Public Document Pack North Devon Council Brynsworthy Environment Centre Barnstaple North Devon EX31 3NP

K. Miles Chief Executive.

STRATEGY AND RESOURCES COMMITTEE

A meeting of the Strategy and Resources Committee will be held as a Virtual – Online meeting on MONDAY, 3RD AUGUST, 2020 at 10.00 am.

Members of the Strategy and Resources Councillor Worden (Chair) Committee

Councillors Barker, Lane, Leaver, Lofthouse, Patrinos, Pearson, Prowse, L. Spear, Wilkinson and Yabsley

AGENDA

1. Virtual meeting procedure - briefing and etiquette Chair to report.

2. Apologies for absence

3. To approve as a correct record the minutes of the meeting held on 6 July 2020 (attached). (Pages 7 - 12)

4. Items brought forward which in the opinion of the Chair should be considered by the meeting as a matter of urgency.

5. Declarations of Interests. (Please telephone the Corporate and Community Services team to prepare a form for your signature before the meeting. Interests must be re-declared when the item is called, and Councillors must leave the room if necessary).

6. To agree the agenda between Part 'A' and Part 'B' (Confidential Restricted Information).

PART 'A'

7. Performance and Financial Management Quarter 4 2019/20 (Pages 13 - 50) Report by Head of Resources (attached).

8. North Devon Launchpad 2030 - Covid 19 Recovery Strategy (Pages 51 - 134) Report by Head of Place (attached).

9. North Devon Council Environmental Policy 2020 (Pages 135 - 152) Report by Climate Action Team, Environment and Climate Change Lead Members and Head of Place (attached).

10. Approval and Release of Section 106 Public Open Space Funds - Bickington (Pages 153 - 156) Report by Project, Procurement and Open Space Officer (attached).

11. Approval and Release of Section 106 Public Open Space Funds - South Molton (Pages 157 - 160) Report by Project, Procurement and Open Space Officer (attached).

12. Lee Bay Hotel Site Design Guide (Pages 161 - 182) Report by Head of Place (attached).

13. Community-led Housing in North Devon - Update (Pages 183 - 186) Report by Affordable Housing Service Lead (attached).

14. Nil Cost Electric Vehicle Charging Solutions (Pages 187 - 198) Joint report by Head of Place and Senior Regeneration Officer (attached).

15. Urgent Decisions Taken by the Chief Executive (Pages 199 - 206) To note the urgent decisions that have been made by the Chief Executive in accordance with paragraph 3.48, Annexe 2, Part 3 of the Constitution (attached).

PART 'B' (CONFIDENTIAL RESTRICTED INFORMATION) Nil.

If you have any enquiries about this agenda, please contact Corporate and Community Services, telephone 01271 388253

24.07.20

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North Devon Council protocol on recording/filming at Council meetings

The Council is committed to openness and transparency in its decision-making. Recording is permitted at Council meetings that are open to the public. The Council understands that some members of the public attending its meetings may not wish to be recorded. The Chairman of the meeting will make sure any request not to be recorded is respected.

The rules that the Council will apply are:

1. The recording must be overt (clearly visible to anyone at the meeting) and must not disrupt proceedings. The Council will put signs up at any meeting where we know recording is taking place and a reminder will be issued at the commencement of virtual meetings.

2. The Chairman of the meeting has absolute discretion to stop or suspend recording if, in their opinion, continuing to do so would prejudice proceedings at the meeting or if the person recording is in breach of these rules.

3. We will ask for recording to stop if the meeting goes into ‘part B’ where the public is excluded for confidentiality reasons. In such a case, the person filming should leave the room ensuring all recording equipment is switched off. In a virtual meeting the public will be excluded from the meeting while in Part B.

4. Any member of the public has the right not to be recorded. We ensure that agendas for, and signage at, Council meetings make it clear that recording can take place – anyone not wishing to be recorded must advise the Chairman at the earliest opportunity. Public contributions to virtual meetings will be recorded, unless, at the Chair’s discretion, recording is deemed in appropriate in accordance with point 2 above.

5. The recording should not be edited in a way that could lead to misinterpretation or misrepresentation of the proceedings or in a way that ridicules or shows a lack of respect for those in the recording. The Council would expect any recording in breach of these rules to be removed from public view.

Notes for guidance:

Please contact either our Corporate and Community Services team or our Communications team in advance of the meeting you wish to record at so we can make all the necessary arrangements for you on the day.

North Devon Virtual Meeting Protocol Found Here

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For more information contact the Corporate and Community Services team on 01271 388253 or email [email protected] or the Communications Team on 01271 388278, email [email protected].

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Meeting Etiquette Reminder for Members

Members are reminded to:  Join the meeting at least 10-15 minutes prior to the commencement to ensure that the meeting starts on time.  Behave as you would in a formal committee setting.  Address Councillors and officers by their full names.  Do not have Members of your household in the same room.  Be aware of what is in screen shot.  Mute your microphone when you are not talking.  Switch off video if you are not speaking.  Only speak when invited to do so by the Chair.  Speak clearly (if you are not using video then please state your name)  If you’re referring to a specific page, mention the page number.  Switch off your video and microphone after you have spoken.  The only person on video will be the Chair and the one other person speaking.  Only use the Chat function to register that you wish to speak or to move or second a motion.

Virtual attendance by members of the public

If members of the public wish to attend virtually, please contact Corporate and Community services on 01271 388253 or [email protected].

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This page is intentionally left blank Agenda Item 3 Strategy and Resources Committee - 6 July 2020

NORTH DEVON COUNCIL

Minutes of a meeting of Strategy and Resources Committee held at Virtual - Online meeting on Monday, 6th July, 2020 at 10.00 am

PRESENT: Members:

Councillor Worden (Chair)

Councillors Lane, Leaver, Lofthouse, Patrinos, Pearson, Prowse, L. Spear, Wilkinson and Yabsley

Officers:

Chief Executive, Head of Resources, Senior Solicitor/Monitoring Officer, Conservation Officer, Customer and Corporate Services Manager, Head of Environmental Health and Housing, Service Lead Housing Vulnerable Persons and Community Safety and Project and Procurement Officer

Also Present:

Councillors Biederman and Tucker

145. VIRTUAL MEETING PROCEDURE - BRIEFING AND ETIQUETTE

The Chair outlined the virtual meeting procedure and etiquette to the Committee and attendees. 146. APOLOGIES FOR ABSENCE

Apologies for absence were received from Councillor Barker. 147. TO APPROVE AS A CORRECT RECORD THE MINUTES OF THE MEETING HELD ON 1 JUNE 2020 (ATTACHED).

RESOLVED that the minutes of the meeting held on 1 June 2020 (circulated previously) be approved as a correct record and signed by the Chair. 148. ITEMS BROUGHT FORWARD WHICH IN THE OPINION OF THE CHAIR SHOULD BE CONSIDERED BY THE MEETING AS A MATTER OF URGENCY.

The Chair advised that an informal meeting of Members would be held following the conclusion of the Committee. 149. DECLARATIONS OF INTERESTS.

There were no declarations of interest announced.

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150. HOMELESSNESS UPDATE AND TEMPORARY ACCOMMODATION PODS

The Committee considered a report by the Head of Environmental Health and Housing (circulated previously) regarding an update on Homelessness and the principle of purchasing of individual units of bespoke night by night temporary accommodation for rough sleepers in the form of emergency shelter pods.

The Head of Environmental Health and Housing highlighted the following:

 On 26 March 2020, the Government had sent a letter to the Chief Executive requesting that the Council seek accommodation for all rough sleepers as a matter of urgency.  The Government had also advised that the Council were unable to operate our winter shelter “Safe Sleep” this year.  During the peak, the Council received 50 new presentations of homelessness per week.  The Council were required to modify the delivery of its service in a Covid safe way and needed to also provide a range of different services including the provision of food, water and medicine.  The procurement of accommodation pods had been identified as a potential solution for the provision of temporary accommodation.  The Government had recently announced additional £105 million funding available from the Ministry of Housing Communities and Local Government for rough sleeper provision.  If the Council was successful in drawing down funding from the Government, approval was sought in principle for the purchase of five shelter pods.  Benefits of procuring shelter pods were outlined in the report and would ensure the wellbeing of extremely vulnerable individuals.

Councillor Worden expressed his appreciation to the Service Lead for Housing Vulnerable Persons and her team and the Head of Environmental Health and Housing for their work.

In response to questions, the Service Lead for Housing Vulnerable Persons and Head of Environmental Health and Housing advised the following:

 The accommodation pods had a small slimline window to allow some light. The pods were purely for sleeping purposes and would only be accessed at night.  The revenue budget for the delivery of the homelessness service would be used to pay the £500 maintenance costs for each pod. This would also be enhanced by housing benefits.  Positive discussions had taken place with third parties regarding the location of the pods. Council land may also be used to accommodate one or two pods.  Once potential locations had been identified a dialogue would be held with relevant stakeholders. The specific locations of the pods would not be reported to the Committee.

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 The Service Lead had been successful in drawing down funding from Central Government for rough sleepers and had set up an inter-agency team consisting of representatives from health, adult and social services. This set up was unique and was a really good way of providing a holistic core service.  Many homeless individuals had been provided with accommodation by the Council and many had now been moved into permanent accommodation, which was a massive achievement for the team.  The Council received 1 – 2 cases of rough sleeper per week, which showed the pressures that many people were now under.  The demand for temporary accommodation had doubled during the course of the pandemic. Previously the Council accommodated 20 households. Due to the success in securing permanent accommodation for some households, this number had reduced to below 40.  There was a need for the Council to provide temporary accommodation during the winter months for individuals who were street homeless. The procurement of 5 pods was considered appropriate in light of the other support that the Council provided. The unit cost for each pod was £6,000.  It was very difficult to plan for homelessness as the Council could not predict the numbers of households that would present themselves to the Council and whether they would be individuals or families. However, there was a need to model the forecast on an increase in demand and for an increase in the supply of temporary accommodation.  The Government had also recently announced further funding opportunity of £433 million for the provision of support accommodation and it was important that officers had capacity to submit bids for funding during this busy time.

Councillor Leaver declared a personal interest as a Trustee of Encompass.

RESOLVED:

(a) That approval be given in principle for the purchase of the shelter pods subject to external funding being received and support regarding identifying suitable locations for them to be sited and that this will become just one of the Council’s solutions to bring rough sleepers off the streets and help them to engage with all required services;

(b) That the general update on homelessness in light of Covid-19 provided by the Head of Environmental Health and Housing be noted. 151. APPROVAL AND RELEASE OF SECTION 106 CONSERVATION AREA FUND FOR FREMINGTON QUAY WALL REPAIR PROJECT PHASE 1

The Committee considered a report by the Conservation Officer (circulated previously) regarding the allocation of Section 106 Conservation funds arising from the development of Fremington Army Camp towards the Fremington Quay Wall Repair Project Phase 1.

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The Conservation Officer highlighted the following:

 When the redevelopment of Fremington Army Camp was approved in 2014, the approval was subject to a section 106 agreement contribution of £30,000 for “Conservation Area Contribution”.  The Council received the contribution in December 2015. The contribution needed to be spent within five years of the date of receipt.  The original intention was that the fund would be spent within the Fremington Village Conservation Area which included the Army Camp.  The most suitable target for the money was the grade II listed walled garden and gazebo, however following discussions with the owners it had not been possible to instigate the repair work within the required timescale.  An alternative use for the funding had been identified at Fremington Quay, which was just to the east of the Army Camp development. It was a separate Conservation Area, however the developer who made the contribution and the Parish Council have confirmed that they no objection to the slight variation.  The Quay wall bordered the informal car parking area to the north of the café, and there was a slipway at the northern end. South of the slipway, sections of the stone facing to the Quay structure built wall have bellied out and collapsed on to the beach. This had resulted in water getting in to the main wall. Repair works were urgently necessary to prevent further deterioration to the structure and keep it safe.  This would be the first phase of the work. Further funding would be required for the next phase.

RESOLVED that £30,000 be allocated to the Fremington Quay Wall Repair Project Phase 1 to be administered by the Property and Technical Services unit.

RECOMMENDED that Council vary the capital programme by £30,000 and that funds be released for the project. 152. APPROVAL AND RELEASE OF SECTION 106 PUBLIC OPEN SPACE FUNDS - KINGS NYMPTON

The Committee considered a report by the Project, Procurement and Open Space Officer (circulated previously) regarding the allocation of section 106 public open space funds towards one project in Kings Nympton.

The Project, Procurement and Open Space Officer highlighted the following:

 The Council had recently provided section 106 public open space funds to Kings Nympton Parish Council to undertake improvement works at the playing field in Kings Nympton. These works included improvements to access to the playing field by installing a hardstanding concrete footpath.  Kings Nympton Parish Council have in collaboration with the Friends of Kings Nympton school, the pre-school and Mother and Toddler Group to gather research on a range of play equipment that would benefit the community. As part of this community consultation a zip wire had been identified as the preferred option.

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 The Parish Council had obtained quotes. The financial details were detailed in paragraph 5.1 of the report. The remaining amount would be funded by the Playing Field Committee and any overspend would be met by the Parish Council.

RESOLVED that £8,304.27 be allocated to Kings Nympton Parish Council towards the provision of play equipment at Kings Nympton Playing field.

RECOMMENDED that Council vary the capital programme by £8,304.27 and that funds be released subject to a Funding Agreement upon such terms and conditions as may be agreed by the Senior Solicitor for external projects.

153. URGENT DECISIONS TAKEN BY THE CHIEF EXECUTIVE

The Committee noted the urgent decisions that had been made by the Chief Executive in accordance with paragraph 3.48, Annexe 2, Part 3 of the Constitution (circulated previously) regarding two decisions in relation to the Barnstaple pedestrian and cycle route improvements and a decision relating to urgent works to Lynmouth Esplanade sea wall.

It was noted that Councillor Lofthouse as Ward Member had received notification on 20 May 2020 giving the options and not 19 May 2020.

Chair The meeting ended at 10.50 am

NOTE: These minutes will be confirmed as a correct record at the next meeting of the Committee.

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Open NORTH DEVON COUNCIL

REPORT TO: STRATEGY AND RESOURCES Date: 3rd August 2020 TOPIC: PERFORMANCE and FINANCIAL MANAGEMENT QUARTER 4 of 2019/20

REPORT BY: HEAD OF RESOURCES

1 INTRODUCTION

1.1 This is one of the series of regular quarterly reports on the council's overall operational and financial performance. The report covers financial as well as operational performance. It mainly covers the quarter from January to March 2020 but also looks at the whole year.

1.2 Sections 4 deals with headline performance issues. More detailed performance information is available in Appendix F.

2 RECOMMENDATIONS

2.1 That the actions being taken to ensure that performance is at the desired level be noted.

2.2 That the contributions to/from earmarked reserves be approved (section 4.2).

2.3 That the movements on the Strategic Contingency Reserve (section 4.3) be noted.

2.4 That council approve the variations to the Capital Programme 2020/21 to 2022/23 in section 4.4.88

2.5 That funds are released for the capital schemes listed in section 4.4.14

2.6 That the sections dealing with Treasury Management (section 4.5), and Debt Management (sections 4.6 and 4.7) be noted.

3 REASONS FOR RECOMMENDATIONS

3.1 To ensure that appropriate action is taken to allow the council to meet its objectives.

3.2 To inform Members of actual results compared to the approved Corporate Plan, as well as progress in delivering service within the Revenue budget and Capital Programme.

Page 13 Agenda Item 7

4 PRIORITY – RESOURCES 4.1 Revenue

4.1.1 The revenue budget for 2019/20 was approved at Council on 25th February 2019 at £12,518,000 and as at 31 December 2019, the Council was reporting a net surplus of £6,000 against the budget.

4.1.2 As at 31 March 2020 it is pleasing to report that the final out turn position is a budget surplus of £241,000, which is an overall movement of £235,000 from the last forecast at quarter 3. The main reasons for the movement are shown in Appendix A – Variations in the Revenue Budget.

4.1.3 The original budget for 2019/20 included a forecast to achieve £214,000 worth of salary vacancy savings, this was exceeded by £31,000 giving an overall actual saving of £245,000.

4.1.4 A review of procedures and processes within Works and Recycling was carried out at quarter 2 and we set targeted spend in respect of the vehicle workshop, challenging resources across all Works and Recycling services and to reduce sickness levels. As a result of these changes we factored in a targeted reduction in overtime and agency costs within the quarter 2 projections. The Q3 position forecast a net deficit position of £312,000 for the services, the outturn position has shown this deficit to increase by a further £57,000 in the final quarter due to further pressure on employees, vehicle costs and tipping charges. However, the level of overspend seen in the final quarter, some of which would have been impacted by events of the last 2 weeks of March, was around 50% the level of budget variance seen in the first three quarters.

4.1.5 The Business Rate Retention scheme was introduced in April 2013 which sees Billing authorities receive a ‘baseline’ funding but in addition they are exposed to the risks and rewards of retaining a proportion of the income collected. This exposure is mitigated by participation in the Devon-wide pool that collates all of the Business Rate growth and decline and returns a share of the impact to each local authority.

4.1.6 At 31 December 2019 we were forecasting additional Business Rates income of £200,000, the outturn position improved on this by a further £6,000, with overall business rate growth of £206,000.

4.1.7 As at 31st March 2020 the Collection Fund reserve balance was £732,620. This earmarked reserve was created to deal with the timing impacts of the Collection Fund (Business Rates), which ensures the revenue budget is not unduly affected in the year the taxes are collected. Collection Fund deficits/surpluses are reversed out to bring the revenue account back to the budgeted figure for the year; the deficits/surpluses are recovered/distributed in the following financial years. This is a healthy balance which provides some protection against future volatility.

4.1.8 From the revenue budget surplus of £240,615, it is proposed to set aside this amount into the following earmarked reserves as follows:-

 (£9,689) Museum Development – For the Museum garden path

 (£17,144) Office Technology – ICT spend committed to but not paid in 19/20

 (£46,000) Leisure Centre replacement – Works at Seven Brethren

Page 14 Agenda Item 7

 (£18,000) Building Control Partnership reserve – 50% of surplus to protect against loss of income in 20/21

 (£10,000) Harbour Repairs – Fender repairs

 (£13,522) Lynton Agency – 19/20 works not completed due to COVID-19

 (£100,000) Repairs fund – Additional contribution for planned maintenance

 (£26,260) Legal Services - External Legal Fees

4.1.9 At the 31st March 2020 total external borrowing was £1,250,000. The timing of any future borrowing is dependent on how the authority manages its treasury activity and due to current low interest rates and reduced returns on investments it is prudent for the Council to ‘internally borrow’ and use these monies to fund the Capital Programme.

4.1.10 The recommended level of general fund balance is 5%-10% of the council’s net revenue budget £626,000 to £1,222,000. The actual general fund reserve at 31 March 2020 is £1,161,000, which is a level of 9.3%.

4.1.11 The Covid-19 pandemic has had, and will continue to have a considerable impact upon the Council. The government’s lockdown announced on 23rd March 2020, has meant that many businesses have been forced to close – significantly impacting on the local economy and upon sources of core income to the Council. In addition the Council has incurred additional expense ensuring the most vulnerable in our community are cared for, the homeless are kept safe during this period and ensuring that key front-line services such as collecting waste and recycling are maintained throughout the crisis.

4.1.12 These additional costs have not had a dramatic impact on the financial outturn for 2019/20 as the pandemic only started to make a notable impact upon the public and businesses in the last two weeks of March. The impact is being felt with losses across major income sources such as parking, commercial waste, planning fees and income from our pannier market, together with reductions in the collection of taxation income from council tax and business rates.

4.1.13 As part of closing the year-end accounts for 2019/20 we looked at the amount of debt outstanding to the Council and have reviewed the level of bad debt provision made and increased some areas of the provision to ensure that we prudently make provision for any impact from the pandemic. Any such increased provision cost is accounted for within the 2019/20 accounts and included within the overall outturn surplus shown in this report. Of course, it is early days in terms of the recovery and these provisions are estimates; however they will be monitored ongoing through this year and reported as part of in-year monitoring as the true scale of its impact on the Council’s finances will be felt during 2020/21.

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4.2 Earmarked Reserves 2019/20

4.2.1 Appendix B – Movement in Reserves & Balances details the movements to and from earmarked reserves in 2019/20.

4.3 Strategic Contingency Reserve

4.3.1 Full details of the Strategic Contingency Reserve movements and commitments are attached as Appendix C – Strategic Contingency Reserve.

4.4 Capital

4.4.1 The 2019/20 Capital Programme is attached as Appendix D – Capital Programme 2019/20.

4.4.2 The Budget and Financial Framework report to Executive 4th February 2019 outlined the Capital Programme for the 2019/20 financial year of £9,609,022. Project under spends of £1,233,798 were brought forward from 2018/19 year and further variations of (£2,715,545) were approved as part of the performance and financial management reports to Strategy and Resources Committees, producing a revised Capital Programme of £8,127,275.

4.4.3 Actual spend on the Capital Programme for 2019/20 financial year was £5,453,943. The variance against the budget of £8,127,275 is (£2,673,332); all of which will be carried forward into the 2020/21 Capital Programme to fund on-going projects.

4.4.4 In order to pay for the £5,453,943 capital investment the Council funded this from £3,976,541 received from external sources in the form of grants and other assistance, £604,986 of internal resources held specifically for capital projects, £328,655 from capital receipts and £543,761 from internal borrowing.

4.4.5 The 2020/21 to 2022/23 Capital Programme is attached as Appendix E – Capital Programme 2020/21 to 2022/23.

4.4.6 The Budget and Financial Framework report to Strategy and Resources 3rd February 2020, outlined the Capital Programme for the 2020/21 financial year of £12,622,028; 2021/22 financial year of £10,739,664 and 2022/23 financial year of £2,701,570.

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4.4.7 Project under spends of £2,673,332 from 2019/20 year are brought forward to produce a revised Capital Programme for 2020/21 year of £15,295,360; 2021/22 financial year of £10,739,664 and the 2022/23 financial year of £2,701,570.

4.4.8 Further variations of £715,224 are proposed to the 2020/21 to 2022/23 Capital Programme as follows: . Other variations (+ and -) to 2020/21 Capital Programme – £715,224

Scheme Amount (£) Notes

Disabled Facility Grants 322,756 In line with 20/21 grant allocation from DCC (Better Care Fund)

S106 Southern Slopes (5,255) To be funded from the Repairs fund – Error in funding, was always meant to be funded from revenue

S106 Shirwell (3,600) Project no longer viable

S106 Berrynarbor – Play equipment 21,942 Strategy and Resources and refurbishment of Manor Hall committee 3rd February ‘20

S106 Kings Nympton – Refurbishment 10,050 Strategy and Resources of Kitchen in Parish Hall and footpath committee 2nd March ‘20 in playing field

S106 Chulmleigh – Enhancement of 20,500 Strategy and Resources the playing field car park committee 4th May ‘20

S106 South Molton – Contribution 60,526 Strategy and Resources towards new site at Limers lane for committee 4th May ‘20 South Molton Football club

S106 Fremington Quay – Wall Repair 30,000 Strategy and Resources committee 6th July ‘20

S106 Kingsnympton – Play equipment 8,305 Strategy and Resources committee 6th July ‘20

Acquisition of Corporate Property 250,000 Strategy and Resources committee 2nd March ‘20

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. Project movements (to)/from future years – (£2,693,317)

Scheme Amount (£) Notes

Work unit Vehicles 72,892 From 21/22 to 20/21

Office Technology Fund (160,000) To 21/22 from 20/21

Leisure Centre Provision Seven (1,300,000) To 21/22 from 20/21 Brethren

Pannier Market re-roofing (400,000) £400,000 from 20/21 with £300,000 going to 21/22 and £100,000 to 22/23

Watersports Centre (854,815) To 21/22 from 20/21

Barnstaple Bus Station (51,394) To 21/22 from 20/21

 Budget virement (transfer) between projects

Scheme Amount (£) Notes

Resurfacing of Various Car Parks (49,208) Virement between projects

Esplanade Wall – Lynmouth Car Park 49,208 Virement between projects

Disabled Facility Grants (525,000) Virement between projects

Eco Grants – Energy Efficiency 525,000 Virement between projects Improvement Grants

Plot 1 Seven Brethren (109,250) Virement between projects

Planned Maintenance Seven Brethren 109,250 Virement between projects

4.4.9 The revised Capital Programme for 2020/21 to 2022/23 taking into account the budget variations above is £29,451,818m and is broken down as follows:

o 2020/21 £13,317,267

o 2021/22 £13,332,981

o 2022/23 £2,801,570

4.4.10 The Programme of £29,451,818 is funded by Capital Receipts / Borrowing (£14,844,331), External Grants and Contributions (£12,035,158) and Reserves (£2,572,329).

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4.4.11 The timing and realisation of capital receipts can be impacted by events beyond the control of the Council and we have been able to manage cash flows for projects through internal borrowing.

4.4.12 We also have authority to borrow from the Public Works Loan Board (PWLB) as outlined in the Treasury Management Annual Investment Strategy and the Council currently has external borrowing of £1,250,000.

4.4.13 Release of Funds – 2020/21 Capital Programme

4.4.14 Once funds have been included in the Capital Programme the Constitution requires a separate decision to release those funds. Accordingly the schemes below need the funds to be released so that spending can start within the following three months:  Esplanade Wall – Lynmouth Car Park £49,208  Disabled Facility Grants £322,756  Acquisition of Corporate Property £250,000  Planned Maintenance Seven Brethren £109,250  Eco Grants - Energy Efficiency Improvement Grants £525,000 4.5 Treasury Management

4.5.1 The Bank Rate was cut twice during the quarter to help protect the UK economy from the disruption caused by the Covid-19 outbreak. On 19th March the bank rate was 0.10%.

4.5.2 The average 7 day LIBID (inter-bank bid rate), the Council’s benchmark rate at 31st March 2020, was 0.53% (previous year 0.51%).

4.5.3 The return earned on the Council’s investments was 0.71% (previous year 0.57%).

4.5.4 £143,315 investment interest was earned during the financial year. (2019/20 interest receivable budget was £70,000)

4.5.5 As at 31st March 2020, the Council had total external borrowing of £1,250,000.

4.5.6 £25,450 interest was paid at an average rate of 2.04% on the PWLB loans during the financial year. (2019/20 interest payable budget was £42,000)

4.6 Debt Management

4.6.1 The major areas of credit income are Council Tax, Business Rates, Housing Benefit Overpayment Recoveries and General Debtors.

4.6.2 As billing authority, the Council annually raises the bills for Council Tax (£50m) and Business Rates (£30m).

4.6.3 Collection rates are controlled through monitoring: . the level of write offs . levels of previous years’ outstanding debt Page 19 Agenda Item 7

. the level of income collection in the year against the annual sums due to be collected. 4.6.4 The council’s budget is based on the assumption that eventually 97.5% of sums due will be collected. To ensure this level is achieved, year on year levels of write offs approved are controlled against a ceiling of 2.5% of annual debt.

4.6.5 The outstanding amounts at 31st March 2020 are as set out below:

Council Tax Business Rates Age in Years 2018/19 2019/20 2018/19 2019/20 £’000 £’000 £’000 £’000 1 – 2 853 911 184 253 2 – 3 466 544 89 80 3 – 4 292 323 65 55 4 – 5 177 209 19 26 5 – 6 109 125 35 15 Over 6 147 181 50 63

4.6.6 Irrecoverable debts from previous years not exceeding £1,500 can be written off with the authorisation of the Chief Financial Officer. Decisions on whether to write off debts over £1,500 rest with the Chief Financial Officer, in consultation with the Leader of the Council. As at 31 March 2020 the amount of accounts written off was as follows:

Less than £1,500 More than £1,500 No. of Amount No. of Amount accounts accounts 1,246 £111,245.94 Council Tax 180 £185,384.75* 55 £15,256.55 Business Rates 71 £275,659.14** 217 £39,945.14 Housing 17 £76,086.67 Benefits

* £98,612.84 due to bankruptcy (see section 4.6.8)

** £157,671.38 due to bankruptcy and company insolvency (see section 4.6.8)

4.6.7 The monitoring of in year collection is carried out against national performance indicators targets of sums collected in year as a percentage of the Net Sums Due for that year.

4.6.8 The majority of the write offs are individual bankruptcy and company insolvency and in a number of cases include liabilities for previous years. In these cases we are unable to recover the debt. However, if at a later date a dividend is paid, the money is allocated to the account and the relevant amount written back on. Page 20 Agenda Item 7

4.6.9 The other main reason for write offs is where the person has gone away (no trace). However, write offs are reviewed and where we find the persons contact address the write off is reversed and recovery action continues.

4.6.10 The levels of collection are:

Achieved Achieved 2018/19 2019/20 Council tax 97.05% 96.80% Business rates 97.04% 97.07%

4.6.11 The Authority has received funding from major preceptors to help support the billing and collection of Council Tax and Business Rates which we hope will see an increase in the above collection levels.

4.7 General Debtors

4.7.1 The level of general invoices raised was £9,280,000 at 31st March 2020 (previous year £7,300,000).

4.7.2 A summary of outstanding debt, by age, is set out below with comparison to the previous year. Age of debt 31 Mar 2019 31 Mar 2020 £’000 £’000 3 weeks to 6 months 251 697 6 months to 1 year 115 163 1 to 2 years 49 245 2 to 6 years 303 294 Over 6 years 20 43 TOTAL 738 1,442

4.7.1 The movement in aged debt above from March 2019 to March 2020 includes circa £150k in relation to housing deposits and £140k for planning S106 fees, for which there are payment plans in place for these areas of debt. There were also two invoices outstanding totalling £231k in relation to recycling credits, these have been cancelled and re-issued following discussions with the debtor. (The recycling credit invoices have now been paid)

4.7.2 In accordance with the Constitution, irrecoverable debts not exceeding £1,500 can be written off with the authorisation of the Chief Financial Officer. The Chief Financial Officer, in consultation with the Leader of the Council, must authorise the write off of debts over £1,500.

Page 21 Agenda Item 7

4.7.3 As at 31st March 2020, the amounts written off were as follows: Number of Written offs - £1,500 & Number of Written offs - over Invoices under Invoices £1,500 76 £35,276 5 £15,852

5 EQUALITY ASSESSMENT 5.1 There are no equality implications anticipated as a result of this report

6 Constitutional Context Article and Appendix Referred or A key In the paragraph and delegated decision? Forward paragraph power? Plan?

Delegated 7.12 13, para 4.7 No No power

7 Statement of Internal Advice 7.1 The authors (below) confirm that advice has been taken from all appropriate Councillors and officers.

