Scrutiny Board

Customer Services Cannards Grave Road, Shepton Mallet, Somerset BA4 5BT Telephone: 0300 303 8588 Fax: 01749 344050 Email: [email protected] www.mendip.gov.uk

Scrutiny Board

Monday, 17 May 2021 Council Chamber Mendip District Council Cannards Grave Road Shepton Mallet, BA4 5BT 6.30 pm This agenda can be made available in large print and other languages including Braille. Please contact the Committee Officer for details.

Lead Officer: Tracy Aarons Tel: 01749 341448 Email: [email protected]

Committee Officer: Sarah Gooding Tel : 01749 341341 E-mail : [email protected]

Membership: Councillors Chris Inchley (Chair), Barbi Lund (Deputy Chair), Alison Barkshire, Adam Boyden, Nick Cottle, Michael Dunk, Damon Hooton, Janine Nash, Terry Napper, Sam Phripp, Lois Rogers, Lucie Taylor Hood and Nigel Woollcombe-Adams

Substitutes: Councillors Eve Berry, John Clarke, Nigel Hewitt-Cooper, Edric Hobbs and Mike Pullin. NB: Whilst formal meetings are returning to Council premises from 7 May 2021, COVID restrictions are still in place. This means that whilst meetings will be open to the public, attendance will be limited. Meetings will be live streamed where at all possible. Please contact the Committee Officer in the first instance should you wish to attend.

Notes

1. Length of meeting - Normally the meeting will end when all the business on the agenda has been completed. As soon as this meeting has lasted for three hours the Chair will ask members to vote on whether to end the meeting. There will be a short briefing from officers on implications but no debate on whether the meeting should end. If the vote is in favour of ending the meeting it will end immediately or at such point as the meeting agrees.

2. Reports – some agenda items refer to reports that have been produced. The full reports are only sent to relevant Members. If you wish to see a non-confidential report, you can access these via the Mendip District Council website at www.mendip.gov.uk. If you wish to have a hard copy of the report then Please contact the Committee Officer (details on page 1 of the agenda). For members of the public requesting hard copies sent by post a charge may be raised.

3. Declarations of Interest – If a member of the Board/Committee or other Member of the Council present at the meeting has a personal or prejudicial interest in any agenda item during this meeting they should now declare its existence and nature publicly.

4. Public Speaking – At the Chair’s discretion, members of the public can participate at meetings of a Council body by making representations on any matter. The maximum time for each speaker is three minutes, with a maximum time of 20 minutes for all speakers in total. Anyone who wishes to speak must. Either. a) notify the Committee Officer (details on page 1) at least three hours before the start of the meeting, or b) complete the form which will be in, or immediately outside, the room where the meeting is going to take place and hand this to the Committee Officer before the start of the meeting. Items on the agenda – The public may either speak during the Public Participation agenda item or before the agenda item of interest. Items not on the agenda - Any matters raised cannot be debated at the meeting but may be referred to a future meeting.

5. Suggestions for Future Business – Suggestions for future business will only be adopted if agreed by the Chair and Vice-Chair of the meeting and if they are within the functions and delegated authority of the Council Body.

6. Urgent Business – To consider any other business that the Chairman decides is urgent.

7. Exclusion of the Press and Public - The Local Government Act 1972 (LGA) allows the public to be excluded from any Council meeting during any item of business on the grounds that confidential or exempt information is likely to be disclosed. “Confidential” and “exempt” are each defined by the LGA, and there is an important difference between them. The public must be excluded from a meeting if “confidential” information is likely to be disclosed. However, if the information likely to be disclosed is “exempt,” members have discretion. They may exclude the public by passing a resolution but are not obliged to do so. 8. In accordance with the Openness of Local Government Bodies Regulations 2014 recording is allowed at all formal meetings of the authority to enable those not present to see or hear the proceedings either as they take place (or later) and to enable the reporting of those proceedings. Those wishing to record proceedings should, as a courtesy, inform the chair (or Democratic Services Officer) of the committee of their intentions prior to the meeting.

In compliance with Section 100D of the Local Government Act 1972 a list of the background papers and the background papers themselves are available on request to the Committee Officer.

2 Explanatory footnotes are on page 2 (previous page). See notes 1 and 2

AGENDA

1 6.30pm CHAIR’S ANNOUNCEMENTS Mobile phones should be switched to silent.

2 APOLOGIES FOR ABSENCE To receive apologies from Members who are unable to attend the meeting.

3 DECLARATIONS OF INTEREST See Note 3 If a member of the Scrutiny Board or other member of the Council present at the meeting has a personal or prejudicial interest in any agenda item during this meeting, they should declare its existence and nature publicly.

4 PUBLIC PARTICIPATION See Note 4 a) For items on the agenda b) For items not on the agenda

5 PREVIOUS MINUTES To confirm the minutes of the Scrutiny Board meeting held on 18 March. 2021

6 6.45pm CREATIVE MENDIP STRATEGY, STRUCTURE AND ACTION PLAN This report on Creative Mendip builds on the Administration’s commitment. to support Creativity & Culture in Mendip Communities

7 7.15pm ECONOMIC DEVELOPMENT, PRESENTATION There will be a presentation for this item.

8 7.45pm SPOTLIGHT ON CONNECTING DEVON AND SOMERSET There will be a presentation for this item.

9 8.15pm CORPORATE PERFORMANCE MANAGEMENT REPORT QUARTER 4 20/21 This report provides a summary of the actions and projects that support the delivery of the Corporate Plan 2020/23

10 8.45pm UPDATES FROM THE SCRUTINY WORKING GROUPS a. Policies and Strategies working group: Councillor Nigel Woollcombe-Adams b. Contracts working group: Councillor Barbi Lund c. Access working group: Councillor Philip Ham d. Breaking the cycle of Disadvantage working group: Councillor Chris Inchley e. Climate and Ecological Working Group: Councillor Janine Nash

11 9.15pm URGENT BUSINESS See Note 6 To consider any other business which the Chair decides is urgent.

3 MENDIP DISTRICT COUNCIL

Minutes of the meeting of the Scrutiny Board held on Thursday, 18 March 2021 held online via Microsoft Teams commencing at 6.30 pm.

SCRUTINY BOARD COUNCILLORS PRESENT: Councillors Alison Barkshire, Adam Boyden, Nick Cottle, Michael Dunk, Philip Ham, Chris Inchley (Deputy Chair), Barbi Lund, Janine Nash, Sam Phripp and Nigel Woollcombe-Adams

OTHER COUNCILLORS PRESENT: Councillors Shannon Brooke, Josh Burr, John Clarke, Michael Dunk, Drew Gardner, Michael Gay, Francis Hayden, Bente Height, Garfield Kennedy, Tom Killen, Liz Leyshon, Lindsay MacDougall, Barry O’Leary and Alan Townsend

OFFICERS PRESENT: Tracy Aarons Deputy Chief Executive and Lead Officer Richard Bates Section 151 Officer Dave Burn Interim Democratic Services Manager David Clark Head of Service, Law and Governance Services Gavin Fear Contracts and Assets Maintenance Manager Sarah Gooding Democratic Services Officer Julie Jackson Performance and Improvement Officer Kelly Knight Economic Development and Scrutiny Officer Duncan Moss Deputy Corporate Finance Advisor Sara Skirton Head of Corporate Services Ben Sugg Democratic Services Officer Haylee Wilkins Deputy Chief Executive and Head of Neighbourhood Services

ALSO PRESENT: Mickey Green Somerset Waste Partnership Matthew Canning Suez Recycling and Recovery UK James Pike Suez Recycling and Recovery UK Michael Cowdell Suez Recycling and Recovery UK

Agenda Subject Actioned By Item 1 Chair’s Announcements

The Deputy Chair welcomed everyone to the meeting and advised that the established rules for virtual meetings would be followed.

4 The Deputy Chair explained the process for the appointment of the Chair and Deputy Chair for this Board would have to be re-run.

He advised that he would ask the Deputy Chief Executive to oversee the election of Chair, following consideration of items 1-5.

2 Apologies for Absence

Apologies for absence were received from Councillor Terry Napper and Councillor Helen Sprawson-White

3 Declarations of Interest

None

4 Public Participation

a. Items on the agenda:

Mr Tony Martin had registered to speak on Item 6, Electric Vehicle Charging Points on MDC Land. A summary of Mr Martin’s comments is set out below.

Mr Martin advised the Board that he was pleased to hear about the charging points. He said he was a full time Frome resident and had been driving an electric vehicle for the last year and noted that electric vehicle (EV) cars had increased in popularity. He felt the number of charging facilities was not keeping up with the exponential increase in EV vehicles. In addition, he was worried that the infrastructure may not be able to cope with the additional usage, as some current charging facilities were very slow. He felt rapid charging facilities would provide the best solution as they would be quicker. In addition, . they would help stimulate local economies as people would buy shopping whilst charging their vehicles.

The Deputy Chair thanked Mr Martin for his contribution.

b. Items not on the agenda:

There were none.

5 5 Previous Minutes Sarah Gooding Councillor Nigel Woollcombe-Adams moved the motion and Councillor Sam Phripp seconded that the minutes of the last meeting be accepted. The motion was put to the vote and declared to be carried.

RESOLVED:

That the minutes of the meeting held on 15 February 2021 be approved as an accurate record of the proceedings.

Election of Chair and Deputy Chair to Scrutiny Sarah Board Gooding

The Deputy Chief Executive advised that the election of Chair and Deputy Chair of the Board held on 25 January 2021, was void. The process would therefore need to be re-run. Consequently, Councillor Chris Inchley had retained the position of Deputy Chair, prior to the appointments being re-run at this meeting.

At this point Councillor Chris Inchley withdrew from the proceedings whilst the election of Chair was held.

The Deputy Chief Executive sought nominations for the election of the Chair of the Scrutiny Board.

Councillor Sam Phripp proposed Councillor Chris Inchley for Chair, which was seconded by Councillor Nick Cottle. There were no other nominations. The motion was put to the vote and declared to be carried.

RESOLVED:

That Councillor Chris Inchley be appointed Chair of the Scrutiny Board.

Councillor Chris Inchley returned to the meeting and took his position as Chair.

The Chair sought nominations for the election of the Deputy Chair.

Councillor Philip Ham proposed Councillor Barbi Lund as Deputy Chair, which was seconded by Councillor Michael Dunk. There were no other nominations.

The motion was put to the vote and declared to be carried.

RESOLVED:

That Councillor Barbi Lund be appointed Deputy Chair of the Scrutiny Board.

6 Electric Vehicle Charging Points on MDC Land Haylee Wilkins

The Portfolio Holder for Neighbourhood Services introduced the report, which gave the results of the procurement exercise undertaken to seek suppliers willing to supply EV charging infrastructure at no cost to the Council. It also identified the preferred supplier selected through the procurement exercise.

Following the paper to Cabinet in July 2020, a procurement exercise based on a specification had been undertaken to identify potential suppliers to install Electric Vehicle Charging Points (EVCPs), in Mendip District Council car parks.

The report had been prepared so as to update the Scrutiny Board on the EVCP position, the negotiations to date and the likely positive impacts to Mendip’s Communities.

During the discussion several points were made, including the following:

• Members felt the payment method across the Network in the UK was confusing and disjointed. Members noted that the use of bank cards was being considered as an alternative payment method. • There was concern we were entering into a contract and it may become outdated too soon. The Officer confirmed that any contract would need to be future proofed. • Members remained concerned that there was only one supplier at this stage. • Members were also concerned about exclusivity to one company and whether the Council would have control over future units. • The Officer confirmed that rapid chargers would be determined in the next stage of the process. She was unable to give a categoric answer on infrastructure costs, or any form of incentivisation as this would form part of

7 ongoing discussions at the contract stage with Franklin Energy. • Members queried why the grid supply had not identified first. Members noted that a survey would be carried out. • Members asked how many chargers would be provided. • Members queried whether the car parking fees could be reduced for EV users • Ensure EV chargers are located in the villages as well as the towns. • Members suggested that the Council collaborate with supermarkets to supply/install chargers.

Members welcomed the proposal. They said it should be seen as creating opportunities to change behaviours and to encourage people to think about changing to EV cars.

The Portfolio Holder for Neighbourhood Services stated if Members wanted to attend meetings of the Mendip Access and Parking Strategy Working Group (MAPS) they could ask. A survey had been completed through MAPS for market research. Feedback through the process would be reported to MAPS. It was not the intention that the issue should be reported to the Scrutiny Board again, but rather decisions about the report would be dealt with under delegations.

In response to further questions, the Portfolio Holder said the project was part of a wider strategy and we were still waiting for a countywide strategy.

He went on to say the Council was in conversations with Parish Councils. Meanwhile, he suggested that Councillor Philip Ham speak to Somerset County Council with a view to getting further updates on their EV charger plans.

With regard to the current negotiations, the Portfolio Holder advised that he was currently unable to give any more detail on the proposal so far. However, he welcomed the comments from the Scrutiny Board and advised that they would be report them back to MAPS.

8 RESOLVED:

That the progress to date regarding the suggested infrastructure for the district to support current and future EVCP requirements, be noted.

7 Somerset Waste Partnership Service Disruption Haylee Wilkins

The Portfolio Holder for Neighbourhood Services introduced the report. The report provided the Scrutiny Board with details of the underlying causes and actions taken in response to Covid-19 disruptions to recycling services across the district in 2021, and the steps being taken to recover and ensure resilience.

Mickey Green, Somerset Waste Partnership (SWP), gave a presentation on service disruption during the Pandemic.

He apologised for the service disruption in Mendip. He stated whilst there had been a high level of driver absence, he was pleased to report there had been no incomplete or withdrawn rounds in the last 2 weeks. He explained the measures being taken to bring services back to normal levels.

Members noted that the crews operating on the ground were key workers, providing an essential service, under increasingly difficult and challenging conditions. Equally it was noted that the efforts of staff extended from the front-line collection crews into the Council’s Contact Centre and Neighbourhood Services team, and teams at the Somerset Waste Partnership. Members were keen to emphasise that their comments did not look to question the considerable efforts of staff in any way.

During the discussion that followed, Mickey Green reassured members that at SWP had not been on furlough during this pandemic. He accepted that people have had enough of the disruption caused by the pandemic and failed to appreciate the difficulties of providing a service in such challenging circumstances.

In response to queries regarding the self-isolation criteria for refuse workers, the Board was advised that whole crews were required to isolate until tests come back to say they were negative. In addition, staff may be required to self-isolate if a family

9 member was ill. Members were informed that the service carried out 47 rounds every day from Evercreech. That required a total of 135 people to work each day.

Mickey Green said there was some difficulty when agency staff were used to provide cover due to unfamiliariality with parts of some rounds, particularly where some addresses were tucked away.

In response to queries about communal waste collections, Mr Green agreed to look into the reasons for the number of delays reported at the meeting. He did however advise that the communal collection arrangements had recently changed.

Mr Green explained that the SWP had a new communications team who were very passionate about social media. He further explained that training would be rolled out for crews on customer care.

It was acknowledged that the blue bag scheme for missed collections had not been designed with the Covid disruption in mind.

In response to concerns about spillage of litter from the lorries, Matt Canning from Suez Recycling and Recovery UK advised that video footage on the refuse vehicles would be reviewed to assess the spillage incidents and that training would be set up for crews using ‘toolbox talks’ to remind staff to close hatches. Members were advised to refer any other queries directly to SWP outside of the meeting separately.

It was reported that the presentation from SWP would be circulated to members following the meeting.

Members welcomed the measures that SWP were taking to resolve disruption to the service.

RESOLVED:

The content of the report and presentation be noted.

8 Five Councils Corporate Services Contract David Clark Update

A report had been produced which updated the Scrutiny Board on the progress of bringing the Procurement and Exchequer Services back in- house.

The two services would be returned to Mendip District Council to be delivered in-house from 1 January 2021 and 1 April 2021 respectively.

At the September meeting, the Scrutiny Board asked for regular reports to be brought back to them to keep them appraised of progress. This paper represented the second such report and was the final opportunity to update the Board before the Exchequer Service returned to the Council in approximately 2 weeks’ time.

The Board was advised that a temporary appointment had been sought to provide flexibility. An initial assessment would need to be made on the type of service required, hence the approach taken.

RESOLVED:

That the progress to made in respect of exiting both the Procurement and Exchequer Services from the Five Councils Corporate Services Contract, be noted.

9 Review of Scrutiny Working Groups

It was clarified that Item 9 had been inadvertently included on the agenda summons.

10 Urgent Business

There was none

The meeting finished at approximately 9.00 pm.

11 SCRUTINY BOARD Agenda Item: 06

Ward: All Portfolio: Economic Development Corporate Services and Projects

FROM: Julie Reader-Sullivan Date: 17 May 2021

SUBJECT: Creative Mendip Strategy, Structure & Action Plan Internal Use Only: Please complete sign off boxes below prior to submission to Democratic Services Seen by: Name Date Chief Executive/ Deputy Chief Tracy Aarons 22/4/21 Executive(s) Legal Lesley Dolan 22/04/21 Report Sign off Finance Richard Bates 22/04/21 Head of Service Julie Reader-Sullivan 22/04/21 Cllr Leyshon Portfolio Holder 22/04/21 Cllr Carswell Ward Member(s) This paper on Creative Mendip builds on the Administration’s commitment to support Creativity & Culture in Mendip Communities.

The paper presents: x A draft strategy for Creative Mendip, for further development over the current financial year. x A proposed structure for Creative Mendip as an internal structure, with both Member and Officer support and commitment. x An action plan for immediate action to ensure that the £40,000 identified in the budget for Creative Mendip in 2021/22 is used efficiently and effectively in the current year to lever additional funds from others including the Arts Council, and to help Summary: deliver projects that can encourage regrowth and renewal post- Covid. x Further actions in the current financial year to encourage promotion of events to pull communities together in a Covid secure way and to help promote events in the Mendip district for both residents and visitors.

The paper accompanies and draws from the work completed by consultant Sara Snelling in her report of November 2020. The draft strategy has been inevitably delayed by the Council’s move to interim priorities to support the vaccination programme – to save lives. It benefits from the inclusion of £40,000 in the current year budget, saved in 20/21 by reduction of travel of both Members and Officers.

1 12

This strategy is intended as complementary to the Draft Tourism Strategy (Cabinet October 2020).

Scrutiny Board is asked to:

Recommendation: Recommend the Creative Mendip strategy, structure and action plan for 2021/22 to Cabinet for adoption

This strategy provides support to a sector much impacted by the Direct and/or pandemic and that is an integral part of the Tourism offer for Mendip. indirect impact on This strategy therefore supports our customers and communities service delivery to through enhancing our offer to both residents and visitors. our customers and communities:

This strategy will contribute to -

- Make Mendip a fairer place - the strategy will provide opportunities

to support organisations and individuals within the diverse creative Contribution to sector Corporate Priorities: - Protect and enhance our towns and rural communities – the strategy will enhance the offer for our communities and for visitors to our district

Legal There are no contractual elements to this strategy and when these Implications: occur, the Legal Team will be involved as required

This supports the commitment by the Portfolio Holder for Finance to Financial support the Creative Sector by providing the £40k saved in expenses Implications: during 20/21 financial year to set up a small Creative Grants scheme for the 21/22 financial year to support projects within Mendip.

Climate Change Risks and To be completed Opportunities:

Impact on Service This Strategy links closely with the Tourism Strategy and the Plans: Economic Development Strategy.

Crime and None Disorder

Implications:

Equalities This strategy will support a diverse range of organisations and Implications: individuals

2 13 Risk Assessment and Adverse Impact on Corporate Actions:

3 14 INTRODUCTION

The Strategy is based on research commissioned by Mendip District Council in 2020 and this can be found at Appendix 2. The pandemic has put huge pressure on arts, culture and creativity in terms of funding, access to venues and the need to rethink how audiences are reached. At the same time, it has opened opportunities for communities to access the social benefits of participating in cultural and creative programmes, and for creativity to be embedded in regeneration plans for the economy and Mendip’s high streets.

Mendip District Council is well placed to help overcome the current pressures on its creative individuals and industries, and in doing so to help realise the social and economic benefits linked to the arts and culture sector. This requires investment in funding and resources and can be expected to unlock other funding sources as the District presents itself and its bold commitment to putting arts, culture and creativity at the heart of its operations, now and in the future. This is a must for many funding organisations, such as Arts Council England.

Creative Mendip is very much a starting point, based on an outline strategy and a small internal structure and based on the funding made available.

There are short term wins that can be made with relative speed while the structure and wider links are being made. This report proposes a Creative Mendip small Grant fund is established for the year 21/22 as pilot scheme, with a view to a review of this in January 2022.

Despite the lack of public sector funding in Mendip for a decade, resulting in a loss of Arts Council support, there is a vibrant grassroots arts and cultural scene in Mendip. The new Creative Mendip structure and strategy are designed to recognise that and provide the signposting, linking, networking facilitation and funding to help it grow and flourish and reach into Mendip’s communities

RESEARCH

The research report identified both the concerns and opportunities for Creative organisations within Mendip and reflected on the significant impact of reductions in funding and support for the sector over a long period of time. Interviews were undertaken with organisations and stakeholders in Mendip by telephone and virtual meetings due to the restrictions on physical meetings due to the Pandemic. The research also provided suggestions regarding a strategy and structure for Mendip District Council in order to

4 15 provide support, whilst accepting the limitations regarding financial resources. The research document is available at Appendix 2

STRATEGY

The proposed objectives for the strategy are to:

Celebrate and support creativity and culture in the district Align creativity to place and embed it in placemaking decisions Facilitate creative making and cultural participation Focus on communities where social and economic benefits can be achieved

The strategy will be further developed as the structure is established and is available at Appendix One

PROPOSAL FOR 21/22

The proposal is that MDC commit £40,000 for one year (21/22) and establish a small grant fund from the £40k, approved by Full Council in February this year, from the reduction in expenses in the year 20/21.

An Action Plan will be developed, if this proposal is agreed for grant aiding projects in creative industries/arts in Mendip during 2021/22 with grants to be used to lever additional funds, including from Arts Council England

The proposed grants would be allocated as follows:

Grants should cover the five Mendip towns at for example £5k each, with a grant also made available for rural areas (£10k) Remaining funds would be considered for a commissioning fund for a lasting project to mark the contribution of the community to the Covid-19 efforts of local authorities in this country (with the possibility of applications to others for additional funding). The Grants application process would be made available from June 2021. MDC will work with established organisations, for example Take Art, in order to achieve best value from embedded organisations within the Creative Sector and applications will be reviewed to ensure that any activities are undertaken in a Covid Secure way for 2021/22 This grant fund will operate alongside the Tourism Strategy, Tourism Grant and the forthcoming Communities Grant, all supporting economic renewal in the Mendip district

Further Actions to be undertaken in 2021/22 will include: Production of a listing of Covid secure arts and creative events in the Mendip District for summer 2021 Agree a Creative Mendip Ambassador group with a lead Member as a crucial participant in the group Research will be undertaken towards identifying Creative Mendip funding for the next financial year (2022/23)

Actions taken towards creating and sustaining a structure and funding plan to support the creative industries en route to the future Unitary/ies structure in Somerset. 5 16

PROPOSED INITIAL STRUCTURE

External collaboration Creative Mendip Ambassador

Town, City & Parish Councils Group (internal) Arts Council England Initial focus on a small Creative Mendip presence then extended in following years if Somerset Arts Works successful Take Art Visit Somerset Delivery of the Creative Mendip grants in Somerset Film 2021/22 Literature Works Spark Somerset -Representation on the Strategic Tourism Group

Creative Mendip Strategy: Celebrating Creativity & Culture in Mendip Communities Initially consists of a Creative Mendip Lead Councillor, Creative Mendip Officer support initially through Economic Development, and a Creative Mendip Grant scheme for 21/22

6 17

SUMMARY

This paper on Creative Mendip builds on the Administration’s commitment to support Creativity & Culture in Mendip Communities.

The paper presents: x A draft strategy for Creative Mendip, for further development over the current financial year. x A proposed structure for Creative Mendip as an internal structure, with both Member and Officer support and commitment. x An action plan for immediate action to ensure that the £40,000 identified in the 2021/22 budget for Creative Mendip is used efficiently and effectively in the current year to help deliver projects that can encourage regrowth and renewal post-Covid and to lever additional funds from others including the Arts Council,. x Further actions in the current financial year are intended to encourage promotion of events helping communities pull together in a Covid secure way and helping promote events in the Mendip district for both residents and visitors.

