottages Wimborne Model Town Wings & Wheels Henstridge

Responses from businesses and organisations showed fair support for the possibility of running the TICs differently. On the specific question “Do you agree the other TICs at Dorchester, Sherborne and Wareham could also be run differently and still provide the service you value?” 43% strongly agreed/agreed compared to only 11% strongly disagree/disagree.

A response has been received from the Visit Dorset and Growth& Economic Regeneration team at Dorset Council Their main points were: - TICs are valuable to residents and visitors - Prefer a new business model over closure - Closure would have an impact on VD - would lead to additional pressures/resource requirements on VD - TICs are beneficial for specific/local/accurate information and to the local economy - Suggest alternative form of service (rather than just reducing the current offer) – rename from Tourist Info and offer community support and visitor engagement – more of a developmental role working with partners to enrich the offer.

The table below shows some selected comments giving an idea of their views. Full comments are available in the appendix.

Selected business /Organisational comments “My main experience is of the Shaftesbury and Blandford Centres. They are good so clearly the centres can be volunteer run. Makes me think that the bigger places might at least have a mix of paid and volunteer staff” “if the information centre was sponsored by having a normal tourist based shop in it,s premises then the profits could run the centre”. “There are many models all over the world where TICs have effectively been run by local groups / volunteers. In France virtually every town and village has a TIC run by the local Chamber” “If other towns in Dorset can run TICs by town councils or volunteers surely others can to” “Having professional staff in the key tourist areas is important” “a TIC needs a prominent space that locals and tourist alike can readily access. Any volunteer-run service is unlikely to have the funds to manage such an expenditure”. “The Council should run the TICs. They should have an obligation to run them after all the Attractions advertising are Tax Payers and they bring Thousands of pounds each year into the County.” “My feeling is that where resources be combined to reduce overheads and costs it should be implemented.” “The cost of providing the required services is very high - our own Visitor information centre in Weymouth had to close due to lack of funding and a lack of volunteers. Whoever provides the service needs to have a belief in the importance of the service they are providing and the vision to make the service work, as appears to be the case in Bridport.” “I have worked extensively with the Bridport TIC and they service and atmosphere they provide is second to none, are there ways to allow local authorities or town councils to give more supportive or work with TIC's and staff to ensure they thrive and also better control their funding relationships with local councils and businesses”

Business/Organisational responses are considered in each individual question.

17 Page 95 Q Do you use a Dorset Council Tourist Information Centre?

They are in Dorchester, Sherborne and Wareham (Discover Purbeck)

Overall Yes No responses

Number 811 178

% of all who 82.0% 18.0% responded

Q Which Dorset Council Tourist Information Centres do you use? (select all that apply) Overall Dorchester Sherborne Wareham responses

Number 411 378 209

% of all who 51.2% 47.1% 26.1% responded

In this question people could make multiple choices. Responses to this question showed overall respondents used both Dorchester and Sherborne to quite a high level but Wareham slightly less so. Looking specifically at responses from visitors 64% of them used Sherborne, 35% Dorchester and 29% Wareham. Dorchester was used by disabled respondents more than Sherborne or Wareham.

18 Page 96

19 Page 97 Q Roughly how often have you visited one of these Tourist Information Centres in the12 months prior to them temporarily closing due to Covid19 in March 2020?

Overall I have Once Twice Three to Six to ten More than responses used the five times times ten times TIC but not in that period

Number 61 41 120 268 168 150

% of all who 7.5% 5.1% 14.9% 33.2% 20.8% 18.6% responded

As the table above shows many respondents said they visited the TICs on quite a number of occasions throughout the year. Nearly 40% said they visited over 5 times in the year. Looking at responses specifically from visitors they clearly did not visit so many times with 25% visiting over 5 times. Looking at responses from people who visited Dorchester 32% visited over 5 times. Equivalent figures for Sherborne was higher at 46% and Purbeck at 45%. Just over 60 disabled people responded to the survey, mainly local residents rather than visitors. They were quite regular visitors with 52% visiting more than 5 times in the year.

20 Page 98 Q For what purpose did you use the TIC? – tick multiple options

Overall responses Number % of all who responded

To find out information about the 601 74.3% local area

To find information about local 297 36.7% services (eg council services)

To buy tickets for a local event or 470 58.1% festival

To buy retail goods (eg cards, 461 57.0% guidebooks)

To buy coach or bus tickets 109 13.5%

To buy a parking permit 114 14.1%

To find out about local holiday 128 15.8% accommodation

Other – please tell us 186 23.0%

Overall respondents main use of the TIC was to gather information about the local area with ¾ of people using them in that way. The next two most popular uses were for retail purposes including tickets for events and also goods. The fourth most popular use was finding information about local services. 48% of all selected uses were retail uses.

21 Page 99 Looking specifically at visitors they were more focused on information about the local area and holiday accommodation. They were also interested in retail goods, including event tickets.

Disabled use of the TICs was very similar to non- disabled use.

Looking specifically at what people had listed under other uses of the TIC shows many were actually uses already suggested in the main part of the question. A summary of those responses is shown in the table below. The main extra category suggested was for organisations and individuals to advertise their events and businesses at the TIC for residents and visitors alike. Other things listed were more specific things within the categories.

Other Purpose Mentions To advertise an event/business or to provide leaflets/information/posters 61 To find out about local events/attractions/history 53 To get a bus/rail timetable 24 To get various misc information about the local area 19 For the TIC to sell tickets for an event 18 For maps/directions and walking/cycling routes. 17 To buy/acquire local magazines and papers 16 Other - general miscellaneous use. 16 Getting information for guests/visitors 15 Retail purposes (9 - Charity Christmas Cards) 14 To ask for support, questions or recommendations. 11 To buy/acquire recycling/refuse bags 7 To ask for information on other areas 7 Place of work 5 Accommodation 2

22 Page 100

Q Please rank the importance of the services from the TIC. Select up to 3 services that are most important to you.

Overall responses Number Number Number 1st choice 2nd 3rd choice choice

To find out information about the 533 142 82 local area

To find information about local 45 132 88 services (eg council services)

To buy tickets for a local event or 158 255 135 festival

To buy retail goods (eg cards, 37 156 225 guidebooks)

To buy coach or bus tickets 17 41 42

To buy a parking permit 28 38 39

To find out about local holiday 22 56 103 accommodation

Other – please tell us 41 20 46

23 Page 101

The overall responses showed the most important service that respondents used the TIC for was to find out about the local area, with a total of 757 selections for 1st-3rd place. The next two most popular services were retail ones. Buying tickets for local events/festivals received 548 overall and purchasing retail goods 418. None of the other uses came close to these more popular choices.

The response from visitors was again focused on information about the local area. The main difference was that , as you might expect, finding out about local holiday accommodation was more important and more on par with some of the retail activities.

Looking at responses from people who are disabled they were similar to the overall responses.

Q Why are these most important to you? 811 people took the opportunity to explain why these are important to them. The table below shows the coded results from the responses.

Comment Mentions To get information and keep up to date on the local area, services (e.g. timetables, maps, permits) and events from a reliable source and to support local economy, business, events. 206 To talk to someone face-to-face, with local, up-to-date knowledge that can clarify or offer tailored information/answer questions or offer new information/suggestions 162 Good retail offer, including unique local gifts, souvenirs and Christmas cards 122 Convenient, accessible, information hub where all the information is in one place 117 Preferred method/ease of buying events or coach tickets 109 Important port of call to visitors and for tourism in the area (for motorhome users and where to park - 23) 90 Internet/Online does not offer the same quality, up-to-date or breadth of local information as a person/TIC does & you need to know what you are searching for. Not always available on the move (internet/phone signal). 87 To help advise customers, guests and visitors to the area 84 Promotion/support of our businesses or events 50 Service not available/as good elsewhere or unsure where to go for it 38 Do not use computers, internet or social media 35 These are services I expect/need from a TIC (most common choices were local area information, tickets, retail, parking) 34 I do not use or need the service, will or do use sources elsewhere (esp. online) 28 Important community asset. Also adds value to life/health 27 If you are new to or don't know the area. 25 General positive comment about TICs 23 Other reason 9

The main reason given was to get information and keep up to date on the local area, services (e.g. timetables, maps, permits) and events from a reliable source and to support local economy, business, events. Clearly people find the TICs a good reliable source of local information. The second most popular reason was to talk to someone face-to-face, with local, up-to-date knowledge that can clarify or offer tailored information/answer questions or offer new information/suggestions. It is clearly the face to face element that people found most beneficial. 24 Page 102

The retail offer was also quite a popular reason for people finding the TICs important. They also appreciated the “one stop shop” approach where you could get information, buy things all in a face to face environment. The specialist knowledge and local knowledge was particularly valued.