8 Background Papers None Author: Tony Rumble, Accountancy Manager Date: 10th July 2020 Ref: I:\Projects\Single Report\2010-20 Q4\Q4 Perf & FM.doc

Page 22 Agenda Item 7

Page 23 This page is intentionally left blank Agenda Item 7 Appendix A

APPENDIX A – VARIATIONS IN THE REVENUE BUDGET

Service and Cost Area Qtr 3 Outturn Movement £ £ £ Temporary Accommodation / Homelessness (60,000) (74,000) (14,000) EH & Housing Software 0 (12,000) (12,000) Various (5,000) (22,000) (17,000) Environmental Health & Housing (65,000) (108,000) (43,000) Rental income and premises costs 36,000 57,000 21,000 Corporate Rates 12,000 23,000 11,000 Software Maintenance (15,000) (15,000) 0 Parish Grants (10,000) (10,000) 0 Grant income (54,000) (54,000) 0 Lynton Agency 0 (16,000) (16,000) Various (3,000) 3,000 6,000 Resources (34,000) (12,000) 22,000 Museum income & Rates 33,000 33,000 0 Sports Repairs and maintenance (40,000) (40,000) 0 Members Allowances (35,000) (51,000) (16,000) Parks Other Works 0 (14,000) (14,000) Various (5,000) (11,000) (6,000) Corporate & Community Services (47,000) (83,000) (36,000) Works & Recycling Employees 222,000 255,000 33,000 Works & Recycling Vehicle costs 8,000 18,000 10,000 Works & Recycling Tipping Charges (1,000) 13,000 14,000 Works & Recycling Bulk Haulage 18,000 3,000 (15,000) Works & Recycling Trade Waste income 38,000 27,000 (11,000) Works & Recycling Recycling Credits (34,000) (57,000) (23,000) Works & Recycling Shared Savings Scheme (28,000) (28,000) 0 Works & Recycling Recycling Sales 80,000 95,000 15,000 Works & Recycling Garden Waste income 10,000 10,000 0 Works & Recycling Stock Movement 0 24,000 24,000 Works & Recycling Bad Debt Provision 0 15,000 15,000 Works & Recycling Various (1,000) (6,000) (5,000) Contribution from Crematorium 12,000 12,000 0 Cemetery Fee income (10,000) (10,000) 0 Bus Station cleaning & Demurrage 9,000 9,000 0 Car Parks income (40,000) (40,000) 0 Car Parks rates 30,000 30,000 0 Various 0 (6,000) (6,000) Operational Services 313,000 364,000 51,000 Harbour Utilities (11,000) (23,000) (12,000) ICT & Telephones (46,000) (62,000) (16,000) HR Corporate training 0 (30,000) (30,000) District Election 0 37,000 37,000 Bank Charges (increased volume) 0 20,000 20,000 Various 1,000 2,000 1,000 Corporate Services (56,000) (56,000) 0 Planning Employees (65,000) (65,000) 0 Planning fee income 203,000 177,000 (26,000) Pannier Market overtime 6,000 6,000 0 Pannier Market income 33,000 33,000 0 CCTV Employees (5,000) (5,000) 0 CCTV Income 10,000 10,000 0 Building Control Partnership (30,000) (55,000) (25,000) Economic Development Employees (6,000) (6,000) 0 Various 0 12,000 12,000

Page 25 Agenda Item 7 Appendix A

Service and Cost Area Qtr 3 Outturn Movement £ £ £ Place 146,000 107,000 (39,000) Business Rates Growth (200,000) (206,000) (6,000) Interest Receivable (30,000) (78,000) (48,000) Borrowing costs (16,000) (58,000) (42,000) Collection Fund Reserve/Benefits Subsidy 0 (69,000) (69,000) Additional Grant income – Business Rates 0 (11,000) (11,000) Additional Vacancy Savings (17,000) (31,000) (14,000) Other (263,000) (453,000) (190,000)

Total (6,000) (241,000) (235,000)

Page 26 Agenda Item 7 Appendix B

APPENDIX B – MOVEMENT IN RESERVES AND BALANCES

Transfer Opening Transfer Closing from Transfer Balance Transfer to from Balance Earmarked Reserves Reserves between 1st April Reserves Reserves 31st March (to Reserves 2019 (to Capital) 2020 Revenue) Collection Fund Reserve 1,017,220 -284,600 732,620 Community Housing Fund -Housing Enabling 603,270 -33,870 569,400 Repairs Fund 355,323 336,291 -4,531 -287,080 400,003 Capital Funding Reserve 522,387 -224,980 100,179 397,587 Crem Equipment Replacement Reserve 180,000 60,000 240,000 Flexible Homelessness Support Grant 0 200,990 200,990 Crem Earmarked Reserve 204,887 -4,939 199,948 Strategic Contingency Reserve 143,392 62,340 -11,890 193,842 Office Technology Reserve 212,413 132,144 -108,956 -42,502 193,099 Planning Enquiries Fund 196,590 -6,457 190,133 Vehicle Renewals Fund 26,000 250,000 -104,210 171,790 Digital Transformation Financial Systems 271,002 -64,607 -37,500 168,895 Local Plans Fund 166,497 16,400 -38,772 144,125 Economic Development Reserve 227,120 -83,133 143,987 Second Homes Council Tax Reserve 125,289 125,289 New Homes Bonus Reserve 57,398 100,000 -32,251 125,147 CCTV Reserve 71,000 46,000 117,000 Improvement Programme Reserve 122,497 -26,680 95,817 Council Tax Support Scheme Reserve 107,339 -27,420 79,919 Rough Sleeper Initiative - DCLG grant 42,237 36,340 78,577 Self Build & Custom Housebuild 57,302 15,000 72,302 Tarka Tennis Surface replacement 57,873 13,000 70,873 Leisure Centre Replacement Reserve 31,142 46,000 -14,043 63,099 Covid-19 Funding Reserve 0 52,672 52,672 Provision for Brexit Reserve 17,484 34,968 52,452 Prevention CLG Grant Reserve 45,317 45,317 Future High Street Fund FHSF 0 138,900 -93,629 45,271 P C Planned Maintenance Fund 40,156 40,156 Community Consultation 38,383 38,383 Greensweep Replacement Fund 32,703 32,703 Car Parking Reserve 30,496 30,496 External Legal Services Reserve 13,040 26,260 -9,300 30,000 Brownfield Land Registers and Permission 23,817 2,446 26,263 Internal Audit Plan Reserve 0 25,687 25,687 Brexit Exports Environmental Health 0 25,000 25,000 Neighbourhood Planning 25,000 -1,750 23,250 Rapid Rehousing Pathway Reserve 0 19,782 19,782 Specialist Domestic Abuse Reserve 27,467 -8,566 18,901 Community Protection Vehicles Reserve 12,000 6,000 18,000 Building Control Partnership Reserve 0 18,000 18,000 Development Control Fund 15,600 15,600 Lynton Agency Reserve 0 13,522 13,522 IER Funding 10,264 11,118 -8,244 13,138 Museum development fund 850 9,689 10,539 Ilfracombe Harbour Repairs 0 10,000 10,000 Theatres Reserve 9,466 -3,466 6,000 Town & Parish Fund 5,159 5,159 Ilfracombe Watersports Centre Reserve 28,873 -25,693 3,180 Habitat Directive Reserve 11,270 -10,325 945 Local Welfare Support reserve 10,541 -10,000 541 Noise Equipment reserve 12,000 2,000 -13,871 129 Office Accommodation Reserve 20,041 -20,000 41 Waste Shared Savings Reserve 90,000 -90,000 0 Land Charges Personal Search Reserve 50,179 -50,179 0 Land Charges Earmarked Reserve 50,000 -50,000 0 District Council Election 50,000 52,900 -102,900 0 5,468,284 1,763,448 -604,987 -1,231,178 0 5,395,568

Page 27 Agenda Item 7 Appendix B

Page 28 Agenda Item 7 Appendix C

“APPENDIX C - STRATEGIC CONTINGENCY RESERVE”

Resources Available £ Balance brought forward 1st April 2019 (143,392) Contribution to reserve 2019/20 (62,340) (205,732) 2019/20 Actual Spend £ Urgent Works Bunksland Farm, East Anstey - Exec 4th February 2019 11,890

Total Spend in Year 11,890 Balance Remaining at 31 March 2020 (193,842)

Page 29

Page 30 Page Agenda Item 7 Appendix C “APPENDIX D - CAPITAL PROGRAMME 2019/20”

Complete ( C ) / Variance -ve = Carry forward Total Budget Actuals 19/20 Carry Project Overspend 2020/21 £ £ Forward £ £ (CF) / On-going

Chief Executive and Corporate

Website Improvement 5,455.00 0.00 5,455.00 5,455.00 CF

Office Technology Fund - End User Assets and IT 183,313.00 152,690.22 30,622.78 30,622.78 CF Assets in Data Centre

ICT Skype for Business 193,329.00 56,218.70 137,110.30 137,110.30 CF Page 31 Page 382,097.00 208,908.92 173,188.08 173,188.08

Corporate and Community

Museum of Barnstaple - Long Bridge Wing 1,041,732.00 1,002,159.03 39,572.97 39,572.97 CF

21:21 (Transformation Project) 43,226.00 26,680.00 16,546.00 16,546.00 CF Agenda Item 7 Appendix D

Committee Administration System 28,397.00 28,142.01 254.99 254.99 CF

S106 Contributions - Various projects 666,040.00 382,631.30 283,408.70 283,408.70 CF

Tarka Tennis Artificial Grass Pitch 794,535.00 789,974.67 4,560.33 4,560.33 CF

Leisure Provision at Seven Brethren 1,148,014.00 646,522.83 501,491.17 501,491.17 CF

3,721,944.00 2,876,109.84 845,834.16 845,834.16

Complete ( C ) / Variance -ve = Carry forward Total Budget Actuals 19/20 Carry Project Overspend 2020/21 £ £ Forward £ £ (CF) / On-going

Environmental Health & Housing

Affordable Housing delivery Grant 5,000.00 0.00 5,000.00 5,000.00 CF

ECO Warm up Grants 331,000.00 269,953.53 61,046.47 61,046.47 CF

Disabled Facilities Grant Programme 1,237,000.00 955,290.34 281,709.66 281,709.66 CF

Provision of temporary accommodation 489,844.00 204,169.84 285,674.16 285,674.16 CF Page 32 Page 2,062,844.00 1,429,413.71 633,430.29 633,430.29

Operational Services

Works Unit Vehicles 417,033.00 211,015.00 206,018.00 206,018.00 CF

Rolling Road - for Workshop 31,790.00 0.00 31,790.00 31,790.00 CF Agenda Item 7 Appendix D HGV Ramps 25,000.00 24,050.00 950.00 950.00 CF

473,823.00 235,065.00 238,758.00 238,758.00

Place

Land Release Fund - Seven Brethren 120,602.00 116,559.78 4,042.22 4,042.22 CF

CCTV service 115,000.00 0.00 115,000.00 115,000.00 CF Complete ( C ) / Variance -ve = Carry forward Total Budget Actuals 19/20 Carry Project Overspend 2020/21 £ £ Forward £ £ (CF) / On-going

Replacement Planning ICT system 42,981.00 32,251.00 10,730.00 10,730.00 CF

278,583.00 148,810.78 129,772.22 129,772.22

Resources

Barnstaple Bus Station re-furbishment 2,118.00 4,530.92 -2,412.92 -2,412.92 CF

Ilfracombe Harbour - Kiosks 127,884.00 74,112.26 53,771.74 53,771.74 CF Page 33 Page

Jubilee Gardens reserved car park retaining wall 31,447.00 0.00 31,447.00 31,447.00 CF

Resurfacing to various car parks 2,980.00 2,980.00 0.00 0.00 C

Retaining Wall - Watersmeet Car Park Lynton 22,000.00 0.00 22,000.00 22,000.00 CF

Retaining Wall - Cross Street Car Park Lynton 9,500.00 0.00 9,500.00 9,500.00 CF Agenda Item 7 Appendix D Refurbishment Lower Lyndale Public Toilets, 30,000.00 0.00 30,000.00 30,000.00 CF Lynmouth

HR and Payroll System 98,500.00 64,606.50 33,893.50 33,893.50 CF

Pannier Market Re-roofing works 19,000.00 0.00 19,000.00 19,000.00 CF

Water Sports Centre Ilfracombe 28,656.00 18,656.26 9,999.74 9,999.74 CF

Acquisition of Land off Frankmarsh, Barnstaple 335,900.00 0.00 335,900.00 335,900.00 CF

707,985.00 164,885.94 543,099.06 543,099.06

Complete ( C ) / Variance -ve = Carry forward Total Budget Actuals 19/20 Carry Project Overspend 2020/21 £ £ Forward £ £ (CF) / On-going

Resources - Non Treasury

Acquisition of Sub Lease Plot 1 Seven Brethren 500,000.00 390,750.00 109,250.00 109,250.00 CF

500,000.00 390,750.00 109,250.00 109,250.00

8,127,276.00 5,453,944.19 2,673,331.81 2,673,331.81 Page 34 Page

Agenda Item 7 Appendix D Agenda Item 7 Appendix E

APPENDIX E – CAPITAL PROGRAMME 20/21 TO 22/23

Original Original Original Budget Budget Budget Project 2020/21 2021/22 2022/23 £ £ £

Chief Executive and Corporate Website Improvement 5,455 0 0 ICT Capital Investment 0 0 432,570 Office Technology Fund - End User Assets and IT Assets in Data Centre 160,873 357,770 0 ICT Improve Back-up and Recovery Capabilities 216,140 0 0

ICT Skype for Business 137,110 0 0

519,578 357,770 432,570

Corporate and Community Museum of Barnstaple - Long Bridge Wing 39,573 0 0

21:21 (Transformation Project) 16,546 0 0

Committee Administration System 255 0 0 Online Consultation Software System 14,700 0 0

S106 Contributions - Various projects 425,877 0 0

Tarka Tennis Artificial Grass Pitch 4,560 0 0 Leisure Provision at Seven Brethren 4,421,315 9,886,894 0

4,922,826 9,886,894 0

Environmental Health & Housing Affordable Housing delivery Grant 5,000 0 0

Affordable Housing Fund 90,000 0 0 S106 Affordable Housing - Higher Westaway, Newton Tracey 45,000 0 0 ECO Grants – Energy Efficiency Improvement Grants 586,046 0 0

Disabled Facilities Grant Programme 1,571,867 979,000 979,000

Boyton House 173,459 0 0 Provision of temporary accommodation 285,674 0 0

2,757,046 979,000 979,000

Page 35 Agenda Item 7 Appendix E

Original Original Original Budget Budget Budget Project 2020/21 2021/22 2022/23 £ £ £

Operational Services Works Unit Vehicles 394,910 903,108 1,290,000

Rolling Road - for Workshop 31,790 0 0

HGV Ramps 950 0 0 Material Recovery Facility - Infrastructure 760,000 0 0

1,187,650 903,108 1,290,000

Place Land Release Fund - Seven Brethren 2,029,670 0 0

CCTV service 115,000 0 0

Replacement Planning ICT system 10,730 0 0

2,155,400 0 0

Resources Barnstaple Bus Station re-furbishment 0 51,394 0 Marine Drive Car Park Resurfacing - Ilfracombe 65,000 0 0

Ilfracombe Harbour - Kiosks 53,772 0 0 Jubilee Gardens reserved car park retaining wall 31,447 0 0 Resurfacing to various car parks 54,796 0 0 Retaining Wall - Watersmeet Car Park Lynton 22,000 0 0 Retaining Wall - Cross Street Car Park Lynton 9,500 0 0

Esplanade Wall – Lynmouth Car Park 49,208 0 0 Public Maintenance - Public House corner of Castle Street and 16 Castle Street 90,000 0 0 Refurbishment Lower Lyndale Public Toilets, Lynmouth 30,000 0 0

HR and Payroll System 33,894 0 0

Pannier Market Re-roofing works 100,000 300,000 100,000 Water Sports Centre Ilfracombe 500,000 854,815 0 Acquisition of Land off Frankmarsh, Barnstaple 335,900 0 0

Planned Maintenance Seven Brethren 109,250 0 0

Page 36 Agenda Item 7 Appendix E

Original Original Original Budget Budget Budget Project 2020/21 2021/22 2022/23 £ £ £ Digital Transformation Asset and Financial Management System 40,000 0 0

1,524,767 1,206,209 100,000

Resources - Non Treasury Acquisition of Corporate Property 250,000 0 0 250,000 0 0

13,317,267 13,332,981 2,801,570

Page 37 This page is intentionally left blank

Appendix E

Table A: High level status of all service plan actions tracked on Pentana

Completed Overdue Cancelled Not due Total

Totals 394 0 49 37 480

Since the last report 5 included 39 Page in the total

Appendix F Agenda Item 7

Table B: Service plan actions that have been cancelled authorised by SMT

Action Reason

P SS 08 19/20 Affordable Housing Supplementary 20-Jul-2020 This action duplicates P 07d 15/16. Planning Document. Deletion requested.

P SS 09 19/20 Green Infrastructure Supplementary 20-Jul-2020 This action duplicates P 07d 15/16. Planning Document Request deletion of this action. OS Crem 05 17/18 Extension to crematorium gardens 17-Jul-2020 Land owner not willing to sell land at 106 award level. Funds available for any garden use. Request this action is amalgamated with OS Crem 04 17/18

40 Page

Table C: Service Plan Actions (5) completed Action Closure Note Due Date Completed Date CE ED 01 17/18 Establish appropriate partnership structures Barnstaple Regeneration Board established with supporting officer 31-Oct-2019 26-Feb-2020 to deliver Barnstaple development projects group

CE ED 01 18/19 North Devon Growth - Post 2031 Establish Actions carried forward into 2019/20 service plan 30-Apr-2021 26-Feb-2020 a Plan for Growth Appendix F CE P 03 17/18 Introduce software to track CIL and s106 Software has been implemented, however, work to continue on 31-Jan-2020 01-Mar-2020 Agenda Item 7 payments process review of S106 management across the Council.

OS PARK 02 19/20 Replace Handheld or install RIALTO All mobile devices now have Rialto software installed & are being 31-Jul-2019 25-Feb-2020 software on to smartphones tested w/c 7th Oct. It is planned to go fully live w/c 14th Oct & will form part of the handover to the new Parking Mgr on Tuesday 8th Oct.

OS W&R 06 19/20 Increase O Licence Capacity Steve Howlett completed an application to increase our fleet size from 31-Dec-2019 22-Jan-2020 48 to 61. On Tuesday 14th Jan 2020 we attended a hearing with the Traffic Commissioner, where our application was agreed.

Table D: Actions where Heads of Service have requested a revision to the due date and these have been approved by SMT

HoS Code Description Current due Revised due Reason & (if applicable Officer) requesting this date date request change

A review to establish the impact on the service of several new C&C C&C 01 Ken Miles paper-free systems 15-Jul-2020 Most research now complete but some 19/20 Review the being implemented actions outstanding. Request extension to end of Design Print and which are likely to September 2020 in light of Covid. Post service 30 –Sept-2020 significantly affect the 31-Mar-2020 amount of printing Page 41 Page needed.

C&C L 03 19/20 Regulators' Code Executive approval of a 17-Jul-2020 This complex and extensive piece of work is (came into effect Corporate Enforcement to be moved forward with the involvement of additional Ken Miles 6th April, 2014) Strategy and Policy. A resources. Was CSS 03 review of service 15/16 transferred specific policies against 31-Apr-2021 from EH&H 31-Jul-2019 the new framework. 2015/16 Service Request revised due date: 30th April 2021 Plan Appendix F Agenda Item 7

Facilitated development 17-Jul-2020 The only project still ‘live’ is the South Molton and delivery of coast Food Centre – and this is currently on hold due to other and rural economic initiatives coming forward that might mitigate the need for projects: that project. Michael CE ED 04 18/19 * Fremington Quay Tichford Coastal & Rural Pottery Economic Request revised due date: 31st March 2021 31-Mar-2021 projects * South Molton Food 31-Mar-2020 Village

* Tarka Trail website

* Ilfracombe signage Table D: Actions where Heads of Service have requested a revision to the due date and these have been approved by SMT

* Ilfracombe Market Arches

CE HR 01 19/20 Ken Miles Employee 20-Jul-2020 Extension of Time Request: April 2021 due Report to SMT 30-Sep-2019 Wellbeing 30-Apr-2021 to C-19 taking priority. Strategy

20-Jul-2020 Workload in planning enforcement, which has been the primary focus during the first phase of this

Consider opportunities work, and Covid-19 disruption have meant that the work has not progressed as planned. In addition the whole CE P 02 18/19 for the closer integration Consider of activities undertaken planning team has been involved in implementing a new opportunities for by SP&D Service and software suite. There are clear benefits to be gained from collaborative working on regulatory services and from closer internal other Council services integrations of (for example, planning sharing data, however, it has proved difficult to add Michael activities between enforcement and other 31-Mar-2020 management and delivery of the project to already busy

Tichford Planning and regulatory interventions, operational teams and this constraint is expected to

Page 42 Page continue. This would be an ongoing piece of other Council POCA, housing, 31-Mar-2022 services economic development transformation work that needs to be seen in the context and planning functions. of other programmes within the Council and not be the responsibility of one service, but the transformation board. Revised due date request: 31 March 2022

Work has been substantially completed on reviewing core Michael business activities with

Tichford associated training Appendix F Agenda Item 7 CE P 07 17/18 notes. However, a 31-Dec-2021 Complete review further review is now of business required to demonstrate 20-Jul-2020 Revised due date requested: 31 December specific engagement processes to 30-Sep-2019 2021 ensure external with the customer. customer focus.

Table D: Actions where Heads of Service have requested a revision to the due date and these have been approved by SMT

2018/19 SP: Title revised to "Review

landholding in and around pannier market

(offices, toilets. Corn

Exchange, cafe. Market Street toilets.

Slaughterhouse. Youth House and develop

options. Link with

CE PM 01 17/18 Review Operating

Plan for improved model for Pannier Market." Michael use of Pannier Market space and Tichford 2017/18: Assess environment 31-Dec-2021 current condition and 31-Mar-2020 20-Jul-2020 Revised due date requested: 31 December

Page 43 Page usage of spaces. 2021 Understand demand and opportunities. Liaise with adjacent landowners/lessees. Develop plan around site with income potential.

1. Development of oven ready, consented

Appendix F project. 20-Jul-2020 The Council are awaiting on a request for Agenda Item 7 ED 11 15/16 funding from the LEP to cover the shortfall to enable the 2. Secure gran funding 31-Mar-2021 Michael Water Sports build to go ahead. All other consents are now in place. and commercial income 31-Dec-2019 Tichford Centre, to deliver. Ilfracombe 3. Business case Request revised due date: 31st March 2021 required if NDC financial input required.

EH&H 05 17/18 22-Jul-2020 The appropriateness of this intervention Establish Business case required needs to be reviewed in light of the need to pursue a 31-Dec-2019 Selective (Fire case model). 31-Dec-2020 COVID-19 recovery which impacts on the wider Jeremy Mann Licensing in community. The indirect and direct impacts of the Ifracombe (Part 3 pandemic are set out in : Table D: Actions where Heads of Service have requested a revision to the due date and these have been approved by SMT

Housing Act https://www.ljmu.ac.uk/~/media/phi-reports/2020-07- 2004) direct-and-indirect-impacts-of-covid19-on-health-and- wellbeing.pdf.

Request change to widen the remit of this task and extend the deadline to the 31 December 2020.

22-Jul-2020 Closing date for applications 10th August.

See: Review commissioning EH&H L1 19/20 arrangements through 31-Oct-2020 https://www.northdevon.gov.uk/jobs-and- Jeremy Mann Increase the the appointment of an 31-Mar-2020 careers/current-vacancies/trainee-graduate- capability of the additional 0.5 FTE environmental-health-practitioner/ Licensing Service. Licensing Officer.

Request extension to 31st October 2020 Page 44 Page Develop policy and understand necessary 17-Jul-2020 This complex and extensive piece of work is internal resources to be moved forward with the involvement of additional H 02 16/17 Works Jeremy Mann required to support new resources. in Default Policy 31-Oct-2019 30-Apr-2021 processes and and procedures procedures. Report to Executive to adopt to Request revised due date: 30th April 2021 change.

O 03 16/17 07-Jul-2020 Discussions with Stagecoach are ongoing, Appendix F Jon Triggs Effective and having been delayed by the impact of Covid-19. Agenda Item 7 External management 31-Dec-2020 Coordinated 31-Mar-2020 of the facility management of the bus station Request extension to due date: 31 December 2020

Build new storage with OS Crem 04 road access in 17-Jul-2020 Specification delayed due to surveyor time 17/18 Upgrade bungalow gardens, (COVID). Will be linked with proposed pet crematorium. Ken Miles inadequate demolish old 31-Mar-2020 31-Jul-2021 storage facilities garage/memorial and provide larger complex and build new memorial facilities memorial rooms on Request revised due date: 31 July 2021 with option for same footprint Table D: Actions where Heads of Service have requested a revision to the due date and these have been approved by SMT

visitor restaurant in future

20-Jul-2020 P&T have confirmed there is sufficient Investigate whether we electrical and water provision for a new pressure washer. can increase resource OS W&R 08 in vehicle washing 19/20 Vehicle 31-Mar-2020 31-Mar-2021 (under body/chassis Wash Provision I have instructed the workshop manager to get 3 quotes Ken Miles wash & Pressure (if above £5k). washers) Revised due date requested: 31 March 2021

Review Business Processes for 20-Jul-2020 Good progress was being made leading up P 01 16/17 Application to Covid19 with a project team established with the Review Business Determination and S106 support of the procurement officer. This needs to be re-

Processes for Agreements to include established as a priority due to the financial risk associated with poor record keeping and management of Michael Application appropriate 31-Mar-2020 31-Dec-2020

Page 45 Page Tichford Determination arrangements with S106s. and S106 internal and external

Agreements consultees (in particular, DCC Legal Revised due date requested: 31 December 2020 Services).

P 07d 15/16 To prepare 20-Jul-2020 Covid19 and remote working and resource

associated issues in the team have delayed the adoption of these Michael supplementary 31-Dec-2020 SPDs. Tichford planning 31-Mar-2020 Appendix F documents, Agenda Item 7 including development Revised due date requested: 31 December 2020. briefs

20-Jul-2020 Land promoter declined to take up the HIF, however, an approach has been agreed with DCC to P PBP 03 19/20 secure the funding. Funding for required Housing access to Westacott 31-Mar-2020 31-Mar-2021 Infrastructure site, allocated within LP Michael Fund Tichford

Table D: Actions where Heads of Service have requested a revision to the due date and these have been approved by SMT

Revised due date requested: 31 March 2021

20-Jul-2020 Covid 19 and previous to that, development of the Barnstaple Town Centre Vision and subsequently P PBP 05 19/20 the Future High Streets Fund bid have absorbed officer time. This review will now be significantly delayed though Sustainable Increase business Michael business led engagement with the impact of Covid19 on the local economy and Tichford particularly the town centre may bring it back to the Barnstaple Town BTCM. Possibly 31-Dec-2019 31-Dec-2021 Centre reconsider BID. forefront again. Management

Revised due date requested: 31 December 2021

Table E: Outstanding Service Plan Actions (0) 46 Page Code Original Due Description Progress Bar Latest Note Due Date Date NIL

Appendix F Agenda Item 7

Table F: Key Performance Indicators : Last year’s data + this year’s results

PI Code & Short Name Performance Performance Performance Performance Year End Year End Current Latest Note & Data Q1 Data Q2 Data Q3 Data Q4 Target Result Target History 2018/19 & 2018/19 & 2018/19 & 2018/19 & 2019/20 2019/20 2019/20 2019/20

Planning

42 58 100 146 146

NI 155 Number of affordable 28 45 74 178 178 homes delivered (cumulative1) NI 157a Percentage of major 61 100 85 100 45 86.5 45 applications processed within 13 weeks 83 90 100 100 93.25 NI 157b Percentage of minor 95 97 98 100 98.75 75 planning applications processed within 8 weeks 91 95.19 96.6 95 94.45

NI 157c Percentage of other 98 99 99 98 85 98.5 applications processed within 8 95 95.68 94.1 96 85 95.2 weeks 85.00

Waste & Recycling

L82(i) Total percentage 49.16 48.02 42.6 41.8

Page 47 Page domestic waste recycled 50.91 50.77 47.78 46.07 46.00

Finance

BV8 Percentage of invoices 97.39 93.13 95.99 97.28 97.00 95.95 paid on time 96.52 95.76 95.7 95.70 97.00 95.92 97.00

28.81 56.14 82.98 97.07 98.00 97.07 Appendix F BV9 Percentage of Council Tax 28.59 55.63 82.33 96.81 98.00 96.81 97.50 Agenda Item 7 collected BV78a (M) Speed of processing 23.2 24.7 19.6 16.9 28.00 21.1 - new Housing Benefit/Council Tax Benefit claims 21.5 17.3 17.8 21.3 28.00 19.5 28.0

BV10 Percentage of Non- 32.14 57.31 81.89 97.04 99.05 97.04 domestic Rates Collected 31.96 57.45 81.30 97.07 99.05 97.07 99.05

1 NI 155 changed from Gross to Cumulative

PI Code & Short Name Performance Performance Performance Performance Year End Year End Current Latest Note & Data Q1 Data Q2 Data Q3 Data Q4 Target Result Target History 2018/19 & 2018/19 & 2018/19 & 2018/19 & 2019/20 2019/20 2019/20 2019/20

Property & Technical L728 Percentage of the gross 95.40 95.40 95.40 95.40 internal area of the investment 95.21 98.26 98.26 98.26 estate currently let L168 Income per car park P&D ticket July £1.72 Sept £1.71 Dec £1.59 April £1.69 1.78 June £1.69 Sept £1.74 Dec £1.62 March £1.41

PI Code & Short Name Performance Performance Performance Performance Year Year Current Latest Note &

Page 48 Page Data Q Data Q2 Data Q3 Data Q4 End End Target History Target Result 2018/19 & 2018/19 & 2018/19 & 2018/19 & 2019/2020 2019/20 2019/20 2019/20

Building Control

L300 Building Regulation Full 99 97 96 97 95% 97.25% 95% Plan applications determined in Appendix F

Agenda Item 7 2 months 99 96 100 100 95% 98.75%

L301 Building Regulation 95 92 87 89 95% 90.75% 95% Applications examined within 3 weeks 84 90 98 99 95% 92.75%

L302 Average time to first response (Days) 11 13 12 12 10 12 10

12 10 8 7 10 9 PI Code & Short Name Performance Performance Performance Performance Year Year Current Latest Note & Data Q Data Q2 Data Q3 Data Q4 End End Target History Target Result 2018/19 & 2018/19 & 2018/19 & 2018/19 & 2019/2020 2019/20 2019/20 2019/20

Customer Services & Communications

L999 Feedback Customer 57% 50% 38% 39% 50% 46% Satisfaction % 57% 49% 40% 59% 50% 51% 50%

L997 Customer Service 95% 91% 98% 94% 90% 94.5% Satisfaction % 95% 92% 93% 93% 90% 93% 90%

L998 Media Satisfaction % Annual Annual 90% 100% 90%

49 Page

Environmental Health & Housing

137 288 472 636 664 636

LEHH014 Food Hygiene 91 301 457 796 892 796 Interventions Completed Appendix F LEHH015 Percentage of Food 26% 69.9% 63.5% 95.8% 100% 95.8% 100 Agenda Item 7 Hygiene Due Interventions

Completed 10.2% 43.8% 66.3% 88.7% 100% 88.7%

LEHH016 Housing Options - 130 123 188 191 632 Data Qtr 4: 115 Prevention Number of Homelessness only Prevented & Relieved 162 165 113 166 606 51 Relief

LEHH017 Housing Options - 28 33 28 32 121 Data As per LOCATA Number of Households Only standard report - 30

Accommodated in Temporary households as at Accommodation 24 37 29 30 31/03/20.

LEHH019 Housing Standards - 7 23 73 96 96 Data Total value - Number of DFG's Completed & only £1,095,719.22 Monies Paid 20 68 104 167 96

LEHH026 Number of NDC Lets 69 41 66 60 236 Data Through DHC only 70 71 87 88

LEHH020 Housing Standards – 282,301 297,509 261,228 279,468 Data the level of unmet demand for only Page 50 Page DFGs 269,616 163,468 293,164 361,260 Data only

2. Constitution Context

Appendix and Referred or Appendix F paragraph delegated power? Agenda Item 7 5.5 Delegated

3. Statement of Internal Advice

3.1 The author (below) confirms that advice has been taken from all appropriate Councillors and officers.

Author: Sarah Higgins Date: 22nd July 2020 Reference: Executive Performance Report July 2020

Agenda Item 8

Open

NORTH DEVON COUNCIL

REPORT TO: STRATEGY AND RESOURCES COMMITTEE Date: 3 August 2020 TOPIC: NORTH DEVON LAUNCHPAD 2030 – COVID-19 RECOVERY STRATEGY

REPORT BY: HEAD OF PLACE

1 INTRODUCTION

1.1 The purpose of this report is to bring forward an approach to recovery from the COVID-19 (C19) pandemic to guide the work of Council, both within the organisation but also for wider North Devon.

1.2 As part of our approach to recovery, it will be necessary to take a strategic look at how the impact of the pandemic may change life on an ongoing basis for our residents, businesses and the Council as an organisation. Whilst further outbreaks may occur it is now time to consider how we maintain resilience of critical services and plan for longer term recovery.

1.4 It is likely that a new “normal” will need to be established. It will take time to resume service delivery; some services may be reduced for some time to come, the focus of services may change and some may not return. The way we do things will change with a move to more on-line transactions for our customers and more homeworking for our employees.

1.5 There is still much uncertainty about the pandemic, even now that lockdown has been eased. Government guidance is arriving on a regular basis and is being fed into our response and recovery planning. In the meantime, we have begun to formulate a local approach to recovery. This work is in its early stages and the timeline and resources needed will be developed as Council officers’ further detail the work and gain a better understanding as more evidence emerges.

1.6 Critical to this work is the wellbeing of our communities and the recovery of our economy. An environment policy is under development by the Council and at every level there is commitment to a ‘green’ recovery. As well as presenting enormous challenges C19 has prompted a relook at what is important. The Council and its partners are taking the approach that there is also opportunity to build back better, aiming for North Devon to be stronger, fairer and greener.

1 Page 51 Agenda Item 8

2 RECOMMENDATIONS 2.1 That Strategy and Resources Committee: 1) Note the activity undertaken so far by the Council and its partners to respond to the impacts of COVID-19. 2) Approve the draft 2030 Vision and its use for consultation 3) Approve the COVID-19 Recovery Framework.

3 REASONS FOR RECOMMENDATIONS 3.1 Effective planning will be essential to aiding the recovery of the district and the Council over the coming months and years. 3.2 The lockdown has changed the way the Council, residents and businesses are operating and this needs to be considered in planning for the future. The Council’s priorities and plans made before the pandemic will need to be reviewed in light of these changes and the impact that C19 has had on the district.

4 REPORT 4.1 C19 has had a devastating impact on our community, the local economy and the Council. Planning for recovery, both short and longer term, will be key as we move forward. It is proposed that ‘Supporting Recovery’ will become the overarching priority for the Council in its service delivery and in its work with partners and community. 4.2 This report presents a framework for recovery from C19, defined by a number of priority themes and actions. These actions will be subject to change as further evidence of the impact of C19 comes forward. We are determined that recovery responds to the desire of many that we build back better than before, therefore we are proposing that the our work is guided by an aspiration vision for the future.

4.3 2030 Vision Northern Devon in 2030 remains a highly desirable place where people are able to live well, work productively, move freely and benefit from excellent education, health, leisure and cultural facilities in harmony with nature and our world-class environment. To achieve this our ambitions are:  A sustainable, inclusive economy  A net zero carbon society, biodiversity gain and environmental improvement  The health and wellbeing of our communities

4.4 Themes and Actions The following themes and actions are proposed to provide a framework for the recovery of the Council and the district:

1. Support the most vulnerable – develop a sustainable approach to tackling homelessness; work with partners to develop longer-term pathways out of

2 Page 52 Agenda Item 8

poverty for the most deprived; gather evidence and lessons on long term approaches to reducing inequalities and crisis support.

2. Council services:

1. Critical service resilience - Ensure that critical services are resilient and continue to operate effectively

2. Modernise the Council - maximize the reach of new arrangements which replace pre-COVID-19 systems

3. Reimage local services - transform the Council - reimagine how services are delivered and recast service transformation plans; develop an IT, technology and engagement strategy to improve services and drive efficiencies.

3 Secure the Council’s finances – lobby government to fully compensate the Council for the financial impacts of C19; review budgets to identify scope for in-year savings; reduce non-essential spending; begin the process to set the Council’s budget for 2021/22; refresh the Council’s medium-term financial strategy.

4 Support the local economy, businesses and infrastructure of the District to a position of stability and functionality in a constructive manner whilst seeking to support access to all opportunities for assistance and growth.

5 Housing, regeneration and development – Create a housing strategy; support people in private sector rented accommodation; create Town Plans; encourage good design and genuinely sustainable development; ensure that infrastructure to support growth is delivered in a timely manner, with delivery of affordable housing maximised, and planning powers used effectively to ensure delivery of priorities.

6 Climate change and the green economy – embed in the recovery work – publish the Council’s Environmental Policy, Strategy and Action Plan; identify opportunities to reduce carbon emissions across Council operations; consider options to further promote sustainable travel; work to ensure that future housing and regeneration schemes are subject to the highest possible environmental standards.

7 Communities and social capital - ensure that affected communities are fully involved in the recovery process. Harness social capital – adopt an approach which empowers residents and allows for community-led decision making neighbourhoods; communications strategies which create two-way conversations with communities to inform decision-making.