The paper accompanies and draws from the work completed by consultant Sara Snelling in her report of November 2020 (Appendix 1).

The draft Creative Mendip strategy has been delayed by the Council’s move to interim priorities to support the vaccination programme – to save lives.

This strategy is intended as complementary to the Draft Tourism Strategy (Cabinet October 2020).

RECOMMENDATION

Scrutiny Board is asked to:

Recommend the Creative Mendip strategy, structure and action plan for 2021/22 to Cabinet for adoption

Contact Officer: Julie Reader-Sullivan Ext No: 41242 e-mail: [email protected]

Background Papers See Appendix 1 and 2

7 18 Appendix One

Draft Creative Mendip Strategy

Mendip District Council May 2021

Contents Summary Page Creative Mendip Strategy Page Strategy Objectives Page Strategy Page

(final page numbers will be incorporated when strategy is a stand alone document)

8 19 Summary This Creative Mendip draft strategy heralds the development of a new ‘Creative Mendip’ structure to support the strategy of Celebrating Creativity & Culture in Mendip Communities.

Mendip District Council has demonstrated a clear interest and intent in supporting arts related activities in the District. This is a draft strategy that will be developed during 2021/22

The pandemic has put huge pressure on arts, culture and creativity in terms of funding, access to venues and the need to rethink how audiences are reached. At the same time, it has opened up opportunities for communities to access the social benefits of participating in cultural and creative programmes, and for creativity to be embedded in regeneration plans for the economy and Mendip’s high streets.

Creative Mendip is very much a starting point, based on a flexible structure that is independent, in that it is not tied to one strategic Group but reaches into initially two and later all Groups within the current council structure. In this way, it hopes to spread its influence across the District’s functions and make underlying links between creativity and place. Its flexibility is designed to also be a potential way forward for incorporating creativity within a unitary structure, as has successfully been done elsewhere.

There are short term wins that can be made with relative speed while the structure and wider links are being made. For example, linking up covid-secure venues with artists and creatives; facilitating networking in the creative industries at a time when innovation and discussion are required; and establishing a dynamic social media information source of creative activities to which community connectors and link workers can point Mendip’s residents during the current public health crisis and its associated wellbeing challenges. Despite the lack of public sector funding for a decade, there is a vibrant grassroots arts and cultural scene in Mendip. The new Creative Mendip structure and strategy are designed to recognise that and provide the signposting, linking, networking facilitation and funding to help it grow and flourish and reach into Mendip’s communities.

9 20

Strategy: Celebrating Creativity & Culture in Mendip Communities

Celebrating acknowledges the huge amount of arts-related activities in the district despite funding and support challenges. It sets the intention of not starting from scratch, but instead recognising, working with, and supporting existing creative individuals, organisations and programmes within a vibrant grassroots cultural community (see Appendix page 15 for an overview of Cultural Assets in the District). This will be achieved through funding, centralised support, signposting, and facilitation of networking and communication.

Rather than focusing on arts and culture, the strategy is about creativity. Traditional arts- related phrases carry the risk of excluding groups of people who do not believe arts and culture are for them. Creativity is accessible and open to all. In the Arts Council England’s research for its current 10-year strategy, it identified that the phrase ‘the arts’ makes many people feel uncomfortable2. Creativity, for the purpose of this strategy, includes the creation of visual arts, crafts, music, theatre, film, dance, literature, combined arts, digital arts and curated collections. Culture is the process of experiencing the outcomes of the creative process, such as visiting a museum, attending an open-air film viewing or visiting a library. This distinction recognises that those working in the creative sector require support, in order to allow the people of Mendip to experience and benefit from cultural experiences.

Mendip links creativity with sense of place. This will be achieved through an internal structure that embeds the celebration of creativity across the District Council’s functions and decision making, with Creative ambassadors at Councillor and Officer level ensuring creativity is included in conversations wherever possible, from planning to public health and wellbeing.

Being community-led means focusing on communities where creativity, creative collaboration and cultural experiences can add social and economic value (see Appendix page 17 for a summary of the potential social and economic benefits). This focus will be achieved through cross-agency collaboration, commissioning, centralised information, signposting and facilitation of networking.

2 Let’s Create, Strategy 2020-2030, Arts Council England

10 21 Strategy objectives 1. Celebrate and support creativity and culture in the district 2. Align creativity to place and embed it in placemaking decisions 3. Facilitate creative making and cultural participation 4. Focus on communities where social and economic benefits can be achieved

1. Celebrate and support creativity and culture in the district Mendip is a vibrant district with many creative activities, venues, practitioners and organisations. These will be celebrated and supported by promoting and signposting them, to the public for enjoyment, to each other for collaboration, to agencies and bodies interested in commissioning and collaborating, and to funders and philanthropists. Networking and discussion will be enabled, particularly around moving forward in socially distanced and flexible ways. This will be achieved through new, dedicated online assets and facilitation of networks.

2. Align creativity to place and embed it in placemaking decisions It is proposed that creativity is embedded across the district through representation within strategic groups in the council’s structure. There are opportunities to link the strategy with various groups within MDC and other stakeholders.

The links within Community Health will be explored, as there is a clear link with public health and wellbeing and an enthusiasm for facilitating more arts-related health initiatives, in particular for mental health wellbeing. There is opportunity to tie in with the Mental Health Champions, the End Loneliness Group and the Health & Wellbeing Board and to use the licensing platform to cross promote and facilitate collaboration between licensed venues and creatives.

In Planning & Growth there is scope to encourage public art within planning applications, to create a register of unused spaces for short term creative use, and to link Creative Mendip assets into the Strategic Tourism Group, Enterprise Mendip support, Opportunity Mendip and local plans and high street regeneration discussions.

Embedding creativity will be achieved by identifying Creative Mendip Ambassadors. Having creativity at the heart of decisions in these two groups should realise some of the social and economic benefits outlined in Appendix One and position creativity and the creative industries at the heart of placemaking and the way in which agencies interact and collaborate to benefit communities in Mendip.

3. Facilitate creative making and cultural participation This is a two-pronged funding and commissioning approach to strategically support those creating, and those participating in cultural activities. To meet the strategic objectives, an activity or project needs to involve creation or sharing of cultural activities that add social and/or economic value to the community. This could be achieved through a number of options and these will be explored in 21/22 and will also be supported indirectly through online resources to signpost and link the creative sector with other commissioning bodies and funding opportunities.

4. Focus on communities where social and economic benefits can be achieved

11 22 Working in partnership with Town, City & Parish Councils, as well as other relevant agencies, such as Spark Somerset, Arts & Health South West, Somerset Community Foundation, Arts Council England, Somerset Art Works and Health Connections Mendip, Creative Mendip will act as a central point for identifying opportunities to connect communities and community services with creative practitioners and organisations and working to help facilitate realisation of those opportunities. This will be achieved through Creative Mendip liaison with external strategic partners, representation on relevant groups, collaborative funding applications for the district and online networking resources.

Aligning with Mendip District Council’s corporate plan This strategy aligns with the Corporate Plan for 2020-2023 by sharing the priorities of making Mendip a fairer place, where creativity and culture is for everyone. It also enhances towns and rural communities by supporting the creative sector and its ability to contribute positively through integration with wellbeing, the built environment, local plans and community focus. Creative Mendip’s role in facilitating communication and networking closely links to the principle of being a relationship builder with local, regional and national partners.

Aligning with other agencies Alignment with other agencies has been considered in this strategy as a way of giving Creative Mendip and creative practitioners in the District a good position for funding partnerships and applications, as well as drawing on the significant research behind other organisations’ strategies. In particular, the following two organisations have been considered: 1.Arts Council England’s Let’s Create 10-year strategy This strategy and its objectives align with the Arts Council England Strategy in recognising the role of arts and culture in placemaking. By seeking to embed Creative Mendip within all the council’s placemaking decisions, it shares with Arts Council England the belief that investment in cultural activities and arts organisation is a means to improve lives, bring communities together, regenerate neighbourhoods, support local economies and contribute to the visitor economy. The three outcomes of the Let’s Create strategy for 2020-2030 are: x Creative People – everyone can develop and express creativity throughout their life. x Cultural Communities – villages, towns and cities thrive through a collaborative approach to culture. x A Creative & Cultural Country – England’s cultural sector is innovative, collaborative and international. Creative Mendip will through its commissioning and support tools assist creative practitioners to share cultural experiences throughout Mendip’s villages, town and cities and use its structure to collaborate widely to impact as many people as possible. It seeks to support creatives in creating, and communities in engaging. The Arts Council England Let’s Create strategy aims to achieve its outcomes through four investment principles and organisations seeking Arts Council England funding need to map out how they will apply those principles. This is how Creative Mendip seeks to support the District in meeting those principles: Ambition and Quality. Creative Mendip’s proposed digital tools include a data gathering system to help creatives demonstrate outcomes. Dynamism. The facilitation of discussion and ideas by Creative Mendip is designed to help creatives share best practice and evolve to respond to opportunities and challenges.

12 23 Environmental Responsibility. Creative Mendip sits at the heart of a district council with climate change running through its corporate plan and operations. Inclusivity & Relevance. Creative Mendip seeks to reach a range of communities where social and economic benefits can be achieved, including diversity and equality.

2.Arts & Health South West The areas of focus in Arts & Health South West’s current funding plan are: Communication (joining people up), Models of Good Practice (information sharing and facilitation), Commissioning Money, and Match Funding. These four pillars are incorporated in this strategy, opening up scope to get involved in collaborative funding applications for mental health arts provision.

Julie Reader-Sullivan May 2021

13 24 Appendix Two – Research document

Arts Strategy Research Document Prepared for Mendip District Council By Sara Snelling, 12/10/2020

Contents Summary Page 2 Creative Mendip Strategy Page 3 Strategy Objectives Page 4 The Structure Page 7 Strategy & Structure Page 11

Appendix Consultation Contacts Page 12 Consultation Findings Page 13 Desktop Research: Mendip’s Cultural Assets Page 15 Desktop Research: Social & Economic Benefits of Creativity Page 17 References Page 20

14 25 Summary This arts strategy research paper proposes the development of a new ‘Creative Mendip’ structure to support the strategy of Celebrating Creativity & Culture in Mendip Communities. Mendip District Council has demonstrated a clear interest and intent in supporting arts related activities in the District, in part through the commissioning of this work. In the consultation conversations that took place as part of the research, creatives in Mendip were delighted with this positive move and welcome support from the Council. The pandemic has put huge pressure on arts, culture and creativity in terms of funding, access to venues and the need to rethink how audiences are reached. At the same time, it has opened up huge opportunities for communities to access the social benefits of participating in cultural and creative programmes, and for creativity to be embedded in regeneration plans for the economy and Mendip’s high streets. Mendip District Council is well placed to help overcome the current pressures on its creative individuals and industries, and in doing so to help realise the social and economic benefits linked to the arts and culture sector. This requires investment in funding and resources, but can be expected to unlock other funding sources as the District presents itself and its bold commitment to putting arts, culture and creativity at the heart of its operations, now and in the future. This is a must for many funding organisations, such as Arts Council England. Creative Mendip is very much a starting point, based on a flexible structure that is independent, in that it is not tied to one strategic Group but reaches into initially two and later all Groups within the current council structure. In this way, it hopes to spread its influence across the District’s functions and make underlying links between creativity and place. Its flexibility is designed to also be a potential way forward for incorporating creativity within a unitary structure, as has successfully been done elsewhere. There are short term wins that can be made with relative speed while the structure and wider links are being made. For example, linking up covid-secure venues with artists and creatives; facilitating networking in the creative industries at a time when innovation and discussion are required; and establishing a dynamic social media information source of creative activities to which community connectors and link workers can point Mendip’s residents during the current public health crisis and its associated wellbeing challenges. Despite the lack of public sector funding for a decade, there is a vibrant grassroots arts and cultural scene in Mendip. The new Creative Mendip structure and strategy are designed to recognise that and provide the signposting, linking, networking facilitation and funding to help it grow and flourish and reach into Mendip’s communities.

15 26 Creative Mendip Strategy ‘Creative Mendip’ is the proposed name for the arts-related activities within Mendip District Council. It is a collaboration and support network that initially is coordinated via a new dedicated role, with potential to expand this further down the line, particularly as part of a new Unitary structure, for example as a CIC body.

Strategy: Celebrating Creativity & Culture in Mendip Communities Celebrating acknowledges the huge amount of arts-related activities in the district despite funding and support challenges. It sets the intention of not starting from scratch, but instead recognising, working with, and supporting existing creative individuals, organisations and programmes within a vibrant grassroots cultural community (see Appendix page 15 for an overview of Cultural Assets in the District). This will be achieved through funding, centralised support, signposting, and facilitation of networking and communication. Rather than focusing on arts and culture, the strategy is about creativity. Traditional arts- related phrases carry the risk of excluding groups of people who do not believe arts and culture are for them. Creativity is accessible and open to all. In the Arts Council England’s research for its current 10-year strategy, it identified that the phrase ‘the arts’ makes many people feel uncomfortable3. Creativity, for the purpose of this strategy, includes the creation of visual arts, crafts, music, theatre, film, dance, literature, combined arts, digital arts and curated collections. Culture is the process of experiencing the outcomes of the creative process, such as visiting a museum, attending an open-air film viewing or visiting a library. This distinction recognises that those working in the creative sector require support, in order to allow the people of Mendip to experience and benefit from cultural experiences. Mendip links creativity with sense of place. This will be achieved through an internal structure that embeds the celebration of creativity across the District Council’s functions and decision making, with Creative ambassadors at Councillor and Officer level ensuring creativity is included in conversations wherever possible, from planning to public health and wellbeing. Being community-led means focusing on communities where creativity, creative collaboration and cultural experiences can add social and economic value (see Appendix page 17 for a summary of the potential social and economic benefits). This focus will be achieved through cross-agency collaboration, commissioning, centralised information, signposting and facilitation of networking.

3 Let’s Create, Strategy 2020-2030, Arts Council England

16 27 Strategy objectives 1. Celebrate and support creativity and culture in the district 2. Align creativity to place and embed it in placemaking decisions 3. Facilitate creative making and cultural participation 4. Focus on communities where social and economic benefits can be achieved

5. Celebrate and support creativity and culture in the district Mendip is a vibrant district with many creative activities, venues, practitioners and organisations. These will be celebrated and supported by promoting and signposting them, to the public for enjoyment, to each other for collaboration, to agencies and bodies interested in commissioning and collaborating, and to funders and philanthropists. Networking and discussion will be enabled, particularly around moving forward in socially distanced and flexible ways. This will be achieved through new, dedicated online assets and facilitation of networks.

6. Align creativity to place and embed it in placemaking decisions It is proposed that creativity is embedded across the district through representation within strategic groups in the council’s structure. Initially this would start with Community Health and Planning & Growth, and later be expanded to other groups. Within Community Health, there is a clear link with public health and wellbeing and an enthusiasm for facilitating more arts-related health initiatives, in particular for mental health wellbeing. There is opportunity to tie in with the Mental Health Champions, the End Loneliness Group and the Health & Wellbeing Board and to use the licensing platform to cross promote and facilitate collaboration between licensed venues and creatives. In Planning & Growth there is scope to encourage public art within planning applications and section 106 criteria, to create a register of unused spaces for short term creative use, and to link Creative Mendip assets into the Strategic Tourism Group, Enterprise Mendip support, Opportunity Mendip and local plans and high street regeneration discussions. Embedding creativity will be achieved by identifying Creative Mendip Ambassadors within the two groups and including Creative Mendip liaison and strategy representation within officer role responsibilities and targets. Having creativity at the heart of decisions in these two groups should realise some of the social and economic benefits outlined in Appendix page 17 and position creativity and the creative industries at the heart of placemaking and the way in which agencies interact and collaborate to benefit communities in Mendip.

7. Facilitate creative making and cultural participation This is a two-pronged funding and commissioning approach to strategically support those creating, and those participating in cultural activities. To meet the strategic objectives, an activity or project needs to involve creation or sharing of cultural activities that add social and/or economic value to the community. This will be achieved directly through a Creative Mendip role with budgetary responsibility and aligning spend to strategy. It will also be supported indirectly through online resources to signpost and link the creative sector with other commissioning bodies and funding opportunities.

8. Focus on communities where social and economic benefits can be achieved

17 28 Working in partnership with Town, City & Parish Councils, as well as other relevant agencies, such as Spark Somerset, Arts & Health South West, Somerset Community Foundation, Arts Council England, Somerset Art Works and Health Connections Mendip, Creative Mendip will act as a central point for identifying opportunities to connect communities and community services with creative practitioners and organisations and working to help facilitate realisation of those opportunities. This will be achieved through Creative Mendip liaison with external strategic partners, representation on relevant groups, collaborative funding applications for the district and online networking resources.

Aligning with other agencies Alignment with other agencies has been considered in this strategy as a way of giving Creative Mendip and creative practitioners in the District a good position for funding partnerships and applications, as well as drawing on the significant research behind other organisations’ strategies. In particular, the following two organisations have been considered: 1.Arts Council England’s Let’s Create 10-year strategy This strategy and its objectives align with the Arts Council England Strategy in recognising the role of arts and culture in placemaking. By seeking to embed Creative Mendip within all the council’s placemaking decisions, it shares with Arts Council England the belief that investment in cultural activities and arts organisation is a means to improve lives, bring communities together, regenerate neighbourhoods, support local economies and contribute to the visitor economy. The three outcomes of the Let’s Create strategy for 2020-2030 are: x Creative People – everyone can develop and express creativity throughout their life. x Cultural Communities – villages, towns and cities thrive through a collaborative approach to culture. x A Creative & Cultural Country – England’s cultural sector is innovative, collaborative and international. Creative Mendip will through its commissioning and support tools assist creative practitioners to share cultural experiences throughout Mendip’s villages, town and cities and use its structure to collaborate widely to impact as many people as possible. It seeks to support creatives in creating, and communities in engaging. The Arts Council Englad Let’s Create strategy aims to achieve its outcomes through four investment principles and organisations seeking Arts Council England funding need to map out how they will apply those principles. This is how Creative Mendip seeks to support the District in meeting those principles: Ambition and Quality. Creative Mendip’s proposed digital tools include a data gathering system to help creatives demonstrate outcomes. Dynamism. The facilitation of discussion and ideas by Creative Mendip is designed to help creatives share best practice and evolve to respond to opportunities and challenges.

18 29 Environmental Responsibility. Creative Mendip sits at the heart of a district council with climate change running through its corporate plan and operations. Inclusivity & Relevance. Creative Mendip seeks to reach a range of communities where social and economic benefits can be achieved, including diversity and equality.

19 30 Creative Mendip Structure This strategy proposes the creation of a Creative Mendip structure that acts as an independent entity at the heart of Mendip DC, collaborates internally and externally and champions creativity and culture across place-related decision making. Initially is suggested that the structure consists of the following: x A Creative Mendip Lead Councillor x A Creative Mendip Officer x Creative Mendip Ambassador Group x Creative Mendip Funding Programme x Digital Creative Mendip resources Long-term, this could be expanded into a Creative Mendip CIC, or a Creative Somerset East CIC, for example, with an expanded team and presence. Such expansion would also open up opportunity to apply for more strategic funding from Arts Council England by applying to become an NPO for the District or Unitary Region. This would follow a similar path to Bournemouth Arts By The Sea, which was launched by Bournemouth Council in 2011 and in 2015 became an NPO running an annual festival celebrating art, culture, people and place4. The organisation and festival continue within the Unitary structure created in 2019 bringing together Bournemouth, Christchurch and Poole Council. Dorset Council also started with a similar structure to that proposed in this document, which resulted in the creation of The Arts Development Company, a social enterprise company set up to deliver arts development for the council5.

Creative Mendip Lead Councillor It is proposed that Creative Mendip is driven at Councillor and Officer level, with a Creative Mendip Lead Councillor taking responsibility for championing Creative Mendip. The District is fortunate to have creative supporters at Councillor level who would support the Creative Mendip Lead Councillor in embedding creativity within their own portfolios. The District is also fortunate to have Liz Leyshon as a Councillor. With a successful background in the arts and a deep commitment to its development, during consultation she has expressed willingness to champion arts and creativity in the District. She has already taken over responsibilities from Drew Gardner in this area and is well placed to lead this structure.

Creative Mendip Officer The structure proposes that this new role is created. The level of facilitation and collaboration suggested and the management of new digital resources requires time and commitment over and above adding the responsibility to an existing role. It is proposed that the role holder reports to the Creative Mendip Lead Councillor and to the Deputy Chief Executive in order to act as an independent creative facilitator internally and externally. Independence will help to embed the Creative Mendip Strategy across all groups and functions within the council and opens the way for expansion into an independent organisation further down the line and/or within a unitary structure as discussed above. Following are potential responsibilities for the role at strategy launch: x Creation and maintenance of Creative Mendip digital resources and online networking groups. x Liaison point for Creative Mendip Ambassador Group (internal).

ͶǣȀȀǤ ǤȀǦȀ͓Ǧ 5 https://www.dorsetcouncil.gov.uk/libraries-history-culture/arts-in-dorset/arts-in-dorset.aspx 20 31 x Liaison with external parties, including Town, Parish and City councils, relevant agencies and community services, and creative practitioners and organisations. x Creation and management of the Creative Mendip funding programme, including social and economic community benefit criteria for funding applications. x Co-ordination of collaborative funding applications for the district, eg to Arts Council England, in collaboration with Arts & Health South West, and to trusts, funders and philanthropists. x Management of the Creative Mendip commissioning budget to facilitate creative events at local level and creative presence within public spaces. There exist many experienced creative/arts individuals and organisations within the district who could take on this role as an employee or consultant. For example, Louise Lappin-Cook who runs the Make the Sunshine CIC to facilitate creativity in schools and communities, has significant arts funding consultancy experience that would suit this role.

Creative Mendip Ambassador Group This would encompass Officers and Councillors within the strategic Groups in the Council Structure. It is proposed to initially start with the Community Health and Planning & Growth teams with a view to embedding Creative Mendip within place related decisions and activities, as discussed previously. Selected Officers within each group would include Creative Mendip targets within their role responsibilities, as a way of embedding and measuring creative criteria within key functions. Portfolio Holders would support the Creative Mendip Lead Councillor in championing creativity within their strategic areas. Once embedded and with lessons learned, it is proposed that this would be expanded to other Groups within the Council structure. For example, in the Corporate Services Group, there is a link with Parish/Voluntary Sector Development; and in the Neighbourhood Services group with Parks, Play & Open Spaces and Markets & Events management.

Creative Mendip Funding Programme This would consist of two strands: x Funding and match funding for creative practitioners, organisations and projects that demonstrate a social or economic benefit, with criteria set and managed by the Creative Mendip Officer in liaison with the Creative Mendip Lead Councillor. x A commissioning budget for community creative activities, such as town and village hall theatre tours, and place-based installations, with initial focus on digital and socially distanced activities.

Digital Creative Mendip Resources It is suggested that the following digital resources are created and maintained by the Creative Mendip Officer as a way of sharing information from a variety of sources (external and internal) and facilitating discussion, networking and collaboration. x Social media pages listing creative activities. The nature of funding for creative projects often means they are for a set period of time, which makes them difficult to manage within directories (offline and online). Social media provides a more dynamic digital information sharing opportunity. Health Connections Mendip is introducing Creative Connectors as part of its link workers network in the district and would welcome a Creative Mendip social media page with event listings for creative activities to which its link workers could direct individuals and communities. Similarly, the resource could be shared via the Council’s cluster contacts, through the Talking Café network, through 21 32 links with the primary care network and others involved in the Health & Wellbeing Board, and with the Village, Town & City Councils. x Information sharing and signposting of creative activities and contacts were rated highly during the consultation, as a means of connecting creative practitioners with community support services (GPs, charities, community development groups), other creatives for collaboration purposes, for commissioning, and for communicating with volunteers. This could be in the form of an online directory of practitioners, organisations and venues on a Creative Mendip Hub, maintained by the Creative Mendip Officer as a standalone website, similar in structure and ambition to Create Gloucestershire at www.creategloucestershire.co.uk. x A dedicated social media creatives group is proposed for sharing of best practice and funding opportunities among creatives, as well as a safe place for ideas generation and discussion, particularly around digital and socially distanced events and activities. x Data gathering and management across the district. This could be carried out using a piece of software, or a simple spreadsheet, into which data is input from arts related activities and programmes to give a consolidated measure of outcome. A system for metrics gathering would be established, eg questions to ask at the start and end of a programme to measure impact, and co-ordination could be via the social media creatives group. The aim would be to build a bank of outcome data to share with creatives in Mendip and assist with future funding applications, as well as to highlight best practice programmes.