Q Do you use the Visit Dorset website to find out information about Dorset?

Overall Yes No responses

Number 503 479

% of all who 51.20% 48.8% responded

Overall the Visit Dorset website was used by around half the respondents.

Responses from visitors were very similar with 50.5% using the website and 49.5% not using it. Disabled respondents used the website less than the average with 44.4% using it and 55.6% not using it. Use of the website was not particularly affected by age. 47.8% of the over 65s responding said they used the Visit Dorset website. With under 45s use of the website increased slightly to 58.3%.

Those who didn’t use the VisitDorset website were then asked an additional question.

25 Page 103

Q Were you aware of the Visit Dorset website?

Responses Yes No from those not using the VD website

Number 263 204

% 56.3% 43.7%

So over half of those responding who didn’t use the website were aware of it, with 56.3% responding this way. However, 204 were not aware of the VisitDorset website.

The following question was only asked to those who did use the VisitDorset website.

26 Page 104

Q Do you use the Visit Dorset website as an alternative to using a TIC or as well as using a TIC?

Responses Yes – I use Yes – I use from those the Visit the Visit using the Dorset Dorset VD website website as website as an well as a alternative TIC

Number 86 399

% 17.7% 82.3%

Over 80% of those who said they used the VisitDorset website said they used it as well as the TIC.

Q Tell us more about your use of the VisitDorset website 321 people responded to this question. The responses are summarised below.

Comment Mentions Use website for ideas or to plan days out/events/opening times and contacts/accommodation - especially for the wider county. 86 Website is limited in scope (too general about the county and not local info they need, can't answer Qs, follow ups) (31) out-of-date/incomplete/inaccurate (11) 42 Use website for basic/general, then the TIC for more/local/specific info or actions (e.g. buying tickets)/as a preference 39 Prefer TIC, face-to-face interaction and 'hard copies' of information 30 Use website when the TIC is not open/can't get there/no TIC 24 Website is difficult to use/navigate 22 27 Page 105 Website has good/valuable/additional info/links, is convenient and user friendly 21 Comment about the general Council website (confusion with Visit Dorset) 17 Website is useful at short notice, for immediate info and 24/7 13 Use website to promote events and other adverts 12 Use website for research/courses/work, read blog/newsletters 11 Other comments 11 Use website due to COVID/lockdown 10 Have not used the website recently/rarely use 9 I did not know about the website/need to use it 3

From responses it showed that people “Use website for ideas or to plan days out/events/opening times and contacts/accommodation - especially for the wider county.” most of all. So it seems they find the website useful for information for the wider county but prefer to use the TIC for more detailed local knowledge. There was an appreciation of the fact that the website is open all hours unlike the TIC. With 17 mentions it is clear that there is some confusion between the VisitDorset website and the wider Dorset Council website.

The survey explained that ”The council is under continuing financial pressures with the need to reduce budgets and streamline services in many areas. These are difficult decisions. Below are listed some of Dorset Council's services.”

Q If you were trying to manage with less money how would you rank these in order of importance for protecting or maintaining the budget. Overall responses 1st 2nd 3rd 4th 5th choice choice choice choice choice

Tourist Information Centres 70 50 139 127 411

Waste collection and disposal 352 129 219 85 41

Adult Services - looking after 135 281 181 140 59 older people

Children Services - child 230 206 157 120 69 protection

Highways and road maintenance 67 182 146 262 146

The above table shows the responses to this question asking people to rank the TIC service in relation to other Dorset Council services which are generally statutory. This was asked as if people were considering maintaining budgets. As you might expect whilst people value the TIC service most rated the important statutory services more important when considering the budget.

The Waste Collection and disposal service was highly valued by respondents and highway and road maintenance less so.

28 Page 106 If one awards 5 points for a first choice down to 1 point for a 5th choice you can create a score for each service. The table below shows how this leaves TICs in fifth place to compared to the other services listed. This is shown in the table and chart below.

Service Score Waste collection and disposal 3144 Children Services - child protection 2754 Adult Services - looking after older people 2681 Highways and road maintenance 2171 Tourist Information Centres 1632

Ranking against statutory services

Waste collection and disposal

Children Services - child protection

Adult Services - looking after older people

Highways and road maintenance

Tourist Information Centres

0 500 1000 1500 2000 2500 3000 3500

The survey explained that “Below are listed some of Dorset Council's non- statutory services.

Q If you were trying to manage with less money how would you rank these in order of importance for protecting or maintaining the budget.

Overall responses 1st 2nd 3rd 4th 5th choice choice choice choice choice

Tourist Information Centres 276 190 226 111 61

Sports Centres 201 212 182 156 84

Country Parks (e.g. Moors Valley, 271 300 170 82 29 Durlston)

Dog Wardens 20 43 88 163 470

Community Grants 114 126 196 264 123

29 Page 107 In this scenario Tourist information Centres were ranked considerably higher but were very similar to Country Parks which were highly valued.

If one awards 5 points for a first choice down to 1 point for a 5th choice you can create a score for each service. The table below shows how this leaves TICs in second place to Country Parks but above Sports Centres.

Service area score Country Parks (e.g. Moors Valley, 3,258 Durlston) Tourist Information Centres 3,101 Sports Centres 2,795 Community Grants 2,313 Dog Wardens 1,332

Currently only 3 Tourist Information Centres are run by Dorset Council at Dorchester, Sherborne and Wareham. There are 5 other TICs across the county which are not managed by Dorset Council and these are run in different ways: Bridport (Town Council run) Wimborne (volunteer run) Swanage (Town Council run) Blandford (volunteer run) Shaftesbury (volunteer run)

Q Do you agree the other TICs at Dorchester, Sherborne and Wareham could also be run differently and still provide the service you value?

Overall Strongly Agree Neither Disagree Strongly Don’t responses agree agree/disagree disagree know

Number 137 260 273 98 76 131

% of all who 14.1% 26.7% 28.0% 10.1% 7.8% 13.4% responded

30 Page 108

Overall 40.8% of respondents strongly agreed/agreed that the three TICs at Dorchester, Sherborne and Wareham could be run differently. 17.9% disagreed/ strongly disagreed that they could be run differently and still provide the service they value. This gives a net agreement figure of plus 22.9% where zero would have meant an equal number disagreeing as agreeing. However, many people were unsure with 13.4% saying don’t know and a significant 28.0% neither agreeing nor disagreeing with the statement.

The table below shows how other groups responded to the same question.

Strongly Agree Neither Disagree Strongly Don’t agree agree/disagree disagree know

Overall 14.1% 26.7% 28.0% 10.1% 7.8% 13.4%

Visitors 12.5% 21.6% 30.7% 10.2% 6.8% 18.2%

Disabled 19.0% 12.7% 30.2% 12.7% 11.1% 14.3%

Local 14.1% 27.2% 27.3% 10.3% 8.5% 12.6% residents

Businesses/ 9.1% 34.3% 27.3% 8.1% 3.0% 18.2% organisations

Whilst there was some variation between the different groups there was no real outliers. Looking at the responses from the groups in the table above there is net agreement in all cases. Businesses and organisations were also generally accepting that there could be another way of providing the service. Their net agreement is plus 32.3%.