4.5 Governance Structure 4.6 It is proposed that working groups should be set up for each of the themes, led by a member of the senior management team, working with lead members:

3 Page 53 Agenda Item 8

1. Support the most vulnerable – Head of Environmental Health and Housing Services & Lead Member for Housing

2. Council services – Business Information Systems Manager / Lead Member for Resources and Commercialisation

3. Secure the Council’s finances – Head of Resources / Lead Member for Resources and Commercialisation

4. Support the local economy, businesses and infrastructure – Head of Place / Lead Member for Economic Development and Strategic Planning

5. Housing, regeneration and development – Head of Environmental Health and Housing Services / Lead Members for Economic Development and Strategic Planning and Housing

6. Climate change and the green economy – Head of Place / Lead Member for Climate Change and Environment

7. Communities and social capital - Customer and Corporate Communications Manager / Lead Member for Resources and Commercialisation

4.7 The Chief Executive will be the Senior Responsible Officer for the programme and the Head of Place will be the Project Manager. Senior management team (SMT) will maintain oversight of the working groups. It is anticipated that there will be some overlap between the themes and this will be co-ordinated by SMT. Lead officers will be responsible for providing regular updates and reports to SMT and facilitating discussions to shape work programmes. SMT will review existing Council corporate priorities and identify proposals and options as part of the recovery phase. 4.8 Strategy and Resources Committee will be briefed on the plans and progress being made by the work streams. Key decisions, including those arrived at through partnership working will be referred to Strategy and Resources Committee in line with normal working protocols. 4.9 It is proposed that the Policy Development Committee will take the lead on scrutiny of the Council’s response and recovery plans. In order to engage more widely with scrutiny the Chairs of the other Committees could be invited to attend the Policy Development Committee meetings. 4.10 Devon and the Heart of the South West Recovery 4.11 In addition to our own local plans for recovery we are working within the context of the plans for recovery for Devon, led by DCC and for Devon and Somerset, led by the HotSW Local Enterprise Partnership and the HotSW Joint Committee. The business and economy recovery work for Devon is most advanced and the recovery prospectus is included as Appendix 2 to this report. Council officers and representatives from North Devon partners such as Petroc have played key roles in the Devon work, participating in the steering and theme task groups. 4.12 The HotSW Local Enterprise Partnership has produced a recovery plan and this is included as Appendix 3 to this report. 4 Page 54 Agenda Item 8

5 RESOURCE IMPLICATIONS 5.1 There will be significant resource implications resulting from delivery of the recovery strategy in terms of officer time, capital and revenue expenditure, however, there is no specific implications in respect of this report at this time. The overall action plan and individual work streams will be subject to a further report to Strategy and Resources Committee. 6 EQUALITIES ASSESSMENT 6.1 Equality Impact Assessments will be completed where necessary as part of the recovery planning process. 7 CONSTITUTIONAL CONTEXT

Article or Appendix Referred or Key decision? and paragraph delegated power?

Article 7.12 Appendix 4, para Yes 17

8 STATEMENT OF CONFIDENTIALITY

8.1 This report contains no confidential information or exempt information under the provisions of Schedule 12A of 1972 Act.

9 BACKGROUND PAPERS

9.1 The following background papers were used in the preparation of this report:  NDC Corporate Plan  North Devon Launchpad 2030  Team Devon COVID-19 Economy and Business Recovery Prospectus  HotSW LEP - Covid-19 Route Map to Recovery  Government websites and other information on Covid-19

Appendix 1 - North Devon Launchpad 2030 Appendix 2 - Team Devon COVID-19 Economy and Business Recovery Prospectus Appendix 3 – HotSW LEP - Covid-19 Route Map to Recovery The background papers are available for inspection and kept by the author of the report.

10 STATEMENT OF INTERNAL ADVICE

10.1 The author confirms that advice has been taken from all appropriate Councillors and Officers.

5 Page 55 Agenda Item 8

Lead Members: Leader Author: Michael Tichford Date: 22 July 2020 Reference:

6 Page 56 Agenda Item 8

7 Page 57 This page is intentionally left blank Agenda Item 8 Appendix A

North Devon Launchpad 2030

Stronger, Fairer, Greener

Covid-19 Recovery Strategy

July 2020

Page 59 Agenda Item 8 Draft ver0.5 North Devon Launchpad 2030 Appendix A 08/07/2020

Title of Covid-19 Recovery Strategy Document:

Author Michael Tichford

Revision History

Revision Version Authorised Summary of Change Changes Date Date No. by 26.06.2020 v0.1 New document including MT vision 27.06.2020 v0.2 Minor amends MT 30.06.2020 v0.3 Recovery activity to date MT deleted. Full vision moved upfront 06.07.2020 v0.4 KM revisions and MT amended recovery activity added back. 10.07.2020 v0.5 Minor updates and MT restructuring

Distribution

Version Date Name Dept. Organisation No. v0.1 26.06.20 CEO NDC v0.1 26.06.20 ED Team Place NDC v0.2 29.06.20 SMT NDC v0.3 30.06.20 SMT/ED NDC v0.5 10.07.20 Leader / NDC Deputy Leader SMT ED BT/SH

Page ii Page 60 Agenda Item 8 Draft ver0.5 North Devon Launchpad 2030 Appendix A 08/07/2020

Contents

1 Section 1 Introduction

3 Section 2 Executive summary

6 Section 3 The purpose of this report

7 Section 4 Draft 2030 Vision and discussion paper

13 Section 5 North Devon District Council’s response to Covid-19

18 Section 6 Priority themes and actions

34 Section 7 Oversight and monitoring of the District’s recovery; key data and indicators 37 Section 8 Engaging with residents, businesses and community groups

37 Section 9 Next steps

38 Appendix 1 The impact of Covid-19 on North Devon

Page iii Page 61 Agenda Item 8 Draft ver0.5 North Devon Launchpad 2030 Appendix A 08/07/2020

1. Introduction

1. The coronavirus pandemic has created a set of circumstances unlike anything seen in this country in recent times. The impact across all aspects of life has been significant, changing the way services can be delivered, testing health systems and putting the global economy on hold. As we begin thinking about the future, we do so with respect and sympathy for the victims, their families and friends, of a disease that does not discriminate.

2. Amongst the challenges, however, there have been many examples of North Devon rising to the challenge, people pulling together and supporting each other. As we talk about recovery to a strong future for North Devon, we are mindful that the direct and deadly impact of coronavirus continues and our primary focus with our partners’ remains protecting the health of our residents as far as is possible. It is, however, only fitting as a legacy that we capture what has been positive in response and work together to shape a future North Devon that even better supports the wellbeing of all our residents.

3. The recovery phase is different to that normally seen in response to an emergency, such as a flood. The timescales are not clear, with potential for changing restrictions on life reflecting fluctuating future peaks and outbreaks, the potential for services to be restarted then stopped again over a prolonged period, with particular communities (e.g. those being shielded) and particular areas having different restrictions to others.

4. This creates an extremely complex and challenging set of circumstances that require flexible and agile responses. The recovery is the process of restart, regrow and reset following the pandemic, to get back to “normal” functioning across our communities and towns. However, in doing so, we must recognise that what was “normal” before may not be possible or desirable in the future and our district may be forever changed by what we have faced. There are many opportunities to use the learning of the response phase to improve the ways services are delivered and build upon the new arrangements put in place. Therefore, a sense of renewal within

Page 1 of 49 Page 62 Agenda Item 8 Draft ver0.5 North Devon Launchpad 2030 Appendix A 08/07/2020 communities and services, representing opportunities to return to something better and make the most of future opportunities to create a positive future is critical.

5. As we respond with this positive approach, we will re-evaluate our priorities through engagement with our partners and with the community and this will influence our actions for recovery. Local authorities have been hard hit by Covid-19 in terms of staffing, restrictions on how we operate, loss of income and increased costs, however, by maintaining a focus on achieving the best possible outcomes for people, we will capitalise on this opportunity to build back better.

6. This will only be achieved through the collective working of North Devon’s communities, businesses, organisations, and public services. The Government’s recovery strategy and the process by which restrictions are implemented or eased will shape the both the approaches and timescales of the actions we can take locally. This is changing over time and we must recognise that there are trade-offs in all these decisions in the protection of public health now, the future health and wellbeing of people, the economic impacts and the effects on our environment.

7. Most importantly, at the heart of all decisions, must be the health and wellbeing of our residents.

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2. Executive summary

This document provides a strategy for the recovery from Covid-19 (C19) of North Devon Council and for the whole of the district. Certain elements of the Plan have a northern Devon focus, building on existing partnerships and plans and reflecting the distinct economic, cultural and community geography of the area that is covered by North Devon and Torridge District Councils.

It provides an overview of the Council’s initial response to the virus and the priority themes and actions which will frame the area’s recovery.

Elements of the recovery will be led through a partnership approach, utilising the Northern Devon Futures, One Northern Devon and UNESCO Biosphere Reserve partnerships to help steer the area through the challenges and opportunities ahead, reflecting our desire to build back Stronger, Fairer, Greener.

During 2019/20 the Northern Devon Futures partnership has been working on a 2050 vision for the area. In light of C19 it is suggested that a shorter timescale would better reflect current uncertainties, whilst allowing for the considerable time that it will take to truly see recovery realised. Therefore, this vision is to 2030.

Draft 2030 Vision

Northern Devon in 2030 remains a highly desirable place where people are able to live well, work productively, move freely and benefit from excellent economic, education, health, leisure and cultural opportunities which are in harmony with our world-class environment.

To achieve this the objectives of our vision are:

 A sustainable, inclusive economy  A net zero carbon society, biodiversity gain and environmental improvement  The health and wellbeing of our communities

Themes and Actions

The following themes and actions provide a framework for the recovery of the Council and the district:

1. Support the most vulnerable – develop a sustainable approach to tackling homelessness; work with partners to develop longer-term pathways out of poverty for the most deprived; gather evidence and lessons on long term approaches to reducing inequalities and crisis support.

2. Council services:

Page 3 of 49 Page 64 Agenda Item 8 Draft ver0.5 North Devon Launchpad 2030 Appendix A 08/07/2020

1. Critical service resilience - Ensure that critical services are resilient and continue to operate effectively

2. Modernise the Council - maximize the reach of new arrangements which replace pre-COVID-19 systems

3. Reimage local services - transform the Council - reimagine how services are delivered and recast service transformation plans; develop an IT, technology and engagement strategy to improve services and drive efficiencies.

3 Secure the Council’s finances – lobby government to fully compensate the Council for the financial impacts of C19; review budgets to identify scope for in- year savings; reduce non-essential spending; begin the process to set the Council’s budget for 2021/22; refresh the Council’s medium-term financial strategy.

4 Support the local economy, businesses and infrastructure of the District to a position of stability and functionality in a constructive manner whilst seeking to support access to all opportunities for assistance and growth.

5 Housing, regeneration and development – Create a housing strategy; support people in private sector rented accommodation; create Town Plans; encourage good design and genuinely sustainable development; ensure that infrastructure to support growth is delivered in a timely manner, with delivery of affordable housing maximised, and planning powers used effectively to ensure delivery of priorities.

6 Climate change and the green economy – embed in the recovery work – publish the Council’s Environmental Policy, Strategy and Action Plan; identify opportunities to reduce carbon emissions across Council operations; consider options to further promote sustainable travel; work to ensure that future housing and regeneration schemes are subject to the highest possible environmental standards.

7 Communities and social capital - ensure that affected communities are fully involved in the recovery process. Harness social capital – adopt an approach which empowers residents and allows for community-led decision making in neighbourhoods; communications strategies which create two-way conversations with communities to inform decision-making.

Oversight and monitoring progress

Utilise existing strong local partnerships to guide the recovery work, each partner reporting through their own processes, and engaging and co-producing with the community throughout.

The use of appropriate data will be critical in identifying the key issues resulting from C19, developing the right policy response and measuring the success of recovery.

Page 4 of 49 Page 65 Agenda Item 8 Draft ver0.5 North Devon Launchpad 2030 Appendix A 08/07/2020

In order to monitor progress, the Council is developing a dashboard of measures to identify the impacts of C19 on the economy, people and communities. These will be tracked monthly (wherever possible) to enable timely action.

Engaging with residents, businesses and community groups

It is crucial to consult and engage with a range of partners, residents and businesses to ensure that future plans are comprehensive and that the whole of North Devon feels connected to the recovery.

The North Devon Futures, One Northern Devon and Biosphere partnerships provide an opportunity to seek views from a wide range of partners but it is recognised engagement needs to go even wider and deeper. The Council will use the variety of communications and media channels it has available to consult and engage with residents and businesses, including the use of social media surveys, resident consultations, and use of Ward Councillors to gather views. The approach of co- production1 will also be explored.

1 The LGA notes a definition of co-production as "delivering public services in an equal and reciprocal relationship between professionals, people using services, their families and their neighbours. Where activities are co-produced in this way, both services and neighbourhoods become far more effective agents of change".

Page 5 of 49 Page 66 Agenda Item 8 Draft ver0.5 North Devon Launchpad 2030 Appendix A 08/07/2020

3. The purpose of this report

3.1 This report presents a strategic framework for recovery from Covid-19 (C19) for North Devon Council and the district of North Devon. It sets out a number of priority themes and actions which will frame recovery. These actions will be subject to change as further evidence of the impact of C19 comes forward. We are determined that recovery responds to the desire of many that we build back better than before, therefore we are proposing that the our work is guided by an aspirational vision for the future.

3.2 The draft vision in Section 4 has been drawn from a variety of sources and been subject to a limited consultation amongst partners. The paper which accompanies the visions is intended to start discussion with community and partners our aspiration for the sort of place we wish North Devon to be.

3.3 For North Devon Council, the report sets out some areas of focus for how the organisation intends to operate in the future - as well as how services might be delivered differently - with the opportunity to embed the flexibilities which have developed as the Council has adapted to C19.

3.4 The report sets out the themes which will drive the wider recovery plan for the district and form the basis of how the Council approaches recovery. Each theme includes key actions which the Council will take to make progress, with the intention that the report is more than just a strategy document and instead takes the form of an initial action plan for recovery.

3.8 Ultimately, the future prosperity of the district in the aftermath of C19 will depend on the communities and businesses of North Devon, however, the Council and its strategic partners have a vital leadership and delivery role in continuing to take immediate actions to keep people safe, whilst working towards a compelling long-term vision for the future.

3.9 The report emphasises the need for northern Devon’s recovery to be led through a partnership approach, utilising the Northern Devon Futures and One Northern Devon partnerships as the key fora for steering the area through the challenges and opportunities ahead. The partnerships brings together organisations from across the public, private and community sectors and are well placed to oversee the district’s recovery.

3.10 This recovery plan is intended to be a live document, which will continue to evolve. The actions set out here are not exhaustive and an important next step will be to build on this strategy towards the development of a more extensive recovery action plan.

3.11 Some themes – such as the need to harness the social capital and community participation which has developed in response to the virus – are likely to require the creation of individual strategies and action plans. It is essential that residents, businesses and community groups are actively engaged throughout the recovery

Page 6 of 49 Page 67 Agenda Item 8 Draft ver0.5 North Devon Launchpad 2030 Appendix A 08/07/2020 and the report sets out emerging thinking on an engagement strategy to guide the Council’s approach.

Page 7 of 49 Page 68 Agenda Item 8 Draft ver0.5 North Devon Launchpad 2030 Appendix A 08/07/2020

4. Draft 2030 Vision and Discussion Paper

4.1 Early in 2020 the Northern Devon Futures Partnership was working on a 2050 Vision for the area, North Devon Futures, when Covid-19 struck. North Devon and Torridge District Councils were also developing a new economic strategy. Whilst we want to retain the thrust of our ambition for northern Devon, Covid-19 has paused this work as we reframe our thinking to focus on the shorter term. With current uncertainties, our ‘long term’ is now more realistically to 2030. The world has changed but we believe that it is still important to have our response to Covid-19 informed and given direction by an ambitious and aspirational vision for northern Devon. Much of what we wanted to see for our future has been retained and given extra impetus by the necessity of responding to and recovering from Covid-19.

4.2 This vision will be our guide for the work we do as partners to assist in the recovery of north Devon from Covid-19, to grow again and reset.

Principles

4.3 The overarching principles of our vision for northern Devon are that we want to build back better in a way that makes us stronger, greener, fairer:  Resetting our approach to achieve:  the health and well-being of our communities  the local economy and sort of growth we want  higher skilled, secure work in resilient sectors and  recognition of the value of on our world class environment, reducing carbon use to net zero by 2030 and increasing biodiversity.  Demonstrating through collaboration:  flexibility and responsiveness, recognising a fast-changing environment – incorporating regular reviews  an evidence based approach – importance of collecting data on issues and opportunities.  the inter-linked nature of the problems and solutions  working with communities

4.4 The emergency has emphasised what we always knew but hadn’t really achieved the full benefit from; that we work better together. Whilst we address the immediate priorities of keeping people safe and maintaining essential services this plan addresses the desire we feel amongst our communities to see real and sustained change, set against a re-evaluation of our priorities and the values that underpin them, focusing on what really matters.

4.5 On the following pages we have tried to capture the outcome of the North Devon Futures work with the additional perspectives that Covid-19 has necessitated. It is lengthy for a vision but as a discussion piece the hope is that having read it you will have a real sense of the type of place that northern Devon will be. The accompanying delivery plan will interplay with the vision and both will evolve as one or the other changes, as wider engagement in the discussion about our future ensues and as new evidence becomes available.

Page 8 of 49 Page 69 Agenda Item 8 Draft ver0.5 North Devon Launchpad 2030 Appendix A 08/07/2020

2030 Vision

Northern Devon in 2030 remains a highly desirable place where people are able to live well, work productively, move freely and benefit from excellent education, health, leisure and cultural facilities in harmony with nature and our world-class environment.

To achieve this our ambitions are:

 A sustainable, inclusive economy  A net zero carbon society, biodiversity gain and environmental improvement  The health and wellbeing of our communities

A Sustainable, Inclusive Economy

In 2030 Business has recovered from the worst of the impacts of Covid-19 and northern Devon is the location of choice for those looking to establish new businesses, supported by first rate infrastructure and networks, alongside a superb environment with a supportive community and thriving cultural scene. High speed broadband is available to support high demand businesses and residents.

The northern Devon economic strategy, together in partnership with the Heart of the South West Local Enterprise Partnership, has helped to create a stronger local economy that has benefited from investment and significant growth in the availability of rewarding job opportunities. It has addressed the weakness in the assumption that ‘trickles down’ is enough to ensure prosperity throughout society, through embedding community wealth building and other approaches that endeavour to create a fairer society.

Creative and digital businesses continue to thrive and are a major part of the increasingly important knowledge-based sectors. The lifestyle of northern Devon has played a key role in attracting non-place dependent businesses to the area and the whole of the Heart of the South West and Cornwall have benefited from the government’s ‘levelling up’ agenda.

Agricultural businesses using the latest technology sit alongside those using traditional methods and all have settled to post EU market conditions and play a major role in achieving the goals of the government’s 25 Year Environment Plan. Northern Devon to be a net zero in terms of food production and consumption.

All business sectors are successfully adjusted to a ‘new normal’ and have seized the opportunities provided by digital infrastructure.

Facilities exist for businesses to start up, grow, prosper and innovate. The revival of the high street and evening economy have been led by a greater variety of offer in town centres with more homes, leisure and cultural opportunities and places to meet.

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The circular economy model, in which resources are kept in use for as long as possible, extracting the maximum value from them whilst in use, then recovering and regenerating products and materials at the end of each service life, is ascendant over the traditional linear economy of make, use, dispose.

We offer high quality educational and training provision from early years to degree level which is accessible physically, digitally and culturally. Businesses have access to a locally based, highly skilled workforce, and Petroc College builds on its success with local universities, businesses and the public sector, which helps to attract and retain the brightest graduates and apprentices in the area.

The Globe training hotel project between Petroc, Torridge District Council and The Plough in Torrington will be operational offering the first degree-level apprenticeship course in Hospitality and Tourism in the South West, and the first degree-level course in Torridge.

The Digital Biosphere Big Data & Artificial Intelligence project has underpinned a shift towards green innovation based on data, increasing environmental protection and enhancement methods and creating aspirational employment routes which are built in to local school curriculum models.

We are digitally savvy. One example is a network of Community Hubs which deploy technology to help address deep seated challenges in communities, be it language barriers, social isolation, youth disengagement, starting a business, reducing carbon or enhancing the environment. A ‘Community How To’ website brings together top digital tools for organisations and networks under one roof.

Tourism remains an important element of our economy but with greater emphasis on higher value offers that have extended the season and provided exciting new opportunities for visitors and for workers in the industry. Whilst the ‘Adventure Coast’ meets its promise new tourism offers are being established inland to relieve the pressure on the coast. Businesses are supported to invest in quality facilities, accommodation and services.

Our beaches were the first World Surfing Reserve in the UK and the area builds on the marine environment’s latent ability to attract investment to deliver port regeneration and renewable energy production.

A Net Zero Carbon Society, biodiversity gain and environmental improvement

In 2030 northern Devon will have reduced carbon consumption considerably and is on the way to being net carbon neutral by 2050.

Renewable energy production of all types has been delivered or is in the planning stages, with the aim of making northern Devon a net exporter, with infrastructure carefully balanced against priorities for the environment in which it sits. Woodlands and grasslands have been established to sequester carbon, provide valuable wildlife habitats and opportunities for recreation.

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More residents enjoy an active and healthy life through the investment in Green Infrastructure, which has improved the quality of and access to a better-connected network of open spaces and achieved a net gain in biodiversity.

The North Devon Biosphere Reserve has provided the catalyst for achieving innovative and exemplar sustainable development, protected and enhanced the natural environment and innovated in opportunities for investment in the quality and connectivity of natural capital. Local building styles and materials have been encouraged, using local trades and supply chains.

Our Area of Outstanding Natural Beauty continues to protect the dramatic coastal landscape, from Marshland Mouth on the Cornish border to Combe Martin on the boundary of Exmoor National Park.

Ecosystem services form the cornerstone of northern Devon’s continued success and are enshrined in plans for the area. The coast and estuary, the historic environment and the rolling rural landscape continue to provide a sense of identity and belonging which remain vital assets for northern Devon’s economy.

New developments have been designed to promote healthier living and the public realm within towns and villages is accessible, of a high standard, well maintained and ‘owned’ by the community that it serves.

Residents, businesses and visitors enjoy better accessibility within and beyond the area through the implementation of improvements to the highway network and improved links to Exeter via the North Devon Rail Line. Our town centres will have been reconfigured to prioritise walkers and cyclists.

There will also be a series of smaller but vital infrastructure improvements across the area, including improvements to local roads, more cycling and pedestrian provision, public transport provision, drainage, water infrastructure, flood protection and resilience to future flood risks. These improvements will make a positive impact on local residents' day-to-day life and give confidence to investors.

Barnstaple and Bideford are the main focus locations for delivering new jobs and homes, supported with continued inward investment to deliver key infrastructure to support their roles as vibrant and innovative centres in commerce, culture, education and services.

Braunton and Wrafton, South Molton and Holsworthy have achieved growth in the number of new jobs, which has been supported by new homes and facilities to meet their own and wider needs. A regeneration led strategy at Ilfracombe has delivered new jobs, homes and facilities, and it has built on its reputation as a maritime hub and a centre for creative excellence. Northam (including Appledore and Westward Ho!) and Great Torrington meet their needs and continue to offer local services and remain at the heart of the area’s coastal and rural economy, respectively.

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North Devon Council works closely with the Exmoor National Park Authority sharing responsibility for Lynton and Lynmouth, and sharing environmental ambitions.

All towns will have plans in place based on the principles of sustainable development and that have been created by and with the community. We are strong advocates for the particular needs of coastal communities.

The rural area has evolved in terms of village growth (where appropriate and supported locally) and there are opportunities for rural businesses and agriculture to thrive. Development in villages is guided not by incremental assessments of local need but by an evidence based approach to achieve a long term sustainable future which provides high quality homes, employment opportunities, meeting places and other open spaces, enhancing a sense of place and belonging. Key open spaces will be retained in rural communities.

The Health and Wellbeing of our Communities

In 2030 our communities provide a high quality of life for everyone that lives there, free from poverty and crime. They have a sense of common purpose, take pride in their living environment, and have a sense of pro-active volunteerism that enables local people to work together to address local problems.

Our communities are cohesive, safe, confident, prosperous and happy places where children are collectively looked after and older people are valued for their leadership potential. Skill transfers and sharing between generations is commonplace. Northern Devon is somewhere that people wish to stay and see their children and grandchildren grow up.

Our communities respect and support one another regardless of age, gender, race or creed.

Our communities were called upon to show resilience during Covid-19 and are now better able to be self-determining, which has nurtured a confidence in their identities that has become a bustling bridge to link with other communities. They have the ability to adapt and undergo change. Empowered members of the community have the best interests of everyone at heart, and are selfless in pushing for improved community facilities and public services for their area.

Our communities have accessible healthy living options, easy access to medical care and healthy food; and are designed to enable healthy living at home, work, and school; and provide good mental health resources. It is safe and easy to walk, bike, and play in parks and community spaces.

Northern Devon is at the forefront of an approach to improving health and well- being, and at its heart is an understanding that people need more than just good NHS services to keep well. The One Northern Devon partnership is working across the area to reduce health inequalities through co-ordination of the activity of all partners involved in the wider determinants of health.

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Local residents and those working in the area will have access to a range of housing types and tenures that will help to meet the needs of all households, particularly young families and older persons.

Northern Devon has a plan to meet the need for affordable housing in terms of location and type, working with national as well as local partners to ensure that this most basic of needs; for a safe, secure and warm home, is met. Housing has become more affordable, adaptable and accessible for first time buyers and for those living on their pensions and wishing to stay in their communities.

Mechanisms are in place to deliver warm, well insulated homes, tackling fuel poverty and reducing carbon fuel consumption.

Following the example of Bideford and Ilfracombe more towns have taken on the Incredible Edible approach to making the streets healthier, brighter places to be, producing food, bringing the community together and giving people an opportunity to make a difference.

Community orchards and parks provide volunteering opportunities and outdoor places to visit.

Northern Devon is beginning to be known for its cultural offer. It innovates in the areas of culture and the environment, creative making and literacy and learning.

The Third Sector in plays a vital role in developing high-quality services the public rightly expects. It is value driven and re-invests surpluses and raises funds to further social, environmental and cultural objectives. Charities, voluntary groups and social enterprises make use of their particular strengths to reach the most disaffected people and find innovative solutions with a personal touch.

The objectives of our ambition are the health and wellbeing of our communities, measured by individual but also as social capital.

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5. North Devon Council’s response to Covid-19

5.1 Covid-19 has had a devastating impact across the world and in the UK, however, in common with many rural areas northern Devon has had very low numbers of deaths related to the virus. Although the death rate has been relatively low the impact on the economy and people’s way of life has been dramatic.

5.2 The virus has had a significant impact on the Council, both in terms of how staff carry out their jobs (with, in some cases, staff redeployed into other roles to support the Council’s response) and how services to residents and businesses are delivered. Whilst difficult, some of the changes made in response to the virus present opportunities for how the Council operates and how services are accessed in the future. It is important that the Council builds on this momentum and continues to adapt to changing behaviours.

5.3 Throughout, the Council has actively engaged with the Devon, Cornwall and Isle of Scilly Local Resilience Forum (LRF) as the statutory body for coordinating the regional response to crisis events. The Head of Environmental Services of North Devon Council was a member of the strategic group of the LRF - which steers the county-wide response - with other Council officers sitting on the tactical response groups. The Chief Executive sits on a wide variety of groups, some with the Leader of the Council, including those involving direct contact with government ministers.

5.4 This renewed focus on joined-up working across different agencies creates opportunities for how services – particularly to the most vulnerable – are reimagined as part of the recovery.

The main strands of the Council’s response

Changes to the way the Council operates

5.5 From an organisational perspective, the Council had to change rapidly as the impact of the virus increased. Improved IT capabilities to allow more staff to work from home were developed and rolled out quickly, which enabled the majority of office based staff to work from home since March. The Council had only recently developed the capability to work remotely so it is a testament to the hard work of the ICT service and remote working teams that they moved from being office based to full time home working with little disruption to critical services.

5.6 Virtual Council meetings using the secure Microsoft Teams platform are being held in order to limit the risk of spreading the disease through close contact, although the organisation will revert to ‘face to face’ meetings in the future when it is appropriate to do so. The widely used Zoom conferencing app is also being used but not for formal meetings and for external events.

5.7 Small numbers of colleagues have worked in the Council offices throughout the emergency and officers are working through measures to make them safe for larger numbers to come back, drawing on government guidance and best practice from elsewhere. Plans are largely implemented to give two metre spacing, which

Page 14 of 49 Page 75 Agenda Item 8 Draft ver0.5 North Devon Launchpad 2030 Appendix A 08/07/2020 allows, for instance, under a third of the planning teams to be in the office (9 of 33) at any one time. The government has reduced the requirement to at least one metre, however, the existing proposals will stand for the time being. Unions have been engaged through the process and C19 specific risk assessments are in.

5.8 Initial assessments show that, by reconfiguring desk space approximately a third of Council staff are able to work from the offices on a daily basis. It is clear that flexible working and working from home for many staff will continue for some time. Some council (and other organisations) are re-evaluating their office accommodation needs in the light of experience gained of extensive home working.

5.9 New ways of working have the potential to change the Council’s culture and make it a more modern organisation which supports a flexible approach to work/life balance for staff and contributes to the climate agenda by reducing the need to travel (recognising that this may be balanced somewhat by the need for more home heating etc.)

Changes to service delivery

5.10 The way many Council services are delivered has changed in response to C19. The decision was made - when lockdown measures were announced by government - to close Brynsworthy Environment Centre and Lynton House as public buildings and move face to face customer contact to appointment only (and only in emergencies). The most notable changes have been to customer contact services, with the majority of services now provided by telephone, video conferencing and via the Council website.

5.11 Compared to May 2019, data for May 2020 shows a 40% increase in contact with the Council made online. This creates opportunities for the Council to continue to make more services available online and more accessible to users.

5.12 Overall contact to the Council across all channels decreased 39% during May 2020 compared to May 2019 (Customer Services only). The customer services team saw a 44% decrease in calls during the same period. As of mid-June 2020 calls received by Customer Services had returned to pre-Covid-19 levels.

5.13 Throughout the Council has continued to meet its statutory requirements with regards to homelessness and the provision of emergency housing support. The Housing and Homelessness teams maintained a presence in Lynton House throughout to provide this service, with the virus leading to increased numbers of people requiring emergency accommodation. Further details on the Council’s housing response during C19 is provided below.

5.14 In terms of service demand, whilst some services inevitably became busier through the response phase – such as revenues and benefits – demand for other services, such as parking and building control reduced, while others, such as planning were maintained.

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5.15 The Council developed a process for redeploying staff from across the organisation into critical frontline services in order to improve resilience. Examples include street scene officers being redeployed into the waste and recycling team to maintain waste collection services. However, this has not been as significant as might have been expected early on.

Supporting the most vulnerable

5.16 Community Response

5.17 Overall objectives are: • to provide support to people on the government’s ‘shielded’ list – and with others who are vulnerable that had no other support available to them (such as neighbours, family or friends living locally) who have requested help with their shopping, collection of prescriptions or someone to talk to – and assess their needs; and • sign post them to the relevant support, be it Council services (those provided by the Council as well as social care support provided by the County Council) or support within the community. The Council has worked in close partnership with One Northern Devon, North Devon Voluntary Service and parishes to deliver support to individuals by using volunteer networks set up within communities.

5.18 On 2 April 2020, the Council launched and implemented a dedicated support line for individuals to contact the Council. The Council also set up a form on its website to enable individuals to contact the Council out of hours. These requests were monitored over the Easter Bank Holiday and two May Bank Holiday weekends. 37 requests for support were received directly via the website.

5.19 The Council has worked closely with the Northern Devon Foodbank and provided additional funding to provide emergency food parcels to individuals and families who were experiencing financial difficulties. The Council, as well as referring an increased level of customers to the foodbank for emergency food parcels, delivered over 70 emergency boxes to families to support the Government’s national food box delivery.

5.20 The Council worked in partnership with Devon County Council regarding the delivery of top up food boxes. This service commenced in April following the introduction of the Government’s national food boxes. The national food boxes contained basic essential supplies however did not cater for individuals and families who had dietary needs such as vegetarian, vegan, dairy or gluten intolerance. The Council arranged the delivery of the top up food boxes to 30 individuals every two weeks until the end of June.

5.21 Following the Government’s announcement to end the provision of support to those individuals who had been identified as “shielding” which included the delivery of food parcels at the end of July, the Council has sent a letter to 410 individuals to confirm that the food parcels would cease and also to contact the Council if they required any further support.

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5.22 By the end of June, the Council had received over 300 requests of support from vulnerable people across the district.

5.23 The Council took a decision early on in its response about how the hardship fund money provided by government should best be used to support the most vulnerable in the district. The council tax hardship fund awarded £585,000 to 3,235 council tax payers to provide an additional £150 reduction off council tax bills for those in receipt of council tax support.

5.24 Devon County Council awarded funding to each district council to enable them to assist the economically vulnerable within each district area. The total funding provided to North Devon Council is £120,865. The fund assisted individuals and families to cope with immediate financial hardship arising from the Covid-19 crisis. This includes emergency funds to assist with fuel costs, replacement of white goods and provision of food. As part of this fund, the Council awarded grants of £12,000 and £15,000 to the North Devon Foodbank and the Salvation Army respectively to enable those organisations to continue providing vital assistance. The Council also awarded a grant of £1,000 to 6 secondary schools in North Devon to enable the schools to provide financial assistance to families who were experiencing financial difficulties to purchase food. The Council also secured a contract with a local taxi firm for individuals who needed assistance with travel to essential hospital or medical appointments. Up to the end of June the Council had received 28 requests from individuals for this service.

5.25 The Council worked in partnership with Devon County Council in the COVID- 19 Prompt Action Fund providing North Devon district community and voluntary groups with the opportunity to apply for grants of up to £500 towards their work. Both councils contributed 50% of the total of the grants awarded to each group with funding partly coming from contributions from each North Devon district councillor's community councillor grant for the year. The grants were introduced to help tackle the social and economic impacts of the virus outbreak and help those who are most vulnerable in North Devon communities. The fund was paused mid-June and funding was awarded to 24 groups in the North Devon area.

Supporting businesses

5.26 The Council has administered grants to small businesses who are eligible under the government’s guidance (up to £25k per business with less than 50 staff in the hospitality sector). By 24 June, the Council had paid out over £41m in grants to over 3,600 businesses.

5.27 The Council worked with other local authorities in Devon to develop a county wide framework for the delivery of the government’s discretionary business grants scheme announced in May. This discretionary scheme – worth just over £2.2m for North Devon - is primarily designed to assist those businesses which fall outside the original criteria for grants. This includes small businesses in shared accommodation and other flexible workspaces, regular market traders with fixed costs, bed and breakfast accommodation, and charity properties in receipt of charitable business rates relief which would otherwise have been eligible for small business rates relief.