Digital assets summary Social Media Page Creative Media Hub Social Media Group Dynamic information Directory of creative Best practice sharing, relating to short term practitioners, organisations ideas generation, live creative events and and venues. Covid-secure funding and other programmes. venues could be listed as a opportunities and calls means of helping creatives for collaborations. Audience: The public, and find venues in the current Coordination of data organisations restrictions. management to build communicating with bank of outcome data. individuals, such as link Audience: Community workers/health connectors, services, charities, Audience: Creative cluster officers, community commissioning officers and practitioners & services, charities and project leads looking to organisations. voluntary organisations. source creative assets, as well as creatives looking to collaborate and public looking to volunteer.

22 33 Structure & Strategygy Creative Mendip Ambassadors ((internal)in External collaborationon InitialIn focus on two internal groups; Creative Town, City & Parish Councilsncils MMendip presence then extended into all Arts Council England groupsgr with Mendip DC Somerset Arts Works CommunityCo Health Group Take Art -Creative-C Mendip included in Portfolio Somerset Film Holdero and Group Manager objectives Literature Works --CreativeC Mendip targets included within Spark Somerset seselected Health & Wellbeing Officer roles, Voluntary Community & SocialSoocial susuch as cluster officers, project support roles Enterprises (VCSEs) - HealthHealth aandnd --RepresentationR on the Health & Wellbeing Wellbeing Alliance membersbers BoBoard, the End Loneliness Group and Arts & Health South Westst wwithini Mental Health Champions Health Connections Mendipdip GrowthG & Planning Group NHS Clinical Commissioningmissioning -Creative-C Mendip included in Portfolio Groups Holdero and Group Manager objectives Somerset Community Foundationoundation --CreativeC Mendip included in planning Funders, trusts and philanthropistsnthropists policypo and Section 106 criteria Creative practitioners, programmeprogramme -Creative-C Mendip targets included within creators, artists and performers,ormers, ththee EconomicEc Development Officer roles and events industry withinwi Enterprise Mendip programme, Glastonbury Festival OpportunityO Mendip, and High Street Regeneratione discussions -Representation-R on the Strategic Tourism GroupG

- Creative Mendip Strategy: Celebrating CreCreativityativity & CCultureGrowthu &in Planning Mendip Communities Initially consists of a Creativeative MendipMMendip Lead Councillor, a Creative Mendip Officer, a Creative Mendip funding programmerogrammme and CreativeCre Mendip digital resources. Reports into the deputy chiefief exexecutiveeecuttivet and CrC eative Mendip Lead Councillor, with a long- term view to becoming its own eentityntity within ththe changing council structure, could be CIC and/or apply for NPO status.

Creative Mendip Funding Digital Creative Mendip Programme Resources Funding and match funding for creative Online tools for collaboration, practitioners and organisations, plus signposting, information sharing, ideas creative commissioning budget. generation and networking. Data gathering and management tool.

23 34 Appendix Consultation Contacts Consultation calls were carried out in August and September 2020, incorporating the following mix of creative practitioners, services and venues; community, voluntary and arts agencies; and local authority representatives:

Robin Peters, Strode Theatre, Street Claire Malcolmson, Mendip DC Cllr Liz Leyshon, Mendip DC Cllr Heather Shearer, Mendip DC Paul Goddard, Arts Council England Mark Heylar, Take Art and Arts & Health South West Louise Lappin-Cook, Make the Sunshine CIC Paddy O’Hagan, Wells Art Contemporary Lucy Smith, Artbank, Shepton Mallet, Kate Hellard, Community development manager, Frome Town Council Jenny Hartnoll, Mendip Health Connections Sue Isherwood, Consultant, Arts & Health South West Sharon Hale, Voluntary Sector Development Manager, Spark Somerset

24 35 Consultation Findings There is a clear desire for cross-district collaboration and information sharing among arts practitioners, programme providers and venues. Focusing on ‘the arts’ is likely to put many people off participating and may mean a lack of support for investment in this area. A more inclusive, community term and a link to social outcomes should help garner participation and support. Wording and language are important and it is good to establish a shared arts/creative lexicon, particularly when working in other sectors, such as health and wellbeing. Local authority input should be enabling, not prescriptive. There are a lot of grass roots organisations already in place and doing great things. They need to be involved and supported, but allowed their freedom to create. The towns within Mendip District are very different and have varying approaches to community development and arts-related community groups. There is work to be done on linking together what already exists, rather than starting from scratch - include arts/creative activities within existing initiatives and infrastructures. Many people raised the untapped potential for the arts sector of having Glastonbury Festival within the district. There is a call for year-round related activity with more local participation. The removal of public sector funding had a deep impact due to the knock-on effect on Arts Council England funding. Arts Council England is clear that it does not put investment in areas where there isn’t active investment from the local authority. Local authority involvement needs to be sustainable and to include financial investment in order to garner support from Arts Council England. Match funding from local authority makes a big difference, to Arts Council England and also to other funders and trusts who like to see bold strategies and a real belief/buy- in from councils in arts and culture. Creative venues face challenges in creating inclusive programmes that meet the needs of a diverse audience when they are focussed on commercial outcomes. Community projects suffer in the commercial environment that resulted from the withdrawal of arts funding. The Covid safety requirements are putting venues and events under pressure and the impact could have a long-term negative impact on the events industry, as well as on creative community groups who have nowhere to meet. Creative practitioners and performers travel to other districts where there are more opportunities due to more investment, eg Gloucestershire. Many creative venues and services rely heavily on volunteers. There is an opportunity to link arts/creativity with mental health services and support and for Mendip DC to play a facilitation role. There is central government investment in social prescribing and link working in order to build an infrastructure that points health services towards arts-related activities. There is not equal investment in the arts practitioners themselves – this is the missing link that may prevent the health/arts partnership from progressing. With arts and health related activities, there is a need for someone to act as a point of communication, to build awareness and create a joined-up approach. Often health related organisations don’t know where to start when looking to set up or link to an arts/creative related activity – they need access to people qualified and experienced in delivering arts provision. Smaller arts/creative organisations find it difficult to identify their worth in data and metrics for funding applications, particularly in relation to wellbeing measurements. In the current public health situation, there is a need for support for virtual events and exhibitions.

25 36 Digital is a good platform for many creative/arts activities and can help reach marginalised groups with mental health barriers such as agoraphobia, depression and anxiety.

26 37 Desktop Research: Mendip’s Cultural Assets Following are some of the events, venues and community creative programmes and providers in the Mendip district. The aim was not to create an exhaustive list but to judge the level of arts-related activities in the district. Events Venues Community Arts Provision/Programmes -Frome Carnival -Merlin Theatre, Frome -ArtBank, Shepton -Frome Children's Festival -Black Swan Arts, Frome Mallet -Frome Festival Rise Frome, community -Make the Sunshine CIC -Frome Open Arts Trail space -Take Art, Frome -The Cheese & Grain, -Creativity Works -The Godney Gathering Frome -Children’s music festival, Glastonbury -The Assembly Rooms/ World/Glastonbury -Glastonbury Festival Frome Memorial Theatre Festival -Glastonbury Fringe -Frome Masonic HALL -Wells Cathedral music -Glastonbury Carnival -The Welsh Mill Hub, -Health Connections Frome, community venue Mendip -Shepton Mallet Lantern -Silk Mill Studios & Gallery, -Music2Connect Festival Frome dementia music project, -Shepton Mallet Carnival Shepton Mallet -Shepton Mallet Window -Heart of the Tribe Art -Songs for the memory, Wanderland Gallery, Glastonbury Frome -The Assembly Room, -Goldies Singalong -Wells Cathedral music Community Arts Venue, singing groups -Wells Festival of Literature Glastonbury -Openstorytellers, -Wells Festival of Literature -Glastonbury Galleries, art Frome -Wells Art Contemporary gallery, Glastonbury -Wild Memories (arts & -Wells Comedy Festival -Red Brick Building, crafts/nature), Frome -WOW Fest (Wells Glastonbury -Shared Earth Learning Orchestral Weekend) -Tor Theatre, Glastonbury (arts & craft/outdoors), -Wells Theatre Festival -Somerset Rural Life Frome -Wells Film Festival Museum, Glastonbury -Evercreech Films -Priddy Folk Festival Wells -Shepton Sings -Wells Cathedral music -One Craft Gallery, -Music with Mummy -Wells Carnival Shepton Mallet -The Goddess House -Somerset Arts Week -Whyberd Gallery, Arts & Crafts Room, Evercreech Glastonbury -The Old Stores, -Frome Creative Evercreech Collective, promoting artists -Strode Theatre, Street -Rubbish Art Project (Mothballed) (ArtBank), Shepton -Crispin Hall, Street Mallet -Somerset Film -Cedars Hall, Wells -Somerset Art Works Cathedral School -Wells & Mendip Museum -Wells Cathedral -Wells Maltings, community arts and heritage space -Wells Little Theatre -Wells Film Centre 27 38

28 39 Desktop Research: Social & Economic Benefits of Creativity There are many research reports identifying the value of arts and culture in relation to economy, high street regeneration, community and wellbeing. Following is a summary of some of the reports considered in the creation of this strategy research paper.

Culture and the Economy The Cultural Cities Enquiry Report6 estimated culture as contributing £19.5 billion GVA in the UK in 2015 and employing over 130,000 people. According to the Creative Industries Federation, the creative industries are growing at more than five times the rate of the UK economy as a whole in all parts of the UK7. The latest report from the Centre for Economics and Business Research (CEBR) on the economic contribution of the arts and culture industry highlights positive multiplier impacts8. For example, for every £1 in turnover directly generated by arts and culture, an additional £1.24 in output is supported in the wider economy; for every £1 of GVA generated by arts and culture, an additional £1.14 of GVA is supported by the wider economy; and for every 1 job directly created by arts and culture an additional 1.65 jobs are supported in the wider economy. The CEBR report states that while the arts and culture industry is a significant recipient of public funding, because of its productive revenue and value generating activities, it contributes to the exchequer via taxation. It estimates the sector contributes £2.8billion a year to the Treasury via taxation and generates a further £23billion a year and 363,700 jobs. The LGA Culture, Tourism and Sport Board 2017 report on culture-led regeneration9 names the following as some of the economic impacts of culture-led regeneration: x Creates employment x Attracts visitors and boosts the tourism sector x Stimulates town centre footfall, boosts local business x Stimulates and supports creative sector growth x Develops skills, knowledge and confidence of residents x Attracts inward investment x Enhances an area’s image, helping to attract skilled people as well as business investment

Culture and Community Other benefits of culture-led regeneration identified in the LGA report include: x Enhances community cohesion and pride x Supports enhanced resident health x Brings enjoyment to residents Arts Council England has recently released new research on the value of cultural organisations to England’s high streets and is aiming to demonstrate the importance of these spaces in reanimating local economies as the country emerges from the Covid-19 pandemic10:

6 https://www.corecities.com/cultural-cities-enquiry 7 https://www.creativeindustriesfederation.com/statistics 8 https://www.artscouncil.org.uk/publication/contribution-arts-and-culture-industry-uk-economy-0 9https://www.local.gov.uk/culture-led-regeneration-achieving-inclusive-and-sustainable-growth 10 https://www.artscouncil.org.uk/news-and-announcements/culture-our-high-streets 29 40 x The Cultural Infrastructure Data Report shows that 75% of buildings used by Arts Council-funded organisations are either on or within a 5-minute walk of a high street in England. Many of them offer public facilities above their artistic activities, such as cafés, bars, restaurants, public toilets and education facilities, which are particularly beneficial in rural areas. x Arts and Placeshaping: Evidence Review states that engaging local people in regular arts engagement can help create strong, inclusive and sustainable communities through many social benefits. For example, cultural spaces and activities help people come together and develop mutual trust and understanding; volunteering in cultural activities can lead to civic pro-social behaviours; and when people take part in cultural experiences where they live this can increase a sense of belonging to community.

Culture and Health & Wellbeing The Creative Health, The Arts for Health and Wellbeing inquiry 2017 report11 highlights three key messages: x The arts can help keep us well, aid our recovery and support longer lives better lived. x The arts can help meet major challenges facing health and social care: ageing, long-term conditions, loneliness and mental health. x The arts can help save money in the health service and social care. In its scoping review, What is the evidence on the role of the arts in improving health and well-being? 12, the World Health Organisation states that the arts can potentially impact both mental and physical health. From a prevention and promotion perspective, arts can: x Support child development x Encourage health promoting behaviours x Support caregiving x Help to prevent ill health x Affect the social determinants of health

From a management and treatment perspective, arts can: x Help people experiencing mental illness x Support care for those with acute conditions x Help support people with neurodevelopmental and neurological disorders x Assist with management of noncommunicable diseases x Support end of life care

11 https://www.culturehealthandwellbeing.org.uk/appg-inquiry/ 12 file:///C:/Users/sara2/Desktop/SS%20Consultant/Mendip%20Council/Arts/WHOreportArtsHealth.pdf

30 41 References Arts and Place Shaping: Evidence Review, Wavehill social and economic research, May 2020, available at www.artscouncil.org.uk/publication/arts-council-funded-cultural- infrastructure

Bournemouth Arts By The Sea Festival, available at https://artsbythesea.co.uk/

Contribution of the arts and culture industry to the UK economy, Arts Council England, April 2019 , available at www.artscouncil.org.uk/publication/contribution-arts-and-culture-industry- uk-economy-0

Creative Health: The Arts for Health and Wellbeing, July 2017, All-Party Parliamentary Group on Arts, Health and Wellbeing Inquiry Report, available at www.artshealthandwellbeing.org.uk/appg- inquiry/Publications/Creative_Health_Inquiry_Report_2017.pdf

Creative Industries Federation, www.creativeindustriesfederation.com/

Cultural Cities Enquiry, Corecities, February 2019, available at www.corecities.com/sites/default/files/field/attachment/Cultural%20Cities%20Enquiry% 20%5Bweb%5D.pdf

Culture-led regeneration, March 2019, Local Government Association, available at www.local.gov.uk/culture-led-regeneration-achieving-inclusive-and-sustainable-growth

Data report: Arts Council-funded cultural infrastructure, Arts Council England, June 2020, available at www.artscouncil.org.uk/publication/arts-council-funded-cultural- infrastructure

Dorset Cultural Strategy 2016-2021, available at www.dorsetcouncil.gov.uk/libraries- history-culture/arts-in-dorset/arts-in-dorset-pdfs/dorset-cultural-strategy-2016-2021.pdf

Gloucester’s Cultural Vision and Strategy, 2016-2026, Gloucester City Council, available at www.gloucester.gov.uk/media/1372/cultural-strategy.pdf

Let’s Create, Arts Council England Strategy 2020-2030, January 2020, available www.artscouncil.org.uk/publication/our-strategy-2020-2030

Somerset VCSE State of the Sector Report 2020, Spark Somerset, June 2020, available at https://sparksomerset.org.uk/news/StateoftheSector

The Barnsley Public Art Strategy , available at www.barnsley.gov.uk/media/16194/bmbcpublic-arts-strategy-exec-summary-v3.pdf

What is the evidence on the role of the arts in improving health and well-being? A scoping review. World Health Organisation, available at www.euro.who.int/__data/assets/pdf_file/0020/412535/WHO_2pp_Arts_Factsheet_v6a. pdf

31 42

32 43 Update Presentation relating to Economic Development Simon Carswell Julie Reader-Sullivan 44 To build a fairer, greener and more vibrant Mendip that values our distinctive towns and rural communities This will cover:

• Economic Update • Glastonbury Town Deal Update • Business Grants • Business Revitalisation Grant • Mendip Business Hub • My Mendip, Tourism Strategy and Creative Mendip • Logistics Academy • Skills related update • Business seminars and support • Levelling Up Fund, Community Renewal Fund, Economic Development Strategy Review and 45 Resourcing • Funding - Re-opening the High Street Fund Welcome Back Fund 46 47 48 49 50 51 Great South West Coronavirus Business Impact Survey 2020 • A dedicated survey aimed at gathering intelligence in the South West from tourism and hospitality businesses has found that 5% of these businesses remained closed on the 4th of July, with a further 33% of businesses now open but operating at 75% capacity or less. • 90% of businesses reported a decrease in their turnover for the Jan- July 2020 period compared to the same time last year, with the average percentage change in turnover for this period standing at -36%. • For the same period, it is estimated £2.2bn of anticipated business turnover has been lost in the great south west region. • Only 30% of businesses currently anticipate they will be able to survive beyond Summer 2021 without further support. A further 23% of businesses anticipate they will only be able to survive until the 31st of March 2021. • 67% of businesses reported they wished to see the return of the small business grant scheme, with 40% wishing to see an extension to the 52 business rates holiday. The impacts of the coronavirus have served to highlight long-term fault lines in the UK economy. Continued high-street decline: As documented in the sectoral analysis, the Retail industry is one of the most vulnerable to the effects of an extended lockdown. The sector’s importance for the lower-paid, along with the time needed to repurpose the high-street towards work/leisure, makes this a high priority. Declining work-related migration was already a trend before the Corona crisis, with net EU migration falling since 2016. The new migration policy measures envisioned by the Government post-Brexit will likely exacerbate this trend, with a reduction in seasonal workers likely to effect changes in the agricultural sector’s available labour pool. Despite predictions of the death of the traditional office-working space, it is important to remember only 1-in-20 were working from home when the crisis originally hit. Crucially, lower earners are also disproportionately less likely to be able to work from home, Typical weekly pay for those in shutdown sectors is £348 compared to £707 for those who have been able to The new work from home. Younger workers have been disproportionately more likely to lose their jobs in this crisis, with recessions generally tending to impact those leaving education and attempting to enter the ‘normal’ labour market. The slack created in the labour market due to a rise in unemployment is likely to reduce aggregate earnings growth which had just reached pre-2008 crisis levels in December 2019. Some trends may go into reverse, such as the rise in self-employment. The tax-gap between self-employed and employees has previously been large, but the Chancellor has suggested that the significant measures introduced to stave off the worst of economic corona related effects may require a more equal tax system to equalise the treatment of the two groups.

In addition, the Government has announced £1bn of grants to public sector bodies to improve energy efficiency, with an additional £50m being put towards a social housing decarbonisationn fund which aims to improve the energy efficiency of socially rented homes. 53 Glastonbury Town Investment Plan 54 Background

• Glastonbury is one of 101 Towns selected by Government to bid for up to £25m from the Towns’ Fund to support growth and reduce deprivation • Accelerator Projects (£0.5m), submitted in August 2020 are nearing completion, including renovation of part of Building C of the Red Brick Building, the Glastonbury Way, St Edmunds Hall, Herbies Field and Town Centre refurbishments • The Town Investment Plan (TIP) for £24.5m was submitted on 29 January 2021 and makes the case for considerable government investment, to improve the indices of deprivation and ‘level-up’ the

55 town as a whole. Collaborative Working

The ethos of developing the Town Investment Plan and indeed the Town Deal Board, is working together to achieve the best outcomes in terms of growth and jobs for Glastonbury.

During this time of climate change and Covid-19, people came together to focus on this once in a generation opportunity for Glastonbury.

Following a call made by the Towns’ Fund Board in September 2020, over 60 Expressions of Interest with a total value of £90m were submitted. 56 Vision for Town Investment Plan

The Vision as agreed with the Town Deal Board is: Glastonbury will be a sustainable, prosperous modern town and global tourist centre drawing on its rural landscape, history and unique legacy. 57 12 Projects in Town Investment Plan - The Baily’s Buildings - Glastonbury Enterprise & Innovation Hub - The Life Factory (Building C) - Glastonbury Clean Energy - Glastonbury Environment Centre - St Brigid’s Chapel and Field - Glastonbury Food & Regenerative Farming Centre - Transport & Travel - Enabling Project - St Dunstan’s House Community Health & Well-being Centre - Glastonbury Abbey Piazza - Glastonbury Community Sports & Leisure Hub 58 Likely Timetable – Project Initiation including support and training Receipt of Heads of Terms letter – likely to have will not be linear conditions: Spring or early Summer Period of negotiation Receipt of signed Heads of Terms Agreement Two months to confirm Projects and their costs, then submission of Project Confirmation Table Additional 10 months to compile full business cases for each project a Project Summary Table for each Submit all projects together using Summary Document Table 59 Mendip District Council takes on clear role as Accountable Body Changing Roles with advisory input from Towns’ Fund Board.

• 2.4.The accountable body (as identified in the Town Investment Plan) will be accountable for implementing the Town Deal. The Town Deal Board should have an ongoing role and have sight of decisions as projects are developed in more detail or possible changes are made. The nature and degree of the Board’s oversight should be agreed locally.

• 2.5.Locally, ultimate decision-making responsibility will lie with the accountable body, but the Town Deal Board Chair will be a signatory to the Summary Document and should make decisions in partnership and collaboration with the Town Deal Board. 60 Includes much of the same information as already submitted in Town Investment Plan but with more detail • Need to cover the five cases set out in the HM Treasury Green Book which as been updated recently. These are the Strategic (including a full Theory of Change analysis), Economic (with a full sensitivity analysis), Commercial, Financial and Management cases. • All five cases must take into account the impact of Covid 19 Stage 2 - • A separate Finance Case needs to be done for each sub-project • the commercial case including a commercial framework and Development of procurement strategy and MDC responsible for local assurance Business Cases • Full delivery plan with a robust assessment of risk • Monitoring and evaluation plan • Impact assessments: Public Sector Equality Duty, Environmental, Value for Money • Some additional finance work: Net Present Social Value, and Benefit Cost Ratios • Stakeholder Engagement Plan for each project • Must be signed off by MDC 61 Total asked for is more than MDC’s annual budget MDC will be the body that contracts with Projects MDC will set up a rigorous project management process that echoes the contractual This will impact many requirements from MHCLG Funds will be released on the achievement of teams within MDC. agreed milestones which will need to be achieved within agreed timescales Project management will include requirements for monitoring and evaluation and communication Learning can be shared with the rest of the District/Unitary area 62 Business Grants

Over £43m and over 10,000 payments made to local businesses since March 2020 Major impact on staffing within the organisation and Senior EDO has worked solely on Business Grants for the last year and this continues with the new grants (restart grants) The Discretionary Grants have all been managed locally, which again has impacted on services across the organisation Opportunity through the Government Discretionary Funding to deliver Business Revitalisation grants and work is now ongoing to deliver a scheme to support businesses to recover Audits are now ongoing from the initial grant funding rounds Criteria from scheme to scheme has changed thus reducing the opportunity to make automatic payments to businesses and requirements for additional security checks from Government are

63 causing significant issues Mendip Business Hub

Progress has been made relating to establishment of the Mendip Business Hub Mike Berry and Nicola Fensham, job share the Business Hub Co- Ordinator role First event to promote the Hub is Agents and Developers Forum at end April 2021 Progress being made on web pages, development of database Process for co-ordinating enquiries to the Business Hub Delayed due to support for revised priorities over the last few months 64 My Mendip , Tourism Strategy and Creative Mendip My Mendip Community based platform now live Promotion now taking place to business (rural and towns) and all residents This is release 1.5 and further releases planned to offer different tiers of service for businesses This first release incorporates online purchase and a click and collect service Tourism Strategy Objectives now agreed with the Strategic Tourism Group and links to Economic recovery Tourism Grant fund in development SLA with Visit Somerset agreed Creative Mendip

65 Strategy to this group and links to Economic recovery Creative Mendip Grant fund in development Logistics Hub & skills related update Logistics Hub

Business Rate Retention Funding received for this. In partnership with local logistics business and training providers

Will offer: Onsite training with qualifications for Warehouse Operative and Fork Lift Truck to begin with, then progress to HGV licence offer Vacancies and opportunities in this sector Two pilot programmes will take place during 2021

Skills Update Promoting aspects such as Apprenticeships, Kick Start fund and working throughout the district on development of support through hubs or

66 existing structures Not as much undertaken due to resource issues Business Seminars, Economic Development Strategy & Resourcing Business Support week, in collaboration with South Somerset Programme of events through MDC website Growth Hub additional support for businesses Producing a guide on support and funding for organisations in our district Support over the last year restricted to Business Grants Consider Business Awards for 2022, or Awards Lite for 2021 Review of the Economic Development Strategy has commenced, notification of consultation events will be provided

ED Resourcing Currently 2 staff in Economic Development and 1 vacancy now being advertised

67 Paper being prepared for Cabinet to request additional resources, given everything detailed so far and the levelling up fund to follow Funding

Levelling Up Fund

Up to £20m per MP Constituency Requires consultation – similar process to the Town Deal Not bidding in June 2021 round, working with MPs and our District Council colleagues to develop bids relating to regeneration, Green travel and culture

Community Renewal Fund Collaboration across Somerset and bids submitted

Reopening the High Street – Welcome Back Fund Additional support of £102k for the District

68 Discussions held with Town Clerks and internal teams as to how to utilise this effectively Thank you and any questions 69 SCRUTINY BOARD Agenda Item 09

Ward: District wide Portfolio: Cross cutting

FROM: Cllr Liz Leyshon Date: 17th May 2021 Portfolio Holder for Corporate Services and Performance Management

SUBJECT: Corporate Performance Management Report Quarter 4 2020/2021

Internal Use Only: Please complete sign off boxes below prior to submission to Democratic Services Seen by: Name Date Deputy Chief Executive / Chief Tracy Aarons 26.04.21 Executive Legal Lesley Dolan 05.05.21 Report Sign off Finance Richard Bates 26.04.21 Head of Corporate Sara Skirton 26.04.21 Services Portfolio Holder Cllr Liz Leyshon 05.05.21 Ward Member(s) N/A This report provides a summary of the high-level actions and projects that support the delivery of the Corporate Plan 2020/23. Additionally, the Corporate Performance Management report provides performance information in relation to Q4 2020/21 and where appropriate the outturn for 2020/21 as a whole: Summary: x Corporate complaints and praise, x Freedom of Information (FOI) and General Data Protection Regulation (GDPR)/DP (Data Protection) requests x Finance x Human Resources (HR) statistics x 5 Councils Partnership (Land Charges, Revenue and Benefits)

70 x Housing Services (homelessness, temporary accommodation, Disabled Facilities Grants (DFGs)) x Planning and Growth (Major, Minor and Listed Building consent) x Neighbourhood Services (Fly tipping, Street Cleansing and Grounds Maintenance) x Community Health Services (service requests, enforcement) x Somerset Waste Partnership (Waste and Recycling) In the context of COVID, Interim Priorities were set by Cabinet in January 2021; Saving Lives, Economic Recovery and Delivering our Statutory Activities. Appendix D provides a summary of activities undertaken for Q4 2020/21 and as a year as a whole, where appropriate.