31 Page 109 Q Why do you think that? 718 people responded to this question. We considered their responses based on whether they • Strongly agreed/Agreed • Strongly disagreed/Disagreed or • Neither Agreed/Disagreed or Did not know

This was to look for patterns in the responses. The table below shows a summary of the key messages from each group.

Comments – Strongly Agree/ Agree Mentions As the model/doing it differently works elsewhere 70 A tourist information service is very important for towns/tourism /community - not just who funds/runs it (15) 47 Support being run by the Town Council (plus volunteers/community) 45 Use trained/supported volunteers to keep them open 31 Comment agreeing it could be done differently if viable/funded/discussed/improved 24 Should be co-located/collaborate/network with other organisations 23 Mix of paid/volunteer staff (not just volunteers, 9) 22 Any service must be in a good location, have the right opening hours 16 Do not necessarily need TICs - irrelevant/online/outdated/other methods/not open 12 Improve/combine retail/commercial income offer 9 Other comments/don't know 8 Online services are important (esp. off-season) online chat/call/self-service 7 Should not be run/funded by council/residents, but other (e.g. business, self-funded) 7 Continue to run as it is 6 Consolidate to one local information/customer service centre 6 Should be run/funded by the County Council - and be imaginative (2) 5 Weymouth should have a TIC 2 More consultation - consult staff, other councils 2 Funding should be the same/shared across all TICs 2

Comments – Strongly disagree/ disagree Mentions Keep professionalism and knowledgeable staff - volunteer-led can be unreliable/less quality/less well funded. 61 Continue to run as they are now/do not cut services - tourism is important 36 Should be funded/run by the County Council - Town Council less likely to be able to 16

Volunteers should be in addition to staff - not dependent on them, not enough available 15 The service will continue to be reduced/be lost 11 Other comments 6 Use the internet instead so TICs not needed - spend savings on online offer. 4 Not enough information/don't know/never visited other TICs 3 Council should save money/fund elsewhere 2 Dorchester should have a fully funded TIC 2

Comments – Neither agree/disagree or Don’t know Mentions I don't know enough/there is not enough information 66 No experience of/never visited the other TICs 56 32 Page 110 Keep professionalism and knowledgeable staff - volunteer-led can be unreliable/less quality/availability 41 Service level/maintaining good service is important - not necessarily who runs/funds it/online 34 Continue to run as they are now, keep a TIC/service 26 I don't know/do not use TICs 14 Should be run by the Town Council (plus vols if available/reliable) 9 Any service should be in a good location 8 Other comments 7 Consolidate to one local information/customer service centre 7 Should be funded/run by both Dorset Council and Town Council 7 Use paid and volunteer staff 5 Volunteers could provide the service 5 Council should raise income elsewhere/improve the town to attract tourists 4 Depends who is willing to take the service on/fund it 4 Weymouth should have a TIC 3 Decision should be budgetarily sound 3 Should be co-located with other organisations 3 The service will continue to be reduced/lost 2 The model appears to work elsewhere 2 Should be run by Dorset Council 2 Commercialise it/improve retail offer 2

The consultation introduction had explained why the current way of delivering the service was not viable going forward. Hence, this option was not available in the following question.

Q With a significantly reduced budget should we? (i) Work with town councils and the voluntary and community sector to provide a local and tourist information service (ii) Cease providing Dorset Council TICs (iii) Provide a local/tourist information service in a different way (please explain)

Overall Work with town councils Cease providing Dorset Provide a local/tourist responses and the voluntary and Council TICs information service in community sector to a different way provide a local and tourist information service

Number 743 31 145

% of all who 80.8% 3.4% 15.8% responded

Rather than lose the TICs completely most respondents felt Dorset Council should work with the town councils and the voluntary and community sector to provide a local and

33 Page 111 tourist information service. 80.8 % of respondents felt this way. A further 15.8% felt the service should be provided in a different way.

Work with town Cease providing Dorset Provide a local/tourist councils and the Council TICs information service in voluntary and a different way community sector to provide a local and tourist information service

Overall 80.8% 3.4% 15.8%

Visitors 80.7% 0.0% 19.3%

Disabled 74.6% 5.1% 20.3%

Local 82.4% 3.2% 14.4% residents

Businesses/ 83.5% 1.0% 15.5% organisations

Looking at the responses from other groups there is no significant variation from the overall response. These are shown in the table above.

Q How do you suggest this service is provided?

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Those specifically saying the service should be provided in a different way were then asked to explain how they thought that should happen. The main way suggested was working with other organisations e.g. libraries, museums etc. The second most regular suggestion to adapt the TIC offer as a smaller cheaper service making use of volunteers. The third most popular suggestion was working with commercial/business partners to provide a TIC within their current offer. Some of the ideas were already catered for in the suggested approach of working with town councils and the voluntary and community sector. There were a range of other suggestions including raising more revenue, becoming more digital, using more technology, more self-service, provide a wider information service etc. The full list is available in the table below.

Comment Mentions Work with/in another organisation: Library (inc dual use/staff/volunteers and longer opening hours) 17, other cultural/council organisations e.g. museum (14) 31 Adapt the TIC offer - reduce/tailor opening hours (9), staff/volunteer make-up (6), students/work exp/back to work (4), smaller service (4) upskill/retain staff (2) 25 Work with commercial/private/local businesses to accommodate a TIC/Kiosk 17 TIC: Increase revenue/commercial activity to raise income. 15 Increase/improve the online offer, webchat and digitising the experience. 13 Interactive and self-service kiosks and help points (with F2F/phone internet option, 8) 13 Town Council operated - support from VCS (2) staff/volunteers (4), schools (1) 11 A General local information/community/tourism service 10 Financing: Give grants, Govt/Council/Town Council/Business funding, tax visitors more, review leases, consider charitable status. 10 Other suggestion or comment 9 None of these/not sure - but important to keep a TIC and keep cost effective/location/good displays 6 Mixed offer: Should not just be volunteers or just a digital offer 5 Cut costs elsewhere at the Council 3 Volunteer-led 3

Q Any other comments on the possible outcomes

There were 376 further comments. These covered a wide range of issues and these are summarised in the table below. The most prolific issue was the importance encouraging tourism for the benefit of the local economy. This issue was raised 82 times. Other major issues were around keeping the service as is, and ensuring a face to face service continued. Others talked about a TIC supported by a variety of different organisations and how important the TIC is to the local community. The full verbatim comments are available in the appendix.

Comment Mentions Encourages tourism and revenue which helps local economy/employment and important for visitor experience, expectations and impressions of Dorset. 82 The TIC should continue/be supported as it is/not be closed 38 Should be a face-to-face offer - better than online/may not have internet (23) to gain local knowledge and services (14) 37 35 Page 113 Should be operated/supported by Town Council and using paid/VCS/schools to run it (also supported by Dorset Council, 11) 33 The TIC is an asset and is important to the locals and the community 31 Council should find other ways to cut costs/create income/look at other services. 28 Explore partnership working with other organisations/businesses/share sites 22 TIC's are/should be located in good locations and have opening hours to suit tourists (e.g. market day, weekends) 21 Online: Improve online/website presence, keep it current, webchat facility and support people to use it 19 Create more retail/sales/income opportunities (e.g local crafts, produce, souvenirs, coffee, services for motorhome visitors) or donations 15 TICs could be run by volunteers/community with appropriate training 13 Create a centralised local 'information' service/hub 12 TICs/Heritage should have properly funded jobs, training and advertising of their services. 12 Other comments 11 Should be staffed by a mix of paid workers and volunteers 10 Don't know/no further comment 9 Weymouth & Portland should have a TIC 9 Positive comment about TIC, staff or service 8 Offer a reduced TIC service to save money. 6 There should be more discussion and appraisal of options required with those affected 4 Close the TICs and save money 4 Explore grant funding/sponsorship/other opportunities to fund/run TICs 4

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Demographic Information

Age

The tables below show the profile of people taking part in the consultation. The consultation is dominated by responses from those in the older age groups, with those aged 65+making up 48% of respondents compared to only being 29% of the Dorset population.

