West Somerset Economic StrategyResponding to Change
Selworthy Combe nr Porlock © Shirley Turner
1
Contents
Executive Summary
1.0
Background
1.1
1.2
1.3
1.4
The role of the economic strategy
West Somerset
Refreshing the district’s priorities
Structure of the strategy document
2.0
Wider Strategic Framework
3.0
Progress since the 2009 Economic Strategy
4.0
Challenges
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
Overview
Ageing population
Peripherality & Accessibility
Housing
Economic volatility
Elevated price of oil
Managing low carbon transition and economic transformation
New models of public service delivery
5.0
Baseline Conditions
6.0
Themes
6.1
Overview
6.2
Upskilling and retention of skilled workers
6.3
Enterprise and entrepreneurship
6.4
Improve connectivity
6.5
Protecting and developing key assets
2
7.0
Key Sectors in West Somerset
7.1
7.2
7.3
7.4
7.5
Overview
Tourism
Creative
Low carbon and environmental goods and services (LCEGS)
Land based activities (farming & forestry)
8.0
Key Assets in West Somerset
8.1
8.2
8.3
8.4
8.5
Overview
Exmoor and the Quantock Hills AONB
Williton
Minehead and coast
Watchet
9.0
Delivery
10.0 Action Programme
3
Executive Summary
Rationale to the Refresh
This document, Responding to Change, is an integrated
strategy which develops a number of interrelated
actions to assist West Somerset Council and partners in
responding to current and future economic opportunities
and threats. It takes the form of a ‘refresh’ – building
!"#$%&'$(" #)*%+"#,$-*+)$./$%&'$)+,%0+1%2,$30,%$'1"#"4+1$
strategy, Delivering a new equilibrium, published in
20091
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challenge and opportunity for the district of West
8"4'0,'%9$$:#; '#%+*-$(*1%"0,$+#1- )'<
=$ Late 2000s recession - The UK economy is
emerging from a severe economic downturn and
economic prospects remain highly uncertain;
=$ Changing policy environment - Policy approaches
at the national, regional and local level are being
reviewed and altered;
=$ Hinkley Point C - The potential for a new nuclear
power station at Hinkley; and
=$ Rising fuel prices - The increasing impacts that
rising fuel prices and climate change may have on the
district’s rural economy.
The primary objective of this refresh is to recognise
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'1"#"4+1$,%0*%'6/$*11"0)+#6-/9$$>+?'#$%&'$,+6#+31*#%$
changes occurring, now is a timely point to review the
priorities for West Somerset’s economy and to develop
an updated set of actions for supporting and developing
the economy – setting out the priorities in the short and
long term.
Economic challenges
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economic development. Some, such as peripherality,
in relation to its geographical location, are deeply
entrenched and longstanding. This is a challenge
in common with other rural areas with similar
characteristics of a small and sparse population 1.
The West Somerset Economic Strategy: Delivering a
new equilibrium’, West Somerset District Council (23rd April
2009), see HTTP://www.westsomersetonline.gov.uk/Business/
Economic-strategies
4
attracting and retaining skilled people is a major issue.
Consequently, a major part of this strategy focuses
on providing the opportunities and infrastructure for
a sustainable economy and sustainable communities.
Other challenges are more particular to West Somerset;
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in the district, whilst large parts of the district, when
measured across a range of indicators, are relatively
deprived. In addition, there are new emerging
1&*--'#6',$*0+,+#6$(0"4$1&*#6'9$$5&','$+#1- )'<$
economic volatility; managing transition to a low
carbon economy and economic transformation as well
as models of public service delivery.
5&'$A'/$1&*--'#6',$+)'#%+3')$+#$%&'$8%0*%'6/$*0'<
=$ Ageing population;
=$ Peripherality and accessibility;
=$ Housing;
=$ Economic volatility;
=$ Elevated price of oil;
=$ Managing low carbon transition and economic
transformation; and
=$ New models of public service delivery.