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By close of the scheme 413 applications had been received and by early July 214 grants had been processed with £1.2m distributed.

5.28 Alongside paying out grants, the Revenues and Benefits team moved quickly to provide business rates relief through the expanded retail hospitality and leisure reliefs which saw £20.3million going to 1,124 businesses. These businesses were all re-billed with no business rates to pay for 2020-21 year.

5.29 The Council’s procurement has looked at other ways to support businesses during the crisis, including paying suppliers promptly in order to ease cash flow challenges for those organisations.

5.30 The Council has continued to consider requests for further support on a case by case basis. Where tenants who rent our properties contacted us due to their businesses being closed and no ability to pay their rent we deferred their Q1 rent for a discussion at Q2 when potentially re-open and spread any arrears over a longer period.

Town centres

5.31 Council town centre and economic development officers carried out a review of ‘pinch points’ in the Barnstaple town centre, and have put in place signage and physical measures to support social distancing and similar work has been undertaken in the other towns such as Ilfracombe and South Molton.

5.32 Proposals have also been developed to close some roads to vehicles in order to help a smoother flow of pedestrian and vehicle traffic and the Council is working with the County Council on implementation.

5.33 The Council and local partners will continue to work together to review measures to support social distancing and take further action where necessary.

Homelessness and rough sleepers

5.34 In March, the government issued guidance to all local authorities, requiring them to urgently procure accommodation for rough sleepers. North Devon, like many other areas across the country, has seen an increase in the number of people requiring emergency accommodation during the pandemic. This was on top of already high demand for services.

5.35 This increase occurred for a variety of reasons, including informal housing arrangements – such as ‘sofa surfing’ – coming to an end during lockdown. The increased demand placed significant pressure on the Council’s housing services. ??????? Confirmation from housing

5.36 In response, the Council worked quickly to ensure that accommodation was – and continues to be - available to all ???? rough sleepers in North Devon and procured ?? bedrooms to allow separation of high-risk individuals. As the number of rough sleepers can change on a daily basis, additional accommodation is continuing to be sourced where it is required.

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5.37 Regular street counts are end of May, there were ?? clients accommodated in emergency provision and no rough sleepers in North Devon who have not had an offer of accommodation. Housing services continue to provide outreach support to those who also conducted.

Waste and recycling

5.38 Waste services and recycling have continued during lockdown under increased pressure.

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6. Priority themes & actions

6.1 The UK will be feeling the impacts of C19 for a long time and, as the country emerges from lockdown towards recovery, the government’s overriding objective is to avoid a second peak of the virus. The Council shares this objective when it comes to the recovery of North Devon, particularly as a popular destination for visitors with the potential for bringing the infection with them.

6.2 In practice, although certain aspects of the Council’s response will begin to scale back, it is likely that Council will need to continue to provide an ongoing response with partners to C19 for some time, particularly to the district’s most vulnerable residents.

6.3 However, the Council has now started to focus on recovery as the district begins to open up again. In doing so, it is important that the Council not only focuses on how, as an organisation, it will recover and respond to the easing of restrictions but also the leading role it will play in the wider recovery of the district.

6.4 This section sets out the priority themes which will guide the Council’s approach as the organisation and the district transitions from response to recovery. These themes, together with a set of associated key actions, form a framework for recovery.

6.5 Some of the actions the Council will take – working with partners – are short- term, such as measures to support social distancing in the town centres. Others, such as reducing our carbon usage and regenerating parts of the district, will be longer-term programmes. Together, these actions form part of the district’s initial recovery and longer-term prosperity.

6.6 Building on this, the intention is to work with local partners to develop a comprehensive recovery action plan as well as a suite of data and indicators to monitor progress.

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Recovery themes and key actions: Summary

6.7 Underlying thematic actions is the need to understand the challenge and what needs doing now:

 Respond to support the whole community as challenges emerge.  Understand the challenge of recovery across the district in the short, medium and long term,  Engage with business, representative groups and relevant pubic authorities, and monitor relevant data sources and emerging national and local analysis, to understand the challenges facing businesses and the wider economic impact.  Identifying impacts, critical areas of activity and key services.  Mitigate and manage the long-term impacts upon the resident population and  Maintain public trust and confidence in the effective co-ordination of recovery.

Theme Key actions the Council will take 1. Support the • Work proactively with partners to develop a sustainable approach to tackling most homelessness in the district. vulnerable • Over the longer-term, work with partners, particularly the voluntary and community sector to look at pathways out of poverty for the most vulnerable. This will include training and skills opportunities and measures to move people closer to the labour market and into employment. • Work with domestic abuse support providers to signpost victims of domestic abuse (DA) to the support on offer and to work with front line teams within the Council to train staff to spot signs of DA. • Hold virtual internal and engagement event(s) to gather evidence and lessons from the Council’s long-term approach to reducing inequalities and crisis support. • Tackle pre-existing and emerging financial and digital inclusion in the district, as part of tackling wider inequality.

2. Council • Ensure that critical services are resilient and continue to operate effectively over services the coming months alongside plans to clear backlogs in work that have i. critical accumulated during the response phase. service Identify and embed the benefits of initiatives and developments that have arisen resilience; • throughout the response to maximize the reach of new arrangements which ii. modernise replace pre-COVID-19 systems. Modernise the Council: the Council; o continue to allow staff to work from home where possible, striking a balance iii. reimage between home and office-based working and allowing flexibility for staff local services o reimagine how services are delivered and recast service transformation plans; o develop an IT and technology strategy, which looks at how technology can enable organisational and service transformation – unlocking efficiency savings and providing a better experience for service users. • Implement changes to the internal layout and other safety measures within council offices to support social distancing as more staff return when it is appropriate to do so, with a risk assessment of the building carried out and unions engaged. • Take forward an organisation wide review of service delivery, to look at reimagining how services are delivered in future.

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• Recast service transformation plans in light of this service review, to be taken forward as part of the 2021/22 budget and business planning cycle. • Review the decisions that have been taken as part of the crisis response to stop, start or amend service delivery – and the experience of working in different ways – to consider lessons learned and apply them to services over the longer-term. • Use the principles of recovery engagement to recalibrate the compact between the Council and residents, communities, businesses and other district stakeholders. 3. Secure the • Closely monitor and update budget impact analysis and regularly update SMT Council’s and Strategy and Resources Committee. finances • Lobby government to ensure that North Devon Council - and local government more widely - is fully compensated for the financial impacts of C19. • Conduct a corporate review of all 2020-21 revenue budgets to identify areas for immediately reducing in-year expenditure through additional controls on non- essential spend and recruitment. • Review the capital programme to ensure that the schemes still reflect the Council’s current priorities and that these are affordable in the new financial landscape. • Update the Council’s Medium-Term Financial Strategy, to understand the short to medium implications for savings requirements and use of reserves. • Commence the process for setting the budget for 2021/22 and provide further detail to Strategy and Resources in August on the approach and timeline. • Move forward with a commercialisation strategy, using lessons from crisis. 5. Business • Support the local economy, businesses, partners and infrastructure of the District and the local to a position of stability and functionality in a constructive manner whilst seeking economy to support access to all opportunities for assistance and growth. In particular, recognise that whilst C19 has impacted all sectors, it is important to work with the tourism, hospitality, arts, and culture sectors to understand the issues they face and seeks solutions together. • Continue to deliver grants and wider support to businesses, working with North Devon Plus and the LEP’s Growth Hub. • Give business the vital cash flow that they need to adapt by rescheduling business rates. • Pivot the planning balance in favour of accelerated delivery, revisiting pre- commencement conditions, adapting to desktop surveys. • Help cash flow by profiling S106 payments. • Flex licensing rules, supporting adaptation and businesses to reach new customers, licensing taxis to take public transport slack. • Work in partnership to develop appropriate solutions to the challenges identified, including through our planning, licensing and enforcement functions. • Work with partners on issues including skills and pathways to work. • Consider how the Council’s role as an anchor institution can support an inclusive economy and community wealth building through the use of Council assets, contractual, recruitment and procurement levers. • Assist in bringing local business together across crucial local sectors to aid adaptation and developing a new customer base. • Re-shape empty shops to foster business adaptation and new start-ups, increase housing or deliver services. • Review the emerging Northern Economic Development Strategy with Torridge DC and North Devon Plus to identify any new actions required to respond to C19 challenges and opportunities. • Engage in Devon and wider recovery plans with partners including Devon County Council and the Heart of the South West Local Enterprise Partnership. • Work with Town Centre Management, traders groups, local councils Chambers of Commerce, police and Devon County Council to review and implement physical measures and signage in the district centres to support social distancing.

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• Use licensing and planning powers to support businesses – particularly those in the hospitality sector – where appropriate to vary the use of outside space, whilst ensuring that people with disabilities can move around the safely. • Work with the tourism and hospitality sector; arts, heritage, leisure and culture sectors to enable North Devon’s institutions and events to reopen in a safe way when it is safe to do so; engage closely with the sectors to understand the issues they face and seeks solutions together. • Investigate the creation of a Destination Management Organisation for North Devon. • Where there is evidence of malpractice, assess whether action can be taken against employers who fail to provide a safe working environment. • At the appropriate time, work to deliver Council run events, including to celebrate the hard work of the district over this period, in line with social distancing requirements. • Work with Northern Devon Vision and One Northern Devon partners to develop the culture offer of North Devon, which places the arts, culture and heritage at the centre of the area’s recovery. • Evaluate capital investments to support town centres. • Work with the North Devon Biosphere partners to maximise the sustainable economic impact of the natural capital of the area. • Understand the potential for applying circular economy approaches.

5. Housing, • Develop a housing strategy. regeneration Review housing allocation and housing options policies. and • development • Support people in private sector rented accommodation, including implementing a private renters charter and taking action against sub-standard accommodation. • Prepare, submit and implement Town Plans (Stronger Towns) • Put in place a framework to guide development in the district and encourage it to be well designed and genuinely sustainable – part of Climate Action Plan. • Ensure that infrastructure to support growth is delivered in a timely manner, with delivery of affordable housing maximised, and planning powers used effectively to ensure delivery of priorities. • Develop options to address housing need, including the setting up of a Housing Company. • Continue to identify opportunities to promote sustainable travel in the district – with a focus on walking, cycling and other forms of sustainable travel as appropriate. • Work with BT Outreach, Airband and the County Council to deliver a full fibre broadband network in North Devon. • Work with local council’s and their communities on Town Plans. Develop and deliver the Barnstaple Town Centre Vision and Future High Streets Fund bid – requesting commitment of funding from government. • Review the Coastal Communities plans

6. Climate • Embed climate change and the green economy in the recovery work and in the change and day to day work of the Council. the green Consult on, publish and action the Council’s Environmental Policy, Strategy and economy • Action Plan;

• Identify opportunities to reduce carbon emissions across Council assets and operations; • Consider opportunities to further promote sustainable travel in the district, building on the already well-advanced measures already in place. • Work to ensure that future housing and regeneration schemes are subject to the highest possible environmental standards.

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• Ensure that the Council’s emerging Climate Change and Environment Strategy and Action Plan (with input from stakeholders) includes reference to opportunities emerging from the crisis and articulates environmental objectives during the recovery phase. • Undertake an ‘opportunity audit’ across the Council’s place-making activities to identify and prioritise specific opportunities to delivery quantifiable environmental benefits, to supplement the Environment Strategy. • Work with partners to enhance the retrofit of carbon reduction measures to the existing housing stock. • Review our green infrastructure1 to ensure that it meets the needs of our communities, supports eco systems and provides green corridors within and between our settlements, including supporting nature recovery networks

1 the network of natural and semi-natural features within and between our villages, towns and cities. These features range in scale, from street trees, green roofs and private gardens through to parks, rivers and woodlands.

7. • Ensure that affected communities, whether based on individual places, common Communities interests or C19 ,impacts, are fully involved in the recovery process. and Develop a Community Participation Strategy which looks at how the Council can harnessing • work with communities across the district to enable them to realise the social capital opportunities and respond to the challenges ahead.

• Work with residents to understand the level of support needed from the Council without imposing unnecessary process and allowing communities to define their own local priorities and responses to local challenges. • Harness social capital1 and adopt an asset-based community development approach2 which empowers residents and allows for community-led decision making in neighbourhoods. • Support the voluntary and community sector in adapting and use its procurement powers and grants based on gaps and need. • Develop communications strategies which both amplify and inspire key messages. • Enhance the social impact of the new North Devon Leisure Centre, Barnstaple. • Work with One Northern Devon and the ‘One’ towns to address health and wellbeing of communities.

1 Social capital is defined by the OECD as “networks together with shared norms, values and understandings that facilitate co-operation within or among groups”. In this definition, we can think of networks as real-world links between groups or individuals. Think of networks of friends, family networks, networks of former colleagues, and so on. 2 Asset-based community development (ABCD), or asset-based community- driven development as it is sometimes called, is a bottom-up way of working with communities that focuses on community strengths and assets rather than on deficits and problems.

Theme 1: Supporting the most vulnerable

Why it is important

6.8 Emerging analysis of the health and economic impact of C19 suggests that inequalities are being exacerbated. The pandemic has left many households reliant on state support such as Universal Credit. Many of these household were just about

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‘getting by’ before the pandemic, with the impacts of C19 likely to have made the situation worse.

6.9 The work of the Council and partners in responding to the crisis means that we are currently providing a level of direct support to many residents that exceeds usual provision. This level of support will, over time, be reduced, as the Council and partners move out of crisis response. This will require a collaborative approach with others, both statutory partners who have specific duties around vulnerable cohorts (particularly DWP, the County Council and the health sector), and with a wide range of voluntary and community sector agencies who provide services and have trusted relationships with residents.

6.10 Key groups will be social welfare advice providers, advocacy organisations, support groups for people with disabilities and those with sensory impairments, amongst others. The relationship with these groups will need to be multi-faceted, not simply a relationship based on grant-funding or contractual arrangements - or as a conduit for communications - but based on two-way dialogue, to understand the issues that they and their service users are facing, as well as learning lessons about where Council and public sector policy and practice is hindering positive outcomes.

6.11 In addition, there is likely to be a long-term need to maintain holistic support for some residents who face particular disadvantage and those who absorb large amounts of public sector resources. One Northern Devon has established a multi- agency high frequency user’s project.

6.12 Although there will continue to be structural drivers of inequality, the Council’s approach will be focused on developing local resilience to future shocks. This will require a strategic approach with appropriate internal and external governance in order to be successful.

Further Outbreaks

6.13 It is vital that partners remain vigilant for the possibility of another outbreak, which will particularly impact those already badly affected by C19. Devon County Council are establishing Local Outbreak Control Plans, required of all local authorities with Public Health functions. This involves the establishment of a Covid- 19 Health Protection Board led by the Director of Public Health with responsibility for developing local outbreak control plans and engaging with other partners such as the NHS, Public Health England, Local Resilience Forums. The establishment of an Outbreak Control Advisory Board will ensure effective local implementation of the national Covid-19 test, trace and track programme and ensure wider public engagement. The board will ensure there is communication and engagement of residents to respond to the control plan.

6.14 The new programme is also likely to grant additional powers for local authorities to impose local lockdowns if deemed necessary to deal with any emerging increase in C19 cases.

A sustainable solution to homelessness and rough sleeping

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6.15 The Council has responded to increased demand for emergency accommodation and has offered support to all rough sleepers. This has not been easy and has involved use of a variety of accommodation types. It has also presented knock on social impacts on specific areas. However, providing emergency accommodation alone is not a satisfactory solution. The key to maintaining capacity and ensuring outcomes for vulnerable people is to ensure an onward route and appropriate wrap-around health led support.

6.16 Through the recovery, the Council will continue to work proactively with partners to develop a sustainable approach to homelessness. As part of this, the Council will also work with health partners and Devon County Council to ensure that appropriate ‘wrap-around’ support services are in place in the short-term such as drugs and alcohol treatment, medication, physical and mental health support.

6.17 Over the longer-term, the Council’s approach will be to work with housing providers, the County Council and the voluntary and community sector to look at pathways out of poverty for the most vulnerable in the district. This will look at access to training and skills opportunities and measures to move people closer to the labour market and into employment. This approach will mean that the Council is acting beyond its statutory duties so will require careful considerations as demand grows for its statutory services and funding reduces.

Supporting the victims of domestic abuse

6.18 With more people being at home during the lockdown, there has been an increase in cases of domestic abuse across the country and in Devon. As recovery progresses, the Council will continue to work with district and county-wide domestic abuse support organisations to sign post people to the help on offer.

6.19 Through the county-wide DA practitioners group, work is also being taken forward to work with support organisations to identify gaps in provision and ensure that adequate ‘wrap-around’ services are in place for victims of DA.

Theme 2: Modernising the Council; reimagining local services

Why it is important

Towards a new way of working

6.20 C19 has forced the Council to change how it operates and how it delivers services to residents. Whilst some of this change has been hard, the organisation now has the capability to work and deliver differently – to build on the technological changes made to become a modern, flexible organisation with the potential to change its culture and improve staff wellbeing.

6.21 The Council is continuing to look at options for improving its IT functionality and is rolling-out Microsoft Teams as an alternative to Zoom for formal virtual meetings.

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6.22 As we look to the future, there are opportunities to join up across teams in a more proactive way, with staff working towards clear outcomes rather than through specified processes, and empowering staff to achieve their objectives through greater trust and flexibility.

6.23 Although there is a desire to reopen council offices it is important that the Council builds upon the flexibilities it has developed. With changes to the internal layout of offices - which are necessary to support social distancing - buildings will not be able to accommodate all staff at the same time. This means that staff will need to continue to work flexibly.

6.24 As well as benefits to staff, increased flexibility and home working has the potential to create efficiencies and generate opportunities in terms of utilising space, which might include co-location with other parts of the public sector such as Job Centre Plus, or the creation of spaces for businesses.

6.25 There is an opportunity to build on the positive changes made in order to modernise and change the culture of the organisation, with staff retaining the ability to work in a way which better suits their personal circumstances and managers encouraged to manage according to a model based on outputs rather than whether someone is in the office or not.

6.26 Increased productivity stems from having an empowered workforce which is trusted to deliver, with the ability to work flexibly to enable a positive work/life balance. Just because someone is present in an office does not necessarily mean they are productive.

6.27 In that sense, the C19 pandemic is likely to lead to a paradigm shift in how office-based organisations operate. It is vital that the Council grasps these opportunities in the best interests of staff and unlocks the potential efficiencies they can create.

Reimagining local services

6.28 The period during lockdown has demonstrated that the Council can deliver change at pace and it is important to continue that momentum. Through necessity, the Council adapted how services are delivered, with the increased use of technology and channel shift away from face to face to online support. Whilst it is important to guard against digital exclusion, there is an opportunity to embed the learning from the Council’s response to reimagine how services are delivered.

6.29 Covid-19 has shown how effective the public sectors support to vulnerable people can be when it is joined up, as well as the role communities can play in shaping and supporting their own neighbourhoods. There is an opportunity to learn lessons from these experiences and apply it to how the Council works with vulnerable people and communities through the recovery and in how Council services are re-shaped.

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6.30 Building on the changes made to Council operations and service delivery, the Council will refocus its transformation programme, with each part of the organisation tasked with looking at how services can be delivered differently in order to improve user experiences and create efficiencies. In doing so, the Council will look at how technology can be used to deliver more accessible services and involve service users as it does so.

Theme 3: Securing the Council’s finances

Why it is important

6.31 The pandemic will have a significant impact on the Council’s budget during the 2020-21 financial year and over the medium-term. The impact of increased costs and reduced income has been felt across local government and, although Whitehall has provided additional funding, it is far from enough to plug the funding gap that has developed.

6.32 However, the scale of the in-year budget impact from C19 is unprecedented and, although the Council can call upon a proportion of its reserves to limit the impact, tough decisions will have to be made in year and in future years to get the Council’s finances back on a sustainable footing.

6.33 As well as the in-year budget impact for 2020/21 – due to a combination of increased costs (e.g. housing the homeless, investment in IT to allow staff to work from home, higher recycling costs) and lost income (e.g. from car parks, commercial rents, building control fees, licensing,) – over the medium-term, the financial impact could reach as high as £??m across the Council’s revenue budgets.

6.34 Although there is a degree of uncertainty at this stage, it is likely that there will be an impact on collection rates for Council tax, business rates and commercial rent. These factors contribute to the increased level of financial impact over the medium- term.

6.35 Whilst the Council will continue to join with the wider local government sector to lobby government for more funding to limit the impact on local services – and wider reform of Council financing over the longer-term – it needs to take decisions now in order to reduce the predicted over spend for 2020/21 and set a balanced budget for 2021/22.

Impact on Council costs

6.36 The Council has incurred significant additional costs through its response to C19. This includes, but is not limited to: administering business grants, providing accommodation to rough sleepers, delivering food parcels and opening toilets etc.

6.37 Alongside front-line delivery, the Council has also incurred additional expenditure supporting its suppliers and enabling its workforce to work remotely. Current estimates suggest the Council will need to spend an additional £??m in 2020-21 against the planned budget.

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6.38 In response to significantly reduced funding from government over the past decade, the Council – like every other local authority across the country – has had to diversify its revenue streams in order to pay for vital local services. As a consequence, the Council is reliant upon funding from a range of income sources including commercial rents, car parks, and market stall rents and income from leisure facilities. These sources of income have been significantly negatively impacted by the pandemic. Furthermore, these incomes streams are likely to continue to be impacted by any longer-term downturn in the economy.

The impact on local taxation

6.39 The economic consequences of C19 will undoubtedly have a significant impact on the income the Council collects from Council tax and business rates – all of which pays for vital local services. This impact will be exacerbated if the current situation continues longer than expected.

6.40 Barnstaple is the economic centre of North Devon and the vitality of the wider sub-region is intrinsically linked to the town’s financial health. The Council will be key in driving the social and economic recovery from C19. In order to do this, and deliver vital services to local people, the Council will continue to press government for additional financial support to cover the full C19 impact.

Medium-term financial impact

6.41 Looking beyond the immediate impacts of C19, the financial environment for local government remains extremely challenging for the foreseeable future. There is a legal requirement for all Councils to set a balanced budget each year.

6.42 There continues to be a growing gap between funding and service pressures, driven by demographic change, unfunded burdens and limited opportunities to raise income locally through council tax referendum restrictions. This places increasing pressure on Council services.

6.43 The current system of local government funding needs fundamental reform to ensure that councils remain financially sustainable. This is no longer about austerity – it is about providing appropriate funding to deliver local services. Without more funding from government in the short-term and changes in the longer-term to how councils are funded, local services will suffer.

6.44 The Council has efficient and effective services but has not fully explored the opportunities of taking a more commercially aware approach to its activities, in order to produce community benefits and income opportunities. A commercialisation strategy that was being produced pre C19 will be pushed forward.

6.45 The underlying assumptions which formed the basis of the Council’s Medium- Term Financial Strategy (MTFS) have been fundamentally altered by the impact of C19. This will require the Council to review the assumptions and reserve levels within the MTFS. These changes will be considered as part of the 2021/22 budget setting process.

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Theme 4: Business and the local economy

Why it is important

6.46 The Council will work closely with businesses across all sectors and support them to open up again, in a measured way although the visitor economy and hospitality is particularly important for North Devon. The Council’s objective is to support the local economy whilst doing what it can to protect residents and visitors from the virus and to avoid a second peak.

6.47 The data shows that the district has been less impacted than some of its neighbours. The self-employed Income Support Scheme supports 10.8% of the total employment (48,000) whereas the highest rate is 16.5% (Torridge) and for Devon the figure is 10.5%. Likewise, whilst 25% or 12,100 people have been furloughed, the Devon figure is slightly higher and the worst figure, 34% and 16,500 people, was experienced by Torbay.

6.48 North Devon benefits from having a large public sector presence: district and county council, Petroc FE/HE College, police, fire and rescue and the district general hospital as well as significant pharmaceutical and manufacturing companies which have continued trading. A large public sector can, however, be a disadvantage when funding from central government reduces.

6.49 The impact of lockdown on the Barnstaple Town Centre (and other centres) has been significant. Data shows - ???

6.50 Hospitality, visitor economy, arts, culture and environment are central to the district’s vision for the future. The sector creates jobs and is fundamental to the wellbeing of residents, to the district’s attractiveness as a place to invest or visit, and to the creation of an innovative and vibrant economy. However, the district also has the opportunity to diversify its economy giving it greater resilience and building those sectors that are more resilient.

6.51 These sectors will be integral to the recovery of the district, not only for its economic impact, but as the opportunity to enjoy the visitor experience, albeit in a socially distant way, and will be an important marker for many of a return to an element of normality.

Measures to support social distancing

6.52 The Council has worked with local councils, traders and Devon County Council to develop a range of measures to support social distancing in Barnstaple and worked with local councils on plans for their town centres.

6.53 Whilst it should be recognised that Council powers – and those of the police – to enforce against people not adhering to social distancing are limited, there are things that can be done to influence behaviour. In practice, success will require people to continue to behave responsibly and adhere to the guidance.

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Planning Powers

6.54 Cafes, bars and restaurants are looking at different ways they can open up and provide their services to support social distancing. This is likely to include more requests to utilise space outside premises for additional seating or to erect temporary structures to allow for take away services.

6.55 The Council – through its licencing and planning powers - will work with the hospitality sector to assess such requests and take a pragmatic view in order to support outlets to vary their business models where possible. In doing so, the Council will need to strike a balance between supporting such requests and the need to ensure that people – particularly those with disabilities – can continue to move safely around the district and that access is not blocked.

Sustainable travel and transportation

6.56 The Council will continue to promote the benefits and opportunities of sustainable travel as the district moves to recovery. Through its work with businesses and the County Council, the Council will continue to look at opportunities to promote cycling and walking in the district, in anticipation of people being reticent about returning to public transport (with the government actively encouraging people to avoid it). This will include looking at opportunities for further cycle and pedestrianised routes.

Car parks

6.57 Whilst the Council will continue to promote various forms of transport to access the district – particularly walking and cycling – visitors and those who work in the district will still need to access car parks, particularly if usage of public transport reduces.

6.58 Early on in the C19 emergency, the Council took the decision to cease charging for use of car parks. As town centres have re-opened charging has recommenced and new payments methods are being investigated.

Enforcement against businesses which fail to protect staff

6.59 The Council has a role to play in helping to ensure that businesses in the district put in place measures to protect staff as they reopen. Although capacity in this area is under pressure, the Council will use its powers to advise employees of their right to work in a safe environment and – where employers are in breach of regulations or where there is evidence of malpractice – can instigate enforcement measures.

Broadband and digital connectivity

6.60 With more businesses and individuals working remotely during lockdown – and with this trend likely to continue over the longer-term – it is essential that action

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6.61 The Council is working with partners, including BT Outreach, and Airband in rural areas, to deliver a full fibre broadband network in North Devon. Planned investment will total c£?? and will cover ??,000 commercial and residential properties over a ?? period, Dom/Vanessa

6.62 A full fibre network in North Devon will provide a significant boost to the local economy. In addition to the direct benefits to the business community and residents, the infrastructure will support future-proofing by removing barriers to home working and enabling adoption of technologies to support digital inclusion, advanced health and social care and energy efficiency.

Social inclusion

6.63 Evidence suggests that those in deprived areas and in low skilled, low wage or unstable work have been disproportionately affected by C19. This reflects the pre- existing barriers to employability, low social inclusion and the quality of jobs have been identified as issues that need to be tackled to deliver an inclusive economy. C19 is likely to have adversely impacted these, already deep-seated, challenges.

6.64 The response to these issues will need to adapt over time, from the current focus on providing grants and business rates relief, to the next phase of enabling businesses to re-open in a safe way and then, over the medium term, to consider how the local economy can adapt and create an inclusive economy where the benefits of economic activity are shared by all.

6.65 Existing relationships with businesses and organisations including the Town Centre Management, Chambers of Commerce, the HotSW LEP and the Growth Hub in particular will be critical in helping us understand the issues and in supporting businesses through the phases of the recovery.

6.66 Analysis of the local economy going into C19 produced for the new economic strategy for northern Devon, and of its wider strengths and challenges, will also be useful. This will need to be supplemented by engagement with businesses of all types to gain as rich a picture as possible of the impacts of C19. Plans for the data to be used to support this work are set out in section 7.

6.67 An effective response to the challenges identified will require partnership working, and it is proposed that the economy should be one of the key themes for the Northern Devon Futures partnership.

6.68 As an anchor institution, the Council’s decisions around employment, contractual and procurement activity can play an important role in supporting an inclusive local economy, alongside business facing services such as planning, regulation and enforcement. The work of the Good Economy Commission will help to develop this thinking further.

Developing a Vision for Barnstaple and Place Board

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6.69 Work on developing a Future High Streets Fund Programme - as part of the Vision and action plan for Barnstaple - is continuing. Through the programme the Council, working alongside local partners, has an opportunity to access £??m in additional resources to support growth in the district. The Council is awaiting guidance from government but it is expected that alignment to C19 recovery will be required and the Council will ensure join up where appropriate.

Theme 5: Housing, regeneration and development

Why it is important

Supporting people in the private rented sector

6.70 People living in the private rented sector have been hit hard by the pandemic, particularly those who have been left unemployed or in financial hardship. Although the Council’s direct powers to intervene are limited, there are things that can be done to support private tenants such as making tenants more aware of their legal rights and enforcing against sub-standard accommodation. As part of its recovery plan, the Council will deliver against these measures and identify other areas where it can support those in the private rented sector.

Regeneration and development

6.71 Delivering against the Council’s regeneration and development objectives will be a vital part of the district’s longer-term recovery. Development and regeneration will not only be necessary to provide the homes and jobs that are needed but the recovery of the construction sector will also provide important employment opportunities.

6.72 The district is well placed strategically to attract investment. Northern Devon has seen significant housing growth in and around the district in recent years. Barnstaple town centre (up to the lockdown) has remained vibrant, relatively low vacancy rates and some change of use away from traditional retail towards leisure- based activities has also increasing dwell time in the district centre.

6.73 External linkages are improving due to investment in the strategic road (North Devon Link Road improvements) and rail network (line speed increases, improved timetable and newer rolling stock), however, considerable concerns remains about the adequacy of the local road network, particularly in and around Barnstaple.

6.74 North Devon Homes have carried out extensive housing regeneration schemes and stock improvement and the Council is keen to develop an ambitious programme of regeneration and retrofit of energy saving measures. It will also look to work with partners to pilot new, innovative construction methods such as modular housing, seeking a construction facility in Devon.

Theme 6: Climate change and the green economy

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Why it is important

6.75 Commentators have noted that the pandemic is both a prefiguring of the threat posed by climate change and also an opportunity to accelerate our collective response to that threat. Climate issues and environment will be an underpinning element of everything we do and our ambition is being captured in a draft Environmental Policy currently going through Council committees.

6.76 As the Council and the district looks towards recovery, there is an opportunity to build on these existing approaches through the Council’s emerging Environmental Strategy and Action Plan and by incorporating opportunities to support and extend the behavioural change that the pandemic has initiated, such as decreased road traffic.

6.77 The Council also has the opportunity to use its ongoing place-making activity and other investment to support recovery to drive growth in the local green economy. This could be taken forward by, for example, encouraging and supporting sustainable travel infrastructure and enhancing biodiversity of Council parks, open spaces and other land holdings. This could also include identifying further opportunities to reduce waste and enhance the circular economy locally.

6.78 One significant opportunity is to deploy the Council’s investment in ways that will stimulate the local green economy, for example incentivising the development of a local supply of labour in construction and manual trades that will both help in decarbonising the economy and produce local economic multipliers. As part of its plans, the Council will also explore opportunities for solar panels on Council assets.

Theme 7: Communities and harnessing social capital

Why it is important

6.79 Through the current crisis, the role of neighbours and local community support has become vital both in terms of providing support to the vulnerable and as a way to engage residents in their community and make them feel safe and connected. This is critical to the Council’s draft 2030 Vision aspirations contained in this document.

6.80 Residents need to have trust in their local community and the Council has an important role to play – which it must step up to – in trusting communities to lead the response to challenges in their neighbourhoods. In this northern Devon is fortunate in having One Northern Devon and the network of ‘One’ towns which have strong links into their local communities.

6.81 In the aftermath of the C19 crisis, the Council, in its community enabling role, will need to allow communities to grow and work in a more organic way. If the Council does not change the way it engages communities at the grassroots level, there is a risk that the interventions it makes could be counter-productive in terms of negating the growing community spirit and neighbourliness that has developed in response to C19.

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6.82 By enabling resident-led solutions to local challenges, such initiatives inspire others. The way in which the Council adapts and develops its communication mechanisms with communities will be key in creating a positive narrative where community participation and building of social capital is the norm.

6.83 Outside grassroots development, it must be acknowledged that the impact of C19 on the voluntary and community sector will be severe and long lasting. North Devon and Devon Councils will need to support the sector to identify the gaps in services and rebuild capacity.

6.84 It will be vital for the Council to look to its own role in supporting the sector through its grants programme but also through its procurement processes in order to ensure that they accessible to the voluntary and community sector and promote social value and local purchasing.

6.85 The amount of volunteering across Devon and in North Devon to support the most vulnerable has been a highlight of the response phase and it will be important to harness this social capital and identify how people can volunteer to support the district’s recovery.

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7. Oversight and monitoring of the District’s recovery; key data and indicators

7.1 The impact of C19 requires a comprehensive response beyond the remit of the District Council alone. In the context of a partnership approach to the district’s recovery, the Council has a key role as a civic leader to convene stakeholders and articulate a shared ambition for the district.

7.2 The crisis has both clarified and exacerbated some pre-existing challenges, whilst generating new ones as well as opportunities. Emerging themes include: • Ensuring that the public health risks are managed as a pre-condition for recovery, as well as ensuring public confidence in the safety of the district. • The rapid and possibly permanent change to footfall due to mass home-working, absence of cultural and other leisure activities, and the digitalisation of retail and socialising. • The exacerbation of the digital divide and other inequalities during and after the crisis, and the need to address these in recovery. • The need to engage widely with diverse groups and stakeholders across the district and the opportunity that technology can bring if deployed correctly. • The need to ensure sustainable transport into the district as well as within district boundaries.

7.3 A group of northern Devon partners has been convened to help shape projects that will help in delivering recovery for the area. The group will be informed by the aims of the 2030 Vision itself and up to date community and business engagement and data. The group’s role would be to: • Lead community engagement on the draft 2030 Vision. • Identify the major challenges or areas of weakness facing the district in meeting that vision, including standing challenges and those arising from C19. • Identify emerging issues or opportunities in achieving the vision that would benefit from a collaborative approach. • Work together, and with other partners across the district, to make recommendations for solutions to those challenges.