5.6% of respondents preferred not to disclose their age group.

Under 18- 25- 35-44 45-54 55-64 65- Pref 18 24 34 and er over not to say % of responses 0.2 0.1 3.0 6.6% 9.9% 26.3 48.3 5.6 in age group % % % % % %

Gender The current profile of the residents of Dorset show 49.8% male and 51.1% female. As the table below shows the responses from females, does vary considerably from the Dorset profile but this is not unusual in this type of survey.

Male Female Prefer to self Prefer not to describe say

What best 37.1% 56.6% 0.8% 5.5% describes your gender?

There was an uneven balance between males and females with 57% of responses from females and 37% from males.

Disability

6.5% of respondents considered they had a disability. This equates to 63 people. Responses from disabled people were above average at 6.5% of responses compared to a Dorset figure of 5% based on those claiming either Disability Living Allowance, Personal Independence Payments or Attendance Allowance. The data has been used when analysing the responses to all the questions to see if people who have a disability had a different view to the majority on the key questions in the consultation.

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Yes No Prefer not to say

Do you consider 6.5% 87.2% 6.3% yourself to be disabled as set out in the Equality Act, 2010?

When looking at the specific disabilities of the 63 people responding 25 said they had a physical disability 32 had a longstanding illness, 7 had a mental health condition, and 15 a sensory impairment.

Ethnic Group

What is your ethnic group?

White British 87.8%

White Irish 0.5%

Gypsy/Irish traveller 0.0%

Any other white background 1.3%

Asian/ Asian British - Bangladeshi 0.1%

Asian/ Asian British - Chinese 0.0%

Asian/ Asian British - Indian 0.1%

Asian/ Asian British - Pakistani 0.0%

Any other Asian background 0.0%

Black/Black British - African 0.0%

Black/Black British - Caribbean 0.0%

Any other black background 0.0%

Mixed ethnic background – White and 0.1% Asian

Mixed ethnic background – White and 0.0% Black African

38 Page 116 Mixed ethnic background – White and 0.0% Black Caribbean

Any other mixed background 0.4%

Prefer not to say 7.9%

Any other ethnic group 1.8%

With 88% of the respondents saying their ethnic group was White British this is fairly typical of the wider population.

39 Page 117 This page is intentionally left blank Appendix 2 – Response from Town Councils

Contents 1.0 Dorchester Town Council ...... 1 2.0 Sherborne Town Council ...... 3 3.0 Wareham Town Council ...... 4

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2.0 Sherborne Town Council

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3.0 Wareham Town Council

The response from Council is as follows:

a) Tourist Information Centre Consultation (Minute 320 refers)

Strength of support was again demonstrated by the Town Council to retain the Tourist Information Centre in its current form, within the library. Members were keen to note that the TIC served the whole of Purbeck, not just Wareham.

The Town Clerk was asked to respond to Dorset Council expressing the strength of feeling of support for the TIC by the Town Council and the community at large.

Vanessa Ricketts FSLCC Town Clerk

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This page is intentionally left blank Equality Impact Assessment (EqIA) Before completing this EqIA please ensure you have read the guidance on the intranet.

Initial Information Name: Tracy McGregor Job Title: Service Manager for Libraries Email address: [email protected] Bridget Downton, Head of Business Intelligence and Corporate Communications Members of the assessment team: Tracy McGregor, Service Manager for Libraries

Date assessment started: 10 November 2020 Date of completion: 2 February 2021 Version Number: V0.1 17 November 2020 V0.2 Revised on 20 January 2021 with consultation response information V0.2 2 February 2021 Revised following EDAG review

Part 1: Background Information Is this (please tick or expand the box to explain) Existing Changing, updating or revision Yes – review of current Tourist Information Centre service provided by Dorset Council New or proposed Other

Is this (please tick or expand the box to explain) Internal (employees only) External (residents, communities, partners) Both of the above X

What is the name of your policy, strategy, project or service being assessed? To review the council’s current tourist information centre service. Dorset Council currently funds and manages three Tourist Information Centres (TICs) in Dorchester, Sherborne and Wareham.

During 2020/21, the future arrangements for the council managed TIC at Lyme Regis has been discussed with the local town council and this is being progressed separately and has been subject to a separate EQIA.

1 Page 125 What is the policy, strategy, project or service designed to do? (include the aims, purpose and intended outcomes of the policy)

The review will consider the role of visitor information and how it can be delivered and funded. It is essential that future arrangements are sustainable, affordable and fit for the future.

Continuing to deliver the service in the same way will not do this.

Possible options could be:  work with town councils and the voluntary and community sector to provide a local tourist information service  cease providing Dorset Council TICs  provide a local and tourist information service in a different way

The consultation results will inform the way forward. A report on the review of the TICs will be considered by the council’s Cabinet; the report will include recommendations on the future for the TICs based on the review and consultation results. The Cabinet will receive this report at its meeting on 2 March 2021 and it is expected that a decision will be taken about the council’s provision of TICs at this meeting.

What is the background or context to the proposal?

Tourist Information Centres are not a statutory service for the council to provide. In addition to the three TICs managed by Dorset Council, there are five other TICs which are run by other organisations such as the local Town Council or a volunteer group. These are in Blandford, Bridport, Shaftesbury, Swanage and Wimborne. There are also some areas in the county which no longer have a TIC such as Weymouth. This means that there is disparity in the offer across the council area.

The council is reviewing the service for the following reasons:

 The Covid-19 pandemic has changed the way in which some public sector services are being used and delivered with increased reliance on digital only access. More people are looking to find further local information and advice about public sector and community services and activities within their local area as well as visitors to Dorset looking for tourist information.

 TICs are a traditional way of providing face to face service but their use has dropped with developments in technology over recent years.

 Dorset Council provides the Visit Dorset service and website (https://www.visit- dorset.com) as an important access channel for visitors and tourism businesses. It is a way of encouraging people both in the UK and abroad to visit the area and support the local economy. Promoting the whole Dorset area as a destination is seen as important by Dorset Council whereas promoting local towns and attractions may better fit with local town or parish councils.

2 Page 126  Dorset Council is facing on-going financial challenges and must prioritise the services on which it spends its money.

The TICs provides the following services:  Free information about the local area and wider Dorset including maps, local attractions, bus/transport provision and information about accessibility  Ticket sales for local theatre and local events/festivals  Accommodation information and booking

It is noted that the majority of these services (in some way) are available from other sources or online.

Two of the TICs also have a small retail offering. Dorchester TIC no longer offers retail goods – this ceased when the former West Dorset District Council made the decision to re-locate the TIC from its town centre premises to the shared space in the town’s library.

Following the review and consultation, recommendations will be considered by the council’s Cabinet and a decision taken on the future for the council’s TIC provision. This may impact on the TIC workforce and the general public which includes tourists to the local area and local people. The TIC provides a universal service to visitors and local community. We have data about the number of visitors who use the TIC and method of enquiry

The TICs generate small income to help with operating costs although the service still requires funding from the council. It costs the council approximately £200,000 per annum to support the service. This funding contributes to the primary costs of staffing and premises for the service.

Part 2: Gathering information What sources of data, information, evidence and research was used to inform you about the people your proposal will have an impact on?  Number of visitors/enquirers to TICs

In 2019/20, the 3 TICs had 93,631 people visit/enquiries in person (see Appendix 1 for breakdown per TIC) together with enquiries by phone, email or letter. We know that the TICs are used by local people as well as visitors for finding out information such as local events and activities, council services and public transport. In Dorchester, use by local residents is approx. 50% of overall use, in Sherborne it is 70% and in Wareham it is 50%.