Priorities
The strategy is based on the following overarching
themes which provide the strategic direction for the
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=$ Upskilling and retain skilled workers - offering
individuals the opportunity to secure employment
opportunities and businesses a suitable pool of
skilled labour to support and grow. Maximising the
employment and upskilling opportunities offered
by the potential Hinkley Point C project, especially
for the District’s young people. Utilising an
Employment and Skills Charter to encourage better
matching of skills and training to job requirements
and availability, the recruitment of local people and
use of local supply chains;
=$ Enterprise and entrepreneurship – encouraged
through provision of an appropriate infrastructure
and opportunities for development and acquisition
of entrepreneurial skills. Ensuring adequate
opportunities for young people to gain work
experience opportunities that enable them to develop
business skills. More broadly, ensuring that there is
a strong business support and mentoring offer in the
district that caters for the needs of both prospective
start-ups and newly formed enterprises;
community groups). The council will however need
to take on a strategic leadership role, in particular to
!0"4"%'$*#)$1"E"0)+#*%'$.'#'31+*-$!*0%#'0,&+!,$%&*%$
drive forward progress in the district.
The Action Plan sets out the short and long term actions
to deliver against the objectives of this strategy.
=$ Improve connectivity - improving connectivity, both
physical and virtual. Support of the development
of high speed broadband across the District, to
encourage inward investment from knowledge
economy intensive businesses, to revolutionise access
to services for the most deprived rural communities
and to mitigate against the challenges of peripherality
and accessibility; and
=$ Protecting and developing key assets – ensuring
that these assets are managed effectively and
proactively. Evolving the management of key assets
in order to be effective in response to changes in
local government, a challenging funding environment
*#)$*?*+-*.+-+%/$"($#'C$3#*#1+*-$4'1&*#+,4,9$$:#$
particular, measures to protect and develop the
district’s natural assets which are fundamental to its
attractiveness and success of the tourism sector.
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West Somerset’s key economic sectors and assets in
supporting this direction. The four key economic
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carbon and environmental good and services (LCEGS)
and land based activities (farming and forestry). The
District’s assets are considered spatially in terms of the
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=$ Exmoor and the Quantock Hills AONB;
=$ Williton;
=$ Minehead and coast; and
=$ Watchet.
Action Plan
Aligned with these key themes, the strategy sets out a
strategic action plan focused on delivery of projects that
will deliver change in West Somerset. The overarching
message is that delivery of this strategy will not only
be the responsibility of West Somerset Council but
also sit with local and regional partners (Heart of the
South West Local Enterprise Partnership, business and
5
© West Somerset Council
6
1.0 Background
1.1
The role of the economic strategy
This document, Responding to Change, is an integrated
strategy, which develops a number of interrelated
actions that will assist West Somerset in responding to
current and future economic opportunities and threats.
It takes the form of a ‘refresh’ – building upon the
(" #)*%+"#,$-*+)$./$%&'$)+,%0+1%2,$30,%$'1"#"4+1$,%0*%'6/$
! .-+,&')$+#$FGGH9$$8+6#+31*#%$!0"60',,$&*,$.''#$
achieved since the publication of the 2009 strategy.
However, whilst many of the priorities are still relevant
today, the last two years have been a period of rapid
change. Accordingly, the focus of this refresh is on
developing new set of priorities based on a focused
analysis of key economic indicators. These should
be considered alongside the comprehensive economic
baseline established in the 2009 strategy.
The strategy has been developed based on a robust
understanding of the local economy, its strengths and
weaknesses. The resulting priorities have been shaped
by proactive engagement with local businesses and
stakeholders.
5&+,$,%0*%'6/$1"4',$*%$*$%+4'$"($,+6#+31*#%$1&*#6'7$
challenge and opportunity for West Somerset. The UK
economy is emerging from a severe economic downturn
and economic prospects remain highly uncertain. Policy
approaches at the national, regional and local level
are being reviewed and altered, and new opportunities
and threats need to be considered. These include the
potential for a new nuclear power station at Hinkley and
the increasing impacts that rising fuel prices and climate
change may have on the district’s rural economy.