7.4 Northern Devon Futures (NDF) and One Northern Devon (OND) have separate but overlapping partnership arrangements in terms of principles, themes and partners. It will be necessary to agree how these two umbrella partnerships work together, or merge, to provide efficient and effective collaborative arrangements for northern Devon.

7.5 We also benefit from having the North Devon Unesco Biosphere Reserve and with NDF and OND have expertise and resources to deliver against the three strands of sustainable development: Community, Economy and Environment.

7.6 In addition to the working group identified above there will need to be a governing board; so far NDF has been a broad partnership and whilst this secures wide engagement it is too large to effectively manage a programme of work.

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7.7 It is envisaged that several themes will be identified by the working group for proposed board to focus on and that these could be managed in various ways – there should not be a one-size fits all approach. Initial areas of focus are as follows, although these will evolve with the wider context:  Economy: establish a shared understanding of the northern Devon economy and how residents participate in and are supported to benefit from it.  Community resilience: working with those communities most effected by C19 to support and rebuild.  Supporting vulnerable people, including rough sleepers and those suffering from domestic abuse.  The future of town centres: to consider the future of retail and actions that can be taken to safeguard centres.  Engagement and communication: to undertake appropriate engagement with residents, communities and businesses to inform thinking on the response to C19.

7.8 The Recovery/Vision group(s) will not replace internal governance procedures in each of the partner organisations and, as such, the group would have the power to make recommendations only. Consequently, any impacts for the Council(s) would be subject to normal internal policy development and decision making processes. In the case of North Devon Council, its Strategy and Resources Committee.

Monitoring the progress of recovery: Key data and indicators

Why it is important

7.9 The use of appropriate data will be critical in identifying the key issues resulting from C19, developing the right policy response and measuring the success of recovery.

7.10 In order to monitor progress, the Council will need to develop a dashboard of measures to identify the impacts of C19 on the economy, communities and environment. The aim is that these should be tracked monthly to enable timely action.

7.11 As far as is possible the Council will adopt measures that reflect the wellbeing of individuals and communities, recognising the limitations of KPIs, such as gross value added, and the need to re-align the values we work to post C19. Consequently, some official sources of data are unlikely to be of use given time lags in their production, but the council is considering using the following sources to measure impact:

• Impact of hardship on residents: e.g. local claimant count unemployment, housing benefit claimants, levels of debt owed to council (rent arrears, council tax), homelessness applications, food bank referrals.

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• Impacts on businesses: e.g. business occupancy data, business closures or redundancies, footfall data, vacancies/arrears in commercial premises (including the market), supplier issues.

• Ongoing implementation of support/interventions: e.g. business rates pay-outs, council tax benefit claimants, rough sleepers housed, people supported through community hubs, North Devon + and LEP Growth Hub info on businesses supported or seeking support.

• Implementation of any new interventions as they are introduced: e.g. possible use of work experience/apprenticeships/procurement/asset levers to support economic recovery.

• Community capital and recovery: e.g. local area survey resident views on feelings of and trust in community, volunteer numbers or hours, community organisations supported.

7.12 To identify the most appropriate sources of data, the Council will engage local and regional partners. Engagement with business, residents and communities to understand their experiences will also be important.

7.13 More broadly, within the Council’s existing performance framework, there will be a review of the key performance indicators for 2020/21 to remove those which are no longer relevant and introduce new indicators which will support our understanding of the impact of C19. This will be undertaken alongside a review of the Corporate Plan, into which this plan will have considerable imput.

7.14 Continuing work on outcome indicators (rather than output indicators in the performance framework which measure what we can more directly control) will allow an update to a regular state of North(ern) Devon report to show wider knock on impacts from C19, for example in terms of numbers of people cycling, air quality and CO2 emissions.

Key actions

The Council will: • Develop a monthly dashboard to inform and measure impact of internal work on C19 response and update KPIs for 2020/21. • Work with partners to develop appropriate data products.

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8. Engaging with residents, businesses and community groups

8.1 As the Council and the district moves towards recovery, it will be important to consult and engage with a broad range of partners, residents and businesses to ensure that the Councils plans are comprehensive and that the district feels connected to the recovery.

8.2 The data shows that, for example, people in more deprived wards have been affected much more significantly, and that people in low skilled, low paid or zero hours work are much more likely to have suffered reduced income or job loss. The plans that the Council develops towards recovery need, therefore, to be rooted in the experiences of the districts’ residents and businesses.

8.3 In addition, the Council will also use the variety of communications and media channels it has available to consult and engage with residents and businesses, including the use of: • Social media surveys with residents, • Resident consultations, • Use of Ward councillors to gather views.

9. Next steps

9.1 The recovery of the Council from the impacts of C19 and that of the district itself will take considerable time, which will mean that this recovery strategy will need to continue to evolve as progress is made and new information becomes available.

9.2 It is intended that this recovery strategy will significantly inform the Corporate Plan as the Council’s key strategic level document guiding the future of the Council and the district.

9.3 In terms of the immediate next steps, the Council will: • Continue to work as part of the Devon, Cornwall and Isle of Scilly Local Resilience Forum and with other Devon councils to ensure that recovery plans are joined up across the wider county and Heart of the South West area. • Work with other partners such as Devon County Council and the Local Enterprise Partnership to ensure that the Council’s recovery strategy is consistent with their own recovery proposals and that each report compliments the other. • Convene further meetings of the Recovery Working Party and agree ‘Board’ arrangements to act as the steering group for district’s recovery. • Develop a detailed action plan for C19 recovery to sit alongside this strategy document. • Update Strategy and Resources Committee on a quarterly basis on progress made against this recovery plan and other issues impacting the district which are directly related to C19.

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9.4 Take a report to Strategy and Resources Committee to secure agreement to this strategic plan for consultation purposes.

9.5 Seek agreement from Torridge District Council that the relevant elements of this plan are taken forward to the Northern Devon Futures Partnership and One Northern Devon for consideration by partners.

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Appendix 1: The impact of Covid-19 on North(ern) Devon

To be substantially reworked.

The local impact of C19 continues to emerge and can be seen in data and analysis from a range of sources. Some key data that either show recorded or modelled impact are laid out here.

Cases and deaths

ONS data breaks down the number of Covid-19 related deaths by small geographical areas containing around 7,000 people – known as MSOAs – between March 1 and May 31. North Devon and Torridge has 23 MSOAs, with 14 in North Devon and nine in Torridge. The ONS figures show that of the 45 deaths across the two districts in those three months, 11 were registered in the Holsworthy, Bradworthy and Welcombe area. There were six registered deaths in both the Barnstaple Pilton area and South Molton. There were three deaths registered in Ilfracombe West; Bratton Fleming, Goodleigh and Kings Heanton; Bishop’s Nympton, Witheridge and Chulmleigh; Bideford South and East, and Shebbear, Cookworthy and Broadheath. There have been no deaths registered in nine areas. Of the deaths registered, 23 have occurred in hospital and 18 in care homes, with four deaths occurring in private homes. There were 26 coronavirus-related deaths registered in North Devon and 19 in Torridge. As of June 18, there have been 128 confirmed cases of Covid-19 across the two districts. In Torridge, the district has 36 confirmed cases at a rate of 52.8 cases per 100,000 people – the lowest rate of any lower tier local authority in England. There have been 92 confirmed cases in North Devon, which has an infection rate of 95.7 cases per 100,000 people.

Vulnerability

Impact on workers

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The overall picture in the UK is one of precarious household incomes, with the Centre for Labour and Social Studies estimating that almost a quarter of UK workers are just one pay cheque away from being unable to pay their mortgage or rent and 60% are less than three months away. There is no reason to suspect that it is any different in North Devon.

Claims to Universal Credit across the country since the outbreak of the pandemic are shown below. Whilst local data is not currently available, there has clearly been a similarly significant increase in North Devon, as reflected in an increase in the overall claimant count (the proportion of residents claiming unemployment benefits) in North Devon of ??% between March and May 2020.

A12. Survey data

Economic impact

The estimate for the impact of C19 on economic output, measured by Gross Value Added (GVA), recognising that this will need to be complemented by measures of wellbeing in future.

Business impact

The ONS UK business survey shows the following impact on turnover of different business sectors across the UK:

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Area Self Employed Employment % Claims ISS Claims Torridge 3,800 23,000 16.5% West Devon 3,000 20,000 15.0% Mid Devon 4,000 30,000 13.3% South Hams 5,100 41,000 12.4% Torbay UA 5,900 48,000 12.3% Teignbridge 6,100 50,000 12.2% East Devon 6,400 53,000 12.1% North Devon 5,200 48,000 10.8% Devon County 37,600 359,000 10.5% South West 224,000 2,597,000 8.6% England 2,056,000 26,842,000 7.7% Plymouth UA 8,200 111,000 7.4% Exeter 4,000 94,000 4.3%

Area Furloughed Employment % Furloughed Torbay UA 16,500 48,000 34% Torridge 7,700 23,000 33% Teignbridge 16,200 50,000 32% East Devon 16,300 53,000 31%

Page 43 of 49 Page 104 Agenda Item 8 Draft ver0.5 North Devon Launchpad 2030 Appendix A 08/07/2020

Mid Devon 9,100 30,000 30% West Devon 5,600 20,000 28% Plymouth UA 30,400 111,000 27% Devon County 90,600 359,000 25% South West 654,800 2,597,000 25% North Devon 12,100 48,000 25% South Hams 9,900 41,000 24% England 6,445,800 26,842,000 24% Exeter 13,800 94,000 15% DCC report by Cambridge Economics June 2020

Social impacts

Wellbeing.

Mobility and travel has reduced considerably during the period of lockdown. This implies that residents have been remaining closer to their homes and neighbourhoods, although this may start to reverse with the easing of restrictions.

Google - Covid-19 Community Mobility Report 14 June 2020

Google - Covid-19 Community Mobility Report 14 June 2020

Page 44 of 49 Page 105 Agenda Item 8 Draft ver0.5 North Devon Launchpad 2030 Appendix A 08/07/2020

DRAFT Appendix 2

North Devon Council Environmental Policy 2020

The purpose of this Policy is to establish North Devon District Council’s environmental commitment for the next 10 years. It covers all of the Council’s activities and estate. North Devon District Council is a large employer and a significant resource user and we therefore recognise that our operations and service delivery have a significant impact on the environment.

In addition to fulfilling our statutory environmental responsibilities and complying with all legal and other requirements, including a commitment to a Carbon Neutral District by 2030, we will use our powers and influence to further protect and improve the environment, while encouraging and supporting others to do the same.

We will invest in the carbon literacy of the members and staff of the Council and work in partnership with stakeholders to achieve the objectives of this policy. The policy will be reviewed every 2 years.

We will:

Aim to become carbon neutral as an organisation by 2025, (including those arising from our purchasing of goods and services)  Reduce the consumption of energy and water across all of our activities  Minimise the impact of our travel2  Improve our performance to prevent all types of pollution and reduce CO2 and other harmful emissions from our activities.

Minimise the production of waste from our own activities and adhere to the principles of the waste hierarchy.

2 The Council’s Climate Action Team commit to only meeting in locations accessible by public transport or virtually using video conferencing) and by developing more sustainable travel solutions where it is unavoidable

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 Require our suppliers and contractors to reduce the impact of their goods and services by considering whole life cycle impact.  End our consumption of single use plastics.

Ensure environmental risks and opportunities are managed positively.  Protect, conserve and enhance our District’s built heritage by encouraging environmentally sensitive development through good planning policies and approaches to listed buildings and conservation areas and the effective application of building regulations.  Protect, conserve and enhance our District’s high quality natural environment and its biodiversity whilst improving our parks and open spaces, public rights of ways and green corridors.

Support a District wide programme with the aim of making North Devon carbon neutral by 2030, going on to be significantly carbon negative by 2045.  Support the most disadvantaged in our community to respond to the challenges of climate change.  Plan and adapt the District to build resilience to adverse weather and climate change risks.  Support the community in the reduction of waste and adherence to the principles of the waste hierarchy.

In order to achieve this, we will operate an environmental management system3 that will be integrated into the corporate management framework to:  Apply to all activities undertaken by North Devon District Council, including contracted out services as new contracts are negotiated.

 Set objectives and implement action programmes in order to minimise the negative environmental effects and increase the positive effects of our activities.

 Develop procedures for training, monitoring, summarising, and reporting of environmental performance information to ensure continued organisational improvement through review and revision.

3 Approach to an environmental management performance system to be agreed by the Working Party for recommendation to Strategy and Resources Committee.

Page 46 of 49 Page 107 This page is intentionally left blank Page 109 Page Appendix B Team Devon COVID-19 Agenda Item 8 Economy and Business Recovery Prospectus July 2020 Contents Introduction 3 Support for hardest hit sectors 6 Support for businesses to build back better 10 Support for our city, towns and rural communities 13 Contributors Support for our people and workforce 15

Page 110 Page Mid Devon District Council • National Farmers Union • Adviza • East Devon District Council • Devon MPs • Petroc College of Further and Support our opportunities 17 Higher Education • Westaway Sausages • South Hams District Council • Impacts and outcomes 19 West Devon Borough Council • University of Exeter • Devon County Council • Dartmoor National Park Authority • Heart of the South West LEP Implementation and next steps 20 • Exeter City Council • Exeter College • Cosmic • South Devon College • Department for Work and Pensions • Lineal Software Solutions • Teignbridge District Council • Learn Devon • SW Manufacturers Advisory Service • Homes England • Civil Engineering Contractors Association Appendix B (South West) • Visit Devon • Torridge District Council • Devon Chamber of Agenda Item 8 Commerce • Federation of Small Business – Devon • North Devon Employment and Skills Board • Devon & Cornwall Training Provider Network • Exeter and Heart of Devon Employment and Skills Board • Heart of the South West Digital Skills Partnership • Exeter Chamber of Commerce • Exeter Airport • Classic Builders • New Prosperity Devon • Set Squared • Devon Communities Together • Centre for Energy and the Environment • Newton Abbot Town Council • Association of Town and City Management • Midas Group • North Devon Council

Team Devon COVID-19 Economy and Business Recovery Prospectus 2 Introduction This document sets out Devon’s shared vision for economic recovery over the next three years. Devon is predicted to be the fourth worst impacted County in England and the South West is predicted to host 7 of the 20 worse affected districts in the UK. Even before the pandemic, Devon was home to the district with the lowest average wages in the UK, so this is a critical document for Devon, setting out clearly how we can level up our economy and achieve national productivity rates providing a prosperous future for our communities. We are seeking an initial investment package of £56m to support our hardest hit communities and sustain 6500 local jobs, deliver 5000 training opportunities and support 7500 enterprises.

Page 111 Page Developed in partnership by local authorities, key public sector agencies and business and community stakeholders, the plan provides a single economic programme for the County to respond to the crisis and build our economy back stronger and more resilient. It aligns activities to address our hardest hit places, communities and business sectors and take forward emerging new opportunities capitalising on our signifcant assets. Key amongst these is taking forward a set of measures to achieve a greener economy.

COVID-19 has had a disproportionate impact upon the county, its businesses Appendix B and its residents, with strong indications that the next 36 months may be Agenda Item 8 amongst the most challenging economically in living memory for many areas. Initial data for the area suggests that around 60% of all Devon business have been closed during the current lockdown phase, and almost 40% of all those in work (both employed and self-employed) furloughed, or are seeking self-employment support due to not being able to work. More widely, unemployment has increased by 180% in the three months to June 2020, with sharp increases in youth unemployment, and business confdence hit an all-time low in May 2020, both outpacing the position during the war and the 2008 recession.

Team Devon COVID-19 Economy and Business Recovery Prospectus 3 The picture of the emerging impact across Devon is however complex, The challenge for Devon partners is twofold; to catalyse activity to alleviate changing from sector to sector and place to place. 92% of Devon and manage the overall impacts of COVID-19, managing and mitigating businesses in the tourism and hospitality sector for example were disrupted a once in a lifetime economic shock to the County’s economy; and ensure by the crisis between March and June 2020, but only 5% of businesses in the County has a support and recovery packages which can also address the digital sector faced the same level of disruption. Similarly, whilst Exeter the need of the hardest hit, whether individuals, businesses, whole saw claimant count of unemployment double across the city in the three sectors or whole communities and towns. This requires a joined-up, cross months to June 2020, the same measure increased by 400% in the South discipline approach to recovery over the next few years, with partners from Hams area. Similar differences in economic makeup, sectoral structure, every sector contributing towards securing and delivering a comprehensive demography and skills levels can be seen across the County, often making recovery programme for the people and business of Devon. the economic impact feel unique to individual residents and businesses. As such, this Prospectus focuses upon securing support Modelling evidence suggests that this fragmentary and pronounced impact and delivering relief in four core areas: will continue into the medium term, with the County’s economy retracting by around 8% in 2020 (roughly 1% more than the rest of the UK) before • Our Businesses – Supporting our business community through the experiencing a slow recovery process through to 2023. However, it is current crisis, and enabling businesses to emerge stronger, more diverse anticipated that the local impact of this economic downturn will vary and more resilient. In particular, seeking to reinforce our hardest hit Page 112 Page greatly, from a 2-year dip and recovery period in Exeter, through to a 10% sectors, such as Tourism and Retail, whilst still maximising the impact reduction and 5-year recovery journey for areas such as Mid Devon and of new growth opportunities for Devon, such as in the digital and Torridge. For some sectors, such as tourism and hospitality, the journey environmental technology sectors. back to levels of income and employment experienced in 2019 may be the • Our Places – Ensuring that no place or community is left behind work of the next decade. through the current crisis, whether our rural and coastal communities The predicted impacts of leaving the EU at the end of the year on World which provide the backbone of our visitor and agricultural economy, Trade Organisation terms would further reduce our performance by or our core city and market towns which underpin our manufacturing, 2% and bring other complexities for our economy. Devon’s economic health and digital expertise. Appendix B performance lags the national average, and whilst we have some Agenda Item 8 • Our People – Ensuring that our young people, our wider workforce signifcant str engths and assets, our economy has a number of underlying and our residents are supported through the current downturn and fragilities and areas of deprivation. This Prospectus seeks to address these, provided with the support they need to access good quality work and by building back better, recognising the support and interventions we need learning, improving their prosperity and well-being and that of the to create a more inclusive and sustainable economy. wider economy.

• Our Opportunities – Ensuring that the County maximises the impact of emerging opportunities to drive a green and inclusive recovery and set a renewed economic direction for the future, whether for our people, communities, business or whole economy.

Team Devon COVID-19 Economy and Business Recovery Prospectus 4 In bringing forward this programme, partners within Devon are mindful Partners in Devon believe that there is now an opportunity to restart, that recovery is likely to be an inconsistent journey, with a need for regrow and reset our economy in the face of the COVID-19 crisis, differing actions as the economic situation progresses and business and emerging a stronger, more dynamic location which can play its part for individuals’ needs change. UK plc’s resurgence, as well as close the gap for our communities and residents. In achieving this ambition, every sector and individual has a As such, this Prospectus splits its action role to play, from rebuilding our tourism trade to embedding our digital into three core timeframes: expertise; from supporting young people transition into work for the frst time; to supporting a greener and more inclusive economy, that retains • Restart – Focusing on activity which can immediately seek to address local benefts for all. W ith the right resource and commitment at all levels, the worst impacts of the COVID-19 crisis and support our economy as Devon partners believe that they can build Devon back better. it emerges from lockdown, whether around reopening and reorienting business; supporting displaced employees; or providing initial assistance Team Devon is a strong partnership spanning business, education, skills and for places to reopen. the public sector. We will work together to take forward the actions set out in this Prospectus, aligning resources and capacity to achieve our aim of • Regrow – Seeking to bring forward actions which will allow business building back a stronger, and more inclusive and sustainable economy. and communities to grow, addressing both economic challenges and

Page 113 Page supporting wider efforts to close the gap between Devon’s economy and the wider UK. This includes efforts to modernise and diversify our business community, our workforce and our approach to our environment; improve our places and quality of life offer; and set the foundation for future growth.

• Reset – Actions to change and enhance the trajectory of Devon’s economy, seeking to build on Devon’s sector and business capabilities, workforce capacity and environmental strength to return economically Appendix B bigger, better and bolder than when the crisis began. Agenda Item 8

Whilst partners have set out a strong vision of the recovery they wish to see through this document, such action will not be possible without appropriate resources. Given the scale of the challenge faced, existing resources alone will not be enough to see Devon even return to its pre COVID-19 status. As such, this document is unapologetic in seeking additional support at the national, sub-national and local level towards its ambitions, seeking to align a package of enhanced funding and capacity across themes and organisations to improve outcomes for Devon’s businesses, residents and communities.

Team Devon COVID-19 Economy and Business Recovery Prospectus 5 • Agriculture Food & Drink – Making up 20% of Devon’s economy by value, timing of the COVID-19 lockdown coincided with the start of Support for the main growing/harvest season impacting on production, marketing livestock and fnalising exports. Lockdown and travel r estrictions hardest hit sectors also resulted in disruptions to labour provision, impacting capacity and increasing costs. Whilst supermarket demand held up (and even Ensuring that our hardest hit sectors are supported increased), this was offset by massively reduced demand for food from through the current crisis is paramount if Devon’s the hospitality sector, seeing an overall 20% hit to the sector in May economy, the 4th hardest hit in the UK, is to recover 2020. There are also concerns around how long some markets may take quickly and successfully. to recover and the impact of any recession on commodity prices in the medium term. Devon has some of the country’s best known and highest Our bedrock sectors of Tourism, Agriculture, Food & Drink, Retail quality producers, with a reputation internationally for the quality of and Construction support a signifcant pr oportion of overall employment our food and our goods. There are good opportunities to build on its across the County, providing roles for around 100,000 residents and strengths, diversify the sector, consider technology and automation and underpinning the economy of many of our most vulnerable communities. a renewed focus on local buying and supply chains. Tourism, retail and agriculture, food and drink are intertwined in many Page 114 Page areas of Devon, with impacts in one sector likely to fundamentally • Retail – Making up 13% of Devon’s economy, the almost total undermine the others if no action is taken. In our rural communities for shutdown of high street retail in March has seen activity drop across example, diversifed farms supporting our r emote villages are often entirely the retail sector overall by around 25%. However, the picture on retail supported by the interplay of our three bedrock sectors, and without one, is extremely varied, with a stark divide between those also trading the others would rapidly fade. Ensuring the health and wealth of these online and those who do not, between food retailers and non-essential sectors is embedded within Devon’s identity. retailers, and those able to adapt and operate with post COVID-19 restrictions and those who cannot for either logistical or cost reasons. • Tourism and Hospitality – 5.5% of the local economy, and Evidence however suggest a disproportionate impact is now being felt employing 12% of the workforce, tourism activity stalled across Devon by retailers within smaller centres, where larger numbers of more fragile Appendix B Agenda Item 8 in March 2020. This timing could not have been worse for the County independent traders underpin the local offer. in many ways, devastating the 2020 tourism season, and having knock- on effects for retail, agriculture, food and drink and across key rural • Construction – Forming 12.5% of the local economy, the impact on and coastal communities. In a recent survey of local tourism businesses, the construction sector over the last three months has been extremely only 63% stated they would reopen, with 37% stating they were either mixed. Whilst there has been some disruption to large site activity, with not sure or already making plans to permanently shut. There remains companies initially closing 50% of their activity on sites, the majority however signifcant potential to upscale and upskill the value of our of impact has been felt by micro business within the sector working in tourism sector and offer, with a focus on experiences, sustainability, people’s homes and within the supply chain. Polarisation of the sector health and local social integration. is likely to worsen as the year progresses, as larger companies seek to shorten supply chains and contracting arrangements, and new contract activity slows.

Team Devon COVID-19 Economy and Business Recovery Prospectus 6 We are placing a specifc focus on these bedr ock sectors in our Recovery • Seek £500,000 to provide up to 500 additional training places Prospectus, seeking to build on their unique needs, but also support their for the Tourism sector, including additional support in leadership and strengths for the future. management, customer service, business administration and sector specifc skills (catering, hospitality). A summary of the core actions included for each sector is set out below: • Establish an enhanced business support offer for the Tourism sector, including hospitality and leisure leadership and management qualifcations. This would include a ‘Be the Business’ training Across Tourism, Hospitality programme to support business planning, rebuilding and embed and Leisure, we will: learning around COVID-19 impacts. • Pursue the allocation of a Great South West Tourism Zone to • Enhance the resilience of the sector through grant support for include Devon, providing support towards new visitor attractions and projects which look to extend the tourism season and reinforce features, activity that can extend the tourism season and support for local supply chains, including support for diversifcation of individual improving transport and the visitor experience. offers (around health, environmental and accessible tourism) and which encourage local buying / purchasing. This includes a ‘Made in Devon’ Page 115 Page • Seek £10m of additional grant funding to support the tourism quality approval scheme linked to Buy with Confdence. sector in Devon, providing up to £5,000 per business to support adaption and reopening costs, marketing and communications and • Pursue Town Funding for regeneration projects which contribute other projects which beneft trade and the visitor experience. to the visitor economy in 8 coastal and rural locations, including town centre renewal in Ilfracombe and Dawlish. • Implement a regional certifcated scheme on opening safely, seeking to utilise the well-received Better Business for All Toolkit • Seek additional support for our Destination Management approach and Buy with Confdence appr oved trader scheme. Organisations, to sustain their operations and take forward additional joint destination marketing activity over the next year. • Lobby for a sector specifc extension to the furlough scheme Appendix B and VAT payment deferral – support the sector with extensions to Agenda Item 8 these two national support measures and other potential costs around reopening safely. Seek a relaxation of furlough regulations taking account of specifc issues for seasonal and part time workers.

• Working closely with DWP, take forward an accelerated approach to redeployment / rapid retraining of staff members made redundant within the tourism sector, including providing access to short retraining courses and tailored employability support into other sectors, such as Digital or Health and Care.

Team Devon COVID-19 Economy and Business Recovery Prospectus 7 Across Agriculture, Food & Drink we will: • Seek an additional £10m of grant support towards assisting agriculture and food & drink sector to restart within Devon, providing £5,000 per business towards adaption, mitigation and diversifcation activity .

• Engage additional staff resources to support producers to diversify and access new markets. To include support and grants for accessing new markets; product promotion, realising export opportunities, assistance with diversifcation, and bringing together suppliers and buyers in line with the South West Food Hub Model.

• Seek £150,000 to support 150 additional training places in the

Page 116 Page agricultural sector, including in farm management, engineering and livestock and animal health certifcations.

• Seek support for additional technical and higher skill training opportunities in agriculture, food & drink including across engineering, science based and management competencies and Agri-tech.

• Become an active partner in the South West Good Food Network, seeking to drive forward new collaborations around logistics and digital solutions, with the aim of utilising more of the food we produce close to Appendix B home. Agenda Item 8

• Implement a ‘Made in Devon’ campaign aligned with Buy with Confdence, seeking to promote the region as a food destination / quality supplier, and promoting local consumption and buying.

Team Devon COVID-19 Economy and Business Recovery Prospectus 8 Across Retail, we will: Across Construction, we will: • Seek additional grant support for retail businesses facing • Develop a ‘Late Payment’ pilot to support small business with cashfow, the double whammy of lockdown and now modifcation seeking to use small grants and a better approach to online invoicing to improve costs to operate, building on existing Government led payment terms. programmes to enable stores within our hardest hit high streets to • Provide support for 150 additional sector skills places through the manage costs and supporting essential COVID-19 modifcations. Sector Skills Training approach, with a focus on site operations, civils, trades, • Seek to support existing Business Improvement Districts to modern methods of construction and wider new and high demand construction enhance their offer, working with local BID teams and District / competencies. Town Councils to enhance, re-purpose and future proof the high • Take forward an enhanced programme around supporting businesses street experience and our retail hubs as destinations. to champion sustainable construction, including additional training around • Working closely with DWP, take forward an accelerated sustainable supply chains and community wealth, new building skills and future approach to redeployment of staff members made building methods and materials and supply chain choices. redundant by the retail sector, including providing access to

Page 117 Page • Public Sector Stimulus – Consider how local government can support the short retraining courses and tailored employability support. sector to grow through simplifying and streamlining procurement and planning • Implement a regional quality assurance scheme which policies. This would include the publication of the public sector’s 3 year promotes consumer confdence in safety on the high street construction programme across Devon, providing an opportunity for construction by building on the Buy with Confdence, appr oved trader scheme. businesses and other interested parties to align their supply chain offer.

• Develop and implement a specifc digital skills and support • Support smaller construction business and trades to access support, new programme to capitalise on the online trading and digital markets and supply chains by bringing together suppliers and SMEs with tier opportunities for the sector. 1 construction companies and consider how local government can support the sector to grow through simplifying and streamlining procurement and planning Appendix B Agenda Item 8 policies.

• Support local employment and training – Work with the sector to maximise the value of existing projects for Devon, through agreeing local labour agreements to support employment and skills goals, and local procurement approaches to best utilise the local supply chain.

• Ensure early delivery of housing schemes funded from the Housing Infrastructure Fund (South West Exeter, Tiverton, Cullompton, Barnstaple and Ilfracombe, Dawlish) to support the construction sector and provide new homes.

Team Devon COVID-19 Economy and Business Recovery Prospectus 9 • Environmental Technology and Clean Growth – Devon’s Support for businesses stunning environment attracts both new businesses and visitors to the area every year. There is an opportunity to grow the environmental technology and clean growth sectors by positioning Devon as a clean, to build back better green, healthy County in which to live and work, while saving many Devon’s business community is currently facing businesses money through lower long-term water, energy, and waste a period of unprecedented challenge. costs. Devon’s carbon emissions reduced by 23% during lockdown. There is opportunity to strengthen sector sustainability through The UK economy is due to shrink by around 7% before March 2021, collaboration of the construction and clean tech sectors to deliver home and Devon’s economy by around 8%. Additional impact may also come and commercial retroft energy effciency solutions. The County also where we exit the EU without a negotiated deal. Businesses are currently benefts fr om state-of-the-art innovation within the sector, with Exeter experiencing the sharpest economic recession in modern history. leading in environmental science and data management.

However, we have several business growth opportunities to deliver future • Sustainable Tourism, Leisure and Hospitality – Devon’s large high value jobs, both directly and indirectly through supply chains, improve visitor economy draws spend of £2.5bn per year and employs 63,000 people. The natural environment is a key asset recognised by visitors Page 118 Page social outcomes, and enhance productivity. Devon benefts fr om a range of signifcant forwar d-facing opportunities and growth sectors which can alongside the quality of our food and protected landscapes. 25% of support the County emerge stronger from a period of intense disruption. businesses generate 50% of turnover in July / August. Restrictions These include: on foreign travel presents a signifcant opportunity to gr ow a local sustainable visitor economy promoting ‘staycations’, linking closely with • Digital Technology – The shift to working from home has already sustainable food, community wealth and promotion of a healthy lifestyle resulted in rising demand for rural properties, seen as ‘safer’ areas. and offering a variety of quality ‘leisure upgrade’ experiences, to build Maintaining a core focus on the digital sector could unlock further sector resilience. employment and using Devon’s unique selling points attract new inward investment. The Digital technology sector is also Devon’s fastest • Sustainable Farming and Food – There is a signifcant opportunity Appendix B Agenda Item 8 growing sector, with both digital business and digital jobs currently to sustain and grow positive ‘buy local’ behavior by continuing support outstripping wider growth by around 100%. Over the past ten years, for infrastructure, storage, transport and digital logistics to make more digital business and roles have been created per capita than any buying local the norm. There is an opportunity to implement innovative other sectors, with digital demand spreading into every major sector of research to ensure maximum nutrient value from food grown in a way the economy. Devon benefts fr om signifcant assets and capacity in this which nurtures Devon’s environmental assets, and the local economy. area, from the presence of the Met Offce to digital start-ups acr oss the Mechanisms to support and encourage sustainable farming practices Exeter area, to bespoke software provision in North Devon, and cyber have cross-cutting benefts for health, natural capital, r esilience, food security in East Devon. security and achieving carbon reduction targets.

Team Devon COVID-19 Economy and Business Recovery Prospectus 10 • The Inclusive Economy – Devon’s tight-knit communities have a • Transportation – Making up around 5% of Devon’s economy, tradition and culture of mutual aid and support, offering new opportunities transportation and logistics has felt signifcant impacts fr om national to extend social enterprise and build a new model of local business activity and international travel bans, leading to several high-profle failur es and in a post COVID-19 environment. There is the opportunity to extend closures over the past three months. Most notable amongst there was local authority and other partners’ roles as anchor institutions that build the closure of Flybe in March, leading to 1,000 job losses across the community wealth by leading on and facilitating processes and systems County and an initial 50% drop in traffc at Exeter Airport. However , to secure maximum social value. Community wealth building principles wider restrictions on goods movements, public transport and rail activity are a roadmap to create a more resilient economy, strong communities, a over the past two months has also seen wider challenges emerge across dynamic social enterprise sector and achieving net zero carbon outputs. operators, hauliers and ports / airports, as the sector has ground to a This opportunity underpins both the recovery of vulnerable sectors and the halt and restart activity has proven expensive and complex in terms of development of ‘Build Back Better’ sectors, in particular, local food and regulatory burden. produce and the tourism, leisure and hospitality sectors.

• Transformative Health Care – The County has a large innovative health and care sector, which contributes nearly £1.5bn, into the local economy, 8.5% of our economic output, and supports 46,000 jobs. The Page 119 Page sector demonstrates high levels of innovation and expertise and signifcant scientifc and pr oduction strengths across the sector in areas like Northern Devon. The opportunity linked to health and care is therefore twofold, to maximise our existing assets in science and production, but also seek to build on a changed health environment for our own residents, with a shift from an approach based around ‘care settings’ to ‘places and communities’.

• Higher Value Engineering and Manufacturing – Advanced manufacturing makes up around 8% of Devon’s economy, with specifc Appendix B Agenda Item 8 strengths in marine, aviation and aerospace, defence and high value component and electrical production. Whilst Devon is often overlooked as an area of primary production, unlike perhaps Bristol or Plymouth, signifcant levels of the South W est’s supply chain is embedded within the county, supporting Devonport, Filton and Yeovil to meet future demands. There is signifcant potential for additional gr owth and specialisation, particularly around greening of mobility, materials science, system and process engineering and enhancing supply chain effciency acr oss multiple sectors.