 Equality data re employees. Information about employees is taken from council collected information which the employee self-declare.

 Equality data re Dorset population found on Dorset Insight

This has limited value as the use by the local population is only a percentage of the overall use.

 Former West Dorset District Council Committee Reports in relation to TIC service review commenced in 2014/15. This involved Sherborne and Dorchester TICs. The WDDC Executive Committee established a Scrutiny Working Group as part of

3 Page 127 the service review programme. There was the recommendation that the TICs should be cost neutral and if they cannot reach that target they should be closed. However given the proximity to the councils’ re-organisation, the negotiations and discussions were not concluded.

There were over 30 million visitors to Dorset in 2019 (staying and day visitors). Source: Dorset Council’s Visit Dorset team. Less than 1% of these tourist visitors used the TIC on a face to face basis.

There is information produced by the council’s Visit Dorset team in 2017 which shows a summary about the tourism sector in Dorchester and Sherborne. There is no similar information available about Wareham. This shows the number of tourist visitors to town (by day visit or staying), information about the expenditure related to tourism and tourism related employment. There is no information in relation to protected characteristics.  summary of tourism sector in Dorchester  summary of tourism sector in Sherborne

There is information about the market characteristics of holiday visitors to Dorset. This research includes some data about the key group segments (Mosaic marketing segments) that visit the Dorset area as a holiday destination.

The research does show that many of the visitors when classified by Mosaic (a consumer classification tool which segments the population into groups/types to help understand an individual’s likely customer behaviour) segments comprises the relatively affluent groups. Whilst this research does not include information about the protected characteristics, it does illustrate that a significant sector of the visitors are classified as ‘Senior Security’ group which are elderly singles and couples, with 90% aged over 65 years and retired. This Mosaic category are characterised by the following most common behaviours/traits:  are unlikely to invest in digital technology and  tend to use information from destination organisations. Another group, ‘Rural reality’ group, also provide a segment of visitors and this group are typically aged between 46 -55 living in inexpensive homes in rural locations and in lower cost housing. They tend to be cost conscious and like to use traditional information sources.

Advice has also been sought from the council’s Head of Legal Services and HR Business Partner and the council’s consultation team.

January 2021 update following consultation: There were 990 respondents to the consultation survey; 85% were Dorset residents and 11% visitors to Dorset. 75 businesses and organisations and 11 Town and Parish Councillors took part, as did 25 Dorset Council employees including some who work in the TICs. Just over 60 respondents reported themselves as disabled. The response size was good for a council consultation of this type and reasonably representative of the Dorset population with a heavier weighting towards the older population (48% over 65 years old). The consultation results will be published on the Dorset Council website during February 2021.

What did this data, information, evidence and research tell you?

4 Page 128 The TICs are also used by local residents to find out information and to buy tickets, permits etc as well as providing information to visitors to the area.

The workforce is mainly female, work part time and are aged 50 years +.

Is further information needed to help inform this proposal? We do not have information about the protected characteristics of these visitors as this information is not currently collected. The public engagement consultation that is taking place (October 2020 – end of November 2020) will include questions so that diversity data can be collected.

Update – January 2021 The consultation responses are now available and have been used to update this EQIA. The consultation results will be published on the Dorset Council website during February 2021.

Part 3: Engagement and Consultation What engagement or consultation has taken place as part of this proposal?

 Engagement with TIC employees via Microsoft Teams virtual meetings as well as by email and manager updates. Involvement of Trade Union colleagues will be included as any proposed changes to staffing structures are known.  Engagement with lead Portfolio Member  Engagement with three Town Councils in affected areas  Engagement with Priests House Museum Trustees.  Engagement with Service Manager for Economic Growth and Visit Dorset service team  Public consultation undertaken for 6 week period – survey online and hard copy available on demand (by post) and via 23 libraries  Information sent to key external and internal stakeholders to make them aware of the consultation.  Promotion of consultation through local media.  Promotion of consultation via social media platforms and e-newsletters

How will the outcome of consultation be fed back to those who you consulted with?

Through employee briefings and emails. Information via local media Briefing to local Town Councils Email update to identified key stakeholders Consultation results published on Dorset Council website during February 2021

Please refer to the Equality Impact Assessment Guidance before completing this section. Not every proposal will require an EqIA. If you decide that your proposal does not require an EqIA, it is important to show that you have given this adequate consideration. The data and research that you have used to inform you about the

5 Page 129 people who will be affected by the policy should enable you to make this decision and whether you need to continue with the EqIA.

Please tick the appropriate option: An EqIA is required Yes (please continue to Part 4 of this document) An EqIA is not required (please complete the box below)

This policy, strategy, project or service does not require an EqIA because:

Name: Job Title: Date:

Part 4: Analysing the impact Who does the service, strategy, policy, project or change impact? - If your strategy, policy, project or service contains options you may wish to consider providing an assessment for each option. Please cut and paste the template accordingly. For each protected characteristic please choose from the following options: - Please note in some cases more than one impact may apply – in this case please state all relevant options and explain in the ‘Please provide details’ box.

 the proposal eliminates discrimination, advances equality of Positive Impact opportunity and/or fosters good relations with protected groups. Negative Impact  Protected characteristic group(s) could be disadvantaged or discriminated against Neutral Impact  No change/ no assessed significant impact of protected characteristic groups Unclear  Not enough data/evidence has been collected to make an informed decision.

Age: Negative What age bracket does Older people 50+ this affect? We do not have exact data relating to people using the TICs. However there is Mosaic segment data about the visitors to Dorset which shows that 11.2% can be categorised as Senior Security (11.2%) with a median age of 75 years and according to the Mosaic interpretation of typical behaviour, they are less likely to use digital technology. The consultation survey asks people for their age – further Please provide details: information about this sample group will be available when the consultation results are analysed.

Update – January 2021 The consultation responses totalled 990 responses. 48% of the responses came from people aged 65 years+ (compared with 29% in this age band in Dorset population). Less than 10% of

6 Page 130 respondents were aged under 44 which is likely to be illustrative of the age profile of the users of the TICs.

The data relating to the TIC workforce shows a disproportionate impact on the age groups with 11 of the 12 members of the workforce being aged 50 years or over. Of these, 6 are aged 65 years or over. However, to avoid the risk of identifying the employees affected, we have not included the number affected.

Disability: Unclear (including physical, mental, sensory and progressive conditions)

Does this affect a Unclear specific disability group? Please provide details: Data about users is not known. Nationally we know that approx. 18% of the population has a disability. Some people with disabilities may not be able to easily use or access online services and consideration should be given to meeting their needs with any potential alternative arrangement of the face to face service.

January 21 update: There was above average response (6.5%) to the consultation by people with disabilities compared to the % of people in Dorset population who claim Disability Living Allowance, Personal Independence Payments or Attendance Allowance (5%). The analysis of the consultation responses included reviewing the responses from people with disabilities separately and this showed that the responses were similar to people without disabilities including use of the TICs and support for running the TIC in a different way.

No employees have declared any disabilities at this time but there will be opportunities for employees to share any updates especially as part of any change management process that may be implemented.

Gender Reassignment Unclear & Gender Identity: Data about users is not known. Please provide details: Dorset Council does not currently collect this data.

Pregnancy and Unclear maternity: Data about users is not known. Please provide details:

7 Page 131 No employees have currently stated that they are pregnant nor on maternity leave. Employees have the opportunity to share any updates at any time.

Race and Ethnicity: Unclear Data about users is not known. We do know that approx. 19% of the national population identifies as non White British and in addition there are visitors from other countries/overseas who are likely to use a local TIC facility. The consultation survey asks people on an optional basis for information so further information will be available at this point.

Please provide details: January 2021 – update: 88% of the respondents identified as White British which is in line with the Dorset population profile.