Performance management has interdependencies with governance matters, such as those reported to Audit Committee. We are working corporately to ensure transparency and integration of performance and governance information.

Should Members wish to receive more detail in relation to any of the projects or actions, they are asked to contact the Performance and Improvement Officer or Head of Corporate Services in advance of the committee meeting so that full briefings can be provided. Scrutiny Board are asked to: 1. Consider and comment on the information contained within this report. 2. Identify any issues or performance exceptions that the committee wish to highlight as a concern to Cabinet. Recommendation: 3. Where performance exceptions are identified consider whether the proposed actions are adequate and appropriate to address concerns and improve performance to the desired level. 4. Consider the content, level of detail provided and the format of the report and make any recommendations for improvements.

Direct and/or Performance management and effective complaints management link indirect impact on to all priorities within the Corporate Plan and cut across all service service delivery to areas. This report summarises performance against achievement of our customers and the priorities and what actions are needed to ensure continuous communities: improvement. Effective performance management supports the delivery of all the Contribution to Council’s priorities. Corporate Priorities: There are no direct legal implications arising from this report. However, Legal if performance is not at satisfactory levels, the risk of legal challenge Implications: arising increases.

71 Impact on Service The Corporate Plan, sets the direction for all Council services and is Plans: reflected in business plans. There are no direct financial implications arising from this report. Financial However, if performance is not at the expected or desired level then Implications: resources may need to be reviewed or redirected to enable improved performance. There are no direct climate change implications arising from this report. Climate Change However some individual supporting projects reflect specific elements Implications: of the Council’s climate change agenda. Crime and No direct implications arising from the report, however some of the Disorder Corporate Plan actions contribute to reducing antisocial behaviour in Implications: the district. The Council’s priority to Make Mendip a Fairer Place reflects its commitment to addressing inequalities. Customer feedback can help the Council identify any groups of people who may potentially be Equalities experiencing our services differently to the majority of our customers. Implications: When reviewing performance and making recommendations Members should be minded to consider how services might impact on different sections of the community. Any areas at risk of missing target are highlighted within this report. Members are asked to consider these areas and consider any Risk Assessment proposed remedial actions. Each Business Plan will have its own risk and Adverse register, to ensure that service risks are managed at an operational Impact on level. Corporate risks will continue to form part of the corporate Corporate governance reporting. Corporate projects will have their own risk Actions: registers, with significant risks being included on the Strategic Risk Register.

Contact Officer: Julie Jackson, Performance and Improvement Officer Ext No: 341 226 e-mail [email protected]

Background Papers: Appendix A Corporate Performance Management Report Q4 2020/21 Appendix B Corporate Plan Priority Action Report Q4 2020/21 Appendix C Historical Data (HR, FOI and DPA, Customer Feedback) Appendix D Interim Priorities Report 2020/21 Appendix E Frequently used Acronym Decoder

APPENDIX A

Corporate Performance Management Report

20/21 — Quarter 4 (January to March 2021) 73

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Contents

Overview and Summary 3 Senior Leadership Team (SLT) Comment 5 Corporate Plan Priorities and Supporting Actions 7 Keys for Corporate Plan Priority Dashboards 8 Corporate Plan Priority Dashboard 9 Corporate Plan Priority Actions Dashboard 10 Corporate Plan Priority Projects 16 Finance Dashboard 19 Performance Indicators 21 Customer Feedback Dashboard 21 Freedom of Information and Data Protection Dashboard 25 Human Resource Dashboard 29 Service Performance Indicator Dashboards 33 5 Councils Partnership Dashboard 43 Somerset Waste Partnership Dashboard 45

Overview and Summary

Introduction

This report sets out Corporate Performance for Q4 of 2020/21 and, where appropriate, for the year as a whole.

The report provides an overview of progress of the actions that support the Council’s three Corporate Priorities:

x Make Mendip a Fairer Place x Deliver on our Climate and Ecological Commitment x Protect and enhance our Towns and Rural Communities

At Cabinet on the 11th January 2021, in the context of our COVID response, three key Interim Priorities for the short to medium term were agreed:

x Saving Lives x Deliver our Statutory Activities x Economic Recovery

Appendix D provides an overview of activities undertaken for these interim priorities in Q4 and the year as a whole, where appropriate;

In addition, it also reports on high level milestones for the major projects reflected in the Corporate Plan. These projects are being delivered through collaborative working across service areas, and each project will have its own plan, objectives, 75

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detailed milestones, interdependencies and risk logs. Should Members wish to receive more detail in relation to any of the projects or priority actions, they are asked to contact the Performance and Improvement Officer or Head of Corporate Services in advance of the committee meeting so that full briefings can be provided. In addition to reporting on how we are delivering against major priority projects and priority actions, the report includes performance against Key Performance Indicators (KPIs) for a number of services, including those provided via the 5 Councils Partnership.

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Senior Leadership Team (SLT) Comment

The effort, hard work and dedication of our staff has been a testament to the Council during a very difficult, challenging, but rewarding, year.

Whilst ensuring our statutory activities are being maintained at Mendip, we have supported the NHS and other Somerset Councils to book appointments and vaccinate our communities. A hub has been provided at our own Shape Mendip Campus to help save lives; this arrangement will continue with our partners until later in 21/22.

In addition, throughout this period, we have provided numerous business grants, and supported our local businesses where possible. It will be an ongoing challenge to support our local businesses to ensure our parishes/towns and city are thriving once again. The scale, complexity and value of the Council’s support to businesses cannot be underestimated and demonstrates the Council’s role in encouraging business sustainability and growth.

The Council’s performance in Q4 20/21 and the year as a whole has, yet again, been evidence of our staff’s commitment and hard work to continue to provide a good level of service. Although some performance indicators may have dipped slightly at times, the majority have been met. It is understandable that many of the areas that have stayed on target are those which link to the Interim Priorities. This underlines the important nature of what we deliver to our communities and how, even in times of deep crisis, they need us to continue to deliver.

During Q4 20/21 a set of Interim Priorities were agreed by Cabinet to focus and concentrate our efforts and resource on our Covid-19 response. This has meant that progress with some of the Corporate Plan Priorities has been paused or reduced in Q4 20/21. However, there has been a lot of achievements throughout the year, such as the roll out of fibre networks across Somerset, online business 77

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support provided, achieving the Real Living Wage, improved social media channels, lobbying Government on matters such as fuel poverty, planting trees, working with partners on connecting multi-user cycle paths, supporting the Recycle More roll out, procuring a future emissions report, procuring an electric vehicle charging points supplier and lots more.

Going forward into 2021/22 we will continue to work collaboratively with partners and other Somerset councils to support the recovery process and continue to provide high level services to our communities.

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Corporate Plan Priorities and Supporting Actions

This report indicates performance in relation to the three Priorities within the Corporate Plan. As at 31 March 2021 one priority is green, and two are amber.

These priorities are being delivered through a number of priority actions. At present there is a total of 36 actions. This number may change during the lifetime of the plan as actions are achieved and new ones are identified.

The status of these actions at the end of Q4 2020/21 is as follows;

As at 31 March 2021, 17 (47%) are green, 16 (45%) are amber, 3 (8%) are red and 0 (0%) are not yet due to start.

The tables overleaf provide an oversight of how the Corporate Plan Priorities are performing each quarter and the direction of travel. Further details on the progress of each priority action can be found within Appendix B.

Progress against the Interim Corporate Priorities, adopted in January 2021, can be found in Appendix D

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Keys for Corporate Plan Priority Dashboards

Key: RAG (Red, Amber, Green)

Colour Alert Symbol Key

Green On Target

Amber Some Issues / currently off target

Red Unlikely to be achieved Grey Not yet due to start / scoping

Key: Direction of Travel

Arrow Direction meaning

Increase in progress

No change in progress

Decrease in progress

- N/A

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Corporate Plan Priority Dashboard

Corporate Plan Priorities Direction of Travel over the quarters -

Priorities Q1 Q2 Q3 Q4

Make Mendip a Fairer Place Green Green Green Green

Deliver on our Climate and Ecological Commitment Green Amber Green Amber

Protect and Enhance our Towns and Rural Communities Green Green Green Amber

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Corporate Plan Priority Actions Dashboard

Make Mendip a Fairer Place Direction of Travel over the quarters

Priority Action Q1 Q2 Q3 Q4

F1: Strengthen the Local Plan and support developers to meet social and affordable Green Green Green Green housing objectives.

F2: Support the availability and accessibility of broadband across the district. Green Green Green Green

F3: Work with local business communities to support new enterprises and improve investment and growth, including in tourism, agricultural and manufacturing sectors, Green Green Green Green and create a fairer environment for trading.

F4: Work with local authority partners to support calls for fairer funding for the district Green Green Green Green and Somerset.

F5: Work with partners to increase the number of apprenticeships within Mendip and Green Green Green Green across the district.

F6: Support our businesses and communities to be resilient to major changes, including Green Green Green Green those which may result from Brexit.

F7: Work towards a real living wage for all council employees and those of our Amber Amber Green Green contractors 82

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F8: Work to strengthen trust and relationships with our City, Town and Parish councils and in the wider community, to identify ways to work together to address local Green Green Green Amber needs and aspirations.

F9: Review our marketing and media strategy, adopting best practice and ensuring a Green Green Green Amber proactive approach.

F10: Consolidate and clarify our brand strategies to actively improve our communities’ Green Green Amber Amber understanding of the Council’s role and services.

F11: Review and develop our access channels, including the website and social media output, to provide services, advice and information in ways that best meet customer Green Amber Amber Red need.

F12: Undertake reviews of all our services, including those that are delivered by contractors, in order to ensure that they are the best solution for meeting customer Green Amber Amber Amber needs and providing value for money.

F13: Encourage the establishment of, and support for, Youth Councils in Mendip so that Green Amber Amber Red young people can influence their future in the district.

F14: Champion approaches to raise awareness of mental health and wellbeing within our Green Green Green Green communities and with our staff and councillors.

F15: Engage with agencies, charities, community groups and other partners to seek Green Green Green Green solutions to address deprivation, social needs and community health issues.

F16: Extend the roll out of ‘Changing Places’ in order to make Mendip more accessible Green Amber Amber Amber for disabled people. 83

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Corporate Plan Priority Actions Dashboard

Deliver on our Climate and Ecological Commitment Direction of Travel over the quarters -

Priority Action Q1 Q2 Q3 Q4

CC1: Identify and use the potential of the Local Plan to contribute to meeting our climate and ecological commitment, including requiring developers on large- Green Amber Amber Amber scale projects to install carbon-neutral equipment (solar panels, car charging points, access to cycle routes, etc).

CC2: Work with other local authorities to call for increased powers to set higher Grey Amber Amber Amber sustainability standards for all new housing.

CC3: Work with local groups, Parish, City, Town Councils and other partners towards achieving a range of objectives including: o Creating a network of local and walking and cycling routes Green Amber Green Amber o Encouraging carbon sequestration through tree-planting schemes o Encouraging people to buy local food

CC4: Develop and deliver a programme of communications and events to raise awareness, create links across communities and support and encourage local Green Amber Green Amber action to address Climate Change.

CC5: Work to identify ways to enhance the air quality status in the district. Green Green Green Amber 84

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CC6: Protect our local ecology and find ways to enhance biodiversity. Amber Amber Amber Amber

CC7: Encourage and support residents and landlords to make their homes more Green Green Green Green energy efficient.

CC8: Increase the availability of electric car charging points across the district. Green Green Green Green

CC9: Refit the Council’s buildings where possible to improve energy efficiency and lower carbon footprint and, wherever possible, eliminate single-use plastics in Green Amber Green Green Mendip’s offices.

CC10: Explore investments in renewable energy and infrastructure, including community Amber Green Green Amber run schemes.

CC11: Work within the Somerset Waste Partnership to continue to make recycling and Amber Green Green Green waste management easier, taking action on plastics in particular.

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Corporate Plan Priority Actions Dashboard

Protect and Enhance our Towns and Rural Communities Direction of Travel over the quarters -

Priority Action Q1 Q2 Q3 Q4

E1: Support and facilitate City, Town and Parish Councils to develop and adopt Green Green Green Amber Neighbourhood Plans and Village Design statements.

E2: Promote innovative and quality building design. Grey Grey Green Green

E3: Work with councils, business groups and the wider community to ensure that our town, city and village centres remain the multi-purpose economic and social heart Green Green Green Green of our communities, where people access most services.

E4: Work in partnership with agencies including Police, Fire and Health to promote Green Green Green Green community resilience.

E5: Actively recognise and protect the Mendip landscape and natural environment through the Planning framework. Encourage and facilitate the planting and Green Green Green Amber protection of trees, hedgerows and green spaces, and net gain for biodiversity, including through planning conditions.

E6: Use our understanding of local infrastructure needs to negotiate robust S106 Green Amber Green Green Agreements. 86

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E7: Work with communities and partners to help maintain and enhance valued local Green Amber Amber Amber amenities and facilities.

E8: Strengthen our approach to enforcement to ensure a high-quality built environment Green Green Green Amber and to tackle environmental crime and fly-tipping.

E9: Encourage communities to take action to keep neighbourhoods clean, such as litter Merged Merged Green Amber picks. with CC6 with CC6

E10: Review the role of our car parks in supporting our city, towns and villages and Green Green Green Red helping people access local services.

Note: Further details on the progress of each priority action can be found within Appendix B.

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Corporate Plan Priority Projects

Corporate Plan Priority Projects Dashboard

Corporate Plan Priority Projects Start Date Expected Direction of Travel over the quarters Delivery Date -

Projects Q1 Q2 Q3 Q4 Renew and Strengthen Local Plan A comprehensive review of the adopted 2014 Mendip Local 2020 2023 Green Amber Amber Amber Plan Part I. Key Message: The Local Plan Part I review is paused with work focusing on options for sustainability and design guidance, Phosphate Strategy and supporting studies. An update on planning reforms and review timescales to be provided by Q2 21/22. Following additional consultation, Inspectors Report on Local Plan Part II is expected in May with adoption by Q2 21/22. Cycle and walking paths Reducing the volume of commuter related vehicles on our 2020 2023 Green Green Green Green roads through the creation of an integrated network of multi- user paths around Mendip. Key Message: The paper on Achieving Land Access to Deliver Multi-User Paths was presented to Cabinet on 1st March 2021. The Council has been working with Greenways and Cycle routes, Parish Councils and local volunteer groups to identify, map and survey the potential routes of 88

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the 14 proposed connections. The planning application for the multi-user path on campus was submitted and work continues in collaboration with the County Council and Greenways and Cycle routes to achieve construction of the path at Dulcote. The Council have recently appointed PJA consultants to complete a Local Cycling Walking Infrastructure Plan (LCWIP) for the District. The LCWIP will secure the delivery of the routes by feeding into and shaping local planning policies and unlocking funding. Work on the LCWIP will commence shortly, running in parallel to the work on the physical delivery of the identified connections. Saxonvale A major town centre regeneration project in Frome 2016 2025 Green Amber Amber Green Key Message: The granting of Outline Planning Consent for the scheme in January 2021 was a major milestone for the programme and work now progresses to scope and clarify the next phases. Contractors have commenced site investigation and enabling works. Opportunities for wider community benefits continue to be explored. Affordable and Social Housing Initiatives Develop and deliver a programme of social housing, focusing 2020 2023 Green Amber Amber Amber initially on the potential of council owned sites. Key Message: Aster completed their public consultation on the sites in Street and Glastonbury, to inform their planning applications. Other sites and opportunities continue to be explored across the district, with informal dialogue taking place with a range of stakeholders and potential providers. These will inform reports on next steps for the programme. Glastonbury Living Spaces To understand and quantify the range, nature and 2019 2023 Green Green Green Green accommodation need in the area. Key Message: The Van Dwellers report has provided the Council with more data to understand the needs in the area and the support the community would benefit from. The two new post holders are taking active steps, both to support individuals in the achievement of effective housing options and in the work to identify practical longer-term solutions. The Council is awaiting a response from Government on its Glastonbury Town Investment Plan submission which, if approved, will provide investment to support the longer-term solution work. Development of Community & Parishes To strengthen our relationship with our community and parishes 2020 2023 Green Green Green Amber

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Key Message: Work on the Communities Framework was mainly paused during Q4 20/21 as staff were redeployed to support the Interim Priorities. The launch of the Communities Fund and the Climate Change Grant was on hold and will be relaunched during Q1 21/22. The paper to agree the setting up of a Parish Advisory Group has been on hold and will be presented to June Cabinet. Parish information and engagement events continue to be held electronically. Work has been progressing on the new electronic information pack for Parish, Town and City clerks and it will be launched in Q1 21/22. Work to develop and maintain the pack will be ongoing. Mendip has been working with the other districts, partner agencies and the County Council on food resilience. Support will be ongoing until the end of August with a Somerset - wide exit strategy being developed. Response to Climate and Ecological Emergency Delivery of the Climate Change Action plan through 2019 Ongoing Green Amber Green Amber recommendation, and influence across all portfolios Key Message: At Scrutiny on 15th February 2021 a paper on ‘Making better use of the climate and Ecological working group’ was presented. The report reviewed the intentions of the working group, its role within the organisation and considers how it can effectively contribute to the workings of the Council and achievement of the corporate priorities. Scrutiny Board formally moved the Climate and Ecological Emergency working group into the Scrutiny structure.

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Corporate Finance

Corporate Finance Dashboard

Corporate Finance Direction of Travel over the quarters -

Priorities Q1 Q2 Q3 Q4

Revenue spending (over/under spend against budget) Amber Amber Amber Amber

Revenue spending: Write off to reserves Green Green Green Green

Capital Spending (over/under spend) Green Green Green Green

Capital Slippage (projected) Green Amber Amber Amber

General Reserves: balance Amber Amber Amber Green Key Message: The financial position of the Council has improved during the year, partly due to new Government support for Covid-19 related costs and lost income. The latest of these is compensation for the loss of Council Tax and Business Rates. There have, however, been additional cost pressures arising from the third lockdown, particularly around waste collection and the administration of business grants. The current estimate is a loss in the region of £1m due to Covid-19. There were no write offs to reserves at this point although this may be necessary if any overspend remains at the year end. 91

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Significant capital slippage has occurred during 2020/21 and these schemes have been reviewed and built into the 2021/22 capital strategy where still relevant / necessary.

The potential for commercial investments in the current economic environment has been significantly reduced, and none have happened in this financial year. The budget for 2021/22 was however balances without further commercial returns.

The general reserves and all balances have been reviewed by the s151 Officer and the Medium-Term Financial Plan (MTFP) related items have now been transferred to a single reserve, to deal with the budget risks over the next 3-year period, covered by the new MTFP.

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Performance Indicators

Customer Feedback

Learning from customer feedback to improve the way we do things is part of the performance management culture we are striving to embed throughout the Council.

An unjustified complaint is when a complaint that has been logged on the system has been investigated by the manager and deemed not to be reasonable or the process the staff followed is within regulation / policy.

A partially justified complaint is when a complaint that has been logged on the system has been investigated by the manager and deemed to be reasonable in part but not all areas.

Second stage complaints are logged where the complainant is not satisfied with the response they received for their initial complaint.

Response times are extended with consultation and agreement of the complainant

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Target Annual Q1 20/21 Q2 20/21 Q3 20/21 Q4 20/21 Outturn Performance Calculation National/

Indicators Methodology service Total % Total % Total % Total % Total % level Target Total number 1st stage Customer 1st justified / partially Stage justified external - 5 - 7 - 8 - 9 - 30* - Complaints complaints received in Received period Total number 1st stage Customer 1st justified / partially Stage justified external - - - 7 - 10 - 30* - Complaints 5 7 complaints responded Responded to in period Average number of days Customer 1st taken to respond to 1st Stage Average stage justified / partially - 12 days - 13 days - 14 days - 5 days - 10 days - days to respond justified external complaints in period Customer 1st Percentage of Stage Complaints Responded Percentage of 10 day 80% 71% - 57% - 90% - 77% to within the 10 day - - Complaints target responded 94

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Total number of Praise Praise - 25 - 30 - 19 - 105 - received in period 31

The total number of Second stage second stage ------Complaints complaints received in 2 0 0 0 2 period Local Government The total number of Ombudsman LGO complaints - 0 - 4 - 3 - 3 - 10 - (LGO) received in period complaints LGO final The total number of decisions LGO final decisions - 0 - 3 - 2 - 2 - 7 - received received in period Note: *There was an additional complaint received in September 2020 which was not added to the system until after the figures were provided. This was detected when compiling the Q4 data and has now been added to annual outturn total for number of complaints received and those responded to, hence the discrepancy by 1 when adding up each quarter.

In summary the Council received 9 justified or partially justified external customer complaints during Q4 20/21 and logged 19 expressions of praise for council services during this time. There were no second stage external, justified or Key Message partially justified complaints received in Q4 20/21. Compared with 2019/20, the Council has noticed a decrease from 43 complaints received to 30 complaints received in 2020/21. The annual percentage of complaints responded to within the 10-day target has improved compared to 2019/20 from 70% to 77%.

Three local Government Ombudsmen complaints were received in Q4 20/21; 2 are being investigated and 1 is deemed premature.