Team Devon COVID-19 Economy and Business Recovery Prospectus 11 There is a clear need for partners to come together • Develop a volunteer ‘listening ear’ support programme responding and support the business community through the to business mental health needs, seeking to provide additional support ongoing crisis and maximise our opportunities to to business owners and sole traders facing challenges with their businesses, build back better. through the Growth Hub and develop a peer to peer support programme across our business community. We will: • Maximise Devon’s sustainable tourism, hospitality & leisure potential: preparing businesses for changing consumer behaviour and • Secure £600,000 of additional business support capacity across new markets and products, support to take-up digital technology and Devon, providing up to 3 hours of free support to struggling businesses establish a Great SW Tourism Zone. around their operations, HR matters and business planning and to offer a specifc pr ogramme to support rural micro enterprises scale up. • Maximise Devon’s sustainable agriculture & food potential building on SW Good Food Network to include rural Devon establish and implement • Seek an additional £300,000 towards the cost of extra online a ‘Made in Devon’ campaign, take forward a Sustainable Food Places business start-up and self-employment support, including the co-ordinated approach to agriculture and food through Local Food Plans, Online Business School Pop Up programme, self-employment support advocate a community wealth approach to drive local purchasing and Page 120 Page working with DWP, a dedicated digital programme and a dedicated support farmers to access future ELMs Agri environment schemes. social entrepreneurship programme. • Stimulate Innovation in the Environmental Technology, Agri-tech • Implement enhanced programmes of digital business support and and Health and Care sectors: secure £1 million to work with growth digital skills – supporting businesses to adapt to new ways of working, businesses to bring new products and services to the market, through invest in skills and technology and work together around core issues a combination of challenge funding and student placements, providing such as innovation and knowledge exchange and transfer. new routes for sharing innovation and best practice to enhance business • Collectively attract inward investment, promote Devon’s skills competitiveness. base and seek to maximise export and trade opportunities by • Develop and promote a clean, sustainable economy through the Appendix B Agenda Item 8 working with DIT. Take forward a programme of proactive marketing, development of a bespoke business support offer – ‘Go Green’, supported including trade fairs, focussing on Devon’s build back sectors, seeking by grant activity of up to £1.5m, a sustainable / clean growth tool kit and to reduce the migration of skills out of the County and to support wider online facilities and additional resources available through the Growth Hub. sustainability and growth. • Lobby for a National Industrial Accelerator Fund, providing revenue • Support inclusive growth and community wealth building, and capital support to companies that are seeking to expand but are working across partners to put together a programme around localised fnding issues ar ound bank funding availability due to wider market procurement practises and investment into social enterprises and liquidity issues. entrepreneurs.

Team Devon COVID-19 Economy and Business Recovery Prospectus 12 Support for our city, We will: • Secure at least £15m additional town and high street funding to restart our hardest hit communities, making a towns and rural case for new capital and revenue funding to support a number of our rural, coastal and market town communities. communities • Confrm and accelerate Future High Street Fund indicative The pandemic has impacted significantly on all aspects awards to our towns, and sign off business cases for Bideford, of life in our city, towns and rural communities and the Barnstaple and Newton Abbot. delivery of business and public services. • Improve consumer confdence through a coordinated approach to promoting our high streets, towns and communities, We have developed solutions to help restore our communities and re-grow our facilities, services and businesses, building local confdence to economy, focusing on immediate re-opening support, taking full advantage of shop and visit safely and develop our digital retail offer. building back better opportunities and enabling Devon to level up.

Page 121 Page • Extend the Work Hub Programme, securing £1m to build on The safe re-opening of our high streets, supporting the opening of our beaches the successful work hubs network and enable rural communities and outdoor facilities, maintaining momentum of our capital and infrastructure and smaller towns to grow their own local service provision, programmes are all going to be key to stimulating the economy, and supporting our including options to develop community assets and hubs. communities in the next few months. Building back better and options to reimagine our urban locations, developing live-work space and responding to changing • Digital infrastructure investment – improve mobile and digital behaviours on travel, home working and digital solutions are all strong opportunities connectivity in rural areas through working with communities for our communities. Driving forward greener economy activities in the way we to maximise the national Rural Gigabit Voucher Programme and design and build our homes, use and produce energy and renew and regenerate our local Mobile Boost Voucher scheme, in addition to piloting new hardest hit communities are priorities within our Recovery Prospectus. solutions where poor coverage still remains. Appendix B Agenda Item 8

COVID-19 has emphasised some key issues, such as rural isolation, low wages, and • Transport Connectivity and Housing – develop community, inequalities between and within areas. Relative poverty and housing affordability town and city transport initiatives and infrastructure, including particularly in rural and coastal areas is likely to worsen. We have poor digital for cycling, buses, rail and other forms of sustainable transport – infrastructure, road and rail links in some areas. Our natural environment and the between and within communities. We will support the housing economic strength of Exeter are key economic assets we can build on. Our rural sector by accelerating Housing Infrastructure Fund supported landscape is a huge attraction to residents and visitors alike, as well as capturing projects and increasing affordable homes. carbon emissions and boasting some of the UK’s best renewable energy resource potential. Exeter is likely to bounce back more quickly from COVID-19 as an economy and can stimulate and support recovery across the Greater Exeter footprint.

Team Devon COVID-19 Economy and Business Recovery Prospectus 13 • Seek increased investment to facilitate city / town centre living, with partners seeking to secure £1.5m for investment in and development of vacant high street property in 3 pilot locations, including Exeter and utilise local apprenticeship programmes to improve construction skills.

• Develop and secure investment for a city / town set of renewal plans – including sharing best practice and ideas develop proposals for future funding opportunities including One Public Estate, Land Release Fund, Coastal Community Funding, Zero-carbon pilots and Garden Communities programme.

• Natural Capital Programme – secure £15m to develop projects to support food pr evention, landscape management, carbon sequestration and develop a Woodland Enterprise Zone including an Enterprise Hub, apprenticeship and skills programme. Page 122 Page • Energy Infrastructure – £20m investment to enable smart energy management and renewable energy generation through upgrading the national grid network.

• Work with Government to accelerate funding for Dawlish sea wall / rail infrastructure and A303 upgrades. Appendix B Agenda Item 8

Team Devon COVID-19 Economy and Business Recovery Prospectus 14 • Unemployment – Over 30% of all workers within the Devon area (including Plymouth and Torbay) have either been furloughed Support for our or made redundant in the initial 12 weeks of lockdown, with up to 90% in sectors such as tourism and hospitality currently outside of people and workforce work. Across all sectors in April 2020, numbers of vacancies had fallen by around 40% compared to the previous year, and claimant Devon’s people are its most important economic asset, unemployment had risen around 90% in a single month. driving around 40% of the County’s £17bn economy and creating the day to day conditions for our • Education and Aspiration – Within education and training, all businesses to thrive and grow. learners across the County have faced a period of extended disruption during 2020. For young people the impact of this disruption has Ensuring that our workforce is therefore protected and supported through the been stark, with a loss of routine, educational time, pastoral support current crisis is paramount, preserving the talent and capacity of the County’s and huge uncertainty around next steps on learning and transition. residents to support future growth, and ensuring that Devon’s economy When coupled with existing challenges around progression routes emerges better prepared, higher skilled and more productive than before. into higher education within Devon; and a likely reduction in apprenticeship places from September, and reduced employment Page 123 Page However, improving workforce productivity alone will not see the County’s options in both growth and foundation sectors alike, young people economy successfully emerge from this crisis. If our future economy is to face a potential opportunity cliff edge into 2021. thrive, it must be more inclusive and more balanced than the Devon of 2019. Those working in our foundation sectors, such as Tourism and Construction, • Deprivation and Inclusion – Underlying weaknesses within must have the higher-level skills required to allow our businesses to compete Devon’s labour market continue to drag on our workforce in a rapidly changing world. Additionally, opportunities in our growth sectors competitiveness. These include ongoing challenges around the must be open to all and ensure that the whole of our community’s talent can County’s relative rurality / coastal nature and the ability to connect be harnessed. people to better work and learning; challenges around poorer skills performance in some of our leading sectors (notably tourism and Appendix B At the heart of Devon’s ambition for its people post COVID-19 is therefore retail); ongoing skills supply issues within growth sectors (such as Agenda Item 8 a determination that every resident should have an equal opportunity to a digital industries, advanced engineering and health); and embedded purposeful education; to enter meaningful employment and ultimately be able challenges around deprivation and aspiration across many of our to achieve and secure a long-term income. This will both see the effciency communities. and productivity of all our sectors enhanced, but also lead to a more inclusive, balanced and prosperous Devon for the future. We are therefore placing a strong focus on supporting those most at risk or in need – young people, displaced workers in vulnerable sectors, and To achieve this ambition, we must now resolve both new workforce challenges those with a barrier to work, as well as those sectors facing the greatest arising from COVID-19 and make progress around perennial issues which have impacts – Tourism, Retail and Food and Farming, or with the greatest long affected our workforce’s effciency and inclusivity , including: potential for future growth - health, digital and advanced engineering.

Team Devon COVID-19 Economy and Business Recovery Prospectus 15 We will: • Seek funding for and implement a new £8m Technical Skills Development Programme across Devon, providing new opportunities • Bring together a Devon Skills Recovery Partnership, responsible for within growth and foundation sectors (including digital, advanced the delivery of relevant actions within the County’s Implementation Plan engineering and manufacturing, health, tourism, construction and retail). and instituting a “no wrong door” approach across core services. • Seek to secure up to £7.5m of additional resources to increase the • Support the campaign for a September / Opportunity Guarantee sustainability of apprenticeships, traineeships and wider learning, for Young People, seeking to ensure that every young person between including through bursaries / maintenance support, wage subsidies, 16-25 has access to a training or vocational learning place next academic assistance with rural and access to education transport costs, support year if they wish to take it. for digital equipment and connectivity; and other measures. Devon is • Implement an enhanced Careers, Information, Advice and Guidance determined that with the advent of T-Levels, a young person’s postcode Service across Devon for Autumn 2020, covering both Young People will not determine their access to high quality, frst choice education. and Displaced Adults. The partnership will be supported by an additional • Secure additional support for Devon’s Training Provider Network £75,000 towards communications and marketing costs. and network of Employment and Skills Boards, supporting their • Work with DWP, District Councils, CABs and other local economic ability to act as a frst point of contact and support with Devon’s business and community partners to take forward a joined-up approach to community and training providers, and empowering them to support redeployment into opportunities sectors such as Health and Social implementation of new programmes. Page 124 Page Care, building on the Sector Based Work Academy model to support • Work with the ESFA and wider partners to support measures individuals, in particular young people to retrain / redeploy into new / around provider sustainability and growth, including support relevant roles. with fnancial har dship amongst training providers, and costs around • Seek £1m of additional resources towards a Sector Skills Response modifcation and diversifcation linked to COVID-19. Package, focused on working with those leaving Tourism, Retail and other • Seek up to £90m of resources from the Further Education Capital hard-hit sectors to train and remobilise. Where return isn’t an option, Programme, including resources to enhance digital capacity within our seek opportunities to career jump into opportunity sectors such as health, College and Provider Network to provide virtual learning and further digital or engineering. modernise and grow the local FE estate. • Seek £500,000 of funding to implement an enhanced Volunteering Appendix B • Seek to secure £10m towards a Green Skills Development Package Agenda Item 8 / Traineeship / Apprenticeship approach, supporting partners to fast for Devon, incorporating capital and revenue programme to be spent track development of traineeship / pre-apprenticeship opportunities for over the next three years to fast-track relevant sector and employment young people and adults alike. Seek to maximise opportunities in growth opportunities. sectors such as health or digital roles. • Secure up to £20m of additional innovation and skills • Work with Government to secure an initial £1.5m of additional development opportunities working with the County’s Universities support towards employability / adult basic skills provision for and Colleges, with a focus on high growth and clean growth innovation Autumn 2020, including additional support for digital literacy, outreach and high value employment in opportunity areas such as health, green and ‘career jumping’ opportunities (supporting those being displaced from economy and advanced manufacturing and engineering. or requiring upskilling in the Tourism, Retail and Construction sectors).

Team Devon COVID-19 Economy and Business Recovery Prospectus 16 • Low Carbon Programme Business Support Programme £2.5m – stimulate new investment working with SMEs to reduce carbon Support our emissions and increase productivity through energy effciency and on-site renewables including extending Salix loans to the private sector. opportunities Clean mobility We have several globally significant assets An innovation led programme seeking to build upon our world class and opportunities to support our ambition to expertise in electrical vehicle design and systems, with the potential grow our economy back better. to place Devon at the cutting edge of electrical and green transport technologies. Devon is a place that benefts fr om an outstanding natural environment, a skilled and talented population and many forward-looking businesses, colleges, universities and organisations. These are major assets that can We will: act as a launchpad for restarting our economy; driving productivity growth • Establish a Centre for Clean Mobility at Exeter Science Park – locally, regionally and nationally and contributing to a greener, more £3.75m – create a high-specifcation collaboration laboratory to be resilient and more inclusive growth that benefts us all. used for research, development and innovation, with strong industrial Page 125 Page engagement to test autonomy within marine, off-highway, HGV, rail, We have identifed four key programmes we will take forward and defence sectors. to build on our strengths over the coming months: • Champion a SMART Aviation Cluster and Freeport Proposal – Green Recovery working with Exeter Airport and other partners – support the development of new classes of electrical and autonomous air vehicles, Recognising the ongoing challenge of climate change and the need for such as drones, 3 to 5 person green aircraft and commercial green further emission reduction before 2030, a programme of combined activity aircraft, and linking together with the new Future Skills Academy led by to address carbon emissions form Devon’s homes and businesses. Exeter College and additional innovation capacity within the local area. Appendix B Agenda Item 8 We will: • Seek Government support of £1.83m for a comprehensive and • Roll out an ambitious Domestic Energy Effciency and Energy future proofed Electric Vehicle and Shared Mobility infrastructure Generation Pilot – a council tax pilot with an ask of £77.5m to support network across 58 of Devon’s communities with a population 37,000 households over 3 years to invest in energy effciency and of over 1,100 – this will focus on addressing market failure in small energy generation measures, stimulating demand for environmental to medium sized communities; bring forward and accelerate the technologies and construction sectors. network in tourist areas and address any signifcant gaps in our larger communities that will support the greening of our businesses. • Carbon In-setting Pilot – Working alongside Government, develop an appropriate regulatory framework for a pilot carbon in-setting approach, seeking to reduce / offset carbon emissions back through supply.

Team Devon COVID-19 Economy and Business Recovery Prospectus 17 Strategic funding and investment Supporting lean modern industry A programme of investment and targeted business support to accelerate A programme of support to assist high value manufacturing businesses, the progress of our most exciting businesses and newest talent, seeking to and those with the potential to become high value, to further grow, create the next generation of high value Devon businesses. innovate and refne their appr oach to production, as well as work together with other Devon businesses to access new opportunities. We will: • Develop a Venture Capital Network – establish a ‘Bounce Forward’ We will: loan programme to accelerate capital investments across a range of • Develop an advanced business and industrial effciency sectors, particularly manufacturing sector, environmental technologies programme – increasing awareness amongst business leaders in and clean growth and Agri-tech. how to apply data-led, lean methodologies to reduce waste and consumption through business collaborations linking Analytical Experts • High Growth Start Up Programme – raise £40m to support with Industry. innovative new start-ups in high growth areas, notably around digital and FinTech. Ideally the scheme would include a strong focus on young • Develop a new Industrial Digital Technology Hub and Impact Lab people and graduates. – driving digitisation of manufacturing processes including transport and Page 126 Page links with wider ‘Made Smarter’ programmes. • Student and young people entrepreneurship programme– encourage more students and young start-ups to stay in Devon, • Ensure the roll-out of the University Enterprise Zone model as a building upon the existing small scale COVID-19 fund (£50k) in place hub and node approach across the whole of Devon – ensuring that at University of Exeter to support 50 new businesses across the County companies have access to research facilities even if they are basing their and activity through our Colleges and Innovation Centres. companies from home or local hubs.

• Support for High Value Supply Chain development, supporting Devon’s smaller businesses to work together to secure new orders and Appendix B develop their capacity to work on higher value procurements, as well Agenda Item 8 as mapping networks of supply across the County to better sell Devon’s goods to the world.

Team Devon COVID-19 Economy and Business Recovery Prospectus 18 Our aim is to achieve: Impacts and • Thriving and successful city, town and rural communities attracting residents, visitors, businesses and students to live, work, learn and visit outcomes safely and feel connected. Building on our dynamic and entrepreneurial business • Productive and nationally competitive businesses with our economic community, coupled with our world-class environment, performance and employment reaching pre-COVID-19 levels by 2022 global expertise in climate science and green and achieving a growth rate of at least the national average. technologies and our talented workforce our ambition • Every individual can access a worthwhile job, undertake relevant and is to create a stronger, more inclusive and sustainable meaningful training and progress in learning or secure employment economy. providing the income they need to thrive. The programmes and projects listed in this Prospectus have the potential • Regardless of background, characteristic or need, Devon’s residents will to create 30,000 new jobs, create 80,000 new training places and secure be able to access a successful route into work within a growing and diversifying economy.

Page 127 Page investment of £550m, generating £2.8bn of additional economic output.

Our immediate priorities are seeking an investment of £56m into local • Flourishing tourism, food and drink and agricultural sectors embracing projects that will assist businesses to re-open, adapt and grow, help young digital practices, adopting innovation and supporting qualifed and well- people and those at risk of redundancy fnd or keep a job and invest in our paid employment. hardest hit communities and sectors. This initial package aims to safe-guard • Recognised nationally for our expertise and capabilities in low carbon, and create 6500 jobs, will assist the delivery of 5000 training places and digital technologies and entrepreneurship across our businesses, support 7500 businesses, stimulating business investment and accelerating research institutes and workforce. our economic recovery to pre-COVID levels much sooner. • A strong and vibrant skills, digital, workspace, energy and transport Appendix B Agenda Item 8 infrastructure that underpins our economy and enhances our natural environment.

• Made in Devon – a sense of pride in our own products, services, young talent, expertise and knowledge and a strong community and business network that backs Devon.

A more detailed implementation plan and investment strategy are under development to deliver the interventions set out here. This will set out clearly the direct and indirect impacts our programme will deliver.

Team Devon COVID-19 Economy and Business Recovery Prospectus 19 A more detailed implementation plan and investment strategy are Implementation under development to support the delivery of the key interventions and actions set out in this document. and next steps We will: This Prospectus has been developed by Team Devon, • Re-purpose local and national resources already announced or a strong public and private sector partnership awarded to support the priority measures set out including EU drawing in expertise from business, education, funding, along with opportunities within local authority capital skills and public sector organisations. programmes to accelerate projects. It has the backing and support of our business representative organisations, • Infuence national funding alr eady trailed such as the £5bn Gigabit District Councils and the County Council, the Heart of SW Local Enterprise Broadband Programme, Adult Skills Re-training Programme, the Partnership, our National Parks and our Members of Parliament. UK Shared Prosperity Fund to replace EU Funding and Transport Schemes to deliver our stated priorities. Team Devon is committed to implementing our Recovery Prospectus in

Page 128 Page partnership with Government, the Heart of the South West Local Enterprise • Work with the Local Enterprise Partnership to shape its Investment Partnership and other agencies. We will align our recovery programme with Pipeline and supporting the prioritisation of programmes to secure local and regional Recovery Plans to maximise impact. Implementing our new funding for our hardest hit places, sectors and communities. Prospectus requires capital and revenue resources from Government, our public • Develop business cases to support our priorities in readiness for sector partners and key employers. Team Devon will align our skills, expertise future funding and bidding opportunities, including One Public and resources locally to achieve a successful, inclusive and sustainable economy. Estate Round 8 and Coastal Community Funding. Our Prospectus also recognises that working with our neighbours to give scale and critical mass on key interventions is appropriate and gives a stronger voice • Work with our MPs to infuence key policy ar eas and pilot and case to secure investment for our businesses and communities. programmes such as the Levelling Up agenda, and Town / High Appendix B Street Funding, Sector Deals and driving national zero carbon Agenda Item 8 targets.

• Develop public / private sector partnerships to address innovation or technology trials and solutions, such as 5G Trial Test Beds, Innovate UK opportunities and Digital Solutions to Health Transformation.

Team Devon COVID-19 Economy and Business Recovery Prospectus 20 Covid-19 Route Map to Recovery Page 129 Page Agenda Item 8 Appendix C Covid-19 Route Map to Recovery Heart of the South West LEP Covid-19 - Route Map to Recovery

Heart of the South West has: • 7 of the 25 local authority areas in England and Wales with the most jobs at risk (source: RSA) • 8 local authority areas expected to experience a loss in output greater than the national average of 35% (source: Centre for Progressive Policy).

The Heart of the South West

Whilst the overall number of cases in Heart of the South West is one of the lowest in the country, the economic impact is amongst the most severe of all places.

Page 130 Page Evidence indicates that the immediate impact is expected to be around a 35% loss of output, but focused disproportionately on coastal and rural areas 2 National Parks where there is a greater reliance on the hardest hit sectors. EXMOOR 16 Local The mix of businesses in our area mean that the impact is expected Authorities 4 Universities North Devon Sedgemoor Mendip to be deeper and longer here, with catastrophic consequences Somerset West and Taunton

for jobs and livelihoods. For example, the tourism sector Torridge SOMERSET estimates that without a summer season £1.6bn will be South Somerset lost to the local economy whilst many manufacturing Mid Devon and engineering SMEs are part of hard-hit DEVON East Devon aerospace supply chains reaching out 4,230 Sq miles Exeter Agenda Item 8 West Devon Appendix C 1,100,000 Ha from Bristol and Yeovil. DARTMOOR Teignbridge With an economy the size of Birmingham or Liverpool (£35bn), PLYMOUTH there is a strong and urgent TORBAY 10 FE Colleges case for a nationally funded South Hams recovery package. Population almost 1.8 million 72,000 Enterprises

£35 BILLION ECONOMY Figure 1: The Heart of the SW geography and key features as big as Birmingham or Liverpool

June 2020 ︲ 2 PEOPLE BUSINESS PLACE Deliver investment to nurture, Deliver investment in the Deliver investment to the develop and retain talent hardest hit sectors and those hardest hit places building a better future STEP CHANGE IN DIGITAL CHANGE STEP

FARMING, FOOD CREATIVE HIGH STREET CONSTRUCTION TOURISM & FISHING & CULTURAL /RETAIL

DIGITAL PHOTONICS & NUCLEAR AEROSPACE MARINE (INCLUDING MICROELECTRONICS HEALTH TECH) CLEAN AND INCLUSIVE RECOVERY

Heart of the South West LEP Covid-19 - Route Map to Recovery

Three phases to recovery - Restart, Revitalise and Grow… …but the boundaries between the phases may not be clear and progress may not be • Securing the right sort of recovery recognising the objectives, priorities linear. As we are moving out of lockdown, the purpose of the plan will be to enable us and aspirations contained within our Productivity Plan – ‘Stepping Up to to Restart, Revitalise and Grow the Heart of the SW economy within the context of: the Challenge’, the South West Rural Productivity Commission Report, and the as yet unpublished Local Industrial Strategy with a focus on Clean and Responding directly to the economic impact of the Covid-19 situation; • Inclusive Growth. Getting people back into employment and creating new good/high value • Given the rapidly changing nature of the situation, this route-map will be a live employment opportunities; document and updated on a quarterly basis for the foreseeable future. As part • Stimulating innovation and R&D opportunities; and, of that process we will also ensure that it aligns with emerging national and local recovery plans, including cross-LEP. Page 131 Page

Figure 2: The Phases of Recovery

• Supporting businesses to re-open RESTART • Getting newly unemployed back to work (including through re-training) LOCKDOWN Restart the economy by: • Support hardest hit sectors (including bedrock) Agenda Item 8 Minimise negative impacts during • Start to build back better Appendix C lockdown, such as: REVITALISE • Support bedrock and growth sectors Accelerate recovery through local interventions that: • Promote economic growth and create new jobs • Train residents to access jobs • LOSS OF BUSINESS

• LOSS OF PRODUCTIVITY • Higher GVA and productivity • LOSS OF JOBS • Better quality jobs GROW • More innovation and R&D Move to a better economy which has: • Lower carbon emissions • Less inequality and exclusion

June 2020 ︲ 3 Heart of the South West LEP Covid-19 - Route Map to Recovery

Issues and Priorities – From Evidence to Actions CHALLENGE 3: A high proportion of jobs are at risk, particularly The Heart of the SW has a number of underlying structural weaknesses and fragilities affecting young people that contribute to its relatively low levels of productivity and these are being exposed A high proportion of jobs are at risk in the Heart of the SW (including apprentices) by the Covid-19 crisis. The emerging evidence (which is continually being updated) due to the sectoral make-up of the area. Younger workers are at particular risk points to four particular issues as follows: with 16 to 19 year-olds nearly twice as likely to be furloughed as middle-aged workers. Getting people back into employment and creating new good/high CHALLENGE 1: Rural and coastal areas, which are more dependent value employment opportunities will be essential to the area’s recovery. on tourism and retail, will be hardest hit However there has historically been a disconnect between the supply and Economic performance varies signifi cantly across the Heart of the SW and the crisis demand for labour and the expected redundancy pattern is expected to has the potential to deepen the divide between the best and worst performing areas. exacerbate this. At the same time, provision of careers, education and Rural areas and coastal towns where the economy is largely geared towards hospitality guidance services are currently at risk and there is mounting fi nancial pressure Page 132 Page and retail will be most at risk of high job losses. Similarly high streets and town centres on universities, colleges and other providers as a result of the pandemic. face an existential challenge, which will require a rapid transformation. Renewal will require a reimagining of the role and function of our urban area as well as investment. Our Priority: Deliver investment to nurture, develop and retain talent in the area Our Priority: Deliver investment to the hardest hit places CHALLENGE 4: Targeted support is needed to build back better CHALLENGE 2: The negative impact on some sectors will be profound Prior to Covid-19 new jobs and investment were being drawn into the economy Whilst activities in some sectors such as Human Health and Social (i.e. caring) have on the back of a range of unique sectoral strengths, aligned with the LEP’s grown as a result of increased demand, the negative impact on others is profound. commitment to grow the economy by becoming a test-bed for new and emerging Agenda Item 8 Nationally, research shows that the most affected sectors where businesses have either technologies that offer opportunities for clean and inclusive growth. These include Appendix C temporarily closed or paused trading; or have a substantially lower turnover than normal high tech engineering, energy, digital and data sectors which remain crucial are Accommodation and Food Service (98%); Arts, Entertainment and Recreation for our recovery. However, they have been affected in different ways and to (95%); Construction (79%); and, Wholesale & Retail Trade, Repair of Vehicles (77%). varying extents by the crisis. These sectors require targeted support to mitigate the immediate impacts of the crisis as well as creating the infrastructure and Locally, the impact of COVID-19 on the tourism sector, with its links to farming, food conditions for innovation and R&D to support and our vision and fi shing and the creative and cultural sectors should not be underestimated. It is of transformational clean and inclusive growth. estimated that we have already lost 20% of annual visitor spend up to the end of May, but by the end of July this jumps to 42%. If the summer season is lost altogether, the area will lose £1.6bn in revenue and 70% of tourism businesses believe they will close – Our Priority: Deliver investment to help us build a better future refl ecting the 3 winters effect.

Our Priority: Deliver investment to the hardest hit sectors

June 2020 ︲ 4 Heart of the South West LEP Covid-19 - Route Map to Recovery

Vision

The pace of the recovery will be uncertain. It is likely to stop and start and The LEP will be working with partners to develop and refi ne this vision in the differ by area and sector. Whilst it is impossible to predict the future with any coming weeks as recovery planning accelerates, but crucially investments certainty, many commentators suggest that a rapid acceleration of pre-Covid targeted at the ‘grow’ phase of recovery will be strongly aligned with trends seems highly likely. achieving this vision. The approach to our recovery is illustrated below. Trends such as digitisation, automation and remote working have all been Figure 3: Approach to recovery fast-forwarded and investment in high streets and offi ce premises may continue to decline and at a faster pace than before. Equally, other trends will transpire in the coming months and years. There is increasing momentum around using OVER-ARCHING STIMULUS INITIATIVES the global impact of Covid to make a step change to clean energy and Heart of the SW has strategically important assets which mean the area is exceptionally PEOPLE BUSINESS PLACE Page 133 Page Deliver investment to nurture, Deliver investment in the Deliver investment to the well-placed to capitalise on this. develop and retain talent hardest hit sectors and those hardest hit places building a better future Even with a high element of uncertainty, a vision for the future of the Heart

of the SW starts to emerge, one which helps people and businesses to adapt IN DIGITAL CHANGE STEP and grow in the ‘new normal’. Broadly this means: INVESTMENT IN THE HARDEST HIT SECTORS*

A step change in digital infrastructure, digital usage and digital FARMING, FOOD CREATIVE HIGH STREET CONSTRUCTION TOURISM skills across the area, supporting sectors, businesses and people & FISHING & CULTURAL /RETAIL to make the transition Agenda Item 8 Clean and inclusive growth and the long-term areas of INVESTMENT TO HELP US BUILD A BETTER FUTURE Appendix C comparative advantage (high tech engineering, energy, digital and (HIGH-TECH ENGINEERING, ENERGY, DIGITAL AND DATA) data) being the basis for developing prosperity and resilience for DIGITAL PHOTONICS & the Heart of the SW. This will enable places and people to benefi t NUCLEAR AEROSPACE MARINE (INCLUDING from a new kind of growth, with inclusive recovery being a central MICROELECTRONICS HEALTH TECH) tenet of our approach CLEAN AND INCLUSIVE RECOVERY

Implementing short term measures to revive sectors which are very hard hit whilst also enabling those sectors to move into the future

*The list of hardest hit sectors may change as more evidence becomes available

June 2020 ︲ 5

• Supporting businesses to re-open RESTART • Getting newly unemployed back to work (including through re-training) LOCKDOWN Restart the economy by: • Support hardest hit sectors (including bedrock)

Minimise negative impacts during • Start to build back better lockdown, such as: REVITALISE • Support bedrock and growth sectors Accelerate recovery through local interventions that: • Promote economic growth and create new jobs • Train residents to access jobs • LOSS OF BUSINESS

• LOSS OF PRODUCTIVITY • Higher GVA and productivity • LOSS OF JOBS • Better quality jobs GROW • More innovation and R&D Move to a better economy which has: • Lower carbon emissions • Less inequality and exclusion Heart of the South West LEP Covid-19 - Route Map to Recovery

Working in Partnership with Government to Unlock Recovery 6. Working to secure a SW Rural Productivity Plan and Coastal Our locally led response, based on the evidence and partner commitments, will ensure Communities Plan – recognising that those areas have a higher the most efficient and fiscally responsible recovery for the Heart of the SW. concentration of hardest hit sectors and need specific actions. We ask that Government supports our approach by: 7. Publication of the area’s Local Industrial Strategy – built on a substantial evidence base and with strong local support, the Strategy 1. Unlocking existing funds to support immediate investment into our sets out the local and national work needed to deliver clean and inclusive area - as a series of ‘quick wins’ this includes: growth for the area. • Approving the pipeline Strength in Places bids 8. Recognising the Great South West – a partnership with Government • Contracting the European Regional Development Fund and European Social outlined in the Great South West prospectus created by the Cornwall & the Fund projects at the second stage of application Isles of Scilly, Dorset and Heart of the SW LEPs. Page 134 Page • Implementing sector deals by • announcing a tourism zone for the area as per the sector deal to improve productivity through broadening the season, real-time data and skills and Next Steps and Milestones training to improve resilience Our next steps are to: finalising the £10m supply chain support for the nuclear sector. • • Use evidence effectively – including commissioned studies such as the 2. Committing to the delivery of nationally significant infrastructure – SW Economic Impact Assessment and embedding data-driven decision including digital infrastructure as well as road and rail (such as the A303, the sea making. DATE: ON-GOING wall at Dawlish and increasing the capacity of the grid) which will support key Agenda Item 8 Develop our investment pipeline – including both capital and revenue Appendix C industries such as construction whilst enabling us to have the right infrastructure • projects aligned with the priorities above to support recovery and growth. for our recovery. DATE: END OF JUNE 3. Facilitating a local Covid-19 Recovery Fund – to support all three stages of Respond to challenges – using the LEP area’s task force to review each recovery. A locally managed capital and revenue Fund will drive recovery in key • challenge and ensure that we have a coherent local response. opportunities. DATE: END OF JULY 4. Aligning national skills funding and activity with local priorities – allowing Consolidate local strategies - bringing together the Heart of the South freedom and flexibilities in funding streams such as the Adult Education Budget • West’s Productivity Plan, Rural Productivity work, Local Industrial and National Retraining Scheme to enable us to deliver effective local responses. Strategy and Covid-19 response into a single, overarching delivery 5. Greater furlough flexibilities for hardest hit sectors – recognising that plan with clear outcomes to guide our actions for the next 3 years. some sectors are likely to be hit deeper and for longer. DATE: END OF SEPTEMBER

June 2020 ︲ 6 Agenda Item 9

Open

NORTH DEVON COUNCIL

REPORT TO: STRATEGY AND RESOURCES COMMITTEE Date: 3 August 2020 TOPIC: ENVIRONMENTAL POLICY 2020

REPORT BY: LEAD MEMBERS FOR CLIMATE CHANGE AND ENVIRONMENT AND HEAD OF PLACE

1 INTRODUCTION 1.1 This report presents Strategy and Resources Committee with a draft Environmental Policy, to provide the cornerstone of the Council’s work on the environment and climate change, both within the organisation and in its wider leadership role in the community. The policy was developed by the Climate Action Team member working party and has been endorsed by the Policy Development Committee.

1.2 The Council’s Corporate Plan was adopted at the full Council meeting on 24 September 2019. The four Corporate Priorities are: 1. Financial Security 2. Focus on delivering the best for the customer 3. Cherishing and protecting the environment 4. Planning for North Devon’s future The proposed policy will be key to delivering against the 3rd corporate priority but also contribute to 1 and 4.

1.3 The objective of the environmental policy is to support members and staff from across all services in the organisation in taking a consistent and standard approach when considering the environmental impact of their actions. It also recognises the importance of all stakeholders, both internally and externally, in working to a common set of principles and the policy sets out clearly to partners the Council’s approach.

1.4 The environment priority is broad-based but inevitably includes one of the key foci of our current work: responding to the Climate Emergency as stated in the Council’s Declaration of a Climate and Ecological Emergency.