The primary objective of this refresh is to recognise
%&'$+4!-+1*%+"#,$"($1&*#6'$*#)$0'3#'$%&'$)+,%0+1%2,$
economic strategy accordingly – to promote sustainable
economic prosperity and increased resilience of the
-"1*-$'1"#"4/9$$5&'$,+6#+31*#%$1 00'#%$*#)$( % 0'$
expected changes occurring mean that now is a timely
point to review the priorities for West Somerset’s
economy and to develop an updated set of actions for
supporting and developing the economy. This strategy
sets out the priorities for the district in the short,
medium and long term. In doing so, a key goal is to
safeguard employment in existing economic sectors,
while at the same time promoting the growth of newer
emerging economic sectors and associated opportunities
%&*%$%&'/$.0+#69$$5&+,$*!!0"*1&$0';'1%,$%&'$#'')$("0$*#$
effective economic strategy to be a living document,
responsive to changing circumstances.
The economic strategy refresh sets out the strategic
direction and a series of actions to continue the
ambitious approach to the challenge of establishing
West Somerset as an economically vibrant District
within the region, recognising the changing global
and national economic geography. There is a need
to deliver indigenous private sector led growth,
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#'+6&." 0+#6$%"C#,$, 1&$*,$5* #%"#$*#)$%&'$;" 0+,&+#6$
City of Bristol. West Somerset will only prosper as part
of a strengthening County within a robust regional and
national economy. As such it is a long term programme
of economic transformation.
The economic strategy is relevant to everyone in West
Somerset and will be used by the District Council
and its partners on the Economic Strategy Group as a
.*,+,$("0$*1%+"#$*,$C'--$*,$*$%""-$("0$+#; '#1+#6$"%&'0$
organisations and stakeholders. It sets out a clear
programme of actions which will shape the approach
%"$, !!"0%+#6$%&'$'1"#"4/9$$@&+-,%$%&'0'$+,$#"$,!'1+31$
timescale, the strategy includes actions which can be
implemented immediately and others which are long
term goals. It is intended to perform a guidance role as
a working document rather than be a rigid statement of
actions.
The strategy takes forward the goal of moving to a
higher value added knowledge driven economy over
the course of a single generation – to achieve long term
positive economic transformation. The ambition is that
children will have a better range of opportunities than
those currently open to their parents.
1.2
West Somerset
West Somerset has a number of unique strengths and
economic assets. These include a high quality natural
environment and well an established tourism sector.
The district is relatively small, with a population of
just 35,6002, and yet it has demonstrated a remarkable
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2.
ONS (2010) 2008-based Sub National Population Projections.
7
economic downturn. West Somerset is a distinctive
place which offers a high quality of living environment.
Its varied environment - including the Exmoor National
Park, coastline and West Somerset Railway - is a
)'3#+#6$('*% 0'$*#)$!0"?+)',$%&'$.')0"1A$("0$+%,$%" 0+,4$
industry.
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some of which are entrenched and longstanding.
In common with other rural areas with similar
characteristics of a small and sparse population,
attracting and retaining skilled people is a major
challenge. Over half of the population live in the three
settlements of Minehead, Watchet and Williton with
transport connectivity between these centres being
poor. Peripherality is a particular issue. Consequently,
a major part of this strategy focuses on providing
the opportunities and infrastructure for a sustainable
economy and sustainable communities. Other
challenges are more particular to West Somerset; higher
-'?'-$,A+--,$*#)$B *-+31*%+"#$-'?'-,$*0'$!*0%+1 -*0-/$!""0$
in the district, whilst large parts of the district, when
measured across a range of indicators, are relatively
deprived. Looking to the future, it is also expected to
be disproportionately adversely affected by its aging
population and ‘Peak oil’ (a peak and subsequent
terminal decline in the production of conventional oil as
a result of physical depletion)3.