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There were two final decisions received from the Local Government Ombudsmen in Q4 20/21 and the decisions are noted within the table below;

Service Area Final LGO Decision Neighbourhood Services Closed after initial enquiries - out of jurisdiction Planning and Growth Services Closed after initial enquiries - out of jurisdiction

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Freedom of Information and Data Protection

Freedom of Information Requests:

Mendip District Council deals with a significant number of Freedom of Information (FOI) requests per quarter

Target Annual Q1 20/21 Q2 20/21 Q3 20/21 Q4 20/21 Outturn Performance Calculation National/

Indicators Methodology service Total % Total % Total % Total % Total % level Target The number of FOI FOI Received requests received in - 89 - 147 - 144 - 168 - 548 - period

Percentage of FOI FOI requests acknowledged 2 days - 84% - 87% - 92% - 95% - 91% acknowledged within two days

The number of FOI FOI Completed requests completed in - 65 - 123 - 129 - 112 - 429 - period 97

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The number of FOI requests refused in - 2 - 5 - 8 - 6 - 21 - period – Full refusal FOI Refused The number of FOI requests refused in - 0 - 2 - 8 - 8 - 18 - period – Partial refusal

Percentage of FOI 20 FOI completed requests completed working - 80% - 91% - 91% - 92% - 89.5% within 20 working days days

The number of FOI Internal reviews internal reviews - 2 - 2 - 3 - 2 - 9 - requested in period

The number of FOI FOI Outstanding requests outstanding at - 48 - 57 - 64 - 50 - 50 - the end of the period The Council deals with a significant number of Freedom of Information (FOI) requests, with a range between 89 and 204 received each quarter over the last two financial years. The number of FOI requests received in Q4 2020/21 was higher than in Q3 2020/21 and is higher than the same quarter in 2019/20 (148 requests). The number of requests received as a whole is up substantially on 2019/20 but continues to show a downward trajectory from the very high Key Message levels seen between 2016 and 2019.

The response time of 92% requests responded to within 20 working days is up slightly on the previous quarter but is slightly lower than the same period in 2019/20 (93%). The percentage of requests completed within 20 working days recovered to be just below 90% for the year as a whole. 98

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Information Rights Requests under the General Data Protection Regulation or Data Protection Act 2018

GDPR / Data Protection requests:

Mendip District Council deals with a number of information right requests regarding personal data that are handled under the General Data Protection Regulation (GDPR) and Data Protection Act 2018 (DPA18).

Data Protection requests are often complex and generally time consuming, requiring a significant amount of investigation, and good information governance is paramount when dealing with sensitive information. This can have an impact on the time taken to resolve a request.

Target Annual Q1 20/21 Q2 20/21 Q3 20/21 Q4 20/21 Outturn Performance Calculation National/

Indicators Methodology service Total % Total % Total % Total % Total % level Target Information Total number of requests Rights Requests - 14 - 9 - 12 - 11 - 46 - received in period received The percentage of Information requests completed within Rights Requests the required 1 month (this 1 month - 44% - 67% - 89% - 67% - 67% completed can be extended by up to a further 2 months for 99

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complex requests) in period

The number of requests received in Q4 2020/21 has decreased slightly compared to the previous quarter, although this is higher than the same period in 2019/20 (10 received).

Key Message After a recovery in the response rate in Q3 20/21, Q4 20/21 has seen the 1-month response rate fall to 67%, which is also down on the response rate seen in 2019/20 (80%). The Information Governance team will investigate this drop in the response rate and to put in place improvements, to ensure the 1-month deadline is met.

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Human Resources

In this section we measure the size of the organisation, starters and leavers and long and short-term sickness absence

HR Employee Figures:

Target Annual Q1 20/21 Q2 20/21 Q3 20/21 Q4 20/21 Outturn Performance Calculation National/

Indicators Methodology service Total % Total % Total % Total % Total % level Target

Total number of Employee Total - 173 - 176 - 177 - 185 - 185 - employees in period

The total number of Full FTE total Time Equivalent (FTE) - 156.8 - 157.3 - 161.0 - 167.4 - *160.63 - (average) staff in period

The total number of Starters - 13 - 5 - 6 - 11 - 35 - starters in period

The total number of Leavers - 2 - 2 - 5 - 3 - 12 - leavers in period 101

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The total number of Vacancies vacancies at the end of - 18 - 12 - 20.4 - 12.6 - - - period *The FTE Total for the annual outturn is an average based on the four quarter totals, which enables a more representative calculation of sickness across the year for the annual outturn.

Recruitment has been busy across all services in 2020/21 and we have also seen the return of the Finance service in house in Q1 20/21 and recruitment for the Exchequer service ahead of the service return in house on 1 April 2021 which has resulted in an increase in the number of staff employed by the Council. Key Message In Q4 20/21 the Council has recruited to vacant posts in the Community Health Enforcement Team to bolster and provide a more effective service.

As at 31st March 2021, there are 12.6 vacancies of which 5 are filled on a temporary basis and 3.6 are either advertised or interviews are arranged. The remaining 4 are under active review by the relevant Heads of Service.

Note: Small discrepancies may appear for the total number of employees if a starter / leaver for the end of a quarter is processed at any point after the report is issued.

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HR Sickness Figures:

Target Annual Q1 20/21 Q2 20/21 Q3 20/21 Q4 20/21 Outturn Performance Calculation National/

Indicators Methodology service Total % Total % Total % Total % Total % level Target Total number of 134 28 122 277 561 Sickness days lost in ------days days days days days period Sickness days 0 214 333 Long Term - 97 days - - 22 days - - - lost days days days 37 28 100 63 228 Short Term ------days days days days days 2.2 days per Average number of days 1.65 3.49 quarter 0.85 - 0.18 - 0.76 - - - lost per FTE in period days days 8.8 per days days days FTE average annum days lost 0.14 1.27 2.07 Long Term - 0.62 - 0 days - - - - days days days days 0.38 1.42 Short Term - 0.24 - 0.18 - 0.62 - - - days days days days days Number of staff Total number of staff - 8.1% 5.7% 10.7% 21 11.3% 64 - sick sick in period 14 10 19 103

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Long Term - 4 2.3% 0 0% 1 0.6% 6 3.2% 11 -

Short Term - 10 5.8% 10 5.7% 18 10.2% 15 8.1% 53 - Total number of instances of sickness in - 14 - 11 - 23 - 22 - 70 - Number of period instances of Long Term - - - - 6 - 11 - sickness 4 0 1

Short Term - 10 - 11 - 22 - 16 - 59 - Average number of 13.2 8.0 days lost per actual - 9.6 - 2.8 - 6.42 - - - days days staff sick days days days Average lost day 24.25 35.7 20.5 per staff sick Long Term - - 0 days - 22 days - - - days days days 4.2 4.1 Short Term - 3.7 - 2.8 - 5.6 - - - days days days days days

Q4 2020/21 has seen an increase in absence overall and particularly in long term absence, due to a small number of staff being absent, due to serious health conditions for most or all of the period. Short-term absence in Q4 2020/21 has reduced and been mainly due to virus / Covid-19 or stress and depression. Key Message Absence levels at 3.49 days per FTE in 2020/21 remains well below the Local Government Workforce Survey average of 8.8 days per annum per FTE, continuing Mendip’s record of having lower than average absence figures for the public sector.

Note: Long Term sickness is 20 plus days, pro rata for part-time employees

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Service Performance Indicator Dashboards

Planning and Growth Services:

Target Annual Q1 20/21 Q2 20/21 Q3 20/21 Q4 20/21 Outturn Performance Calculation National/

Indicators Methodology service Total % Total % Total % Total % Total % level Target Major Planning Decisions total and % Major Planning in time or extended 60% Decisions time. 8 87.5% 14 93% 9 78% 14 71% 45 82% Outturn is over the reporting period Non Major Planning Decisions total and % Non Major in time or extended Planning 70% time. 217 95% 232 83% 221 84% 275 85% 945 86.5% Decisions Outturn is over the reporting period Total and % of decisions in time and / Listed Building or extensions of time. 70% Consent 27 96% 40 80% 30 70% 40 85% 137 82.5% Outturn is over the reporting period. 105

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Major Planning Decisions have met the service level agreement target for Q4 20/21 although the percentage of decisions made in time or extended time has decreased compared to Q3 20/21, this is due to concentrating on the Interim Priorities. Comparing against previous annual outturns, there has been a drop in the number of applications received from 63 received in 2018/19, and 48 received in 2019/20. The percentage of decisions made in time or extended time has decreased annually, although still significantly above the national target. Various factors have influenced this, including impact of Covid-19, access to old IT systems and implementation of the new IT system. There have been some very complex applications which require significant time investment during this year.

Non-Major Planning Decisions has seen an increase in the number of applications received compared against previous quarters of 20/21, the decisions made in time or extended time has met the service level agreement target. There has been a slight decrease in the number of applications received during 2020/21 as in 2018/19 we received 1003, and 2019/20 we received 1040, although the percentage outturn of decisions made in time or extended are consistent year on year.

The number of listed building consents received in Q4 20/21 is at similar levels to Q2 and Q3 20/21. However, Key Message during Q4 20/21 the percentage of decisions made in time or extended time has increased and exceeded the service level target. The number of applications received during 2018/19 was 158 and 2019/20 was 193, the percentage outturn for decisions made in time or extended time has slightly dipped over the year but are above the service level target.

The team has discussed with the IDOX product experts whether a report can be produced that will provide the information requested regarding applications approved within time and separately with extensions of time. This is still under investigation

It is also important to note that from March 2020 to March 2021, Planners have been sharing licences to access the Planning systems and during lockdowns were unable to undertake site visits. The move to the new Planning system has also had a short-term negative impact on performance, however, the longer term will of course show a positive improvement in the service provided. Therefore, the majority of applications will have required an extension of time. Clearly the Phosphates issue has also had a major impact on determination of Planning Applications.

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Housing Services:

Target Annual Q1 20/21 Q2 20/21 Q3 20/21 Q4 20/21 Outturn Performance Calculation National/

Indicators Methodology service Total % Total % Total % Total % Total % level Target Average % of cases Homelessness closed with successful 59% successful prevention in period >=70% - 53% - 56% - 66% - 62% - preventions (National Average = average 58%) Average % of cases closed with successful Homelessness prevention in period >=50% successful reliefs - 49% - 41% - 42% - 37% - 42% (National Average = 40%) Numbers of Number of households households in in temporary 9 <= 6 temporary accommodation at the 5 - 11 - 9 - 10 - - average accommodation end of the period The total number of Disabled Facility No target 8 DFGs completed within 14 - 47 - Grants (DFGs) set 4 - (should - 19 - the reporting period. be 10) 107

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Housing Options: The council has not seen a measurable impact in Housing Options of people losing their accommodation due to the impact of the pandemic yet. There are many commentators that predict we will see large numbers of renters losing their accommodation once the ban on evictions is lifted at the end of May 2021. As always, the team will work closely with private renters and their landlords to avoid eviction, if possible. Overall performance across the year has been slightly better than the national average although lower than our service level target. We will adjust this service level target for 2021/2022.

The number of households in temporary accommodation (TA) has remained relatively low with an average of 9 households in temporary accommodation at the end of each quarter. While this is higher than our service level target of 6, it equates to a rate of 0.22 households in TA (per 1000 households) while the average rate in the other Somerset districts* is higher at 0.64 (per 1000 households), while within the South West* the rate is 1.51 (per 1000 households).

Note: The national average for homelessness successful reliefs has changed from 42% to 40%. The homelessness successful preventions national average has not changed. Key Message *The Somerset and South West TA average outturns are taken from the latest available Government report dated 30th September 2020.

Disabled Facility Grants: The Q4 20/21 outturn represents a significant period of time in national lockdowns but also includes jobs that were underway from previous quarters, which were able to be completed by contractors in the quarter, which was positive. The pandemic has led to a backlog of cases which started to be addressed in Q3 20/21 but then slowed significantly again in Q4 20/21, meaning the overall yearly completed cases is lower than previous years.

Our home improvement agency stopped carrying out visits during the most recent lockdown to all but the most serious cases, and visits only started up again right at the end of the quarter. SCC Occupational Therapists were mainly focusing on moving and handling, and many physical visits and assessments were postponed, although some virtual assessments have been able to take place.

The service has seen a definite decline in cases coming through for DFGs. It is hoped that Q1 21/22 will see 108

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enhanced progress being made through all parts of the process and the backlog starting to be tackled, as home visits start up again. Some clients remain concerned about home visits due to vulnerabilities, and contractors are very busy with work; however, cases will be progressed as quickly as we are able and we continue to work with our partners to progress cases for the highest priority clients as soon as we can, following the appropriate health and safety guidance.

Neighbourhood Services:

The Street Cleansing and Groundcare proactive inspection figures indicate how many randomly selected inspections have been carried out by MDC officers and the contractor for both service streams within the Core Services Contract. There are ‘up to’ 960 inspections carried out each month for the whole of the contract service streams including, but not limited to, facilities and asset maintenance.

Target Annual Q1 20/21 Q2 20/21 Q3 20/21 Q4 20/21 Outturn Performance Calculation National/

Indicators Methodology service Total % Total % Total % Total % Total % level Target The overall total number Fly tip collections of fly tips collected during - 630 - 454 - 579 - 620 - 2283 - the reporting period The % of fly tips collected within 3 working days 3 working Fly tip collections after reported to the days - 93% - 92% - 94% - 91% - 93% contractor 109

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The total number of proactive inspections Street Cleansing - carried out during the 80% Inspections period for Street - 0% - 0% 361 79% - 0% 361 79% Cleansing and the % of those graded A or B The total number of proactive inspections Ground care - carried out during the 80% Inspections period for Groundcare and - 0% - 0% 94 93% - 0% 94 93% the % of those graded A or B The total miles of road NEW Street swept and the total cleansing - 1535 tonnage of debris ------miles collected within period NEW Street The total tonnage of cleansing debris collected from road ------581.260 - - - sweeping within period tonnes

NEW – Street The number of community cleansing litter picking projects ------20 - - - projects carried out within period

NEW – Street The total tonnage of litter 3.970 cleansing collected from litter picking ------projects projects within period tonnes 110

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Total tonnage of waste disposed of within period. NEW – Street Includes litter bins, dog cleansing - 273.540 bins, fly tipping, litter picks ------waste disposal tonnes except for special clearances

Fly tipping: The response time for collecting fly tips although slightly reduced compared to Q3 20/21, is higher than the same period last year 2019/20 and there has been a significant increase in fly tips, when comparing the same periods (Q4 2019/20 (456) and Q4 2020/21 (620)).

Overall fly tipping for 2020/21 has significantly increased by 51% when comparing against 2019/20 figures. The annual outturn for the response times is at the same level as 2019/20, which is a positive response from our contractor IDverde.

This increase is associated with the on-going Covid-19 pandemic and greater volumes of waste being created and disposed of, in this case incorrectly and illegally. Key Message Street cleansing and groundcare: Due to Covid-19 restrictions street cleansing and groundcare inspections did not commence until Q3 20/21, and these were ceased again later in the period, in December 2020. The annual outturns are not directly comparable to previous years figures due to the pandemic.

The Council has included five new Street Cleansing performance indicators to monitor, which are noted in the table above.

The total tonnage of waste disposed during Q4 20/21 included targeted litter picks along the A361 Frome bypass, A371 and A39 within the District boundary. Traffic management was used to control traffic on these high-speed roads. 111

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Community Health Services:

Target Annual Q1 20/21 Q2 20/21 Q3 20/21 Q4 20/21 Outturn Performance Calculation National/

Indicators Methodology service Total % Total % Total % Total % Total % level Target Service requests received and Service Requests 95% responded to within the 636 97% 616 97.2% 524 97.5% 711 87% 2487 94.3% 5 day service standard

Enforcement - Number issued in n/a CPWs period 12 - 5 - 0 - 7 - 24 -

Number Enforcement - conformed/withdrawn n/a CPWs 4 - 0 - 0 - 5 - 9 - in period

Enforcement - Number active in total n/a CPWs at end of the period 8 - 8 - 11 - 12 - 12 -

Enforcement - Number issued in n/a CPNs period 2 - 1 - 0 - 0 - 3 - 112

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Enforcement - Number active in total n/a CPNs at end of the period 2 - 1 - 1 - 1 - 1 -

Number being Enforcement - progressed for further n/a CPNs enforcement action at 2 - 1 - 1 - 0 - 0 - the end of the period Enforcement – Number of abatement Abatement notices served during n/a 0 - 0 - 0 - 0 - 0 - Notices the period

Enforcement – Number of abatement Abatement notices withdrawn n/a 0 - 0 - 0 - 0 - 0 - Notices during the period Number of abatement Enforcement – notices being Abatement progressed for further n/a 0 - 0 - 0 - 0 - 0 - Notices enforcement action at end of the period

Enforcement - Number of FPNs n/a FPNs issued in period 0 - 1 - 0 - 1 - 2 - 113

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Service Requests: During the year the teams within the group responded to 2,487 service requests, a 62% increase on 2019/20. Given the increase in requests, along with the Councils change to remote working, re-working of licensing processes and constant changes in legislation, this is an amazing response by the whole team and demonstrates just how hard they have all been working, whilst also juggling family life, volunteering for other roles to support communities and the vaccination roll-out.

Across 2020/21 the response time target for Community Health service requests was just missed. This was due largely to the target for Q4 20/21 not being met. The majority of the services within the group did meet their targets during this difficult time, but the inclusion of the enviro-crime enforcement cases for the first time played a part in skewing the figures. During the period these officers undertook training of the new recording system and embarked on reviewing procedures. The performance of this specific area was additionally impacted as a consequence of leave requirements on the available staff resource of only 1.6 FTE, noting that the full complement of resource on the establishment is 3.0 FTE. The Environment and Community Protection (ECP) Team delivered an overall performance of 78.9% but it was deemed appropriate to include the response time in readiness for the 21/22 Key Message reporting year, where significant improvements are expected.

Enforcement: The data above confirms that use of the powers under the ASB, Crime and Policing Act 2014 continue to provide an effective way of dealing with low level ASB, with cases issued with a CPW not requiring further intervention / enforcement. The effort devoted towards integration of the enviro-crime requests (formerly within Neighbourhood Services) into the Northgate system during Q4 20/21 has provided a comprehensive data set for Q4 20/21 from which further improvements can be made.

A potential prosecution for failure to comply with a Community Protection Notice associated with nuisance from a food establishment, has been averted through a concerted effort to gain compliance and secure works to mitigate the nuisance. Further enforcement proceedings by the Environment and Community Protection Team on an Unauthorised Encampment on MDC land were also averted through significant cross council working involving a significant input from the Housing Service.

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Within the Public Protection Team one Formal Caution was issued for offences under animal licensing legislation and 6 Prohibition Notices were served on 3 premises, under Covid-19 Regulations.

Note: CPW means Community Protection Warning and CPN means Community Protection Notice. All other acronyms can be found within Appendix D.

5 Councils Partnership:

Please note the Key Performance Indicators (KPIs) for the 5 Councils Partnership are presented as aggregated figures at a partnership level, rather than for Mendip alone, as per the agreed contract monitoring regime.

Local Land Charges:

Target Annual Q1 20/21 Q2 20/21 Q3 20/21 Q4 20/21 Outturn Performance Calculation National/

Indicators Methodology service Total % Total % Total % Total % Total % level Target 50% of Local Authority Land Charges searches sent/returned 50% KPI001 within 5 working days - 60.9% - 61.1% - 64% - 63% - - (in period) 115

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99.5% of Local Authority searches Land Charges sent/returned in 8 99.5% PI001 - 100% - 99.9% - 100% - 100% - - working days (in period)

KPI001 has met the target for Q4 20/21 and the year as a whole, in addition 2020/21 is an improvement against 2019/20 quarterly outturns. Key Message PI001 has been consistent throughout the 20/21 meeting the target throughout, albeit, with a slight drop in Q2 20/21.

Revenues and Benefits – Annual Returns for Mendip District Council

Target 2017/2018 2018/2019 2019/2020 2020/2021

Performance Calculation Methodology National/ Indicators service level Target Total % Total % Total % Total %

Council Tax – in year collection Council Tax 98.03% (BVPI 9 PI004) - 97.8% - 97.7% - 97.7% - TBA

Business Rates – in year collection Business Rates 99% (BVPI 10 PI005) - 99% - 99.1% - 98.9% - TBA 116

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Key Message The annual outturn has not yet been received.

Somerset Waste Partnership:

Somerset’s Local Authorities work together as the Somerset Waste Partnership ensuring that our household waste is reduced, collected, reused, recycled and effectively treated. The data is Somerset wide, unless otherwise stated. Please note: Data is provided by SWP and there will be a delay reporting outturns by one quarter.

Target Q1 20/21 Q2 20/21 Q3 20/21 Q4 20/21

Performance Calculation Methodology National/ Indicators

service level Target Total Total % Total % Total % NI 192 - The percentage of hhld waste that is The % of all household waste sent for reuse, reused, recycled or composted 53.0% - 48.40% - 55.67% - 52.26% - TBA recycling or (Somerset wide) High % is good composting (quarterly)* 117

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NI 193 – The percentage of The % of residual municipal waste municipal waste going to landfill - (Tonnes) N/A - 16.79% - 13.04% - 8.39% - TBA sent to landfill (Somerset wide) Low % is good (quarterly)* Percentage of The % of all recycling collected waste recycled in which is reprocessed in the UK N/A the UK - 99.58% - 97.52% 97.43% - TBA (Somerset wide) High % is good (quarterly)* * MDC is part of the Somerset Waste Partnership. At present the performance data relating to waste services is supplied by SWP and is not available at a district level. Please note there is a delay in reporting outturns by 1 quarter.

NI192: Q3 is down compared to Q2, as is usual, mainly due to the drop off in garden waste that occurs in this period and is similar to the trend seen last year.

Key Message NI193: Continues to fall, as more residual waste is diverted away from landfill to energy recovery. Work continues with Viridor to ensure as much waste as possible is sent to the energy recovery facility at Avonmouth.

A very slight drop-off in the amount of recycling reprocessed within the UK, although averaging over 98% for the year to date. Other than cardboard from Recycling Centres sent to the Far East, no material from kerbside collections went abroad in Q3.

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mendip.gov.uk 46 APPENDIX B CORPORATE PLAN PRIORITY ACTION REPORT 2020/21 Appendix B

Alert Symbol Key Green On Target Amber Some Issues / Currently off target Red Unlikely to be achieved Grey Not yet due to start / scoping

Ref Action Lead Service Area D P Related Major Priority Target (Quantitative) Key Outcomes Delivery Q1 RAG Q2 RAG Q3 RAG Q4 RAG Actions Taken in Q3 2020/21 Actions Taken in Q4 2020/21 I Projects date L

Priority: Make Mendip a Fairer Place Housing

1.Affordable and Social The Ministry of Housing, Communities and Local Government invited comments on The Council are awaiting the outcomes of the planning reform white paper from Strengthen the Local Plan and support developers to meet social Planning and Housing Initiatives All housing schemes are policy compliant for the planning white paper by 29th October 2020. The response to the planning white F1 D I P n/a 2021/22 Green Green Green Green Government. Discussions continue with Portfolio Holders for Planning Policy and Strategic and affordable housing objectives. Growth Services 2.Renew and Strengthen affordable housing paper "Planning for the future" was presented at Cabinet on 12th October 2020 and Policy and Climate Change in terms of what can be delivered over the next 12 months. Local Plan Cabinet agreed the tone of the response and to submit to Government.

Economy and Enterprise

Three companies have been selected to roll-out fibre networks on behalf of the connecting Devon and Somerset (CDS) programme, backed by Government funding. Preparations are underway for the rollout of the full fibre network through the recently Airband, Truespeed and Wessex Internet will be installing full fibre across Devon and awarded contracts from the Connecting Devon and Somerset (CDS) programme. In the Somerset to more than 56,000 rural homes and businesses over the next four years. Mendip area, Truespeed is contracted to provide full fibre broadband to homes and The Government's ambition is to build a Gigabit capable network across the UK. businesses. Truespeed has begun its primary connection in Wells and Nunney and it Support the availability and accessibility of broadband across Planning and Truespeed will be working in Mendip. Work is due to start in 2021 for completion in anticipates that by this autumn the first premises in each of these areas will be connected. F2 I L P n/a n/a Coverage in rural areas improves 2022/23 Green Green Green Green the district. Growth Services 2024. The initiative is being funded by the Department of Digital, Culture, Media and At the next CDS Board meeting in Q1 21/22 (whereby the Portfolio Holder for Economic Sport, Head of the south West LEP, CDS Local Authorities, European Regional Development and the Head of Planning and Growth are both members) it is anticipated Development Fund and the Rural Development Programme for England. CDS will present a delivery plan for Mendip. In addition, the Scrutiny Climate and The voucher scheme is working across Mendip in places such as Chewton Mendip, Ecological Emergency Working Group have requested a meeting during Q1 21/22 with Wells and Shepton Mallet. CDS to understand the voucher scheme in more detail.