1.5 Approaches to recovery from the Covid-19 pandemic have widely recognised the opportunity to make step changes in our approach to the environment, community and economy, captured by the idea of building back better, as the Council’s draft recovery plan suggests, stronger, fairer, greener.

1 Page 135 Agenda Item 9

1.6 Key amongst the objectives set in the environmental policy are:  For the Council to become carbon neutral as an organisation by 2025,  To support a district wide programme to make the area of North Devon carbon neutral by 2030,  For the district to be significantly carbon negative by 2045.  For the Council to increase biodiversity in their natural environment  For the Council to adhere to the principles of the waste hierarchy

2 RECOMMENDATIONS 2.1 That members agree that:

1) The North Devon Council Environmental Policy 2020 (attached as Appendix A) be approved for consultation and engagement purposes.

2) The Environmental Policy be brought back to Strategy and Resources Committee for adoption after a six week consultation period and subject to any amendments that result.

3) That the temporary post of Environment/Climate Change Officer is created to support the implementation of the Environmental Policy 2020 and development and delivery of the Strategy and Action Plan, including Climate Action Plan.

4) Should recommendations 1 to 3 be approved that all Council services identify representatives to sit on an Environmental Project Team.

3 REASONS FOR RECOMMENDATIONS

3.1 To underpin the Council’s corporate priority for the environment and meet the Council’s responsibilities under the Climate and Biodiversity Declaration.

4 REPORT 4.1 Why an Environmental Policy? 4.2 Environmental policy is defined as “any action deliberately taken to manage human activities with a view to prevent, reduce, or mitigate harmful effects on nature and natural resources, and ensuring that man-made changes to the environment do not have harmful effects on humans or the environment,” (McCormick 2001)1. It generally covers air and water pollution, waste management, ecosystem management, biodiversity protection, and the protection of natural resources.

4.3 The District Council has land and property that it directly manages or for which it is a landlord, and it provides a wide range of services. An environmental policy underpins the actions necessary to reduce carbon emissions resulting from the

1 McCormick, John. “Environmental Policy in the European Union.” The European Series, 2001: 21. 2 Page 136 Agenda Item 9

Council’s assets and services and to improve biodiversity; this should also result in health, social and economic benefits.

4.4 North Devon Council Environmental Policy 4.5 A member working group called the Climate Action Team (CAT) has been established to advise the Council on what it needs to do to respond to the Climate Emergency.

4.6 The CAT has produced an Environmental Policy for which they sought and gained approval from Policy Development Committee (16 July 2020) with a request to make a set of recommendations to Strategy and Resources Committee. This report is in response to that recommendation.

4.7 Key amongst the objectives set in the environmental policy are:  For the Council to become carbon neutral as an organisation by 2025,  To support a district wide programme to make the area of North Devon carbon neutral by 2030,  For the district to be significantly carbon negative by 2045.  For the Council to increase biodiversity in their natural environment  For the Council to adhere to the principles of the waste hierarchy

4.8 The Climate Change Act 2008 introduced the UK’s first legally binding target for 2050 to reduce greenhouse gas emissions by at least 80% compared to 1990 levels. On 27 June 2019 the UK government amended the Climate Change Act and set a legally binding target to achieve net zero greenhouse gas emissions from across the UK economy by 2050. In response to the latest report from the UN’s Intergovernmental Panel on Climate Change (IPCC), local authorities and other organisations in Devon have declared climate emergencies that aim to decarbonise the County by 2050 at the latest. Work is currently underway to substantiate the most appropriate Devon wide net zero deadline, which is likely to be somewhere between 2030 and 2050.

4.9 Table 1 shows the targets set by councils in Devon and where North Devon would sit, should it adopt the proposed targets. The target dates for North Devon are aspirational and recognise that an emergency requires urgent action. It is recommended that the policy is reviewed at least every two years and that this would include a re-evaluation of the targets based on evidence collected against baseline data.

Council Area Target Scope Teignbridge 2025 Own operations North Devon 2025 Own operations 2030 The district Exeter City Ahead of Own operations

3 Page 137 Agenda Item 9

2030 2030 The City Plymouth City 2030 Own operations 2030 The City Torbay 2030 Own Operations Torridge 2030 Own operations West Devon 2030 Own operations Mid Devon 2030 Own operations South Hams 2030 Own operations DCC 2030 Own operations East Devon 2040 Own operations Table 1

4.10 Members and officers are developing a draft plan as a tool to engage with partners and the community. The draft plan will capture what the Council will be doing but also be used to initiate discussion and debate as what everyone with a stake in North Devon can do to contribute to tackling climate change and improve the environment. 4.11 The draft plan will be reported to a future Committees and is currently organised under a number of themes, recognising that none of them are completely discrete but relate to each other.

Climate Action Plan Themes

Overarching

Waste, Recycling and Resource Energy and Renewables Natural Environment Management

Built Environment Travel and Transport Community and Local Economy

Awareness, Engagement and Behaviour Change

Table 2 4.12 Recommendations to the report include the recruitment to the temporary post of Environment/Climate Change Officer. It is felt that having a dedicated post is going to be essential in developing the strategy and action plan that will need to follow the adoption of the Environment Policy. Evidence from other local authorities would suggest that having a clear policy backed up with dedicated resource has enabled much faster progress on meeting carbon reduction objectives. This is not only through the sheer availability of resource but due to the focus given to the priority from having a member of the team who can work across the organisation and with partners, galvanising support and action.

4 Page 138 Agenda Item 9

4.13 The draft environmental policy notes that the Council will implement an environmental management system (EMS) in order to delivery against objectives. WRAP (Waste and Resources Action Programme), in its guide to EMS, states that: More and more, stakeholders and customers are expecting organisations to demonstrate their commitment to managing their impacts on the environment. This might be insurers or funders (the community for Councils) wanting to understand how environmental risk is managed in an organisation, or customers wanting to know that suppliers in their supply chain are taking their own environmental responsibilities seriously. Having an environmental management system (EMS) is one way for an organisation to demonstrate that it addresses and minimises its environmental impacts, manages its legal compliance and continuously improves its environmental performance. 4.14 In more detail an Environmental Management System (EMS) provides a framework through which its environmental performance can be monitored, improved and controlled. Some organisations have adopted the framework specified in national or international standards, which set out the requirements of an EMS, and have had their systems externally assessed and certified against these, other Councils have developed their EMS in a more informal way.

5 RESOURCE IMPLICATIONS 5.1 Internal resource will be required from all teams across the Council to contribute to the programme both in the formulation and delivery of the Plan.

5.2 Whilst this report is only seeking agreement to consult on the draft Environment Policy it should be understood that if later adopted the targets in the Policy will require very significant investment in the Council’s assets and changes in the way it operates. In addition it should be noted that a lot of work required to meet the target for reaching carbon neutral as a district is outside the direct control of the Council but will likely require significant input from it.

5.3 The post of Environment/Climate Change Officer is not currently funded. There may be opportunity to second an officer or otherwise redirect existing resource from other, lower priority areas of the Council’s work. The cost of this post will be sourced from within existing base budgets and therefore no increased cost to the already approved Council revenue budget.

5 Page 139 Agenda Item 9

6 EQUALITIES ASSESSMENT

6.1 None from this report though it is known that climate change will further negatively impact those who are already disadvantaged and those with health problems.

7 CONSTITUTIONAL CONTEXT

Article or Appendix Referred or Key decision? and paragraph delegated power?

Article 7.12 Appendix 4, para Yes 17

8 STATEMENT OF CONFIDENTIALITY

8.1 This report contains no confidential information or exempt information under the provisions of Schedule 12A of 1972 Act.

9 BACKGROUND PAPERS

9.1 The following background papers were used in the preparation of this report:  NDC Corporate Plan  Intergovernmental Panel on Climate Change  Climate Change Act 2008  Climate change explained, Gov.UK  Devon Climate Emergency Project  Report of Climate Action Team to Policy Development Committee 16 July 2020

Appendix A - Draft Environmental Policy 2020 & Devon Climate Change Declaration Appendix B - Additional information on Climate Change The background papers are available for inspection and kept by the author of the report.

10 STATEMENT OF INTERNAL ADVICE

10.1 The author confirms that advice has been taken from all appropriate Councillors and Officers.

Lead Members: Councillor Caroline Leaver, Councillor Netti Pearson Author: Michael Tichford Date: 8 July 2020 Reference:

6 Page 140 Agenda Item 9 Appendix A

Draft Appendix A

North Devon Council Environmental Policy 2020

The purpose of this Policy is to establish North Devon District Council’s environmental commitment for the next 10 years. It covers all of the Council’s activities and estate. North Devon District Council is a large employer and a significant resource user and we therefore recognise that our operations and service delivery have a significant impact on the environment.

In addition to fulfilling our statutory environmental responsibilities and complying with all legal and other requirements, including a commitment to a Carbon Neutral District by 2030, we will use our powers and influence to further protect and improve the environment, while encouraging and supporting others to do the same.

We will invest in the carbon literacy of the members and staff of the Council and work in partnership with stakeholders to achieve the objectives of this policy. The policy will be reviewed every 2 years.

We will:

Aim to become carbon neutral as an organisation by 2025, (including those arising from our purchasing of goods and services)  Reduce the consumption of energy and water across all of our activities  Minimise the impact of our travel1  Improve our performance to prevent all types of pollution and reduce CO2 and other harmful emissions from our activities.

Minimise the production of waste from our own activities and adhere to the principles of the waste hierarchy.

1 The Council’s Climate Action Team commit to only meeting in locations accessible by public transport or virtually using video conferencing) and by developing more sustainable travel solutions where it is unavoidable 1 Page 141 Agenda Item 9 Appendix A

 Require our suppliers and contractors to reduce the impact of their goods and services by considering whole life cycle impact.  End our consumption of single use plastics.

Ensure environmental risks and opportunities are managed positively.  Protect, conserve and enhance our District’s built heritage by encouraging environmentally sensitive development through good planning policies and approaches to listed buildings and conservation areas and the effective application of building regulations.  Protect, conserve and enhance our District’s high quality natural environment and its biodiversity whilst improving our parks and open spaces, public rights of ways and green corridors.

Support a District wide programme with the aim of making North Devon carbon neutral by 2030, going on to be significantly carbon negative by 2045.  Support the most disadvantaged in our community to respond to the challenges of climate change.  Plan and adapt the District to build resilience to adverse weather and climate change risks.  Support the community in the reduction of waste and adherence to the principles of the waste hierarchy:

In order to achieve the objectives of this policy, we will operate an environmental management system2 that will be integrated into the corporate management framework to:  Apply to all activities undertaken by North Devon District Council, including contracted out services as new contracts are negotiated.

2 Approach to an environmental management performance system to be agreed by the Working Party for recommendation to Strategy and Resources Committee. 2 Page 142 Agenda Item 9 Appendix A

 Set objectives and implement action programmes in order to minimise the negative environmental effects and increase the positive effects of our activities.

 Develop procedures for training, monitoring, summarising, and reporting of environmental performance information to ensure continued organisational improvement through review and revision.

3 Page 143 Agenda Item 9 Appendix A

Appendix 1

North Devon District Council became a signatory to the Devon Climate Declaration on 24 July 2019:

Devon Climate Declaration

1. This Declaration has been prepared by a consortium of public, private and voluntary organisations collaborating through a Devon Climate Emergency Response Group. It sets out an ambition to tackle climate change that covers all of Devon, including those people who live, work in and visit our county, and those businesses who are based or operate here.

2. We are aware of the significant implications of climate change for Devon’s communities; it is already affecting our environment, infrastructure, economy and health & wellbeing. If not addressed, the impact on future generations will be profound and the ability to meet the United Nation’s Sustainable Development Goals will be severely compromised.

3. We understand that the Intergovernmental Panel on Climate Change (IPCC) has advised that carbon emissions must reduce globally by at least 45% by 2030 from 2010 levels and reach net-zero by 2050 if we are to avoid the worst effects of climate change by keeping warming below 1.5 degrees.

4. We will lead in the global response to climate change through our collective action, innovation and influence.

5. Individually, we will review (within 6 months) our plans to reduce our organisation’s carbon emissions to meet or exceed these targets, including ensuring the people we do business with are doing the same. We will publicly report our carbon emissions annually in accessible formats.

6. In collaboration, we will engage Devon’s residents, businesses and visitors to develop and implement a plan to facilitate the reduction of Devon’s production and consumption emissions to meet IPCC recommendations at the latest. We will openly report progress on its delivery. We know this transformational change will be challenging and will include:  Deploying more renewable, decentralised and smart energy systems  Retrofitting energy-efficiency measures into our existing buildings  Constructing zero-carbon new buildings

4 Page 144 Agenda Item 9 Appendix A

 Travelling less and using improved walking, cycling and public transport infrastructure more often, and using electric and hydrogen vehicles  Changing our consumption to use less, re-use more and choose low-carbon options  Challenging all economic sectors to review their practices and the values of those they do business with  Divesting from fossil fuels  Changing our dietary patterns and reducing food waste  Changing agricultural practices to reduce emissions associated with farming operations, manage soils sustainably and replenish soil carbon  Encouraging carbon storage such as through tree planting, the use of wood in construction and peatland restoration  Empowering the people of Devon with the knowledge and skills to act collectively.

7. Additionally, we will work to understand the near-term and future risks of climate change for Devon to plan for how our infrastructure, public services and communities will have to adapt for a 1.5-degree warmer world.

8. Local organisations and communities cannot do this alone as the national government plays a key role in many of the policy areas that are vital to reducing emissions and adapting to climate change. We call on the government to prioritise decarbonisation and adaptation within decision making and work with us by using its powers to provide the resources and funding necessary to accelerate the transition to a low-carbon and resilient economy and society.

9. We challenge every organisation, business, community and individual to do the same.

5 Page 145 Agenda Item 9 Appendix A

Appendix 2

A1 Additional information on Climate Change

A1.1 Climate change explained, on the GOV.UK website, gives a good summary of climate change; its causes and impacts and what is being done to tackle it.

A1.2 Climate change refers to a large-scale, long-term shift in the planet's weather patterns and average temperatures across the world. Since the mid- 1800s, humans have contributed to the release of carbon dioxide and other greenhouse gases into the air. This causes global temperatures to rise, resulting in long-term changes to the climate.

A2 How are humans changing the climate?

A2.1 In the 11,000 years before the Industrial Revolution, the average temperature across the world was stable at around 14°C. The Industrial Revolution began in the mid-1800s when humans began to burn fossil fuels such as coal, oil, and gas for fuel. Burning fossil fuels produces energy, but also releases greenhouse gases such as carbon dioxide, methane, and nitrous monoxide into the air.

A2.2 Over time, large quantities of these gases have built up in the atmosphere. For example, the level of carbon dioxide in the atmosphere rose by 40% during the 20th and 21st century and is now over 400ppm (parts per million). This level of carbon dioxide is higher than at any time in the past 800,000 years.

A2.3 The Paris Agreement of 2016 for the first time brought all nations into a common cause to undertake ambitious efforts to combat climate change and adapt to its effects, with enhanced support to assist developing countries to do so. As such, it charts a new course in the global climate effort. The Agreement set a target of no more than 2°C global warming above pre-industrial temperatures, but also an aspirational target of no more than 1.5°C. That is because many participating countries – especially island nations particularly vulnerable to sea level rise – felt that even 2°C global warming is too dangerous. A2.4 There had not been a lot of research into the climate impacts at 1.5°C vs. 2°C, and so the United Nations asked the Intergovernmental Panel on Climate Change (IPCC) (the United Nations body for assessing the science related to climate change) to publish a special report summarizing what it would take to achieve the 1.5°C limit and what the consequences would be of missing it. A2.5 The IPCC report concludes that a world with 2°C of global warming will lead to more heat-related deaths, smaller crop yields, worse extreme weather events, slower economic growth, more people in poverty, and increase the population facing water stress by up to 50% compared to a 1.5°C world. And the impacts will get progressively worse if temperatures warm beyond the 2°C limit. A2.6 We’re currently on track for more than 3oC global warming by 2100, although some research suggests that this could be 4oC or higher.

6 Page 146 Agenda Item 9 Appendix A

A2.7 The key simple critical point from the report is that we need to cut carbon pollution as much as possible, as fast as possible.

A3 Climate Declaration A3.1 In response to the report from the IPCC and Government action, local authorities and other organisations in Devon have declared climate emergencies that aim to decarbonise the County by 2050 at the latest. Work is currently underway to substantiate the most appropriate Devon wide net zero deadline, which is likely to be somewhere between 2030 and 2050, most likely the latter period of 2030. A3.2 Members of the Devon Local Resilience Forum agreed on the 9th May 2019 to form the Devon Climate Emergency Response Group (DCERG) and a supporting Tactical Group. The DCERG endorsed the Climate Declaration on 22nd May 2019 and North Devon District Council became a signatory at full Council on the 24th July 2019. A3.3 The main actions the signatories to the Declaration are committing to: 1. Review organisational carbon reduction plans within 6 months 2. Collaborate on the production and implementation of a Devon Carbon Plan 3. Lobby for national policy changes and resources to implement the Devon Carbon Plan 4. Agree to collectively review community-related risks from a 1.5-degree warmer world. A3.4 This report is responding to the commitment number 1, by setting out its policy approach to climate change and the environment, including the setting of targets for becoming zero net carbon. The targets set will provide deadlines by which the emerging carbon reduction plan can be measured.

A4 Net Zero Task Force A4.1 The DCERG appointed a specialist Net-Zero Task Force to develop the Devon Carbon Plan. This Task Force consist of 12 people with expertise in areas relevant to carbon reduction and is drawn from economic, environmental, health and academic organisations, and chaired by a leading climate expert. Options drawn up by the Task Force were tested and refined at a series of citizens’ assembly meetings scheduled to take place spring 2020. These assemblies did not take place due to Covid-19 so the options were not ‘tested and refined’ – these are to be re-scheduled for 2021 but no date for these at the present time. The Devon Carbon Plan will seek to implement transformational change including:  Deploying more renewable, decentralised and smart energy systems  Retrofitting energy-efficiency measures into our existing buildings  Constructing zero-carbon new buildings  Travelling less and using improved walking, cycling and public transport infrastructure more often, and using electric and hydrogen vehicles  Changing our consumption to use less, re-use more and choose low- carbon options  Challenging all economic sectors to review their practices and the values of those they do business with 7 Page 147 Agenda Item 9 Appendix A

 Divesting from fossil fuels  Changing our dietary patterns and reducing food waste  Changing agricultural practices to reduce emissions associated with farming operations, manage soils sustainably and replenish soil carbon  Encouraging carbon storage such as through tree planting, the use of wood in construction and peatland restoration  Empowering the people of Devon with the knowledge and skills to act collectively.

A5 Climate Impacts Group (leading on adaptation) A5.1 The DCERG has also formed the Climate Impacts Group to review the risks from climate over the coming decades. The Group is chaired by Devon and Cornwall Police and the initial review is expected to be complete by early 2020. Four activates are underway:  The Met Office is producing a reasonable worst case scenario (RWCS) of climate change effects for 2030 and 2050 and providing evidence to back up these predictions.  The Environment Agency is developing evidence of what the impact will be in terms of sea level rise, flooding, drought, heatwave, etc. for the 2030 and 2050 RWCS.  University of Exeter is assessing knock on risks and impacts such as social, political and economic impacts. e.g. impact on agriculture and tourism, reduction in economic activity.  Health to produce a report on likely impacts on public health for the RWCS at 2030 and 2050, in terms of excess deaths due to events such as heatwaves, drought, severe weather, pressures on provision of services, increase in vector borne disease, and plant and animal disease effects which may have knock on effect on human health.

8 Page 148 Agenda Item 9 Appendix B

Appendix B

A1 Additional information on Climate Change

A1.1 Climate change explained, on the GOV.UK website, gives a good summary of climate change; its causes and impacts and what is being done to tackle it.

A1.2 Climate change refers to a large-scale, long-term shift in the planet's weather patterns and average temperatures across the world. Since the mid- 1800s, humans have contributed to the release of carbon dioxide and other greenhouse gases into the air. This causes global temperatures to rise, resulting in long-term changes to the climate.

A2 How are humans changing the climate?

A2.1 In the 11,000 years before the Industrial Revolution, the average temperature across the world was stable at around 14°C. The Industrial Revolution began in the mid-1800s when humans began to burn fossil fuels such as coal, oil, and gas for fuel. Burning fossil fuels produces energy, but also releases greenhouse gases such as carbon dioxide, methane, and nitrous monoxide into the air.

A2.2 Over time, large quantities of these gases have built up in the atmosphere. For example, the level of carbon dioxide in the atmosphere rose by 40% during the 20th and 21st century and is now over 400ppm (parts per million). This level of carbon dioxide is higher than at any time in the past 800,000 years.

A2.3 The Paris Agreement of 2016 for the first time brought all nations into a common cause to undertake ambitious efforts to combat climate change and adapt to its effects, with enhanced support to assist developing countries to do so. As such, it charts a new course in the global climate effort. The Agreement set a target of no more than 2°C global warming above pre-industrial temperatures, but also an aspirational target of no more than 1.5°C. That is because many participating countries – especially island nations particularly vulnerable to sea level rise – felt that even 2°C global warming is too dangerous. A2.4 There had not been a lot of research into the climate impacts at 1.5°C vs. 2°C, and so the United Nations asked the Intergovernmental Panel on Climate Change (IPCC) (the United Nations body for assessing the science related to climate change) to publish a special report summarizing what it would take to achieve the 1.5°C limit and what the consequences would be of missing it. A2.5 The IPCC report concludes that a world with 2°C of global warming will lead to more heat-related deaths, smaller crop yields, worse extreme weather events, slower economic growth, more people in poverty, and increase the population facing water stress by up to 50% compared to a 1.5°C world. And the impacts will get progressively worse if temperatures warm beyond the 2°C limit. A2.6 We’re currently on track for more than 3oC global warming by 2100, although some research suggests that this could be 4oC or higher.

1 Page 149 Agenda Item 9 Appendix B

A2.7 The key simple critical point from the report is that we need to cut carbon pollution as much as possible, as fast as possible.

A3 Climate Declaration A3.1 In response to the report from the IPCC and Government action, local authorities and other organisations in Devon have declared climate emergencies that aim to decarbonise the County by 2050 at the latest. Work is currently underway to substantiate the most appropriate Devon wide net zero deadline, which is likely to be somewhere between 2030 and 2050, most likely the latter period of 2030. A3.2 Members of the Devon Local Resilience Forum agreed on the 9th May 2019 to form the Devon Climate Emergency Response Group (DCERG) and a supporting Tactical Group. The DCERG endorsed the Climate Declaration on 22nd May 2019 and North Devon District Council became a signatory at full Council on the 24th July 2019. A3.3 The main actions the signatories to the Declaration are committing to: 1. Review organisational carbon reduction plans within 6 months 2. Collaborate on the production and implementation of a Devon Carbon Plan 3. Lobby for national policy changes and resources to implement the Devon Carbon Plan 4. Agree to collectively review community-related risks from a 1.5-degree warmer world. A3.4 This report is responding to the commitment number 1, by setting out its policy approach to climate change and the environment, including the setting of targets for becoming zero net carbon. The targets set will provide deadlines by which the emerging carbon reduction plan can be measured.

A4 Net Zero Task Force A4.1 The DCERG appointed a specialist Net-Zero Task Force to develop the Devon Carbon Plan. This Task Force consist of 12 people with expertise in areas relevant to carbon reduction and is drawn from economic, environmental, health and academic organisations, and chaired by a leading climate expert. Options drawn up by the Task Force were tested and refined at a series of citizens’ assembly meetings scheduled to take place spring 2020. These assemblies did not take place due to Covid-19 so the options were not ‘tested and refined’ – these are to be re-scheduled for 2021 but no date for these at the present time. The Devon Carbon Plan will seek to implement transformational change including:  Deploying more renewable, decentralised and smart energy systems  Retrofitting energy-efficiency measures into our existing buildings  Constructing zero-carbon new buildings  Travelling less and using improved walking, cycling and public transport infrastructure more often, and using electric and hydrogen vehicles  Changing our consumption to use less, re-use more and choose low- carbon options  Challenging all economic sectors to review their practices and the values of those they do business with 2 Page 150 Agenda Item 9 Appendix B

 Divesting from fossil fuels  Changing our dietary patterns and reducing food waste  Changing agricultural practices to reduce emissions associated with farming operations, manage soils sustainably and replenish soil carbon  Encouraging carbon storage such as through tree planting, the use of wood in construction and peatland restoration  Empowering the people of Devon with the knowledge and skills to act collectively.

A5 Climate Impacts Group (leading on adaptation) A5.1 The DCERG has also formed the Climate Impacts Group to review the risks from climate over the coming decades. The Group is chaired by Devon and Cornwall Police and the initial review is expected to be complete by early 2020. Four activates are underway:  The Met Office is producing a reasonable worst case scenario (RWCS) of climate change effects for 2030 and 2050 and providing evidence to back up these predictions.  The Environment Agency is developing evidence of what the impact will be in terms of sea level rise, flooding, drought, heatwave, etc. for the 2030 and 2050 RWCS.  University of Exeter is assessing knock on risks and impacts such as social, political and economic impacts. e.g. impact on agriculture and tourism, reduction in economic activity.  Health to produce a report on likely impacts on public health for the RWCS at 2030 and 2050, in terms of excess deaths due to events such as heatwaves, drought, severe weather, pressures on provision of services, increase in vector borne disease, and plant and animal disease effects which may have knock on effect on human health.

3 Page 151 This page is intentionally left blank Agenda Item 10

Open NORTH DEVON COUNCIL

REPORT TO: STRATEGY & RESOURCES Date: 3 August 2020 TOPIC: APPROVAL & RELEASE OF S106 PUBLIC OPEN SPACE FUNDS – BICKINGTON

REPORT BY: PROJECT, PROCUREMENT AND OPEN SPACE OFFICER

1 INTRODUCTION

1.1 This report seeks to allocate S106 public open space funds towards a project in Bickington.

2 RECOMMENDATIONS

2.1 That Strategy & Resources allocates:

2.1.1 £23,816.00 to Fremington Parish Council towards the enhancement of Babbages Play Area, Bickington.

2.2 Subject to approval of 2.1.1 above, that Strategy & Resources Committee recommends Council vary the capital programme by £23,816.00 and that funds be released, subject to a Funding Agreement upon such terms and conditions as may be agreed by the Senior Solicitor, for external projects.

3 REASONS FOR RECOMMENDATIONS

3.1 To allocate funds in line with the requirement of S106 agreements.

3.2 To protect and enhance public open space, including land and buildings.

4 REPORT

4.1 Fremington Parish Council – Babbages Play Area

Babbages Public open space is a key area that is widely used by the community of Bickington. With a large open area surrounding a two-section play area with equipment suitable for all ages, it is an area used by families, children and dog walkers. This is also the main access route to the Bickington Allotments.

Page 153 Agenda Item 10

As Bickington has a limited amount of open space, many of the community have voiced a large amount of interest to replace and upgrade some of the older, well-loved pieces of equipment within the play area which will bring new experiences and joy to the children of the community, especially during these times. The equipment proposed includes a new multi-play unit, a springer, a spinning carousel and the associated safety surfacing for the play area. As well as refurbishment of the existing metal works and surface areas for the junior multi- play unit and new swings.

5 RESOURCE IMPLICATIONS

5.1 Fremington Parish Council – Babbages Play Area

Financial: The total project cost is £23,816.00

That £23,816.00 be funded from the S106 capital budget from the following sources:

Development Application Number Amount Description

Land off Mead Park, 60234 £23,816.00 Bickington

Total £23,816.00

Any overspend be met by Fremington Parish Council.

6 CONSTITUTIONAL CONTEXT

Article or Appendix Referred or and paragraph delegated power?

Part 3. Annexe 1. Delegated 1 (d)

7 STATEMENT OF CONFIDENTIALITY

7.1 This report contains no confidential information or exempt information under the provisions of Schedule 12A of 1972 Act.

8 BACKGROUND PAPERS

8.1 The background papers are available for inspection and kept by the author of the report.

9 STATEMENT OF INTERNAL ADVICE

9.1 The author (below) confirms that advice has been taken from all appropriate Councillors and Officers.

Page 154 Agenda Item 10

Author: S.Hambleton Date: 6 July 2020 Reference: I:\Projects\Open Space & S106\Reports\Strategy & Resources\2020\August 2020\S&R Report Bickington 06.07.20.docx

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Open NORTH DEVON COUNCIL

REPORT TO: STRATEGY & RESOURCES Date: 03 August 2020 TOPIC: APPROVAL & RELEASE OF S106 PUBLIC OPEN SPACE FUNDS – SOUTH MOLTON

REPORT BY: PROJECT, PROCUREMENT AND OPEN SPACE OFFICER

1 INTRODUCTION

1.1 This report seeks to allocate S106 public open space funds towards a project in South Molton.

2 RECOMMENDATIONS

2.1 That Strategy & Resources allocates:

2.1.1 £17,648.61 be awarded to South Molton Town Council towards the enhancement of the footpaths at the Recreation Ground and Community Woodland.

2.2 Subject to approval of 2.1.1 above, that Strategy & Resources Committee recommends Council vary the capital programme by £17,648.61 and that funds be released, subject to a Funding Agreement upon such terms and conditions as may be agreed by the Senior Solicitor, for external projects.

3 REASONS FOR RECOMMENDATIONS

3.1 To allocate funds in line with the requirement of S106 agreements.

3.2 To protect and enhance public open space, including land and buildings.

4 REPORT

4.1 South Molton Town Council – Recreation Ground and Community Woodland Footpath

South Molton Recreation ground and community woodland is a key open space facility in South Molton used widely by the community.

Page 157 Agenda Item 11

The existing footpath is relatively narrow and in poor condition which creates difficulty for members of the community such as push chair and wheelchair users to use safely.

The Town Council intends to use this funding to re-establish and widen the existing footpath for improved access to the area.

5 RESOURCE IMPLICATIONS

5.1 South Molton Town Council – Recreation Ground and Community Woodland Footpath

Financial: The total project cost is £18,270.00

That £17,648.61 be funded from the S106 capital budget from the following sources:

Development Application Number Amount Description

Moors Yard, South 58629 £17,648.61 St/Raleigh Mead, S Molton

Total £17,648.61

The remaining £621.39 will be funded by the Town Council. Any overspend be met by South Molton Town Council.

6 CONSTITUTIONAL CONTEXT

Article or Appendix Referred or and paragraph delegated power?

Part 3. Annexe 1. Delegated 1 (d)

7 STATEMENT OF CONFIDENTIALITY

7.1 This report contains no confidential information or exempt information under the provisions of Schedule 12A of 1972 Act.

8 BACKGROUND PAPERS

8.1 The background papers are available for inspection and kept by the author of the report.

9 STATEMENT OF INTERNAL ADVICE

9.1 The author (below) confirms that advice has been taken from all appropriate Councillors and Officers. Author: S.Hambleton Date: 18 June 2020

Page 158 Agenda Item 11

Reference: I:\Projects\Open Space & S106\Reports\Strategy & Resources\2020\August 2020\S&R Report South Molton 18.06.20.docx

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Open NORTH DEVON COUNCIL

REPORT TO: STRATEGY AND RESOURCES COMMITTEE Date: 3RD AUGUST 2020 TOPIC: LEE BAY HOTEL SITE DESIGN GUIDE

REPORT BY: HEAD OF PLACE

1 INTRODUCTION 1.1 The Lee Bay Hotel has been disused since it ceased trading in 2005. There have been several applications to demolish the existing hotel buildings and redevelop the site for housing, but none have been approved.

1.2 The most recent application (63167) was to demolish the existing hotel, erect 21 dwellings, form a new public open space, extend the existing car park, erect a cafe & WC block. This planning application was refused in April 2019. The reasons for refusal related to an adverse landscape impact on the AONB, harm to the special character and appearance of Lee Conservation Area, harm to the setting of nearby listed buildings and non- compliance with the settlement strategy for Rural Settlements such as Lee.

1.3 There is a current pre-application enquiry for this site.

1.4 Planning Committee (17 April 2019) resolved that a design guide be prepared to provide guidance for the type and scale of redevelopment that would be acceptable on this site. This has now been drafted and is presented for adoption. 2 RECOMMENDATIONS 2.1 That the Council adopts the Lee Bay Hotel site Design Guide (appendix 1) as a material planning consideration. 3 REASONS FOR RECOMMENDATIONS

3.1 To provide guidance for developers and assurance for the local community as to the type and scale of development that would be acceptable and appropriate for redevelopment of this site

3.2 To clarify the weight that should be given to the Lee Bay Hotel site Design Guide in determining any future planning applications.

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4 REPORT 4.1 In view of the range of landscape and heritage constraints affecting this site, the design guide was prepared in partnership with the AONB Manager and the Council’s Conservation Officer. The draft design guide was shared with Lee and Lincombe Residents Association and Ilfracombe Town Council. Amendments were made as a result of the comments received.

4.2 The design guide identifies the range of policy and legal constraints that affect this site, then assesses how best to address these issues. The Design Requirements set out at the end of the document list the key criteria that any future development proposal would need to meet, and against which the acceptability of any future proposal would be assessed.

4.3 The Local Planning Authority and local community accept the principle of redeveloping this previously developed site which, over the years following its closure, has become an ‘eyesore’ within Lee village. However, it is considered that the acceptance of any redevelopment here should also be for the benefit of the local community.

4.4 The design guide is not attempting to identify a single design solution for the site, nor to restrict unnecessarily the opportunities for redevelopment. It is not stopping innovative design solutions, but is identifying the design requirements that any future redevelopment scheme will need to satisfy. It attempts to guide development so that a design proposal will satisfy the range of landscape, heritage and legal constraints affecting redevelopment of this site.

4.5 It is not proposed that the design guide is adopted as a supplementary planning document, because it would not be supplementing a specific policy in the adopted North Devon and Torridge Local Plan. The site is not identified or allocated for redevelopment in the Local Plan and a draft design guide has not been formally published for 6 weeks of public consultation.

4.6 However, by adopting it as a material planning consideration following targeted engagement with the local community, the design guide would become a relevant supporting document with some weight to be considered by the local planning authority including the Planning Committee when determining any future planning applications on or adjoining this site.

5 RESOURCE IMPLICATIONS

5.1 The cost of adopting the Design Guide as a material planning consideration has no direct cost and can be undertaken within existing resources.