All employees are White British with one team member not declaring this information.

Religion or belief: Unclear Data about users is not known.

We have insufficient data at this present time to analyse this, Please provide details: however, all employees will be treated equally regardless of their religion or belief .

Sexual orientation: Unclear Data about users is not known.

We have insufficient data at this present time to analyse this, Please provide details: however, all employees will be treated equally regardless of their sexual orientation.

Sex (consider both men Unclear impact on users and women): Negative impact – employees Data about users is not known. The consultation survey asks for people for this information.

January 2021 update: The number of females completing the survey was higher Please provide details: (57%) to males (37%).

The majority of the workforce are female (10) with 2 others being male.

8 Page 132 11 of the workforce work part time and only one post is full time.

Marriage or civil Unclear partnership: Data about users is not known.

Please provide details: Dorset Council does not collect this information about employees.

Carers: Unclear Data about users is not known.

Please provide details: Dorset Council does not collect this information about employees.

Rural isolation: Unclear We do not have exact data relating to visitors to the TICs. However there is Mosaic segment data about the visitors to Dorset which shows that 11.2% can be categorised as Rural Reality (7.8%) which includes people likely to live in rural locations and not be significant users of the internet and favour Please provide details: traditional information sources.

Dorset Council does not directly collect this information about employees.

Single parent families: Unclear Data about users and employees is not known Please provide details:

Social & economic Unclear deprivation: Data about users and employees is not known Please provide details:

Armed Forces Unclear communities Data about users and employees is not known Please provide details:

9 Page 133 Part 5: Action Plan Provide actions for positive, negative and unclear impacts. If you have identified any negative or unclear impacts, describe what adjustments will be made to remove or reduce the impacts, or if this is not possible provide justification for continuing with the proposal. Date to be Issue Action to be taken Person(s) responsible completed by Advice from Council’s consultation and legal teams. Tracy McGregor By close of Consultation with Survey available online and in hard copies in 3 TICs and 23 council consultation – 29 local communities managed libraries. November 2020 and visitors being Promotion of survey via Dorset Council magazine (locals) and undertaken social media. Page 134 Page during Covid-19 Consultation running for 2.5 weeks before second lockdown closed pandemic and face to face service points. Decision taken to extend the ensuring that the consultation period for a further period until 3 January 2021 to allow consultation is more time for consultation responses once service points re- representative opened. During period of second lockdown, continued promotion via social media. Hard copies available by post on request (poster on doors of TICs)

Unclear impacts Consultation survey asks people for information relating to Dorset Council’s Consultation By start of equalities so that impact can be better understood. team with Tracy McGregor consultation – 19 October 2020 Targeted communication to stakeholders based on stakeholder mapping by local team. Mid point – w/c 9 November 2020 Monitoring of responses at mid point to check if any targeted promotion is required.

10 Protected All employees will be treated equally regardless of any protected Tracy McGregor At start and during characteristics of characteristic. Dorset Council’s policies will be applied consistently Change employees regardless of age or gender or any other protected characteristic. Management Given that the data about the workforce identifies a large procedure – no percentage of older people (aged over 55 years), employees will be timescales known provided with information and support from the council’s pension yet service as well as HR colleagues.

There are a range of learning and development opportunities and well-being activities designed to support employees who may be impacted by any changes.

Employees and trade unions will be asked to come forward with any suggestions on adjustments that may need to be applied to ensure protected groups are not put at a disadvantage at any stage

Page 135 Page in the process. Disabilities – We know that some people with disabilities may not be able to Tracy McGregor By start of users easily use or access online information. Hard copy surveys consultation 19 available in libraries and TICs. October 2020 Consideration of their needs should be included in the development of any proposal and decision-making process. Disabilities - Any affected employees will be invited to make HR aware of any Tracy McGregor At start and during employees factor that may affect the change process, which could include a Change disability, and consultation with the staff will check the specific Management requirements for reasonable adjustments for individuals at all procedure – no stages of the process. timescales known yet The nature of the process and proposal may have a negative impact on staff wellbeing and mental health. All employees will have access to support through discussions with managers and HR as well as through other services such as Trade Union support, counselling and the council’s wellbeing resources. This will be promoted to employees at briefings and by email.

11 Mitigation of If it is necessary to serve notice of redundancy all employees will Tracy McGregor When any changes financial hardship have a 13 week notice period to allow additional time to help find to staffing is an alternative position. implemented. Ensure equalities Review EQIA action plan and update if necessary following any Tracy McGregor Post Cabinet impact issues are decisions made by Dorset Council’s Cabinet meeting (expected managed as part 2 March 2021) of any change implementation plans Page 136 Page EqIA Sign Off 17 November 2020 Officer completing this EqIA: Tracy McGregor Date: Revised 20 January 2021 Revised 2 February 2021 Equality Lead: Susan Ward-Rice Date: 05 February 2021 Equality & Diversity Action Group Chair: Pete Bartlett Date: 05 February 2021

12 Place and Resources Overview Committee – DRAFT Forward Plan

Item Report due Decision Maker Portfolio Holder/s / Officer contact (Lead) other relevant councillors

Options for the control of 25 February 2021 Cabinet – 6 April Portfolio Holder for Bridget Betts – disposable barbeques and 2021 Highways, Travel & Environment Advice other fire related activities Environment Manager

Developing Dorset’s Digital 25 February 2021 Cabinet – 6 April Portfolio Holder for Deborah Smart – Vision 2021 Corporate Corporate Director for Development & Digital and Change Change Page 137 Page Dorset Council Tourist 25 February 2021 Cabinet – 2 March Portfolio Holder for Tracy McGregor – Service Information Centres – Service 2021 Customer & Manager for Libraries Review: Consultation Community Services responses and next steps Bridget Downton – Head of Business Insight & Corporate Communications Agenda Item 9 Other areas to be reviewed and scheduled where required

Reset and Recovery

Item Portfolio Holder/s Officer contact (Lead)

Numbers and skills of workforce, options Portfolio Holder for Corporate David McIntosh – Corporate Director for to redeploy and rebalance – People Development & Change HR and OD Strategy

Economy 4 - Support the visitor Portfolio Holder for Customer & David Walsh – Service Manager for economy and prepare for 2021, Community Services Growth & Economic Regeneration including appropriate promotional Page 138 Page activity and business preparation

Economy 7 - Stimulating new enterprise Portfolio Holder for Economic Growth, David Walsh - Service Manager for and business creation Assets & Property Growth & Economic Regeneration

Climate - Improve green transport (using Portfolio Holder for Highways, Travel & tbc new government money for new cycle Environment routes)

Climate - to increase greener Portfolio Holder for Highways, Travel & tbc public transport; hydrogen or electric Environment buses

Climate - A Green travel plan is being Portfolio Holder for Highways, Travel & tbc developed Environment Item Portfolio Holder/s Officer contact (Lead)

Climate - Review bus links and Portfolio Holder for Highways, Travel & tbc connections so people use public Environment transport more. Maintain reduced level of business mileage

Digital - Future plans include re- Portfolio Holder for Corporate Deborah Smart – Corporate Director for introducing business as usual items, Development & Change Digital and Change virtual meetings and long term approach Page 139 Page Other potential areas for review – to be reviewed by committee

Topic Raised by Notes Contacts

Policies from the Chairman Policies to be prioritised for review Rebecca Forrester – Dorset Council Policy Business Partner – Policy, Library Research & Performance

Tree Policy Chairman To include: Karyn Punchard – - trees on council land Corporate Director for Place - trees by highway Based Services - County Farms Page 140 Page Climate & Ecological Former Executive Report to present results of consultation and Matthew Reeks – Service Emergency Advisory Panel updated final version of strategy for approval Manager for Coast and – to Place & Resources Scrutiny Committee Greenspace in March 2021

Future role for Place & Resources Overview Committee - Implementation of policy – overview etc.