The Tourism Strategy objectives and Small Tourism Grant Scheme are under discussion with the Strategic Tourism Group. The strategy will be presented to the Policies and Strategies working group for review in 21/22. The Creative Mendip Strategy, with a small grant scheme included, will be presented to Scrutiny in May 2021. The draft Mendip Tourism Strategy and the proposed future direction of Tourism The Economic Development Strategy will be reviewed over the coming months, with a support provided by Mendip District Council was presented to Cabinet on 12th consultation anticipated for Q1 21/22. This will incorporate a focus on recovery actions to October 2020 and has been agreed. support businesses. Work with local business communities to support new Development of a Business Revitalisation Grant, using funds from the Additional Mitigate impact of Covid-19 and Brexit on The Strategic Tourism Group have met on a regular basis since October 2020. A Restriction funding from Government is underway, planned to be launched in May 2021. enterprises and improve investment and growth, including in Planning and 2022/23 F3 D I L P Saxonvale (indirectly) n/a businesses through providing as much support as Green Green Green Green service level agreement has been agreed with Visit Somerset to promote tourism in In addition, the Council are working on developing the bids for the Levelling Up Fund and tourism, agricultural and manufacturing sectors, and create a Growth Services (ongoing) possible our district, further actions are being progressed. Community Renewal Fund. fairer environment for trading. The Council are progressing the Glastonbury Town Deal, however, awaiting My Mendip platform is in the testing phase prior to launch in Q4 20/21. The business announcement from Government on the level of successful bids. rate retention project has continued progressing and hoping to commence in Q1 21/22. My Mendip online community platform is now live, the next steps are to encourage more businesses to register before going out to the wider audience. There are over 100 businesses being supported via the Visit Somerset service level agreement. The Council has delivered online business support events and through the Eastern Somerset business support week.

Throughout a difficult year the Council has worked with partners to support the call for A submission has now been made to Government outlining the position of the fairer funding for the district and Somerset. Much of the original ambition of this action has Council and its district partners in Somerset as regards unitary proposals. This been overtaken by the impacts of the pandemic on council funds and also the discussions Joint approach to Work with local authority partners to support calls for fairer submission includes proposals around funding going forwards. regarding the future of Local Government in Somerset. As part of the pandemic financing F4 SLT L P n/a lobbying government by Fairer funding achieved 2021/22 Green Green Green Green funding for the district and Somerset. In addition to this the s151 officer has worked with counterparts elsewhere, as part of the Council has campaigned for fair funding to be able to maintain services and support end of financial year the Covid-19 response, to ensure that Government understands financial pressures those in greatest need. The Stronger Somerset submission submitted to Government, and how these can be fairly addressed for both the District and Somerset. jointly, by the district councils in Somerset has also laid out a better way forward for funding and supporting our residents.

The target of four apprenticeships to commence during 20/21 has been achieved.

Apprenticeships the Council has supported in 20/21: 1. Business admin apprentice 2. Finance apprentice (within the Exchequer team, studying AAT) Due to Covid-19 restrictions, the Business Admin Apprentice will now join MDC in 3. Planning assistant (Chartered Town Planning degree) February 2021 working in the Executive Support Office. The Planning Assistant will Work with partners to increase the number of apprenticeships 4 apprentices to start Number of MDC apprentices employed by the 4. Environmental Health Practitioner (apprentice) F5 Corporate Services D I P n/a Ongoing Green Green Green Green start their Chartered Town Planner Apprenticeship in January 2021, which is being within Mendip and across the district. during 20/21 Council delivered by UWE. The Council will be considering another finance apprenticeship to study AAT and another chartered town planner during 21/22. The business admin apprentice commenced during Q4 20/21 but decided not to proceed with the apprenticeship. In Q1 21/22 the Council will review the apprenticeship levy fund. This will inform how many 119 further apprenticeships the Council can support in 21/22. Ref Action Lead Service Area D P Related Major Priority Target (Quantitative) Key Outcomes Delivery Q1 RAG Q2 RAG Q3 RAG Q4 RAG Actions Taken in Q3 2020/21 Actions Taken in Q4 2020/21 I Projects date L

To continue to update businesses and advise in relation to export and import following Brexit and to support through online training events, dissemination of information, as per The Home Office presented to HEROG (Heart of the South West Economic the details in Corporate Plan Priority Action F3. Planning and Resilience & Opportunities Group) in regards to settled status and recruitment. Updates have been provided to businesses and guidance promoted via our website. Continuing of the promotional roll out of EU Settled status with partner agencies, this has Support our businesses and communities to be resilient to Growth Services F6 D I L P n/a n/a Support available for businesses 2022/23 Green Green Green Green The Council will continue to support businesses as a result of Brexit, as appropriate. merged with business support and Covid recovery. major changes, including those which may result from Brexit. and Community MDC officers are working with the Growth Hub through Heart of the South West Health Services Better Business for All (BBfA) to promote webinars on export and import The Council have proved we are able to respond to major changes and support local requirements for food and feed. businesses. Applying similar principles to other major events and the variety of multi- agencies that have been set up to deal with the Covid crisis would allow us to support changes going forward.

The implementation of the Real Living Wage (RLW) will commence from 1st April 2021. The pay modelling of the Real Living Wage has been completed and MDC are HR have contacted the Living Wage Foundation and upon evidencing the Council has Work towards a real living wage for all council employees and To achieve real living wage for employees and adopting the Real Living Wage from 1st April 2021. adopted the RLW an accreditation will be provided; this can take up to 3 weeks. During F7 Corporate Finance P n/a n/a 2022/23 Amber Amber Green Green those of our contractors those of our contractors The next steps are to review main contracts to establish their position on Real Living Q1 21/22 the Council's Salary Card will be updated in line with the RLW. Wage. Working with the Procurement Officer to develop the new procurement operating model will support negotiations with contractors, in providing the RLW within the next 2/3 years.

Engagement

Work has progressed on the Communities Framework during Q3 20/21 with links Progress has been slower than originally planned due to the redeployment of resources to beginning to be made with Mendip Health and Wellbeing Board. Further work has support Covid response activities. A draft framework is in place and a number of training been carried out to prepare for the launch of the communities fund in 2021. and engagement events have taken place virtually. A programme of dates to hold Parish Work to strengthen trust and relationships with our City, Town Stronger engagement with our City, Town and Information packs have started to be developed for parish clerks during this period. Forums and other training and information events has been agreed and will be published Development of Parishes through a range of channels including a Additionally, Parish Councillor information is being collated to improve in May 2021. It is unlikely that a conference will be held in 2021 and a suitable date will be F8 and Parish councils and in the wider community, to identify Corporate Services D I P n/a Ongoing Green Green Green Amber Community and Parishes strengthened forum, and supporting the communications as part of the parish and town development plan. To strengthen identified in early 2022. The action plan is regularly reviewed and updated for progress and ways to work together to address local needs and aspirations. development of Neighbourhood plans. relationships further with parishes and our community a paper to agree the setting up additional actions. Work on both Mendip's Community and Climate Change Grants was of the Parish Advisory Group will be presented to Cabinet during March 2021. Parish paused as we supported the Interim Priorities and the county was back into lockdown. The Forums continue to be held virtually, forums held so far have been for Stronger grants are intended to support community recovery and climate change and their launch Somerset, Waste and Recycling and Planning. will be aligned to the national roadmap for the lifting of restrictions.

We continue to develop the marketing and delivery plans to support services, projects and Our marketing and media strategy has been kept under review, particularly during initiatives, working with Head of Services. Refreshed Marketing and Media Strategy and this time with fast moving communications. In addition, we are promoting the Interim Priorities, supporting Covid-19 communications Plan that supports the delivery of the Council's Review our marketing and media strategy, adopting best and Stronger Somerset messages. F9 Corporate Services D P Supports All projects n/a objectives, through effective communications via a 2020/21 Green Green Green Amber We will be taking this into consideration/lessons learnt when do we do a more formal practice and ensuring a proactive approach. This action is currently amber as the formal and thorough review of the strategy needs to range of channels with our communities and and thorough review of the strategy post-Covid. We are continuing to develop be completed post-Covid, however we continue to adjust our ways of working based on stakeholders marketing and delivery plans to support services, projects and initiatives, working with feedback reporting and delivering communications to meet other services areas business Group Managers. plan.

Consultation on the brand guidelines has taken place with the Leader of the Council, Consolidate and clarify our brand strategies to actively The Council has a consistent and clear approach Draft brand guidelines have been developed with the next steps being formal sign-off. Corporate Services Portfolio Holder and the Head of Corporate Services. It is now waiting F10 improve our communities’ understanding of the Council’s role Corporate Services D P Supports All projects n/a to branding across all its platforms and 2020/21 Green Green Amber Amber There has been a delay in moving this forward due to resource capacity. formal sign off by Corporate Management Team. The updated new version of the Council publications and services. logo is ready for distribution to all staff during Q1 21/22.

No further progress has been made since Q3 20/21 on the adoption of the Digital Strategy and the RAG of Red reflects this. The development of the strategy was not deemed a priority in Q4 20/21, in light of the Corporate Priorities being changed and other key priorities needing to be delivered over this period. The draft digital strategy was presented to GMG on 2nd November 2020 which It is key to note however, that iterative digital improvements have continued to be made received positive feedback. Actions noted from the GMG meeting have been Review and develop our access channels, including the across the authority and the lack of a strategy has not deferred improvements. This The Council has an integrated digital strategy that discussed at the Digital Working Group, who have collectively reviewed the strategy. F11 website and social media output, to provide services, advice Corporate Services D n/a n/a 2020/21 Green Amber Amber Red includes continuing to keep all access channels up to date with information, online facilitates customer access to services. The next steps will be to engage with group managers to take this strategy forward, payment improvements, development of software to enable customer self-service for and information in ways that best meet customer need. when possible, however in light of continued response to Covid-19 and other Community Health Services, Financial Management System upgrade and the conclusion corporate priorities taking precedence this action remains Amber. of the Windows 10 hardware refresh.

The development of the strategy will commence again in Q2 21/22 with the aim on adoption in 2021/22.

Undertake reviews of all our services, including those that are delivered by contractors, in order to ensure that they are the The review of contracts highlighted by the Scrutiny Working Group has been delayed The review of contracts highlighted by the Scrutiny Working Group continues to be delayed F12 Head of Services D P Review outsourcing n/a Service reviews completed 2022/23 Green Amber Amber Amber best solution for meeting customer needs and providing value due to other Corporate Priorities taking precedence. due to other Corporate Priorities taking precedence. for money.

Following adoption of the Council's Interim Priorities in Q4 20/21, it was agreed this action would not be progressed in the short term. Encourage the establishment of, and support for, Youth Law and Implement a model for Youth Councils within During Q3 20/21 a strategic steer was provided by Cabinet and an Options Paper to The status of this action is currently red as the model was not delivered by the end of 20/21 F13 Councils in Mendip so that young people can influence their I L P n/a n/a 2020/21 Green Amber Amber Red Governance Mendip. support Youth Councils in Mendip is being developed. (delivery date). 120 future in the district. This priority will be revisited by the end of Q1 21/22 when a revised schedule and target delivery date will be agreed with the Portfolio Holder, including the presentation of an options paper. Ref Action Lead Service Area D P Related Major Priority Target (Quantitative) Key Outcomes Delivery Q1 RAG Q2 RAG Q3 RAG Q4 RAG Actions Taken in Q3 2020/21 Actions Taken in Q4 2020/21 I Projects date L

Wellbeing

Multi-agency approach to hoarding is being reviewed in Q4 to re-establish links and review any emerging support needs due to the pandemic, identified through 2020 where largely monitoring work took place due to partner organisations being involved Due to ongoing restrictions and continuous changes in Covid-related guidance, the work in the pandemic response. on the multi-agency approach toolkit was largely on hold. It has been reviewed to focus on An informal refresher and meetings with current MHFAiders took place where further recovery phase, pending agreement from relevant agencies - discussions to take place in training needs were assessed and passed on to HR. Contact details for all active Q1 21/22 on finalising the toolkit and creating a formal approach across various MHFAiders continue to be published in My Mendip. Mental Health support links are to organisations. Improve understanding of mental health amongst be added to the new Staff Wellbeing Hub on SharePoint planned to go live in January The Mental Health First Aiders (MHFA) scheme at the Council is being reviewed and the Maintain 10% staff staff and councillors to enable them to support Champion approaches to raise awareness of mental health 2021. process of recruiting new MHFAiders is to be created in 21/22. The focus will no longer be Community Health trained as MHFA per colleagues and residents. 2021/22 F14 and wellbeing within our communities and with our staff and D P Scrutiny Deprivation Green Green Green Green Despite the event on 10th October 2020 not taking place, the biggest opportunity to on having a certain percentage of staff trained as MHFA but rather providing mental health Services year. Run an end loneliness campaign promoting the (Ongoing) share information with residents during the pandemic was identified at Mendip Health awareness sessions and recruiting and supporting those who would like to take on the role councillors. positive elements of community activity during the and Wellbeing Board - a special edition health and wellbeing bulletin to members and of a MHFAider. This is to reflect the demanding and proactive nature of it. Formal pandemic. parishes to be published quarterly. First edition in December 2020 focused on refreshers for MHFAiders are being organised with HR. services and support directly or indirectly relating to loneliness. The End Loneliness project moved into BAU and links with relevant projects are being Mental Health Champions continue working with their local coronavirus support developed with plans for activities during Loneliness Awareness Week in June 2021. networks as well as the social deprivation working group project on loneliness. The Mental Health Champions continue to raise awareness amongst fellow members in scope for the loneliness project was produced, a meeting was held with championing connector training and making links with relevant support organisations. representatives from a number of local organisations and pre-Christmas comms included messages and signposting relating to alleviating loneliness.

The social deprivation working group has 3 strands, which are pandemic response, Lobbying letters, for pandemic response and fuel poverty, have been signed off by the benefits review and fuel poverty. Social Deprivation Working Group and Portfolio Holders, and sent to Government during Two letters are being prepared to lobby Government, one to ensure better ways of Q4 20/21. 1. Glastonbury Living IMD levels improvements working for any future civil emergencies, taking into account lessons learnt from the MDC has a clear understanding of deprivation, The benefits review final versions will be presented to interested parties during Q1 21/22 Engage with agencies, charities, community groups and other Spaces in district. (lowest ten current pandemic and two, to review the welfare system by highlighting weaknesses social and community health needs in the Mendip for sign off. F15 partners to seek solutions to address deprivation, social needs SLT D I L P 2. Affordable and Social LSOAs IMD values have Ongoing Green Green Green Green and areas of improvement. Mendip CAB and the Council have worked collaboratively area and is actively working with partners to tackle The Social Deprivation Working Group's original programme objectives have been Housing Initiatives risen.) by the next IMD to develop a benefits review paper to support the letter in relation to the welfare and community health issues. these issues. addressed; however the Council will continue to meet with the Citizens Advice Bureau to refresh system. In addition the Council continues to work closely with the Credit Union. review ongoing operational aspects of our work programme. The Fuel Poverty project has been developed as an outcome from the social Post-Covid the Council will work closely and collaboratively with the Credit Union to deprivation programme, this work stream has now been passed to the housing support any further opportunities. services team who are looking at ways to address fuel poverty.

The Options Report continues to be delayed whilst the Council delivers the Interim 5 changing places this is Extend the roll out of ‘Changing Places’ in order to make The progression of the Options Report has been delayed whilst emerging priorities Priorities in the short to medium term. The position of this priority will be reviewed in light of F16 Corporate Services L I P n/a an estimate until the Number of changing places facilities in the District TBA Green Amber Amber Amber Mendip more accessible for disabled people. take precedence. The position will be reviewed in Q4 20/21. a district wide approach and recent announcement of new Government funding, awaiting strategy is approved further detail, in Q1/2 21/22. 121 Ref Action Lead Service Area D P Related Major Priority Target (Quantitative) Key Outcomes Delivery Q1 RAG Q2 RAG Q3 RAG Q4 RAG Actions Taken in Q3 2020/21 Actions Taken in Q4 2020/21 I Projects date L

Priority: Deliver on our Climate and Ecological Commitment Housing

Identify and use the potential of the Local Plan to contribute to 1. Response to Climate Initial discussions have been held with the new Portfolio Holder for Planning and The Council are having regular meetings with Portfolio Holders for Planning Policy and meeting our climate and ecological commitment, including and Ecological Planning and Production of guidance to support our climate and Growth to refine the identified priorities relating to climate change and actions that Strategic Policy and Climate Change to develop a plan to deliver appropriate policies and CC1 requiring developers on large-scale projects to install carbon- D I P Emergency n/a 2022/23 Green Amber Amber Amber Growth Services ecological commitment. can be taken forward. Further meetings to take place in January 2021 to agree the guidance for the district in the short term, whilst the Council are awaiting the outcome of 2. Renew and Strengthen neutral equipment (solar panels, car charging points, access to action plan. FOLGIS, in order to review progress of the Local Plan Part 1. cycle routes, etc). Local Plan

1. Response to Climate and Ecological Higher sustainability standards agreed by 2022 The pandemic and planning reform white paper on development standards continue Work has commenced on a design guide for Mendip and this will help support decision Work with other local authorities to call for increased powers to Planning and CC2 D I L P Emergency n/a Improved standards for housing improves lives for 2022/23 Grey Amber Amber Amber to impact this action. However at a local Mendip level work is ongoing to look at making. The Council continues to work with colleagues across districts to aim for higher set higher sustainability standards for all new housing. Growth Services 2. Affordable and Social residents higher sustainability standards. sustainability standards. Housing Initiatives

Engagement

Encouraging residents to buy local will be linked to the development of Mendip wide The paper on Achieving Land Access to Deliver Multi-User Paths was presented to food strategy planned for 21/22. Cabinet on 1st March 2021. The Council has been working with Greenways and Cycle Work with local groups, Parish, City, Town Councils and other routes, Parish Councils and local volunteer groups to identify, map and survey the partners towards achieving a range of objectives including: 1. Response to Climate Complete actions identified within the integrated Tree 'whips', donated by MDC, have been provided to Binegar Parish Council, which potential routes of the 14 proposed connections. The next stage of the project is to o Creating a network of local and walking and cycling routes and Ecological network of multi-user paths project will support the Binegar Bottom's flood prevention scheme. The planting took place achieve land access to permit planning permission (where needed) and construction of the Community Health 2022/23 CC3 o Encouraging carbon sequestration through tree-planting D I P Emergency n/a Develop a tree planting biodiversity Green Amber Green Amber during the first week of December 2020 which coincided with the National Tree Week paths. Services (ongoing) schemes 2. Cycle and walking Develop a Local Food Strategy for Mendip organised by the Tree Council. o Encouraging people to buy local food paths MDC intends to collaborate with the Somerset Wildlife Trust in Q1 20/21 to support The cycling and walking paths project is being progressed with landowners. An development of a tree planting nature recovery toolkit which will enable Parishes/Towns to options paper is being prepared to review alternative models and to review the plant in their communities. There are synergies with this project and the 10-year compulsory purchase order process for potential routes Groundcare Plan.

Grant funding for Climate Change projects was approved at Cabinet in October 2020, The District Wide - Future Emissions Pathway report was presented at Cabinet on 1st with the launch planned for 2021. February 2021. The report was commissioned by the Council to identify the most Carbon Literacy Training options have been researched and the decision was made appropriate future emissions pathway for the District. Two pathway options and associated to offer in-house, rather that procure an external provider. Develop and deliver a programme of communications and measures have been recommended by the consultants. The Scrutiny Climate and MDC raises awareness of Climate Change The Climate and Resilience Officer has linked up with other Somerset District events to raise awareness, create links across communities Community Health Response to Climate and 2022/23 Ecological Emergency Working Group will consider the report and make recommendations CC4 D L P n/a across our communities and supporting Green Amber Green Amber Councils and Inter-Authority West of England Climate leads for sharing of best and support and encourage local action to address Climate Services Ecological Emergency (ongoing) back to Cabinet, via Scrutiny on the pathway option to select. The working group will practice and ideas. communities to take action monitor the commitment and will develop an annual 3-point action plan to address those Change Additionally the officer has liaised with B&NES and Cornwall County Council priority areas. regarding the future emissions pathways report and reporting of agri emissions. The pollinator campaign was successfully delivered and the renewable energy switch campaign was promoted during Q3 20/21 via social media.

Environment

Air quality 'no idling signs' were installed in all Mendip managed public car parks in Q4 Anti-idling PR was carried out for the 8th October 2020 Clean Air Day as well as 20/21. Signs for discouraging idling were shared with Somerset Waste Partnership at our messaging to Mendip's taxi fleet. Six new air quality monitoring sites are now three recycling sites to encourage drivers to switch of engines whilst waiting and we have installed for diffusion tube monitoring of oxides of Nitrogen. Air quality 'no idling signs' explored other potential locations for sign installation. The school campaign work and have been received and a programme for installation is organised with other actions relating to anti idling on the adopted forward plan has not yet resumed due to Work to identify ways to enhance the air quality status in the Community Health Response to Climate and MDC develops an Air Quality Action Plan to 2022/23 CC5 D I P n/a Green Green Green Amber Neighbourhood Services (NS) car parks team and core contractor IDverde. Signs the impacts of Covid-19 on schools and available team resource. Resource constraints district. Services Ecological Emergency promote positive behavioural changes (ongoing) for discouraging idling agreed to be shared with Somerset Waste Partnership and have not enabled us to revise and update the website information or programme in an erected at our three recycling sites to encourage drivers to switch of engines whilst updated cabinet report on air quality. We received praise from another Local Authority for waiting. The school campaign work has been halted by impacts of Covid-19 on our approach to enhancing air quality. We have worked towards building air pollution schools and team resource. considerations into the intended strategy for safer waste management to be rolled out in the business Plan for 21/22.

Development of a Groundcare 10-year Plan is in place with delivery expected in Q4 20/21, this will allow this action to reach its maximum potential, with the planning of all CEEG objectives into the wider delivery plan. The Groundcare Plan will be issued to Cabinet for decision and thus, relevant Member consultation. Increase the overall biodiversity habitat on MDC Development of a Groundcare 10-year Plan is in place with delivery now expected in Q1/2 Protect our local ecology and find ways to enhance Neighbourhood Response to Climate and 2022/23 CC6 D I L P n/a owned or managed land. Deliver on staff, member Amber Amber Amber Amber Somerset Local Nature Partnership (SLNP) who are leading on the Natural 21/22, this will allow this action to reach its maximum potential, with the planning of all biodiversity Services Ecological Emergency (ongoing) and parish tree give-away Environment work stream within the Somerset Climate Strategy have been awarded CEEG objectives into the wider delivery plan. a grant by Cabinet on 7th December 2020 to support the delivery of the actions.

Priority action E9 will form part of the Groundcare Plan and as such has merged with this priority action.

Energy Efficiency

Energy grants continue to be delivered by Housing Services, and there has been good The revised Safe and Healthy Homes Policy was agreed by Cabinet in November interest and take up for these grants to both obtain EPCs and undertake improvements. 2020 and adopted formally by Full Council in December 2020. It introduces energy Work with Marketing and Media continues to promote grant offerings and raise the profile efficiency grants which have been and will continue to be promoted to residents with residents. Works continue with procurement to explore options for delivering the fuel

122 including free EPCs to raise awareness and encourage retrofit improvements. A fuel poverty promotional campaign agreed by Cabinet. Pro-active work to target private rented poverty promotional campaign has been agreed by Cabinet and development is Encourage and support residents and landlords to make their Response to Climate and Residents encouraged to make energy efficiency 2022/23 properties with an EPC rating of F or G that can be improved continues as resources allow. CC7 Housing Services D I P n/a Green Green Green Green underway to start the project early 2021/22. A project targeting private rented homes more energy efficient. Ecological Emergency improvements through support and promotion. (ongoing) Work is underway to procure a contractor to deliver grant funding received from the properties with an EPC of F or G that can be improved continues, encouraging take Government Green Home Grant Local Authority Delivery programme to improve the up of grants and loans and energy improvements. A comms strategy has been energy rating of park homes to be delivered May-Sept 2021. The CSE continue to deliver developed aimed at promoting our grants and loan offers and multiple areas of our Home Energy Advice Service and have seen growing demand over the last few publicity have already been undertaken, working closely with marketing and media – months. The Government Green Home Grant Voucher scheme will come to an end at the particularly aimed at promoting energy grants. end of Q4 20/21. Ref Action Lead Service Area D P Related Major Priority Target (Quantitative) Key Outcomes Delivery Q1 RAG Q2 RAG Q3 RAG Q4 RAG Actions Taken in Q3 2020/21 Actions Taken in Q4 2020/21 I Projects date L

% (TBA) of identified need A paper on Electric Vehicle (EV) Charging Points on MDC Land was presented to Scrutiny on 18th March 2021. The report outlined the results of the procurement exercise MDC has a clear understanding of the EV need Increase the availability of electric car charging points across Neighbourhood Response to Climate and % (TBA) increase in EV 2022/23 The electric vehicle charging points procurement process continued during Q3 20/21 undertaken to seek suppliers willing to apply EV Charging infrastructure at no cost to the CC8 D I L P across the District and delivers and supports Green Green Green Green the district. Services Ecological Emergency solutions (ongoing) with expected delivery of the programme of works to commence in Q4 20/21. Council, and the supplier selected through the procurement exercise. The procurement solutions to meet this need. process for the electric vehicle charging points has been completed. The next phase will Subject to Contract be implementation with completion expected in Q1 21/22. Agreement

Recycling is in place on campus, although campus use continues to be significantly lower due to the pandemic and therefore Single Use Plastics (SUP) reduced.