6 EQUALITY and HUMAN RIGHTS 6.1 There are not considered to be any negative equality impacts arising from the Design Guide.

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7 CONSTITUTIONAL CONTEXT

Article and Appendix and Referred or A key In the paragraph paragraph delegated decision? Forward power? Plan?

Part 3, Annexe 1.1 Referred No Yes

8 STATEMENT OF CONFIDENTIALITY

8.1 This report contains no confidential material under the provisions of Schedule 12A of 1972 Act.

9 BACKGROUND PAPERS 9.1 The following background papers have been used in the preparation of this report:-  National Planning Policy Framework (February 2019)  North Devon and Torridge Local Plan (adopted October 2018)  North Devon Coast Areas of Outstanding Natural Beauty Management Plan (2014)  Marine & Coastal Access Act 2009  Natural Environment and Rural Communities Act 2006  Countryside & Rights of Way Act 2000  Planning (Listed Buildings & Conservation Area) Act 1990  Wildlife & Countryside Act 1981  Lee Conservation Area Character Appraisal (adopted March 2018)  Previous planning applications relating to this site

9.2 Background papers will be available for inspection and will be kept by the author of this report. 10 STATEMENT OF INTERNAL ADVICE

10.1 The author (below) confirms that advice has been taken from all appropriate Councillors and officers.

Lead Member: Cllr Malcolm Prowse Author: Andrew Austen (Lead Officer Planning Policy) Date: 2nd July 2020 Reference: S&R – 3 August 2020 Lee Bay Hotel site

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Lee Bay Hotel Site

Design Guide Page 165 Page Agenda Item 12 Appendix A

Adopted - 2020 Foreword

To be inserted post adoption Page 166 Page Agenda Item 12 Appendix A Lee Bay Hotel Site – Constraints and Requirements

Planning Policy Context

FACT / CONSTRAINT POLICY IMPLICATION REQUIREMENT WITHIN/ACROSS SITE Within Area of Outstanding NPPF #172, ST09, ST14, DM08A & A1, A2, A5  Design must not harm the AONB’s Natural Beauty (AONB) (AONB MP) – great weight should be given to special landscape character and conserving and enhancing the AONB’s landscape special qualities and scenic beauty which has the highest level of  Justification of public interest for any protection – applications for major developments major development here should be refused other than in exceptional circumstances where it is in the public interest Within Heritage Coast NPPF #173, ST09, ST14, DM08A & A1 (AONB  Design must not harm the Heritage MP) – major development is unlikely to be Coast’s special character, recognising appropriate unless compatible with its special that part of the site is ‘previously (undeveloped) character developed land’, as defined in the Page 167 Page NPPF Lee Bay Hotel NPPF #197, ST15, DM07 & E1, I2 (AONB MP) –  Design must balance public benefits non-designated heritage asset the scale and degree of loss of significance needs for any development against the scale to be weighed in a balanced judgement against and degree of loss of significance the public benefits of the scheme  Encourage proposals that preserve the setting of the heritage asset or which better reveal its significance – NPPF #200 Agenda Item 12 Within Coast and Estuary Zone ST09(7) – development within the undeveloped  Design on undeveloped parts of the Appendix A (NDTLP) coast and estuary will be supported where it does site must not detract from its unspoilt not detract from the unspoilt character, character, appearance and tranquillity appearance and tranquillity of the area, nor the  The footprint of the former hotel undeveloped character of the heritage coasts, and building is considered to be within the it is required because it cannot reasonably be Developed Coast. Re-development located outside the undeveloped coast and will be supported in principle where it estuary will not detract from the character of the protected landscapes and environmental assets

Within Lee Conservation Area Para 69 – Planning (Listed Buildings &  Development must utilise materials (Character Appraisal adopted Conservation Area) Act 1990, ST15, DM07 & E1, and density that preserve or enhance 2018) I2 (AONB MP) & Lee Conservation Area the area’s special character and Character Appraisal – need to preserve or appearance including the green valley enhance the special character and appearance of through the site the conservation area Lee is recognised as a Rural ST07(3) & DM24 – appropriately located  Dwellings should be designed to meet Settlement development of a modest scale is enabled to needs of identified households with meet locally generated needs – speculative local occupancy connections and/or development is not supported affordable homes unless supported by a robust viability justification for the comprehensive regeneration of the site Within Landscape Character ST14 & DM08A – special qualities of LCT 4C  Development must use designs and Type 4C: Coastal Slopes and include linear settlements within the landscape, materials that conserve the area’s Combes with Settlement incl. some with farmsteads in village centre, traditional special qualities Seascape Character vernacular of cob, Morte slates, thatch, whitewash

Page 168 Page  Development must be compatible with and stone the character of the local area in terms of design, scale and materials and must take account of the strategy for the host landscape character type Flood zones 2 and 3 across NPPF #155 & ST03 & A5 (AONB MP) –  New dwellings and buildings should centre of site development should be directed away from areas not be located within flood zones 2 at highest risk (whether existing or future). Any and 3. Other less vulnerable uses may development proposals within FZ2 or FZ3 must be acceptable there depending upon Agenda Item 12 satisfy the sequential test and exception test. their use and function Appendix A Where development is justified in such areas, the development should be made safe for its lifetime without increasing flood risk elsewhere Protected species known to be Para 40 of 2006 NERC Act – duty to have regard  Design to make adequate provision to present to biodiversity in carrying out their functions safeguard protected species and to ST14, DM08 & B1, I6 (AONB MP) – conserve provide a net gain in biodiversity protected species and the habitats on which they across the site depend  Light pollution should be minimised in accordance with ecological best practice Japanese Knotweed present Para 14 of Wildlife & Countryside Act 1981 –  Comprehensive regeneration of the Japanese knotweed is listed on schedule 9 (non- site should ensure existing Japanese native species) where it is an offence to plant or Knotweed is removed completely cause it to grow in the wild across the entire site and not allow it B2 (AONB MP) to escape or cause it to grow on adjoining land Brownfield Site NPPF #118(c) & ST02 – re-use is encouraged  Ensure that environmental and where environmental constraints will allow heritage constraints are not adversely impacted by redevelopment Vacant Building Credit NPPF #63 & ST18 & I3 (AONB MP) – the  VBC only applies where the building provision of affordable housing may not be has not been abandoned, which is a delivered as part of the development matter of legal interpretation to be assessed when a formal planning application has been submitted  Factors to consider around abandonment:

Page 169 Page i) the physical condition of the building; ii) the length of time that the building had not been used; iii) whether it had been used for any other purposes; and iv) the owner’s intentions  Implications of VBC and delivering affordable housing must be balanced Agenda Item 12 against the need to secure a long-term Appendix A viable future for this heritage asset (NPPF #202) Building for Life 12 NPPF #129 & DM04(2) – practicalities of  Optimise design outcomes that will achieving a successful BfL12 score when a large minimise ‘amber’ scores and avoid part of the site requires conversion of a heritage ‘red’ scores, whilst safeguarding the asset site’s heritage assets  The achievement of high design standards in respect of character, function and sustainability Tourism NPPF #83 & DM18 – are there opportunities to  Convert existing redundant building reinstate the former hotel? Policy would support back to a high-quality hotel / tourist the principle of new and the expansion or accommodation, if viable rationalisation of existing tourism accommodation  There is an opportunity to create a publicly accessible beach carpark, public open space and associated facilities

ADJACENT TO SITE Adjoining the Old Mill (grade II Para 66(1) of the Planning (Listed Buildings &  Retain as much of the existing hotel listed building) Conservation Area) Act 1990 – special regard building as possible, especially the should be paid to the desirability of preserving the western half which is closest to the listed building and its setting listed building subject to structural advice Within the setting; Smugglers Para 66(1) of the Planning (Listed Buildings &  Retain as much of the existing hotel

Page 170 Page Cottage & White House (grade Conservation Areas) Act 1990 – special regard building as possible, especially the II listed buildings) should be paid to the desirability of preserving the western half which is closest to the listed buildings and their settings listed buildings subject to structural advice South West Coast Path ST09 & DM05 – South West Coast Path is a  Safeguard the route, safety and (SWCP) along N/W boundaries national trail accessibility of the existing public right of way  Safeguard and enhance views in to the site from the national trail Agenda Item 12  Provide new connection(s) to SWCP Appendix A where practical to do so Public footpath 36 Countryside & Rights of Way Act 2000, ST10 &  Safeguard and enhance the route, DM05(2) – legal public right of way must be safety and accessibility of the existing maintained public right of way which runs along the southern boundary  Provide new connection(s) from the site to PROW 36 where practical to do so from the site perimeter

Marine Conservation Zone Marine & Coastal Access Act 2009 & ST14 & D2,  Ensure development does not have an along the coast I4 (AONB MP) – allows Marine Conservation adverse impact on marine wildlife, Zones (MCZs) to protect a range of nationally especially inshore waters and beach important marine wildlife, habitats, geology, where habitats specified features within the MCZ are protected Adjoining Zone 7d02 of ST09 & D1 (AONB MP) – Zone 7d02 (Lee)  Ensure the proposal to ‘hold the line’ Shoreline Management Plan 2 proposes to maintain and improve the defences to at Lee is not compromised continue protecting Lee, through holding the line Restricted width and alignment DM05 & I5 (AONB MP)– require safe and well-  Design the access to secure highway of roads serving the site designed vehicular access and egress that safety and ensure there is sufficient consider the needs and accessibility of all highway capacity on the approach roads users including pedestrians recognising the historic use of the site

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Lee Bay Hotel Site – Site and Design Considerations

Context

The Lee Bay Hotel has been disused since it ceased trading in 2005 and its present dilapidated condition, together with the overgrown gardens, do not reflect its former status as a hotel, or the well-maintained character of buildings elsewhere in Lee. There have been various proposals to develop the site, some of which retained parts of the original hotel, and others which proposed complete demolition. These proposals have all included elements of new build within the grounds. In principle, the Council are generally supportive of a viable comprehensive regeneration of this site to enhance its character and appearance and to deliver public benefits to the local community.

Design Considerations

Whilst the hotel is identified as a non-designated heritage asset, it is generally accepted that the eastern end of the existing hotel is not of sufficient architectural quality or interest to merit retention. However, the western end of the core building (excluding some modern unsympathetic extensions) does retain many significant arts and crafts features, and includes use of local materials. Because of these

characteristics 172 Page , it complements, contributes to and ties in well with the special character and appearance of the Lee Conservation Area and the setting of nearby listed buildings. Therefore the western core of the building should be retained, whilst there is scope for exploring opportunities for new replacement buildings to the east.

As part of any redevelopment, there are opportunities for enhancement in the areas immediately adjacent to the building, particularly the stone paved area close to the beach. Here the arts and crafts style use of local stone features could be used to enhance both the public realm and the hotel facilities. There is an opportunity to remove the crude flat roofed extension on the north-west end of the building, which would again enhance both the design and appearance of the building itself as well as the experience of a visitor because the panorama of Old Mill, beach and gabled end of the Hotel reveals itself on emerging westwards down the lane. Agenda Item 12 Appendix A The valley is relatively open and views across it are a key feature within the conservation area and local Area of Outstanding Natural Beauty (AONB). Any new development within the grounds of the former hotel should seek to retain this sense of open space, and follow the dispersed settlement pattern prevalent within the rest of the Conservation Area. Flood zones cross the centre of the site (east to west) which restrict opportunities for new dwellings and buildings there. More vulnerable uses such as housing must be directed to areas of lower flood risk to the north of the site. Proposals for less vulnerable uses within areas at risk of flooding may be acceptable where adequate and appropriate flood resilience and mitigation measures arise from land modelling as part of a strategy to provide flood risk betterment. Existing buildings on site are not at risk of flooding, therefore the location of the current buildings on the site should provide a guide to the siting of any new buildings, including if the eastern part of the former hotel building is demolished.

In addition to maintaining the contribution made to local landscape character by open space, any new development should also seek to reinforce the character of the Conservation Area by use of local, traditional materials and appropriate detailing. Any development must achieve a high quality design. It is particularly important to use building forms that reflect and complement the eclectic and varied building styles present within the village. The density of development will need to reflect that of the rest of the village, which is typically low.

Proposed landscaping for the site as part of any redevelopment needs to complement the open character across the centre of the site whilst protecting the conservation area’s special open character and appearance. It also needs to incorporate planting species that enhance the local landscape character, can survive in a coastal environment, as well as contributing to the redevelopment’s biodiversity net gain.

The South West Coast Path follows the main road adjoining the northern and western site boundaries passing the former hotel buildings, whilst footpath 36 follows the southern site boundary. New connections from the site to these adjoining footpaths should be provided where feasible. A new footpath through the site to join these footpaths would be supported.

Residential Considerations

Lee is recognised as a Rural Settlement where development is enabled at a modest scale to meet locally generated housing needs. Any new- build housing should be occupied only by households with an established local connection to Lee as set out in the local plan, subject to consideration 173 Page of any robust viability justification that is integral to the comprehensive regeneration of the site.

Any new homes within the converted hotel building can provide open market housing without local connection ties. If the whole site delivers 5 or more new dwellings, there will be a requirement to deliver a proportion of affordable homes based on the recent Lee housing needs survey, subject to viability and updated assessment of any vacant building credit.

Agenda Item 12 Appendix A

Site Address: Former Lee Bay Hotel, Lee, Ilfracombe Policies: ST07(3) and DM24 Total Site Area: approximately 1.8 hectares Developable Site Area (Residential): approximately 0.3 hectares

Site: location plan Site: aerial photo

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Constraints and Opportunities Map for Redevelopment of Lee Bay Hotel site Page 175 Page Agenda Item 12 Appendix A

Key Views of Lee Bay Hotel site

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Viewpoint 1 Viewpoint 2 Page 177 Page Agenda Item 12 Appendix A

Viewpoint 3 Viewpoint 4 Page 178 Page Agenda Item 12 Appendix A

Viewpoint 5 Viewpoint 6 Page 179 Page

Viewpoint 7 Agenda Item 12 Appendix A

Lee Bay Hotel Site – Design Requirements

In addition to the design requirements set out below, development will also be supported by BfL12 (if major) and independently assessed by a Design Review Panel, funded by the developer. As a major development in the AONB it will need to demonstrate compliance with the requirement of only being permissible in ‘exceptional circumstances where it is in the public interest’, as well as being compatible with the ‘special character’ of the site and the surrounding landscape, and providing public benefit.

Site Layout:  Where possible, retain and convert the historic core of the original hotel building (western building) to create residential and/or commercial uses  Demolish the later eastern extension and redevelop with well-designed houses on a similar footprint that reflects existing architectural qualities within Lee. Detached or semi-detached housing may be appropriate here but terraces are unlikely to be acceptable  No new dwellings to be located south of the watercourse  Detached or semi-detached properties may be appropriate on part of the former car park along the main road frontage  South facing elevations should be designed to optimise opportunities for solar gain

Page 180 Page  No new buildings to be sited in areas at risk of flooding  A range of densities may be acceptable but the development must reflect the dispersed character of the settlement with clear open spaces between buildings

Scale / Bulk / Height:  Provide a mix of house types and sizes that reflect local needs  Any new build development should not exceed the height of the original hotel building to be retained

Roofscape: Agenda Item 12  Maintain a varied roof-scape, with different roof forms and roof materials to add interest when viewed from elevated positions around the Appendix A village

Vehicular / Pedestrian / Cycle Access:  Re-use the existing site entrance as a single point of vehicular access  Create new pedestrian access to/from Footpath 36 along the southern site boundary  Create new pedestrian access to/from South West Coast Path along the northern or western site boundary  Provide an appropriate scale and range of car parking on site to meet anticipated needs for residents  Retain and upgrade the existing public car park to the rear of Wrinklewood for tourism and local community use

Green Infrastructure:  Retain and enhance the open character of the grounds and provide public benefit for tourism and local community use including provision of a public footpath along one side of the stream that runs through the grounds to the bay  Incorporate landscape planting that can survive and flourish in a coastal environment and will enhance the local landscape character  Ensure re-development delivers a biodiversity net gain  Preserve and enhance the watercourse running through the site, removing culverting where possible

External Materials / Appearance:  Reflect the local vernacular character of Lee including use of natural stone walling of a style used extensively throughout the village  Any external lighting needs to be designed to minimise light pollution on the AONB and to safeguard protected species  Any sense of ‘urbanisation’ through the design of pavements, and street and security lighting must be avoided

Waste Management / Recycling  Provide adequate off-street storage space for wheeled bins and recycling facilities  Bin / recycling storage should be integrated within the development whilst siting and landscaping should reduce its visual impact  Improve sewage treatment facilities within the site, serving the site and neighbouring properties

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Agenda Item 12 Appendix A This page is intentionally left blank Agenda Item 13

Open NORTH DEVON COUNCIL

REPORT TO: STRATEGY & RESOURCE COMMITTEE Date: 3rd August 2020 TOPIC: COMMUNITY-LED HOUSING IN NORTH DEVON - UPDATE

REPORT BY: JAIMIE JEYES, AFFORDABLE HOUSING SERVICE LEAD

1 INTRODUCTION

1.1 . Since 2016/17 North Devon Council has allocated £774,000 to community-led housing. At the time, “community-led housing” was a new term in North Devon and only one Community Land Trust was in existence (for other purposes than affordable housing). This has grown today to 5 formal Community Land Trusts and the opportunity to deliver up to 57 affordable homes led and driven by local people in small communities.

2 RECOMMENDATIONS

2.1 That Members note the content of the report.

3 REASONS FOR RECOMMENDATIONS

3.1 The report is to inform Members of the tremendous progress being made in community-led housing in North Devon and the opportunities available.

4 REPORT

4.1 In 2016/17 North Devon Council (NDC) received £667,869 from the national Community Housing Fund. Officers have delegated authority for this allocation to cover community-led affordable housing projects. This has already funded various work so far – such as support for communities from Devon Rural Housing Partnership to start up an interest in affordable housing, technical support from Wessex to start-up legal forms of community-led housing projects such as Community Land Trusts; housing needs surveys and start-up grants for Community Land Trusts for example to hire a hall for Public Meetings or print community information.

4.2 The CHF 2018-20 delivered another £95,497 of revenue funding from Homes England matched by a further £10,610 from NDC (10% from the Local Authority was a requirement of the fund). This funded further support for communities in

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the form of a Rural Housing Enabler from Devon Rural Housing Partnership, technical support from Wessex and an in-house Housing Enabling Officer specifically for Community-Led Housing.

4.3 Members should also note that the contract for Rural Housing Enablers from Devon Rural Housing Partnership finished at the end of June 2020 (although there are some outstanding hours owed to resource specific pieces of work). Wessex will now lead on the community-led housing journey from start to end of the process to allow for a clearer one-stop shop. We will still be a member of the Devon Rural Housing Partnership but our annual contribution will fund individual Housing Needs Surveys; an important part of affordable housing.

4.4 We now have 5 formal Community Land Trusts in North Devon in the parishes of Lynton/Lynmouth, Mortehoe, Parracombe, Combe Martin and Georgeham. Those that had already established themselves formally before the Covid-19 lockdown are very impressively moving forward fast with their aspirations for community-led affordable housing using virtual meetings. Those that were not yet formally established have paused for a while and this is in-line with the national picture. All Community Land Trust Steering Groups are made up of volunteers so thanks goes to these individuals for their time, hard work and passion and to the Ward Members and Parish Councillors for their support and enthusiasm.

4.5 The table below shows the parishes in North Devon that have taken advantage of community-led housing funding over the past 5 years to seek to provide much needed affordable homes for their community:

Phase 1 Parishes Phase 2 Parishes Phase 3 Parishes

(2016/17 funding) (2018-20 funding) (2018-20 funding)

- Lynton & Lynmouth - Georgeham - Instow and/or Westleigh* - Parracombe - Burrington* - Berrynarbor* - Combe Martin - Bratton Fleming/Rural - Bishop’s Nympton* - Mortehoe Alliance*

- Ilfracombe*

*Housing Needs Surveys have been completed but the parish has paused work on affordable housing, mainly due to Covid-19

4.6 Officers have approved up to £200k from NDC's Community Housing Fund to cover feasibility works across 4 parishes to move forward community-led housing schemes in North Devon. This is an estimate based on past projects; they are in the process of going out to tender to obtain actual costs. There is no funding available from Homes England at present for community-led housing and to ensure these projects continue we have supported the requests for NDC to fund 2 Page 184 Agenda Item 13

this gap. Feasibility work includes all the surveys and investigations that will help understand the scheme’s suitability as a site and viability. Any feasibility work will feed into the next stage of submitting a planning application. All this work is taking place alongside Heads of Terms with the landowners of the sites in question and work on selecting a suitable Registered Provider partner to work with.

4.7 Experience has shown that community-led projects are almost impossible to accurately forecast due to factors such as the understanding and consent of the Community Land Trust that is required at each stage, the challenging nature of most of the sites (in terms of landscape and cost) and fluctuations in national policy/funding for what is still an emerging sector. Importantly, Community Land Trusts are made up of volunteers and therefore it is also difficult to gauge the time that they will have available to them throughout the project due to other pressures in their lives. In addition, there is the added uncertainty of Covid-19; although the market will be safer for most Community Land Trusts as they tend to choose affordable housing for rent. Wessex therefore use the precedent of '6 years from start to finish' (this being the average length of projects to date); this is taken to mean 6 years from the point of first contact with a community to the homes being built. For these four projects, if it is assumed that first contact took place with Parracombe, Lynton & Lynmouth and Mortehoe parishes in early 2017, therefore their completions based on precedent would be in late 2022. Georgeham Parish started in mid-2019 which suggests completion in mid-2024. Averages can hide outliers: Upper Culm took 3 years and Appledore took 8 years.

4.8 These 4 schemes alone have the potential to deliver up to 57 affordable homes for local people and the need is evidenced by recent housing needs surveys. This is 30-50% of our average annual affordable housing delivery in the entire District over each of the last 6 years (although 2019/20 a huge 233 affordable homes were completed); so clearly the potential for community-led housing is huge.

5 RESOURCE IMPLICATIONS

5.1 None – allocated monies within the Community Housing Fund.

6 EQUALITIES ASSESSMENT

6.1 N/A.

7 CONSTITUTIONAL CONTEXT

Article or Appendix Referred or and paragraph delegated power?

Part 3, Annex 1.1 Delegated

8 STATEMENT OF CONFIDENTIALITY

8.1 This report contains no confidential information or exempt information under the provisions of Schedule 12A of 1972 Act.

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9 BACKGROUND PAPERS

9.1 The following background papers were used in the preparation of this report:

o None The background papers are available for inspection and kept by the author of the report.

10 STATEMENT OF INTERNAL ADVICE

10.1 The author (below) confirms that advice has been taken from all appropriate Councillors and Officers. Author: Jaimie Jeyes, Service Lead Affordable Housing Date: 7th July 2020 Reference: Aug 2020 S&R Community-Led Housing update

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Open|Not for publication NORTH DEVON COUNCIL

REPORT TO: STRATEGY AND RESOURCES Date: 03/08/2020 TOPIC: ‘NIL COST’ ELECTRIC VEHICLE CHARGING SOLUTIONS

REPORT BY: HEAD OF PLACE / SENIOR REGENERATION OFFICER

1 INTRODUCTION

1.1 On the 6th January 2020 the Strategy and Resources Committee resolved that the Parking Manager investigate ‘nil cost’ alternative Electric Vehicle charging solutions to the DELETTI agreement.

1.2 The task was assigned to the Senior Regeneration Officer, Mike Ford, due to previous experience with Electric Vehicle charging.

2 RECOMMENDATIONS

2.1 Members approve the 19 car parks listed in Appendix B for future Electric Vehicle point solutions.

2.2 Subject to Members approving recommendation 2.1, authority to be delegated to the Head of Place to determine submissions and tenders and to appoint a contractor to deliver a new Electric Vehicle solutions within NDC owned and operated car parks subject to:-

 Compliance with the Council’s Contract Procedure Rules and relevant laws relating to procurement;

 Prior consultation with the Head of Resources, Car Park Manager and Property Team and Lead Members.

3 REASONS FOR RECOMMENDATIONS

3.1 Suppliers of rapid chargers (similar to those in Mid Devon/Torridge) are requesting lease agreements of 7-20 years. Parking Services have therefore chosen car parks which they do not envisage a future change of use. However it is important to note that installation of chargers at all of the car parks listed is not guaranteed and is reliant on studies from suppliers to determine their economic viability.

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3.1 Procuring a supplier through delegated Officer powers will lower the time needed to procure a solution and ultimately ensure sufficient Electric Vehicle charging capabilities within North Devon.

4 REPORT

4.1 North Devon Council is a signatory to the Devon Climate Declaration, which aims to achieve carbon neutrality by 2050. The provision of additional Electric Vehicle charging points will assist in moving towards this target and better meet the needs of residents and visitors with electric vehicles travelling within and to the district.

4.2 Members requested that a zero cost Electric Vehicle solution was found for the Authority to examine whether there was an alternative to the partnership arrangement with Devon County Council which has proved protracted and at a cost.

4.3 Parking Services identified 19 possible car parks for this Electric Vehicle solution.

4.4 Suppliers under the KCS and Central Southern Regional Frameworks were contacted regarding solutions for the 19 selected car parks within North Devon. Responses were received by ENGiE, Electric Blue, Siemens and JOJU.

4.4.1 InstaVolt were also contacted as they were referenced in the previous Strategy & Resources Committee Meeting. Their terms, along with terms from the aforementioned suppliers, were collated and can be found in Appendix A.

4.5 Appendix C details the charger types currently in use with the UK and the approximate charging times of each unit (based on 10kWh and 30kWh capacities).

4.6 The chosen supplier will lease the area of land in which the Electric Vehicle point resides. In return NDC will receive either a ground rent, or a profit share for each device installed (see Appendix A).

4.7 Parking Services have requested that a maximum of one charger per car park is to be installed. Each charger accommodates two spaces of which these spaces will be dedicated to users of the charging equipment.

4.7.1 Car Parking will therefore potentially lose revenue through the loss of two bays per car park, however only in instances where the car park is at maximum occupancy and an internal combustion engine vehicle is unable to find a bay, or a plug-in vehicle does not utilise the charging bay.

4.7.2 However the selected supplier will be expected to enter into a profit share/lease agreement (see Appendix B of examples), minimising, even eliminating the effects on lost revenue.

4.7.3 Parking charges can still apply for plug-in vehicles while utilising a charger, further minimising the loss of revenue.

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4.8 Projected revenue from contacted suppliers has been provided in Appendix D.

4.8.1 The average kWh consumed per month has been calculated by figures provided by Torridge District Council. It is important to note that their chargers had only been operating for 7 months and plug-in adoption rates were lower in 2019.

4.8.2 As of 2019 there were approximately 275,000 plug-in vehicles in the UK (Hybrid and full Electric vehicles). There are currently over 40m vehicles on UK roads, therefore plug-ins only accounted for approximately 0.69% of UK vehicles. However, plug-in vehicle adoption is predicted to rise dramatically as Internal Combustion Engine sales are set to be banned from 2035.

4.8.3 National Grid’s predictions on the future number of Electric Vehicles on UK roads vary greatly, estimating a figure of between 2.7m and 10.6m plug-in vehicles by 2030 (National Grind, 2020).

4.8.4 These figures have been used to calculate an estimate on future usage of NDC chargers in the future. It is important to note that these figures only account for the present and future predictions of Electric Vehicle numbers on UK roads. Other variables such as increased competition, increased battery range etc., which would lower usage of the proposed chargers, have not been accounted for.

5 RESOURCE IMPLICATIONS

5.1 All solutions will be project managed by the selected supplier, therefore project management requirements internally will be minimal.

5.2 NDCs involvement with the DELETTI project has provided the Authority with contracts and leases created by Foot Anstey. Permission has been granted by DCC to enable NDC to utilise and amend the documentation to suit the project. This will minimise the resource implications for the NDC Legal Team

5.3 Potential resource impact on Property Services (in terms of due diligence of leasing sites during the procurement, plus managing the leases once in place), on procurement in terms of managing any potential further competition or tendering process and on car parks in terms of varying (and then enforcing the varied) off street parking orders for selected sites.

5.4 Assuming Members wish to proceed with a zero cost solution, the Authority will incur no costs throughout the life of this project. The selected supplier will be responsible for all costs associated with the installation, operation and maintenance of the provided solution during the term of the agreed contract.

5.5 Parking Services will need to ensure that Civil Enforcement Officers are trained to enforce dedicated plug-in vehicle bays to prevent Internal Combustion Engine vehicles from utilising the bay.

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6 EQUALITIES ASSESSMENT

6.1 (Please detail if there are/are not any equalities implications anticipated as a result of this report. If so, please complete the Equality Impact Assessment Summary form available on Insite and email to the Corporate and Community Services Team at [email protected] ).

6.1.1 As currently this is primarily an informative report, no Equality Impact Assessment has been submitted. However this will be conducted prior to selecting a supplier, ensuring the chargers are suitable.

7 CONSTITUTIONAL CONTEXT

Article or Appendix Referred or and paragraph delegated power?

Part 3, Annexe 1 Delegated Function

8 STATEMENT OF CONFIDENTIALITY

8.1 This report contains no confidential information or exempt information under the provisions of Schedule 12A of 1972 Act.

9 STATEMENT OF INTERNAL ADVICE

9.1 The author (below) confirms that advice has been taken from all appropriate Councillors and Officers. Author: Date: Reference: Document5

Page 190 Agenda Item 14 Appendix A

Appendix A – Supplier Comparisons

Supplier Units Contract Profit Ownership length share/lease following rate end of contract

JOJU 50kwh (power 15 years (or 10% of energy Ownership split between until ROI is consumed i.e. transferred to ac and dc reached – set if a kWh NDC connections) at 6 times charged is outlay) £0.12, NDC receives £0.012

ENGiE 50kwh (power 15 years £500pa per ENGiE retain split between charger. 20% ownership of ac and dc of profit after infrastructure connections) initial invested (removed and is recoup ‘make good’ (expected from at end of y6/7) contract).

Siemens Mixed (slow to Undetermined Undetermined Undetermined at present until third party at present rapid chargers) finance established

Electric 7kwh 7 years None – all All Blue profits retained infrastructure by Electric Blue owned by NDC at end of contract.

InstaVolt 125kWh 20 years £750 per InstaVolt (power split) charger or 10% retain net profit ownership of share, entire whichever is infrastructure greater (removed and ‘make good’ at end of contract).

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Appendix B – Car Parks

Car Parks selected for EV point installation consideration:

Barnstaple

Bear Street Belle Meadow Commercial Road Queen Street Tuly Street

Ilfracombe

Pier Hillsborough Larkstone Lane Hele Jubilee Gardens

South Molton

Sheep Pen

Lynton and Lynmouth

Bottom Madow The Esplanade Town Hall Cross Street

Morthoe

Morthoe car park (owned by National Trust)

Bickington

Bickington car park

Fremington

Fremington car park

Croyde

Croyde car park

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Appendix C – Charger comparisons

Supply Type / Charger Rated Time to charge Time to charge AC/DC Rating power* 10kWh 30kWh Regular electricity Slow AC 3.0 kW 3 hours 20 mins 10 hours socket 13A Single phase 16A Slow AC 3.7 kW 2h 40 mins 8 hours Single phase 32A Fast AC 7.4 kW 1h 20 mins 4 hours 3 phase, 16A per Fast AC 11 kW 55 mins 2 hours 45 mins phase 3 phase, 32A per Fast AC 22 kW 27 mins 1 hour 22 mins phase 3 phase, 60A per Rapid AC 43kW 14 mins 42 mins phase 3 phase, DC Rapid DC 50kW 12 mins 36 mins 3 phase, DC Rapid DC 120kW 5 mins 15 mins

Source: Spirit Energy

Page 195 This page is intentionally left blank Based on recent figures provided by Torridge

Average use Bideford (per month) 486kWh Income per month, per charger kWh used (per month) 486 500 1000 2500 3472.5 4860.83 5000 10000 JOJU £5.83 £6.00 £12.00 £30.00 £41.67 £58.33 £60.00 £120.00 ENGiE £41.67 £41.67 £41.67 £41.67 £41.67 £41.67 £41.67 £41.67 plus Profit Share(after 6-7 years*) Siemens Unknown at present (funding received by third party)**

Supplier Electric Blue NA InstaVolt £58.33 £58.33 £58.33 £58.33 £58.33 £58.33 £58.33 £58.33 if Profit Share

*projected **funding is acquired from a third party by Siemens. Profit share cannot be established until funding has been acquired.

Based on 2030 projection of 2.7 million plug-ins

2,700,000 (projected) / 275,000 (current number of plug-ins) = 9.818182 times more kWh consumed

Estimated kWh usage per month (2030) 4771.64 Income per month, per charger kWh used (per month) 486 500 1000 2500 3472.5 4860.83 5000 10000

Page 197 Page JOJU £5.83 £6.00 £12.00 £30.00 £41.67 £58.33 £60.00 £120.00 ENGiE £41.67 £41.67 £41.67 £41.67 £41.67 £41.67 £41.67 £41.67 plus Profit Share(after 6-7 years*) £250.00 £291.67 Siemens Unknown at present (funding received by third party)** Supplier Electric Blue NA InstaVolt £58.33 £58.33 £58.33 £58.33 £58.33 £58.33 £58.33 £58.33 if Profit Share

*projected additional income after capital costs have been repaid (kWh used to calculate this figure not provided) **funding is acquired from a third party by Siemens. Profit share cannot be established until funding has been acquired.

Based on 2030 projection of 10.6 million plug-ins

10,700,000 (projected) / 275,000 (current number of plug-ins) = 38.55 times more kWh consumed

Estimated kWh usage per month (2030) 18733.09 Income per month, per charger kWh used (per month) 486 500 1000 2500 3472.5 4860.83 5000 10000 18733.09 JOJU £5.83 £6.00 £12.00 £30.00 £41.67 £58.33 £60.00 £120.00 £224.80 ENGiE £41.67 £41.67 £41.67 £41.67 £41.67 £41.67 £41.67 £41.67 £41.67 plus Profit Share(after 6-7 years*) £250.00 Agenda Item 14 Total £291.67 Appendix D Siemens Unknown at present (funding received by third party)** Supplier Electric Blue NA InstaVolt £58.33 £58.33 £58.33 £58.33 £58.33 £58.33 if Profit Share £70.00 £140.00 £262.26

*projected additional income after capital costs have been repaid (kWh used to calculate this figure not provided) **funding is acquired from a third party by Siemens. Profit share cannot be established until funding has been acquired. This page is intentionally left blank Agenda Item 15

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