Dorset Environment Former Executive Work of Executive Advisory Panel to be tbc Advisory Panel passed to Place and Resources Overview Committee to progress Topic Raised by Notes Contacts

Local Plan Committee at Executive Advisory Panel is continuing to Matthew Piles – Corporate meeting in support the delivery of the Dorset Council Director for Economic September 2020 Local Plan Growth & Infrastructure / Mike Garrity – Head of Planning

Asset Management Committee at Note - Place and Resources Scrutiny Dave Thompson – Review meeting in Committee to receive quarterly monitoring Corporate Director for October 2020 reports on asset management action plan Property & Assets

Guidance associated Committee at To continue to develop the initial Draft Jack Wiltshire – Head of

Page 141 Page with 20mph speed meeting in Guidance at Appendix C of the report, on Highways limit approach December 2021 the principles and criteria for 20mph limits and to enable officers and members to assess and prioritise requests objectively through the Highways Board; returning the final version to this committee at a later date.

EU Exit implications Chairman Audit & Governance Committee receives John Sellgren – Executive regular reports on this matter Director for Place

Household Recycling Officers Timing of item to be confirmed Gemma Clinton – Head of Centre Policy Review Commercial Waste & Strategy This page is intentionally left blank The Cabinet Forward Plan - February to May 2021 For the period 1 FEBRUARY 2021 to 31 MAY 2021 (Publication date – 2 FEBRUARY 2021) Explanatory Note: This Forward Plan contains future items to be considered by the Cabinet and Council. It is published 28 days before the next meeting of the Committee. The plan includes items for the meeting including key decisions. Each item shows if it is ‘open’ to the public or to be considered in a private part of the meeting.

Definition of Key Decisions Page 143 Page Key decisions are defined in Dorset Council's Constitution as decisions of the Cabinet which are likely to - (a) to result in the relevant local authority incurring expenditure which is, or the making of savings which are, significant having regard to the relevant local authority’s budget for the service or function to which the decision relates (Thresholds - £500k); or (b) to be significant in terms of its effects on communities living or working in an area comprising two or more wards or electoral divisions in the area of the relevant local authority.” In determining the meaning of “significant” for these purposes the Council will have regard to any guidance issued by the Secretary of State in accordance with section 9Q of the Local Government Act 2000 Act. Officers will consult with lead members to determine significance and sensitivity.

Cabinet Portfolio Holders 2020/21 Spencer Flower Leader / Governance, Performance and Communications Peter Wharf Deputy Leader / Corporate Development and Change Gary Suttle Finance, Commercial and Capital Strategy Ray Bryan Highways, Travel and Environment Tony Ferrari Economic Growth, Assets & Property David Walsh Planning Jill Haynes Customer and Community Services Andrew Parry Children, Education, Skills and Early Help Laura Miller Adult Social Care and Health Graham Carr-Jones Housing and Community Safety Subject / Decision Decision Maker Decision Due Other Committee Portfolio Holder Officer Contact Date Date March

Dorset Council Plan Quarterly Dorset Council - 2 Mar 2021 Dorset Council - Audit and Deputy Leader - Bridget Downton, Head of Performance Report - Q3 Cabinet Governance Committee Corporate Business Insight and 22 Feb 2021 Development and Corporate Communications, Key Decision - No Change Rebecca Forrester, Public Access - Open Business Intelligence & Performance rebecca.forrester@dorsetco uncil.gov.uk Chief Executive (Matt Prosser) Page 144 Page Tourist Information Centres - Dorset Council - 2 Mar 2021 Dorset Council - Place and Portfolio Holder for Bridget Downton, Head of Consultation responses next steps Cabinet Resources Overview Customer and Business Insight and in relation to Dorset Council Committee Community Services Corporate Communications, Tourist Information Centres 25 Feb 2021 Tracy McGregor, Service Manager for Libraries Key Decision - Yes tracy.mcgregor@dorsetcou Public Access - Open ncil.gov.uk Executive Director, Place (John Sellgren) Dorset and BCP Joint Local Dorset Council - 2 Mar 2021 Portfolio Holder for Wayne Sayers, Transport Transport Plan Development Cabinet Highways, Travel and Planning Manager Environment wayne.sayers@dorsetcoun Key Decision - Yes cil.gov.uk Public Access - Open Executive Director, Place (John Sellgren) Report seeks support to review & refresh the joint Local Transport Plan with BCP to align with the emerging Local Plans and other recent policy changes. The new plan will steer our future transport strategy for Dorset and how we spend our £1.9M annual allocation from DfT. Subject / Decision Decision Maker Decision Due Other Committee Portfolio Holder Officer Contact Date Date Interim Dorset Heath Air Quality Dorset Council - 2 Mar 2021 Portfolio Holder for Sue Bellamy, Senior Strategy Cabinet Planning, Portfolio Planning Policy Officer Holder for Highways, sue.bellamy@dorsetcouncil. Key Decision - No Travel and gov.uk Public Access - Open Environment Executive Director, Place (John Sellgren) The strategy outlines the policies & mitigation approach to the impact of vehicular emissions from new development on protected habitats & species. Procurement Forward Plan report - Dorset Council - 2 Mar 2021 Portfolio Holder for Dawn Adams, Service Over £500k (2021-2022) Cabinet Finance, Commercial Manager for Commercial and Capital Strategy and Procurement Key Decision - Yes dawn.adams@dorsetcounci Page 145 Page Public Access - Open l.gov.uk Executive Director, To approve all proposed individual Corporate Development - key decisions with financial Section 151 Officer (Aidan consequences of £500k or more for Dunn) procurement activity during the period 2021-2022. Agility in delivering Dorset Council Dorset Council - 2 Mar 2021 Deputy Leader - Colin Wood, Programme projects Cabinet Corporate Manager (5G RCC Development and Programme) Key Decision - Yes Change [email protected] Public Access - Open ov.uk Executive Director, To seek delegated powers for Corporate Development - Officers, in consultation with Section 151 Officer (Aidan appropriate Portfolio Holders and Dunn) Executive Directors, to create and submit bids to fund digital infrastructure projects where opportunities are presented at short notice and do not allow us to follow the usual governance patterns. Subject / Decision Decision Maker Decision Due Other Committee Portfolio Holder Officer Contact Date Date Public Sector De-Carbonisation Dorset Council - 2 Mar 2021 Portfolio Holder for Matt Reeks, Service Fund - Offer of grant to Dorset Cabinet Highways, Travel and Manager for Coast and Council Environment Greenspace [email protected] Key Decision - Yes ov.uk Public Access - Open Executive Director, Place (John Sellgren) Report to seek approval to accept grant funding of circa £300k (phase 1) to explore options for de- carbonisation initiatives across some of the Dorset Council estate and subsequently carry out improvements

Page 146 Page approx. £18.7 million (phase 2). Youth Executive Advisory Panel Dorset Council - 2 Mar 2021 Portfolio Holder for Claire Shiels, Corporate Cabinet Children, Education, Director - Commissioning, Key Decision - Yes Skills and Early Help Quality & Partnerships Public Access - Open claire.shiels@dorsetcouncil. To receive a report on the key gov.uk findings of the EAP and consider Executive Director, People - recommendations for future support Children (Theresa Leavy) of youth provision in Dorset. Joint Archives Services: Review: Dorset Council - 2 Mar 2021 Joint Archives Advisory Portfolio Holder for Sam Johnston, Service Review of Fees and Charges Cabinet Board Customer and Manager for Archives 5 Feb 2021 Community Services sam.johnston@dorsetcounc Key Decision - Yes il.gov.uk Public Access - Open Executive Director, Place (John Sellgren)