Poverty, of a number of different forms, is a key issue
for the district. First, in terms of incomes, wage levels
are the second lowest amongst neighbouring districts4
7$*#)$,+6#+31*#%-/$.'-"C$1" #%/7$0'6+"#*-$*#)$#*%+"#*-$
averages. At the same time, property prices are
relatively high, resulting in affordability pressures both
for prospective owner occupiers and renters. Access
to suitable employment, training and general services
is also an issue for many residents given the spatial
characteristics of the district. Residents also have
above average exposure to rising fuel prices – arising
from both the reliance on private motor vehicle for
3.
Economic forecasts believe ‘Peak oil’ could lead to a
substantial economic dislocation, with alternative sources being
!"#$%&'(&)*$$&'+%&,"-.&/!&'+%&'/0%12"$%&3%4 /3%56& This is often
referred to as the ‘peak oil’ effect.
4.
Comprising Mendip, Sedgemoor, South Somerset,
Taunton Deane. Nomis, ASHE, Average full time annual wages,
2009.
8
transport across the district, and in respect of housing,
poor/limited gas connection and poor property energy
performance.
West Somerset is at a crossroads in terms of its future
economic development. Whilst the district continues
to suffer from the long standing issues of peripherality,
up-skilling and retaining skilled young people, new
challenges include the weak national economy and
transition to a low carbon economy. There exists
underlying structural weakness in the local economy
and an urgent need to update and modernise local skills
and infrastructure. Against these challenges, there are
*$# 4.'0$"($,+6#+31*#%$!"%'#%+*-$"!!"0% #+%+',$("0$%&'$
district. These include the role of traditional sectors
in driving recovery and the possible employment and
catalytic effects of major energy developments on the
'1"#"4/9$$5"$0'*-+,'$%&'$!"%'#%+*-$.'#'3%,$"($%&','$
opportunities, proactive engagement of both developers
and wider stakeholders will be required. There is also a
need to renew and focus efforts to strengthen existing
sectors and develop new employment opportunities.
1.3
Refreshing the district’s priorities
5&+,$,%0*%'6/$#''),$%"$0';'1%$%&'$+4!*1%$"($%&'$
late 2000s recession and the changed economic
circumstances that local economies face. The last two
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policy. Reductions in public spending in the UK are
and will continue to have a direct impact on individuals
and small businesses, as well as implications for the
availability of resources to deliver change. Recent
and continuing changes in the way economic policy is
delivered in the UK at the national and regional level
#'')$%"$.'$0';'1%')$+#$@',%$8"4'0,'%2,$'1"#"4+1$
strategy. There are fewer resources available for
economic development and there is a move toward a
more local, business led delivery approach through
Local Enterprise Partnerships (LEPs).
Changes at a local level are also a catalyst for a review
of economic policy in West Somerset. In particular,
there is a need to examine the district’s key economic
sectors to identify the challenges and opportunities
C&+1&$4*/$+#; '#1'$%&'$!"%'#%+*-$%"$*1&+'?'$60"C%&$+#$
employment and income. The environment faced by
,!'1+31$,'1%"0,$*#)$%&'$304,$%&*%$"!'0*%'$C+%&+#$%&'4$
are rarely static and businesses must evolve and adapt to
be economically sustainable in the long run. Important
sectors in West Somerset’s economy include tourism,
creative industries and land-based activities (including
farming & forestry). The green/environmental
industries are also becoming increasingly important.
I+,+#6$( '-$!0+1',7$+#! %$+#;*%+"#$*#)$%&'$%0*#,+%+"#$
to a low carbon economy are key drivers of change
for businesses in these sectors. There have also been
some important developments since the 2009 strategy,
including the establishment of the Exmoor Tourism
Partnership and the inception of a Minehead Vision.
The strategic direction is clear, West Somerset has
to attract private sector investment to develop its
existing businesses and the public sector has to enable
#'C$304,$%"$("04$*#)$60"C$-"1*--/9$$5"$*1&+'?'$%&+,$
goal, the district must seek to maximise the impact of
inward investments that are attracted and improve the
area’s economic infrastructure to address some of the
challenges to inward investment more generally. It is
recognised that the spatial characteristics of the district
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inward investment, however there do exist opportunities
to improve upon the current situation.