The window installation has been delayed due to lockdown although discussions with % (TBA) of CO2 the supplier continue and expected to be complete during Q4 20/21. The window installation commenced in Q4 20/21 and will be completed during Q1 21/22. reduction from campus The status of this action has been rated ‘Green’ as the milestones projected to be per annum and baseline Refit the Council’s buildings where possible to improve energy The Crown Commercial Services (CCS) Framework Agreement and Energy delivered for this financial year 20/21 have been addressed. Neighbourhood Response to Climate and of stability To have an energy efficient campus, with a CC9 efficiency and lower carbon footprint and, wherever possible, DP 2021/22 Green Amber Green Green Contracts report was presented at Cabinet on 12th October 2020 to note and agree Services Ecological Emergency reduced CO2 footprint. delegated authority to the Group Manager for Neighbourhood Services in Due to delivering the Interim Priorities, discussion with the Portfolio Holder for eliminate single-use plastics in Mendip’s offices. Target to be advised from consultation with the Portfolio Holder for Neighbourhood Services and the Portfolio Neighbourhood Services, on how to further improve this priority action has been delayed, April 2021 Holder for Strategic Policy and Climate Change. Cabinet approved the position to anticipated to take place in Q1 21/22. exit the CCS framework and subsequent contracts and to source individual suppliers directly. CCS have provided new offerings during the negotiations which enables MDC to remain within the CCS framework and meet the Councils aim of a renewable supply.

The contract kick off meeting has happened with the energy consultant, agreement has MDC procures Energy Consultant and is able to been reached on how energy investment opportunities will be submitted to the authority identify and present opportunities for Energy An energy consultant commenced during December 2020 and initial meetings have and processed - it will be dealt with in the same manner as commercial property Explore investments in renewable energy and infrastructure, Response to Climate and Investment. taken place to create processes and pro-formas. The consultant will review the investments (Phoenix Board). The energy investment strategy needs to be signed off by CC10 Corporate Finance D n/a 2021/22 Amber Green Green Amber including community run schemes. Ecological Emergency Investment in Energy Sector to diversify the energy investment strategy and push forward with energy opportunities during Q1 Cabinet and taken through the Scrutiny Policies and Strategies Working Group. Once the Council's Investment portfolio 21/22. energy investment strategy is signed off the Council will consider investment in energy investment opportunities. The amber status is because the strategy sign off has been delayed due to pre-election period,

Waste and Recycling

Somerset Waste Partnership (SWP) presented their business plan for 21/22 to Cabinet in February 2021. It sought approval for the budget for 21/22 and renewal of the delegation of powers to SWP. In addition it noted the changes to how garden waste payments will be processed in 2021, as agreed by the Somerset Waste Board, recognising that Mendip Somerset Waste Partnership introduced the successful Recycle More roll out District Council already follows this process, however, other Somerset Districts will 50%+ increase in PTT programme to around 53,000 homes in Mendip during Q3 20/21. It adds plastic onboard. recycling collected over a Delivery of Recycle More scheme across the pots, tubs and trays to weekly collections along with cartons such as Tetra Paks, Work within the Somerset Waste Partnership to continue to period of time district, including the application of kerbside plastic household batteries and small electrical items. Neighbourhood Response to Climate and 2022/23 Recycle More is successfully up and running in Mendip and will be rolled out to other parts CC11 make recycling and waste management easier, taking action D I P District area (phase 1) recycling services (PTT)2. Continue to drive Amber Green Green Green Residents recycled over 300 extra tonnes of waste in the first five weeks of Recycle Services Ecological Emergency (ongoing) of Somerset soon. SWP have collected nearly 2,000 extra tonnes of recycling from the launched and successful changes in consumer behaviour and increase More according to SWP. The impressive effort includes a 23% increase in plastic - on plastics in particular. kerbsides in its first 15 weeks across Mendip, this includes a 38% increase in plastics. collection of PTT recycling rates 41 extra tonnes. Almost all of the plastics recycled in Somerset are staying in the UK Over the same 15 week period, the rubbish collected form Mendip's refuse bins fell by to be re-processed, with just 1% going abroad. around 16% in weight. Mendip is currently the only authority within Somerset to implement Recycle More. An online survey was launched on 29th March 2021 to Mendip residents, closing date for responses is Friday, 30th April 2021. SWP would like to hear what residents think about the expanded recycling service which has been running since October 2020. 123 Ref Action Lead Service Area D P Related Major Priority Target (Quantitative) Key Outcomes Delivery Q1 RAG Q2 RAG Q3 RAG Q4 RAG Actions Taken in Q3 2020/21 Actions Taken in Q4 2020/21 I Projects date L

Priority: Protect and enhance our towns and rural communities Housing

A paper on the Norton St Philip Neighbourhood Plan was presented to Cabinet on 1st March 2021. The report sets out a way forward for the Plan in response to the judgement of the Court of Appeal. The proposed modifications have been published for additional An appeal decision was received in Q3 20/21 in relation to the Norton St Philip consultation with interested parties. A further report will be made to Cabinet taking into Support and facilitate City, Town and Parish Councils to Frameworks, Processes and Procedures all Neighbourhood Plan (NSPNP) and the relevant Portfolio Holder has been notified. A Planning and account any responses received before determining whether the Plan (as modified) meets E1 develop and adopt Neighbourhood Plans and Village Design D I P n/a n/a updated to support the Neighbourhood Plans and 2020/21 Green Green Green Amber paper on the NSPNP will be presented to Cabinet in February 2021. In addition, the Growth Services the Basic Conditions, is compatible with Convention Rights and the requirements of village design statements Council are waiting for Government feedback on the planning reform white paper that statements legislation and should proceed to a referendum. Any referendum can only take place once may impact the delivery of this action. Covid-19 restrictions are lifted. The Inspectors report on Local Plan part 2 will be available in Q1 21/22, it will then be reviewed in light of any outcomes.

The Validation Guidance 2021 was presented and approved at Planning Board on 17th Response to Climate and March 2021. Revised Local Validation List now includes requirement for design considerations to Ecological Emergency - Working with Scrutiny Climate and Ecological Emergency Working Group to identify priority be included in relevant applications for planning permission at validation stage. The Planning and Planning Policy to work aspects in order to promote innovative and quality buildings standards. E2 Promote innovative and quality building design. D I L P n/a Incorporated into refreshed local plan 2023 Grey Grey Green Green revised Local Validation List has been sent out for public consultation during Growth Services with Scrutiny Climate and The initial meeting of agent and developer's forum will take place on 29th April 2021, as a November/December 2020 and will be completed early January 2021. Ecological Emergency first step in encouraging closer relationships. This list is scheduled to be presented to Planning Board in Q4 20/21 for adoption. Group The Council are working county wide and working collaboratively to enable growth for Somerset (Somerset enabling growth).

Economy and Enterprise

The Somerset Growth and Recovery Plan was presented to Cabinet on 11th January 2021. The short-term focus, in partnership with other Councils and partners, is to bring together a picture of all of the activities going on to support businesses and to also identify The Towns Investment Plan will be submitted to Government on 29th January 2021. Work with councils, business groups and the wider community those projects in development or implementation. to ensure that our town, city and village centres remain the Planning and To work collaboratively to support the 2030 The development of the Somerset Growth and Recovery Plan is being finalised ready E3 D I L P n/a n/a Green Green Green Green The Glastonbury Towns Investment Plan was submitted to Government on 29th January multi-purpose economic and social heart of our communities, Growth Services development of the district Ongoing to be presented to Cabinet in January 2021. The Plan describes the approach being 2021, the Council is awaiting a response. where people access most services. taken to create a coherent pipeline of projects to support economic growth in Mendip over the long term. Consultants are being appointed in Q1 21/22 to undertake a master plan for Shepton Mallet, this links with the Levelling Up Fund and the Community Renewal Fund. Other funding streams are also being investigated.

Engagement

Meetings were held with the Mendip Early Help Advisory Board (MEHAB) and an MDC will review the partnership arrangements of agreement has been reached for the MEHAB to be integrated with Mental Health and The Council has supported the Shepton Mallet Town Council bid to help access funding for the Mendip Health & Wellbeing Board to support Well-being Board (MHWB). Neighbourhoods are still developing across the county youth provision. the emerging local neighbourhoods and lessons and the work of MHWB supports the new approach. learnt from Covid-19 to develop resilient Additional Lockdowns have impacted the development of the Community Framework We will continue to engage with Mendip Early Help Advisory Board (MEHAB) and the One Work in partnership with agencies including Police, Fire and Community Health communities. 2022/23 and links to the MHWB but this work will be fundamental to the community recovery E4 IP n/a n/a Green Green Green Green Team to support multi-agency working to create resilience within our communities. Health to promote community resilience. Services ongoing and ongoing resilience. Develop project objectives to enable parish/town Priorities for the Board shifted to include relevant partner organisations to have a The delivery outcomes for this priority action have been met and the Council will continue and city councils to broker MDC support for more rounded approach to the health and wellbeing of Mendip residents. Additionally to deliver this action as part of our operational business as usual. community safety projects more awareness of the work of the Board was shared via use of media channels and to our parishes and members through the production of a Health & Wellbeing Parish Bulletin for cascade to communities.

Environment

Actively recognise and protect the Mendip landscape and The final version of the Landscape Character Study to be published in May 2021 following natural environment through the Planning framework. Feedback from the landscape study consultation (extended to December 2020) is extended consultation. The Study includes a new assessment of areas of high landscape Planning and Response to Climate and E5 Encourage and facilitate the planting and protection of trees, DP n/a Planning conditions updated 2020/21 Green Green Green Amber being reviewed with consultants. Updated study with corrections and revisions to be value. A Biodiversity checklist has been included in the revised validation requirements. Growth Services Ecological Emergency hedgerows and green spaces, and net gain for biodiversity, finalised by March 2021. The national net gain regulations have been delayed and the phosphate mitigation including through planning conditions. measures have taken priority.

Investigations have confirmed the secondary care contribution does not comply with This priority action has been achieved. The Council will continue to ensure robust S106 Use our understanding of local infrastructure needs to Planning and E6 D I P n/a n/a Robust S106 agreements in place 2022/23 Green Amber Green Green regulations, however our S106 Officer continues to negotiate robust agreements with agreements are negotiated. To recommend, with agreement by the relevant portfolio negotiate robust S106 Agreements. Growth Services developers. holder, to remove this action from the Corporate Plan in Q1 21/22.

Mendip continues the delivery Street Scene and Development of a Groundcare 10-year plan is in place with delivery now expected in Q1/2 This action has interdependencies with CC6 in relation to the development of the 10- Work with communities and partners to help maintain and Neighbourhood Ground Care services, through a range of options, 2021/22 to 21/22, this will allow this action to reach its maximum potential, with the planning of all E7 DP n/a n/a Green Amber Amber Amber year Groundcare Plan. As previously reported, Covid-19 continued to impact on enhance valued local amenities and facilities. Services delivered in partnership with Town and Parish 2026 CEEG objectives into the wider delivery plan. deliverables during Q3. Councils to ensure local needs are met.

Strengthen our approach to enforcement to ensure a high To enhance the environment for our communities In Q4 20/21 the Council has recruited to vacant posts to bolster and provide a more The realignment of enforcement resources has been carried out during Q3 to deliver E8 quality built environment and to tackle environmental crime Head of Services D P n/a n/a within Mendip through collaborative working with 2022/23 Green Green Green Amber effective service. Training of officers has commenced to embed new processes and case a robust service. and fly-tipping. our partners. management recording, in preparation for 21/22. 124

MDC will review partnership arrangements to ensure that they drive out the correct behaviour incentives. merged merged Encourage communities to take action to keep Neighbourhood This action has been merged with priority action CC6. It will form part of the 10-year This action has been merged with priority action CC6. It will form part of the 10-year E9 DP N/a n/a Ongoing Green Amber with with neighbourhoods clean, such as litter picks. Services Groundcare Plan which is in development with our contractors. Groundcare Plan which is in development with our contractors. Actively work with towns and parishes in order to CC6 CC6 drive a change of behaviour. Ref Action Lead Service Area D P Related Major Priority Target (Quantitative) Key Outcomes Delivery Q1 RAG Q2 RAG Q3 RAG Q4 RAG Actions Taken in Q3 2020/21 Actions Taken in Q4 2020/21 I Projects date L

The MAPS working group members have been amended following changes within the wider Cabinet structure. Engagement has taken place with MDC Members during The Mendip Access and Parking Strategy (MAPS) progress update paper was presented Understand travel within, in and out of the district, Q3 20/21. Consultation surveys were sent to each of the Chambers of Commerce to Cabinet on 11th January 2021. The status is currently red as the strategy timeline Review the role of our car parks in supporting our city, towns Neighbourhood E10 D P Cycle and walking paths n/a in order to apply the right solutions in the right Ongoing Green Green Green Red from the major settlements along with the Town, City and Parish Councils, the presented in January 2021 has not been achievable during Q4 20/21 due to concentrating and villages and helping people access local services. Services places. feedback will be considered and incorporated into the strategy. An update paper will our efforts to the Interim Priorities in the short to medium term. Progression with this action be presented to Cabinet in January 2020 which will outline a timeline for the strategy's will continue once the need to support the Interim Priorities has reduced. development.

Footnote: D= Do, I= influence, L- Lobby, P= Partners

Partners supporting delivery of the priority actions

Partners Contributing to Apprenticeship partners F5 5 CP F11 Broadband Partners F2 CAB F3, F15 Capita CC9 CCG E4 CDS F2 Central Government F3, F6, E3 Contractors with fleet (All) CC5 Credit Union F3, F15 CSE CC7 District Council Network F4 Defra CC5, Design Agencies F10 IDverde CC5,CC6,CC9, E9 LEP F3, F6 LGA F4 Local and National Developers F1, E2, E5, E6 Local Businesses CC3, E3 Mental Health and Wellbeing boards F14 NFU CC3 NHS F3,F15, E4 Partners in Business and education F5 Police Service E4 Residents F2 F3, F6,F14, Somerset County Council F15,CC5,CC6

Somerset County Parking CC8,E10

F4, F13, CC7, Somerset District Councils (All) CC8, CC11, E2, E7, E10 Somerset Growth Board F3,F6 CC6, CC7, CC8, Somerset Highways E10

Somerset Waste Partnership CC5, CC11, E9

CC4, E1, E3, E4, Town and Parish Councils E7, E9 VCS F13, F15 Voluntary Organisations F14, E4 YMCA F3, F15 125 Appendix C: Historical Data Historical Data

This appendix provides historical data for the three main core performance indicators for the Council, Freedom of Information and Data Protection, Customer Feedback and Human Resources (sickness).

Freedom of Information and Data Protection

Freedom of Information Requests Received

Freedom of Information Requests Acknowledged within 2 day

126 Appendix C: Historical Data

Freedom of Information Requests Completed within deadline

Information Right Requests Received

127 Appendix C: Historical Data

Information Right Requests Completed within Deadline

128 Appendix C: Historical Data

Customer Feedback

Feedback received

Total Number of Justified/Partially Justified complaints received per quarter looking back to Q1 2017/2018.

Number of Number Complaints

Quarter

Average Number of Days taken to respond to Justified / Partially Justified Complaints

The council has a target of 10 calendar days to respond to complaints. The chart below shows the average number of days taken to respond to Justified/Partially Justified complaints per quarter as a council looking back to Q1 2017/2018.

Average number of days of days Average number taken to respond

Quarter

129 Appendix C: Historical Data

Human Resources – Sickness Figures

HR Sickness Figures 2019/2020

2019/2020 Overall Quarters Q1 Q2 Q3 Q4 Total Number of Sickness Days Lost 207 149.5 113 399

Average Number of Days Lost per FTE 1.43 1.01 0.76 2.72

Number of instances of sickness 31 51 48 53

Number of staff sick 20 32 32 40

Average Number of Days Lost per Actual Staff 10.35 4.67 3.53 9.97 Sick

Percentage of Staff that have taken Sick Leave 13% 20% 19% 24%

2019/2020 Long Term Short Term Quarters Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Total Number of Sickness Days 154 57 27 290.5 53 92.5 86 108.5 Lost Average Number of Days Lost per 1.06 0.39 0.18 1.98 0.37 0.63 0.58 0.74 FTE Number of instances of 5 4 2 9 26 47 46 44 sickness Number of staff 4 4 1 9 16 28 31 31 sick Average Number of Days Lost per 38.50 14.25 27 32.28 3.31 3.30 2.77 3.5 Actual Staff Sick Percentage of Staff that have taken 3% 2% 1% 5% 10% 18% 19% 19% Sick Leave

130 Appendix D Interim Corporate Priorities

Introduction

Throughout the pandemic the four District Councils and Somerset County Council have worked together since March 2020, along with key partners in health and care organisations, to provide a community response.

In May 2020, some 52,000 households within Mendip received a personal letter from the Leader of Mendip District Council, Cllr Ros Wyke, reminding residents and businesses that the Council was there for them if they were in need.

Since the start of the crisis our staff and councillors have been linking with our Town, City and Parish Councils and other community networks to understand what support is needed locally, and where this help might be required.

During the first National lockdown (from March to August 2020), Council staff and our contractor, IDverde, provided support to our communities 7 days a week. This support included providing additional food parcels to the most vulnerable within Mendip, who were being advised to shield and signposting to support groups such as the Community Council for Somerset, Mindline, SPARK and Mendip Citizens Advice.

Mendip District Council, in partnership with the NHS and other Somerset councils, established a dedicated Coronavirus Helpline to provide a wide range of support to residents. This included personal care, access to food and delivery of prescriptions, support for the homeless, emotional support, financial assistance, transport to

131 medical appointments and waste collection and disposal.

Appendix D At Cabinet on the 11th January 2021 it was agreed that the Council would reset its strategic objectives for the short term (to be reviewed on a monthly basis) to focus on three key areas:

• Saving lives, through supporting the extensive vaccine roll-out and community testing; • Delivering our statutory activities such as homelessness prevention, environmental health, licensing, and planning; • Economic Recovery, supporting our local businesses and employment sectors

The health and wellbeing of our communities across Somerset has always been at the forefront of our priorities and, working with our partners during the pandemic, the Council has provided a vast array of support for residents and a range of regularly updated information, advice and guidance for businesses, community groups and residents.

Mendip have supported health professionals with the vaccination roll-out (booking appointments or providing support at the vaccination hubs) and the Council offices in Shepton Mallet have been temporarily transformed into a medical hub with staff volunteers on-hand, since late December 2020.

132

Appendix D Interim Priority – Saving Lives

During the first phase of the pandemic we stood up various supporting activities to ensure our communities were well informed, safe and could obtain food. The recovery phase of the pandemic has been a challenging, but rewarding, time for the Council, supporting the extensive vaccine roll-out and community testing for Mendip. The Council has worked collaboratively with NHS, partners and other Somerset District Councils to establish a network of hubs to book appointments or to administer the vaccine.

Further support has been provided by; x Setting up local cluster groups to support our city, towns and villages, linking in with our communities and members x Partnering with district and county colleagues as well as health, care, voluntary and many other organisations to provide a community response to the pandemic since March 2020 x Ensuring that anyone facing homelessness had somewhere Covid-safe to stay, supported a vaccination programme for those who are homeless x Supporting the Shape Mendip Vaccination Hub and Lateral Flow Testing Centre in many different roles x Increasing our communications across all areas; creating a dedicated section on our website, launched a Facebook page, created many briefings for members, staff, and our community

133

Appendix D

Statistical Information Outturn Comments

The Council provided food and emergency supplies to The number of food parcels delivered during the first 55 those in need as part of the Somerset Food Resilience lockdown from the Mendip Distribution Hub Group, as well as supporting local food banks.

The number of Shielding residents in Mendip since the Vulnerable residents shielding in Mendip due to first lockdown 5654 Health or Situational reasons

The number of Shielding residents in Somerset since the The shielding cohort was updated weekly through a first lockdown 34,787 data download supplied by NHS digital.

Theme Total Emergency Food Request 53 Food – non-emergency 34 Financial Support 40 Transportation 2 Support and Care 11 The number of enquiries received via the C19 Mailbox Priority Supermarket Slots 3 st st 240 since 1 April 2020 to 31 March 2021 Test and Trace Payments 18 Lateral Flow Testing 2 Prescriptions 3 Other* 74 Total Cases 240 *Other includes: Repairs, Leisure / Business openings, accination centre, breaches, research, Covid leaflets

134 v and grants. Appendix D Out of the 13,567 contacts made approximately 1,200 The number of contacts made to the Coronavirus Helpline were for the Mendip area. since 1st April 2020 to 31st March 2021 across the whole 13,567 The main contacts were for shopping, prescriptions, of Somerset care, housing and financial support . The top 5 key issues were Benefits and Tax Credits, Universal Credit, Employment, Debt and Housing

The number of contacts made to Mendip’s Citizens Advice There has been an increase in contact for age ranges Bureau from 1st April 2020 to 31st March 2021 14,322 20-40 compared to 2019/20, although annually there has been an overall decrease in contact compared to the previous year. The number of contacts made to Mindline Somerset since 1st April 2020 to 31st March 2021 for the whole of Mindline Somerset provides confidential emotional Somerset 26,211 and mental health support There is no separate data available for Mendip. The number of vaccinations administered at the Shape The Council partnered with NHS to offer vaccinations Mendip Hub since it commenced in December 2020 to 18,987 at the Councils Shape Mendip Hub 31st March 2021

Cumulative number of residents who have received at This data is provided by the Local Government least one dose of a Covid-19 vaccine week ending 4th 61,661 Association LG Inform website April 2021 for the Mendip area Vaccinations have been given to the most vulnerable in Somerset. A breakdown of the total given is below;

x 89.9% of those aged 50 – 54 The number of vaccinations given by the NHS across x 95.4% of those aged 55 – 59 th Somerset, up to 4 April 2021 367,549 x 96.9% of those aged 60 – 64 There is no separate data available for Mendip. x 91.8% of those aged 65 – 69 x 99.3%of those aged 70 – 74 135 x 100% of those aged 75 – 79 x 98.7% of those aged over 80 Appendix D Collaboratively working with the NHS Primary Care The number of vaccination contacts made across Networks, the district councils in Somerset were asked Somerset since January 2021 to March 2021. 33,548 to support the booking of vaccination appointments There is no separate data available for Mendip. through telephone calls. The number of vaccination appointments made across District Councils across Somerset worked in the Somerset since January 2021 to March 2021. 18,994 evenings and weekends to contact as many patients There is no separate data available for Mendip. as possible within cohorts 1-4 to book appointments. 136

Appendix D Interim Priority – Deliver our Statutory Activities

Mendip District Council continued to provide all statutory activities such as homelessness prevention, environmental health, licensing and planning for our community during the pandemic. This was managed despite the substantial challenges faced, such as remote working and our own staff health and wellbeing. Like all businesses, Mendip had to adapt whilst supporting our most vulnerable residents.

Housing Services

Despite the challenges faced this year we have continued to provide all statutory services aimed at supporting all our community whilst adapting these services to meet the ever-evolving landscape.