Approval to develop an alternative Dorset Council - 2 Mar 2021 Portfolio Holder for Rosie Knapper, Senior delivery model for Information Cabinet Children, Education, Advisor, Lucy Johns, Advice Guidance and Tracking for Skills and Early Help Commissioning & young people not in education, Transformation Lead employment or training [email protected] ov.uk Key Decision - Yes Executive Director, People - Subject / Decision Decision Maker Decision Due Other Committee Portfolio Holder Officer Contact Date Date Public Access - Fully exempt Children (Theresa Leavy) To develop an alternative delivery model for Information Advice Guidance and Tracking ( IAGT) for young people not in education, employment or training ( NEET) currently provided through an externally commissioned voluntary and community sector provider. West Parley Eastern Link Road - Dorset Council - 2 Mar 2021 Portfolio Holder for Neil Turner, Development Forward Funding Cabinet Highways, Travel and Team Leader, Highways Environment [email protected] Key Decision - Yes ov.uk Public Access - Fully exempt Executive Director, Place This item seeks to reaffirm the (John Sellgren) Page 147 Page Council's commitment to forward funding and agreement of associated terms. Review of Redundancy Multiplier Dorset Council - 2 Mar 2021 Deputy Leader - Chris Matthews, Service Cabinet Corporate Manager - HR Operations Key Decision - No Development and christopher.matthews@dors Public Access - Fully exempt Change etcouncil.gov.uk Executive Director, To agree the level of redundancy Corporate Development - enhancement for all Dorset Council Section 151 Officer (Aidan employees from 1 April 2021, Dunn) following the end of the current agreement. April

Our Digital Vision Dorset Council - 6 Apr 2021 Dorset Council - Place and Deputy Leader - Deborah Smart, Corporate Cabinet Resources Overview Corporate Director – Digital & Change Key Decision - Yes Committee Development and deborah.smart@dorsetcoun Public Access - Open 25 Feb 2021 Change cil.gov.uk Subject / Decision Decision Maker Decision Due Other Committee Portfolio Holder Officer Contact Date Date Executive Director, To adopt the Dorset Council’s Digital Corporate Development - Vision and action plan. Section 151 Officer (Aidan Dunn) Dorset Council Climate and Dorset Council 15 Apr 2021 Dorset Council - Place and Portfolio Holder for Antony Littlechild, Ecological Emergency Strategy Resources Scrutiny Highways, Travel and Community Energy Committee Environment Manager Key Decision - Yes Dorset Council - Cabinet antony.littlechild@dorsetcou Public Access - Open 25 Mar 2021 ncil.gov.uk, Matt Reeks, Following public consultation, this 6 Apr 2021 Service Manager for Coast report will present the results of the and Greenspace consultation and the post consultation [email protected] updated final version of the Climate ov.uk Page 148 Page and Ecological Emergency Strategy Executive Director, Place for approval. (John Sellgren) Barbeques and other related fire Dorset Council - 6 Apr 2021 Dorset Council - Place and Portfolio Holder for Bridget Betts, activities options paper Cabinet Resources Overview Highways, Travel and Environmental Advice Committee Environment Manager Key Decision - Yes 25 Feb 2021 bridget.betts@dorsetcouncil Public Access - Open .gov.uk To address legislative and other Executive Director, Place alternatives available to control or (John Sellgren) prohibit barbeques and other fire related activities relating to the Dorset Council area. Adult Social Care Framework Dorset Council - 6 Apr 2021 Portfolio Holder for Jeanette Young, Interim Cabinet Adult Social Care and Head of Commissioning & Key Decision - Yes Health Improvement Public Access - Open jeanette.young@dorsetcoun cil.gov.uk To review and approve the new Executive Director, People - framework for Adult Social Care Adults (Mathew Kendall) Tricuro Options Paper Dorset Council - 6 Apr 2021 Portfolio Holder for Jeanette Young, Interim Cabinet Adult Social Care and Head of Commissioning & Key Decision - Yes Health Improvement Public Access - Fully exempt jeanette.young@dorsetcoun Subject / Decision Decision Maker Decision Due Other Committee Portfolio Holder Officer Contact Date Date cil.gov.uk Executive Director, People - Adults (Mathew Kendall) Dorchester Office Strategy Dorset Council - 6 Apr 2021 Dorset Council - Place and Portfolio Holder for Dave Thompson, Corporate Cabinet Resources Scrutiny Economic Growth, Director for Property & Key Decision - Yes Committee Assets and Property Assets Public Access - Part exempt 25 Mar 2021 dave.thompson@dorsetcou ncil.gov.uk To review and agree the strategy for Executive Director, Place the Dorchester Office estate. (John Sellgren) Encompass Contract Dorset Council - 6 Apr 2021 Portfolio Holder for Jeanette Young, Interim Cabinet Adult Social Care and Head of Commissioning & Key Decision - Yes Health Improvement Public Access - Fully exempt jeanette.young@dorsetcoun Page 149 Page cil.gov.uk To consider a review of encompass Executive Director, People - contract Adults (Mathew Kendall) Outcome from consultation on Dorset Council - 29 Apr 2021 Portfolio Holder for provision in Shaftesbury Cabinet Children, Education, Executive Director, People - Skills and Early Help Children (Theresa Leavy) Key Decision - Yes Public Access - Open

To report on the outcome of the consultation. May

Dorset Council Budget Quarterly Dorset Council - 18 May 2021 Dorset Council - Audit and Portfolio Holder for Jim McManus, Corporate Performance Report - Q4 Cabinet Governance Committee Finance, Commercial Director - Finance and 19 Apr 2021 and Capital Strategy Commercial Key Decision - Yes [email protected]. Public Access - Open uk Executive Director, Subject / Decision Decision Maker Decision Due Other Committee Portfolio Holder Officer Contact Date Date Corporate Development - Section 151 Officer (Aidan Dunn) Dorset Cultural Strategy 2021 - Dorset Council - 18 May 2021 Dorset Council - People and Portfolio Holder for Paul Rutter, Service 2026 Cabinet Health Overview Committee Customer and Manager for Leisure 4 May 2021 Community Services Services Key Decision - Yes [email protected] Public Access - Open ov.uk Executive Director, Place (John Sellgren) Dorset Council Homelessness & Dorset Council - 18 May 2021 Dorset Council - People and Portfolio Holder for Sharon Attwater, Service Rough Sleeper Strategy Cabinet Health Overview Committee Housing and Manager for Housing

Page 150 Page 4 Mar 2021 Community Safety Strategy and Performance Key Decision - Yes sharon.attwater@dorsetcou Public Access - Open ncil.gov.uk Executive Director, People - A Homelessness & Rough Sleeper Adults (Mathew Kendall) Strategy for Dorset Council replacing previous district and borough strategies. To determine, prioritise and explain the Council's strategy and action plan to meet our objectives to reduce homelessness and rough sleeping and improve services available to those households. Youth Justice Plan Dorset Council 15 Jul 2021 Dorset Council - People and Portfolio Holder for David Webb, Service Health Scrutiny Committee Children, Education, Manager - Dorset Key Decision - Yes Dorset Council - Cabinet Skills and Early Help Combined Youth Offending Public Access - Open 20 Apr 2021 Service 18 May 2021 [email protected] To approve the Youth Justice Plan. v.uk Executive Director, People - Children (Theresa Leavy) Private/Exempt Items for Decision Each item in the plan above marked as ‘private’ will refer to one of the following paragraphs.

1. Information relating to any individual. 2. Information which is likely to reveal the identity of an individual. 3. Information relating to the financial or business affairs of any particular person (including the authority holding that information). 4. Information relating to any consultations or negotiations, or contemplated consultations or negotiations, in connection with any labour relations matter arising between the authority or a Minister of the Crown and employees of, or office holders under, the authority. 5. Information in respect of which a claim to legal professional privilege could be maintained in legal proceedings. 6. Information which reveals that the shadow council proposes:- (a) to give under any enactment a notice under or by virtue of which requirements are imposed on a person; or (b) to make an order or direction under any enactment. 7. Information relating to any action taken or to be taken in connection with the prevention, investigation or prosecution of crime. Page 151 Page

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