The future potential development of a new nuclear
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opportunity for the district’s economy but also raises
a number of potential economic and social threats to
the fragile local economy. This provides the Local
Authority and public sector with the opportunity to
work with the local community and businesses to
mitigate any adverse impacts during construction and
to capitalise upon the investment to embed lasting
'1"#"4+1$.'#'3%,$+#$@',%$8"4'0,'%9$$5&'$"!!"0% #+%+',$
for West Somerset are not limited to the development
of the nuclear industry however. There are other
,+6#+31*#%$)'?'-"!4'#%,$*#)$+#?',%4'#%,$+#$-"C$
carbon transition which will provide opportunities.
For example, the North Atlantic Array Wind farm
project is being developed by RWE Npower in the
Bristol Channel off the North Devon coast. The West
Somerset Local Planning Authority Area Renewable
& Low Carbon Energy Potential Study has established
an evidence base on renewable, low and zero carbon
potential. Wind has particular potential in the District.
Analysis of resource potential shows that the most
likely small and medium scale generation technologies
to be used in new housing development in the West
Somerset LPA area for heat and power will be biomass
fuelled CHP (with a possibility of district heat networks
in and around larger potential development sites and
0'%0"3%%+#6$'D+,%+#6$#'*0./$)'?'-"!4'#%M$*#)$*#*'0".+1$
digestion; micro solar PV and solar thermal; and, micro
biomass boilers.
This economic strategy sets an ambitious agenda for
new priorities, involving all stakeholders, both private
*#)$! .-+1$,'1%"09$$:%,$)'?'-"!4'#%$0';'1%,$*$304$
partner commitment to take the economic needs and
challenges of the District seriously and raises the game
in the District, moving from comparing progress with
its neighbours, to working across boundaries. An action
plan, identifying key participants and performance
indicators is developed for these priorities.
1.4
Structure of the strategy document
The strategy begins by identifying key economic
drivers, challenges and important themes. A review
of priority economic sectors and key assets is then
undertaken. This leads through to an exploration of
delivery issues and the determination of a set of priority
actions for economic development in the district.
The remainder of this strategy document is structured as
("--"C,<
Section 2 –
places the strategy within the wider
strategic policy context;
Section 3 –
provides a review of progress to date
since the previous 2009 strategy, “
Delivering a new equilibrium”;
Section 4 –$
+)'#%+3',$%&'$A'/$'1"#"4+1$$
$
development challenges that the district
is expected to face in future;
Section 5 –
establishes a focussed update of
the economic baseline for the district
(to be read in conjunction with the
2009 Economic Strategy baseline);
Section 6 –$
+)'#%+3',$%&'$A'/$"?'0*01&+#6$%&'4',$$
of the strategy;
Section 7 –
provides an overview of the district’s
key economic sectors and associated
challenges looking forward;
9
Section 8 –
undertakes a review of West Somerset’s
key assets for future economic
development;
Section 9 –
explores mechanisms and potential
issues around delivery; and
Section 10 –
outlines a set of considered actions
which the district should focus on
in order to improve its economic
performance.
10
11
2.0 Wider Strategic Framework
This Economic Strategy plays an important role within
a wider strategic framework of local, regional and
national policy.
West Somerset’s future economic prosperity is
+#; '#1')$./$-"1*-7$#*%+"#*-$*#)$N 0"!'*#$!"-+1/$*#)$
+%,$*.+-+%/$%"$-'?'0*6'$!0+?*%'$3#*#1'$*#)$%"$'#*.-'$6"")$
quality sustainable development to take place. There
*0'$*$C+)'$0*#6'$"($!"-+1+',$*#)$,%0*%'6+',$%&*%$+#; '#1'$
the West Somerset Economic Strategy. Appendix A1
examines policy agendas from the European level to the
local level to identify the key policy issues that apply.