During the pandemic Mendip District Council continued to reach out to clients who found themselves rough sleeping and those that became homeless offering statutory services to all. We continued to work with our key partner agencies and increased our offering following successful bids to Government. We have supported our vulnerable clients to access healthcare and Covid vaccines where appropriate. We have reduced rough sleeper numbers since the pandemic commenced significantly and will continue to work with those that are homeless to encourage them off the streets. Deliver our Statutory Activities We have continued to support our wider cohorts including rough sleepers to access emergency provision utilising our hostel and other provision. Rough sleeper numbers have reduced year on year, testament to the work of the team and commissioned providers of rough sleeper services.

Housing Options and Private Sector Housing services have continued to be delivered in full during the pandemic. With numbers remaining similar year on year on the housing register and clients seeking homelessness advice. Whilst home visits were suspended, we continued to deliver full housing options and homelessness advice and housing enforcement functions over the phone with some emergency face to face work delivered where appropriate and safe to do so. We explored new ways of working and adapted our delivery to meet the needs of our customers.

137 Appendix D Planning and Growth

There have been many challenges over the last year that have involved a great deal of flexibility from staff and understanding from businesses. In terms of Planning, during the lockdowns, Officers were unable to undertake site visits and were operating remotely, which involved sharing IT licences during the first lockdown which in effect meant only being able to work half a day on the relevant planning systems. There has also been the further impact of the Phosphates issue which has meant that a large number of Planning Applications cannot be determined at the present time, not to mention the impact of the implementation of a new IT system, all during remote working. It has to be said that, despite this, all statutory Planning indicators have been exceeded. Staff have also volunteered to work in the Vaccination Centres and have also supported the processing of Business Grants.

In terms of Economic Development, the Senior Economic Development Officer has worked almost exclusively on Business Grants for the last year and the Head of Service has supported with this work and taken forward elements of the Economic Development Team including the delivery of the Glastonbury Town Investment Plan, reopening of high street support, the design of a Business Revitalisation Grant process, the Tourism Strategy, the Creative Mendip Strategy and commenced the review of the Economic Development Strategy. There are now additional large-scale projects to take forwards including the Levelling Up Fund. All this has impacted on what the Group can deliver and there have been aspects such as Validation of Planning Applications, Consultation responses, Enforcement response, providing updates to Applicants and Agents regarding Planning Applications, responding to enquiries from businesses regarding grants and support where the process has not been as effective as we would like. Staff losses have added to the complexity of the situation, in both Planning and Economic Development.

Community Health Services

Community Health Services continued to deliver their statutory services as normal during Q4 2020/21 but at the expense of some non-statutory work within the service plan. One of the challenges during this time was the embedding of the enforcement officers after their move across from Neighbourhood Services. New reporting methodologies had to be created and case and management support officers upskilled to log and allocate cases as required. This additional work, while carrying almost 50%

138 vacancies within the small team, inevitably led to a reduction in the overall services response targets, however recruitment to full capacity was achieved at the end of the quarter.

The service overall saw a significant increase in workload and unfortunately during this quarter this Appendix D coincided with the User Testing of 2 systems (Agresso and Assure) plus end of year reporting, and for the first time since March 2020 this impacted on the processing of work leading to backlogs accumulating each week. The case and management support officers have been at the coal face of all enquiries whilst embedding these new systems. Overtime was sanctioned to deal with the workload, but this has come at the end of a year where everyone has already stepped up to ensure seamless delivery of services so inevitably officers are already working on reserves. Some teams within the Group have had to introduce prioritisation for some work, but this has been communicated to Members or the public when necessary.

New staff have been recruited to ensure the backlog of food inspections will be undertaken during 2021/22 and in accordance with the Food Standards Agency guidance. This has, and will, allow permanent food hygiene officers to continue to investigate Covid outbreaks and work with partners to promote good Covid behaviour within businesses. During the quarter officers served prohibition notices on three premises that should not have been open during Covid. Unfortunately, each step change in the Road Map to reopening brings an influx of enquiries and whilst the team have been proactive in signposting guidance to businesses the initial guidance from Government is often received very late, so leads to numerous requests for advice.

The teams have also been central to ongoing partnership working with some very complex issues, including unauthorised encampments on MDC land, challenging enviro-crime enforcement issues and additionally have been supporting some key corporate projects (Saxonvale & Glastonbury Living Spaces).

Law and Governance

The service has ensured that the Council’s democratic decision-making processes have been able to continue in an accessible and compliant manner despite the challenges of lockdown and that physical meeting have not been possible. When virtual Council meetings were first permitted through the Coronavirus Act in April 2020 it was always intended that this would be a short-term temporary measure and a sunset clause was introduced accordingly for 6 May 2021. However, virtual meetings have proved popular and, in some cases, improved engagement and accessibility and a judicial opinion on the legal ability to continue with virtual meetings has now been sought through a case

139 brought by the Association of Democratic Services Officers (ADSO) and Lawyers in Local Government (LLG). In preparation of even a partial return to physical meetings, we have recently invested in an upgrade of our AV facilities in all our meetings rooms. The new equipment will make it much easier for hybrid meetings to take place where (if legislation allows) meeting participants could Appendix D attend the meeting from a Council meeting room or from a remote location without multiple laptops being necessary on site.

The Print, Post & Design service have adapted their operating model to ensure that all Council services were able to continue receiving and sending hard copy mail despite the vast majority of staff being based from home over the past 12 months. The team have worked continuously from site during lockdown supporting the Council’s printing and postage needs.

Shape Legal Services have also continued to support numerous services from both Mendip District Council and Somerset West and Taunton Council as well as the overall corporate bodies while working remotely.

The Law & Governance service has also overseen the successful exit of both the Procurement and Exchequer Services from the 5 Councils Partnership over the past 12 months.

The elections service has been busily preparing to ensure local elections can legally and safely take place across the District on 6 May 2021. The additional restrictions and measures that needed to be introduced as a result of the pandemic should not be underestimated, along with the challenges of recruiting sufficient numbers of polling station staff and securing suitable venues during these uncertain times.

Corporate Services

During the initial outbreak of the coronavirus Corporate Services worked closely with other service areas and partners across, District, County Council, CCG to agree a Joint Corona Contact Strategy. Information data sets for both Health and Situation driven vulnerability provided a guide to who the Councils needed to support as a priority. Letters were sent out to supplement those from central government, to ensure everyone was captured. Communications were informing residents via social media channels to further reach out. The Councils established the Coronavirus Helpline as a single contact point. This was available from 8am to 6pm, seven days a week, for anyone in Somerset who needed coronavirus support. We also set up an internal mailbox for colleagues to log resident concerns in relation to the pandemic, providing support and advice and linking with the 140 Community Council for Somerset village agents to ensure the right support was put in place.

To support our communities in obtaining food during the first lockdown, we stood up a food hub at the Shape Mendip Offices to deliver and provide emergency food parcels to our most vulnerable Appendix D residents, across the district. The hub operated 7 days a week until the end of August 2020. The districts and community groups also supported the local foodbanks and other community services to ensure that food was available to all where needed the most.

Working with colleagues across the Council we stood up cluster groups, to support information sharing and engagement with Members of the Council, City/Town and Parish Councils, Parish Council Clerks and community volunteer groups. The Cluster Groups worked with the contacts to establish any vulnerable areas, concerns and to provide a flow of information.

The staff support during January to March 2021 to help with the Covid response support recovery activities has increased considerably since the initial lockdown and the support will continue into Q1 2021/22. Working with NHS and district councils we continue in 2021/22 to support and manage the booking of vaccinations 6 days a week (including evening support).

Overall, Corporate Services have faced challenges throughout the course of the year. By refocussing our business plan priorities, it has enabled us to support in other areas and with other district councils to help our communities. However, this has meant what we planned at the beginning of 20/21 has had to be rescoped or deferred.

Neighbourhood Services

The group has been at the forefront of vaccination and lateral flow testing efforts with many of the team undertaking project management roles within a very quick paced and reactive environment. We have directly worked with SCC, CCG and NHS colleagues to manage the successful delivery of the Shape Mendip HUB, Shepton Mallet Lateral Flow Testing Site at Commercial Road as well as an increased rapid testing offering at the same location, alongside supporting agencies with local knowledge to determine suitable locations for additional offerings.

Alongside the management of the Campus and staff needs, including the flow and navigation of buildings, DSE requirements and home deliveries, and wider staff safety when on site.

141 Bereavement Services have seen the need, for obvious reasons, to prepare increased graves, manage the wider risk of mass burial, consider the implications alongside public health and manage a greater increase in need across the business as a whole. We have multiskilled several IDverde Appendix D crews to manage the potential risk and purchased additional infrastructure. An increase in public funded funerals has been seen, as some face circumstances that they were not prepared for.

Health and Safety of Council provisions, such as play and open spaces, have featured heavily, as members of the public became more reliant on these provisions to manage the mental and physical implications of the national lockdown. Ensuring safety at these locations remains paramount.

Redeployment of IDVerde staff to support the offering and maintain elements such as car parking support for vaccination centres was essential, at the same time as managing a significant increased volume of waste in general litter bins and dog waste as people take daily exercise in a different manner. Retaining the quick management of waste has been essential to both manage expectations in what has been a very visible MDC service to the community.

Somerset Waste Partnership have delivered the roll out of the Recycle More program through the latter part of 2020/21, and whilst there have been some issues in some areas of the district, the project is now well embedded and working consistently. This, alongside the management of a large crew base and applying necessary safety measures to ensure services can be sustained as well as a significantly increase volume of recycling as a result of home working and home deliveries.

The refocusing of business plan priorities, has allowed the group to deliver vital service to Mendip’s communities, as well as being able to bolster MDC delivered services to a greater capacity where needed. However, this has meant that some key areas of work, mostly within strategy delivery, have been delayed and will therefore feature within the future 2021-22 operational plan.

142

Appendix D Interim Priority – Economic Recovery

Throughout the pandemic Mendip District Council has offered advice and information to businesses via our Website at https://www.mendip.gov.uk/coronavirus

This advice and information ranges from Business Grants, Job Support Scheme, Self-Employment Income Support Scheme, NHS Track and Trace App, Safe Workplaces, health and safety concerns, pubs and restaurants advice on takeaways, HRMC Tax support, Business Rates Relief and Government Grants, Business interruption loan scheme, Corporate financing facility, Statutory sick pay and Benefits guidance, Heart of the South West Growth hub information, and producing a local business directory.

Mendip District Council has partnered with Heart of the South West Growth Hub and Better Business for All (BBfA) to reach out to our businesses to offer support and provide a central point for grants that are available.

In addition, we have supported businesses locally by; x Suspending fees in pay and display car parks x Suspending Mendip Market rents x Supporting Market stallholders to ensure social distancing is observed. x Issuing public information to reduce the spread of coronavirus. x Installing signage, posters and barriers in retail areas to encourage safe shopping and build confidence back in the high street. x Supporting a green recovery - making it easier for people to travel by bike and on foot through an ambitious network of walkways and cycle paths. x Providing grants to help with financial costs x Suspended all recovery action for council tax and benefits since March 2020 x Carrying out many visits to local businesses to help them stay Covid- 143 safe in addition to the high visibility patrols carried out by Covid wardens x Putting measures in place to support our town centres in operating safely Appendix D x Supporting Retail and Tourism through virtual events (e.g. Summer and Winter Solstice events) x Delivering online business support events and offered online events through the Business Support week held in March 2021 x Developing the Tourism strategy and signing up to a Service Level Agreement to Visit Somerset that will provide significant promotion for the district and membership of Visit Somerset to silver level for over 100 businesses in the district x Developing the Creative Mendip strategy which will provide support for Creative organisations in the district x Recruiting a Somerset Wide Covid Support Officer for Events / Public Gatherings to support event organisers get back to providing safe events when the RoadMap allows

Statistical Information Outturn Comments

The money has been used to provide business grants, The total amount of money provided by Central ensure business rates relief to nurseries and retail, to Government to Mendip District Council to support £57 million support working age Council Taxpayers in receipt of residents and local businesses during the pandemic up to Council Tax Support and for general additional costs 31st March 2021. incurred by the Council relating to Covid-19. The number of Mendip Step Up contacts made via the Step up is a co-ordinated network of employment and Somerset Coronavirus Helpline since it commenced in 67 skills support which was rolled out across Somerset to September 2020 up to 31st March 2021 boost existing provision.

The number of alternative Council Tax payment plans Payments have been extended over a longer period agreed with Mendip residents up to 31st March 2021. 1414 with agreements 144 The number of Council Tax deferrals of payments agreed Payments were over 12 months rather than 10 months with Mendip residents up to 31st March 2021 721 following the council taxpayers request Appendix D The Council received Government Funding to reduce council tax bills for all working age council taxpayers The number of additional hardship payments provided to who receive council tax support at some point over Mendip residents 3,484 20/21, the majority of this funding has been spent with the remaining to be rolled over to 21/22. In 20/21 the Council implemented additional The amount of discretionary housing payments provided to Government welfare reforms to provide extra help for Mendip residents up to 31st March 2021 £191,170 residents to meet rent payments.

The number of Test and Trace Self Isolation Payments The Test and Trace Self Isolation Payment was provided to Mendip residents up to 31st March 2021 147 introduced from September 2020

The number of business grants awarded in Mendip Business grants have been provided to support since January 2021 up to 31st March 2021 6551 hospitality, leisure and accommodation businesses 145 Appendix E Frequently Used Acronym Decoder

Frequently Used Acronym

Acronym Meaning ASB Anti-Social Behaviour

ASC Avon and Somerset Constabulary

BAU Business as Usual

B&NES Bath and North East Somerset Council

BBfA Better Businesses for All

CAB Citizens Advice Bureau

CAP Council Access Point

CCG Clinical Commissioning Group

CCS Crown Commercial Services

CDS Connecting Devon and Somerset

CEEG Climate and Ecological Emergency Group

CHS Community Health Service

CPWs Community Protection Warnings

CPNs Community Protection Notices

CSE Centre for Sustainable Energy

D,I,L Deliver, Influence, Lobby

DAA Dementia Action Alliance

DCEO Deputy Chief Executive Officer

DCN District Councils Network

DCs District Councils

DFG Disabled Facility Grant

DPA Data Protection Act

ECP Environment and Community Protection

mendip.gov.uk

146 Appendix E

EPC Energy Performance Certificates

EU European Union

EUSS European Union Settled Status

EV Electric Vehicle

FOI Freedom of Information

FOLGIS Future of Local Government in Somerset

FPN Fixed Penalty Notice

FSA Food Standard Agency

FTE Full Time Equivalent

GMG Group Managers Group

HEROG Heart of the South West Economic Resilience and Opportunity Group HHLD Household

HR Human Resources

HW Health and Wellbeing

IMD Indices of Multiple Deprivation

KG/HH Kilograms per Household

KPI Key Performance Indicator

LAQI Locations of Air Quality Interest

LCWIP Local Cycling Walking Infrastructure Plan

LEP Local Enterprise Partnership

LGA Local Government Association

LGO Local Government Ombudsman

LRF Land Release Fund

LSOA Lower Super Output Area

MAPS Mendip Access and Parking strategy

MDC Mendip District Council

MEHAB Mendip Early Help Advisory Board

MHFA Mental Health First Aider

MHWB Mental Health Wellbeing Board

MTFP Medium Term Financial Plan

mendip.gov.uk

147 Appendix E

MTRS Medium Term Resource Strategy

NFU National Farmers Union

NHS National Health Service

NS Neighbourhood Services

NSPNP Norton St Philip Neighbourhood Plan

PH Portfolio Holder

PR Public Relations

PTT Plastic Pots, Tubs and Trays

RAG Red, Amber, Green

RLW Real Living Wage

SCC Somerset County Council

SIP Somerset Independence Plus

SPD Supplementary Planning Document

SLNP Somerset Local Nature Partnership

SLT Senior Leadership Team

SME Small Medium Enterprise

SUP Single Use Plastic

SWAP South West Audit Partnership

TA Temporary Accommodation

TBA To be advised

TOR Terms of Reference

UWE University of the West of England

VCS Voluntary and Community Sector

mendip.gov.uk

148 Item 10c Scrutiny Working Group

Scrutiny Working Group: ACCESS Lead Convenor: Philip Ham (PH) To assess the current situation, ascertain, evaluate and prioritise appropriate tasks in the Members: Alison Barkshire (AB), Eve Berry following areas: (EB,) Michael Gay (MG), Drew Gardner x Physical access into and around Mendip (DG) John Greenhalgh (JG), Nigel Hewitt- x Virtual access to services in Mendip Cooper (NHC), Mike Pullin (MP) x Individual’s personal and professional access needs in Mendip Whilst considering the needs of the current and growing population as well as the Officer: Kelly Knight (KK) environmental impact. Agreed areas going forward: Buses: PH / JG Taxis: AB / JG Cycle paths: ALL Trains: PH / AB Bypass: NHW Electric vehicles/ DRT SSDC project liaison/ liaison with CEEG: DG Broadband: ALL Time: 9th March, 1.30 – 3PM - Buses / walking and cycling Present: KK, MG, EB, JG, DG, AB Apologies: MP Buses Members were asked to review the below services; timetables, routes and comments received from the parish councils in the recent survey ( as logged on MAP LINK) and consider how the issues could be addressed.

PH - 184 review – not present

MG/ JG - 31 review - Upton Noble PC had commented that a once-a-day service to Bruton and Frome would facilitate shopping. The PC also suggested that the school bus could be used on the return journey to provide this service. MG had investigated and found that the bus was utilized in other areas between school runs. JG had reviewed and observed the comments from Berkley PC regarding the school run related traffic issues.

162 review EB – Cranmore PC had commented that a weekend service was wanted by users. Doulting PC had commented that services before 8am and after 6pm that facilitated commuting were needed.

149

Item 10c Scrutiny Working Group

A discussion took place as to how the group could engage with SCC over the additionally sought services and realistically what could be influenced during the remaining time of the Council given the challenges in engaging with SCC as well as financial pressures on bus companies throughout the pandemic. KK explained that when the matter had previously been discussed with SCC, a clear and concise service request would be required to warrant a meeting to discuss.

DG suggested that the group investigate the comments from Berkley where there was a clear demand for public transport. KK believed that SCC collated this data and would make enquiries before next bus focused meeting. During the discussion DG raised that a transport plan for Frome had been approved by members from all 3 tiers. The group discussed the benefits of transport plans for Glastonbury, Shepton, Street and Wells and supported the proposals. DG agreed to discuss with Damon how the plans could be replicated across the district. KK explained benefits of having a LCWIP and how this would dovetail with transport plans at local and County levels. It was agreed that before commissioning any work, the relevance of the County transport plan to Mendip should be considered.

KK to make enquiries to SCC regarding school transport data. DG discuss transport plans for other Mendip towns and invite DH to next transport meeting. ALL members to review https://www.somerset.gov.uk/roads-and-transport/future-transport-plan/ transport plan, schedule of policies, evidence base + any other documents. We all agreed to review these documents to enable a discussion about if and how they relate to Mendip.

Walking & Cycling KK updated on the live planning application for the MUP at the Shepton campus, the work with SCC to agree construction at Dulcote, the approval of the recent paper at Cabinet (following Scrutiny) and discussions with AB and Francis Hayden regarding the potential use of Quiet ways to promote cycling. PH to send KK Coleford accessible walks (not in attendance)

Upcoming meetings 13th April, 1.30 – 3PM - Community cars / Broadband Community cars MG /JG GP access / Community cars updates – MG report. JG template ALL to look at own ward’s GPs to see if there is any information about vaccine rollout and access and or spam calls. We can then share any information they do have and contact the surgeries who don’t with an example template. KK contact Mendip liaison to track NHS contact (Amelia Randall) to check procedure for those without transport wanting the vaccine no access to transport KK to call and find out about GP access 150 https://www.mendip.gov.uk/article/8831/Somerset-Coronavirus-Support-Helpline-launched

Item 10c Scrutiny Working Group

KK CoCars survey https://www.co-wheels.org.uk/frome

Broadband ALL to read Broadband elements of Somerset Recovery & growth plan. here. KK invite Simon to next meeting to discuss what new contracts mean for Mendip and how residents can access - Fibreway / Starlink/ voucher scheme.

18th May 1.30 – 3PM - Buses/ Walking and cycling Frome / Mendip Transport Plan

151

Scrutiny Working Group Template

Scrutiny Working Group: ACCESS Lead Convenor: Philip Ham (PH) To assess the current situation, ascertain, evaluate and prioritise appropriate tasks in the Members: Alison Barkshire (AB), Eve Berry following areas: (EB,) Michael Gay (MG), Drew Gardner x Physical access into and around Mendip (DG) John Greenhalgh (JG), Nigel Hewitt- x Virtual access to services in Mendip Cooper (NHC), Mike Pullin (MP) x Individual’s personal and professional access needs in Mendip Whilst considering the needs of the current and growing population as well as the Officer: Kelly Knight (KK) environmental impact. Agreed areas going forward: Buses: PH / JG Taxis: AB / JG Cycle paths: ALL Trains: PH / AB Bypass: NHW Electric vehicles/ DRT ssdc project liaison/ liaison with CEEG: DG Broadband: ALL Time: 13th April, 2.30 – 4PM - Community cars / Broadband Present: KK, MG, JG, DG, AB Apologies: MP, EB Community cars / GP

GP Access Any concerns/ Objectives to take forward Concerns Lack of vaccine for 2nd jabs (particularly AZ) – nothing group can do to support Dates for follow up vaccine – there was a discussion about issues around 2nd jab dates. Some had received a date for 2nd when receiving 1st jab, others had had last minute calls. Most had however received their 2nd vaccines on time, excluding Cllr Ham who would follow up with surgery. Rumours that the bus has stopped running are untrue. Group discussed whether there were any concerns about access to the vaccine and whether we should continue with this line of enquiry. The conclusion was to keep the item on the agenda.

152 MG Active and Intouch is a Frome befriending service who were working with Talking Café. Frome Community Cars plan to amalgamate with Active & In touch and wanting to expand outside of Frome but struggling to find volunteers. Scrutiny Working Group Template

AB Mells Village have had a request to support expansion of Frome Community Cars. ACTION KK to invite them to a meeting via Morag – June. PH noted Nick(y) Edwards, Jericoe Cottage, Coleford, Newbury as a contact.

Co cars – electric bike and car survey discussion http://bit.ly/Mendips Comments were that rural villages needed to be able to show demand. KK to liaise with co cars and update survey. ACTION KK to liaise with Co-cars re survey feedback

Broadband ALL to read Broadband elements of Somerset Recovery & growth plan here. Discussion with SC MDC / CDS contractual ties and progress of rollout. SC has been to 2 CDS meetings where BT were also present. The meetings are confusing and there aren’t any timetables. All CDS councils come, but no one asks questions, potentially due to the complex nature of the subject and the jargon used. SC has been trying to pin them down to a concrete timetable. However at present there isn’t a lot they can do, and the contract has been signed and MDC are unable to leave. Truespeed has MDC contact to assist with the usually challenging task of wayleaves. DG recalled spotlight on CDS at Scrutiny – 2 years ago and asked what had changed. He had connected to 5G and experienced superfast speeds over weekend and was concerned that CDS contract doesn’t include 5G. SC confirmed that 5G is a separate issue. The group asked if there were any active voucher schemes and SC said he would ask. Truespeed is being rolled out in order of demand where communities need to sign up to EOI to demonstrate demand. Street has low rate of EOI and the discussion concluded that there was a perception that the tariffs were high which was affecting sign ups. ACTION SC to ask CDS to join next Scrutiny meeting to update and find out what contracts have actually been signed and will find out about voucher schemes. MG – CDS role was to ensure communication and quality of service. The lack of project plan and Truespeed’s operating model of going back to Aviva for funding when demand had been shown was unsatisfactory. FTTP is gold standard in terms of rural connectivity and CDS need to answer when that will be delivered. AB – mentioned that Voneus were operating in her village. PH – said that the issues had been going on for years and Somerset Councils had invested lots of money into this. Upper Vobster has been

153 given £3500 voucher for 60 people who have signed up. Scrutiny Working Group Template

ACTION PH to send contact details to KK for access to broadband vouchers. Starlink The group discussed the Starlink satellite scheme and if it was a suitable alternative to promote. The members felt that it was not an adequate alternative, had concerns about accessibility, continuity and longevity of the service. AOB No other items were raised

18th May 1.30 – 3PM - Buses/ Walking and cycling Frome / Mendip Transport Plan

29th June 1.30 - 3 Broadband / GPs Access to vaccine Frome Community Cars / Active and Intouch CDS review / voucher scheme

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