The on-going expansion of the European Union (EU)
*#)$%&'$)'?'-"!4'#%$"($!"-+1/$*#)$#'C$3#*#1+*-$
instruments to invest in competitiveness and cohesion
*%$*$N 0"!'*#$-'?'-$*0'$,+6#+31*#%$("0$@',%$8"4'0,'%9$$
It is important that the district understands that
)'?'-"!4'#%,$*%$NO$-'?'-$C+--$#"%$"#-/$+#; '#1'$%&'$
economic development of West Somerset at a policy
level and crucially in relation to the availability of
European funding that can be spent in the district
through the current 2007-2013 operational programmes,
which allows for expenditure until 2015. There is a
clear trend that further European enlargement may
reduce the relative funding levels and eligibility in the
UK as the economic, social and regeneration needs are
greater in central Europe and further east including the
recent and future ‘accession states’.
At the national level, central government policy exerts
*$1"#,+)'0*.-'$+#; '#1'$"#$@',%$8"4'0,'%$*,$)"',$
the stewardship of the economy at a national level by
%&'$50'*, 0/$P$!0+4*0+-/$%&0" 6&$%&'$+4!*1%,$"($3,1*-$
policy. Individual government policies for economic
and community well-being, especially when they relate
to rural issues, are also important as is wider national
'1"#"4+1$!"-+1/9$$>"?'0#4'#%$+#; '#1'$&*,$%*A'#$*$
new direction under the Coalition Government from
May 2010 and the new policy environment is still
'?"-?+#69$$8+6#+31*#%$0'-'?*#%$!"-+1/$*0'*,$+#1- )'$%&'$
effect of reducing government spending in the context
"($)'31+%$0') 1%+"#Q$5&'$, .$#*%+"#*-$'1"#"4+1$60"C%&$
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potential5MQ$5&'$+#10'*,+#6$+#; '#1'$"($%&'$T-"1*-+,42$
agenda and aspirations to develop the ‘Big Society’;
5.
See http://www.bis.gov.uk/news/topstories/2010/Oct/
local-growth
12
The removal of the regional tier of economic and spatial
strategies and associated organisations such as Regional
Development Agencies and Regional Assemblies; The
creation of Local Enterprise Partnerships; The Regional
Growth Fund; and the replacement of Planning
Policy Statements under the National Planning Policy
Framework (NPPF). The emerging NPPF in particular
1" -)$&*?'$,+6#+31*#%$+4!-+1*%+"#,$("0$%&'$-"1*-$
economy and the spatial characteristics of economic
change.
At the county level, Somerset has a strong policy
framework in place to drive its development. Strategies
of particular importance include the Somerset Economic
8%0*%'6/9$$5&+,$+)'#%+3',$*$# 4.'0$"($A'/$*1%+"#$*0'*,$
including a focus on the low carbon economy, economic
and social inclusion, enhanced digital connectivity and
support to the large SME base. These are all relevant
to West Somerset. In particular, West Somerset has a
very high dependence on micro-businesses, employing
-',,$%&*#$U$!'"!-'9$$5&+,$+,$0';'1%')$+#$+%,$&+6&$-'?'-$"($
self-employment when compared with other geographic
areas (see economic baseline). Supporting this type
of SMEs is therefore paramount for West Somerset
and is likely to require a bespoke approach to business
support.
Focussing on the local district level policy, the
Economic Strategy sets out the overall economic vision
for West Somerset and sits alongside a number of other
strategies developed to guide the social and economic
)'?'-"!4'#%$"($@',%$8"4'0,'%9$$5&','$+#1- )'<$@',%$
Somerset Local Development Framework; Exmoor
National Park Local Development Framework;
Housing Strategy; Corporate Plan; West Somerset
Climate Change Strategy; West Somerset Sustainable
Community Strategy; and Exmoor National Park
Management Plan.
There is a particularly important relationship between
this Economic Strategy and the emerging West
Somerset Local Development Framework (the Planning
Strategy) which will provide the policy framework
for development management decisions in the part of
West Somerset District outside the Exmoor National
Park for the next 15-20 years. The Core Strategy will
provide the strategic high-level planning policies for
the District. A number of evidence base documents
to support the LDF have already been successfully
completed and have been a key consideration in the
preparation of this Economic Strategy. In particular,
these include studies in relation to housing issues,
employment land, future retail/leisure provision and
renewable and low carbon energy6. In terms of the
,!*%+*-$?+,+"#$("0$%&'$'1"#"4/7$%&'$SVW$+)'#%+3',$
Minehead, Watchet and Williton as being the centres of
a thriving and increasingly varied local economy within
@',%$8"4'0,'%9$$:#$*))+%+"#7$V -?'0%"#$+,$+)'#%+3')$*,$
*$,+6#+31*#%$1'#%0'$+#$%&'$ND4""0$SVW9$$V+?'0,+31*%+"#$
of the tourism industry to include a wider range of
sustainable enterprises is also an important theme.
As noted earlier however, it is recognised that
emerging changes to the planning system will have
major implications for both the system as a whole and
%&'$!"-+1/$(0*4'C"0A9$$5&'$0'-*%+"#,&+!,$+)'#%+3')$
above refer to the relevant documents at the time of
development of this strategy.
The role of this Economic Strategy is to identify a
robust set of economic priorities for West Somerset.
It will be important for these economic priorities and
*,,"1+*%')$+)'#%+3')$*1%+"#,$%"$.'$1"#,+)'0')$+#$%&'$
further development of spatial strategies and policies
within the LDF.
The following diagram provides an overview of the
relationship between this document and other policy
documents.
6.
Northern Peninsula Strategic Housing Market Assessment (2008); Taunton & South Somerset Strategic Housing Market Assessment (2009); West Somerset Strategic Housing Land
Availability Assessment (2010); West Somerset Employment
Land Review (2009); West Somerset Local Planning Authority
Area Renewable & Low Carbon Energy Potential Study (2011);
West Somerset Local Planning Authority Area Town and Village
Centres Study (2011).
13
Figure 2.1
Wider strategic framework
EUROPEAN
Europe 2020 aimed at ‘smart, sustainable inclusive growth’;
The Leip zig Charter;
The Lisbon Strategy;
EU Structural Funds; and
The Common Agricultural Policy, Rural Development programme for
England (RDPE) and Local Action.
NATIONAL
The Localism Bill
S"1*-$60"C%&<$0'*-+,+#6$'?'0/$!-*1'2,$!"%'#%+*-$RZ1%".'0$FG[GM
K-*##+#6$K"-+1/$8%*%'4'#%$\<$K-*##+#6$("0$8 ,%*+#*.-'$N1"#"4+1$
Growth (PPS4)
SOMERSET
The Somerset Vision and Sustainable Community Strategy;
The Somerset Economic Strategy;
The Somerset Future Transport Plan; and
Somerset and Exmoor National Park Joint Structure Plan Reveiw.
WEST SOMERSET
West Somerset Local Development Framework;
Exmoor National Park Local Development Framework;
Housing Strategy;
Corporate Plan;
Community climate Change Strategy;
Sustainable Community Strategy; and
National Park Management Plan
8" 01'<$$X0 !9
Y"%'<$$5&'$)+*60*4$+,$.*,')$"#$%&'$!-*##+#6$(0*4'C"0A$+#$!-*1'$*%$%&'$%+4'$"($)'?'-"!4'#%$"($%&+,$,%0*%'6/$P$+%$+,$
recognised that the emerging NPPF may enact major changes.
14
Porlock Weir © Shirley Turner
15
3.0 Progress Since the 2009 Economic Strategy
This Strategy follows directly from the previous
Economic Strategy for the District published in April
2009. ‘Delivering a new equilibrium’ which set a
new direction for West Somerset focussing on the core
ambitions of Quality and Sustainability:
=$ Quality – where a high quality environment
supports the growth of innovative quality businesses,
employing skilled, quality people.
=$ Sustainability – where West Somerset could make
a distinctive name for itself as a District that does
sustainability, rather than talks about it, making
real steps towards and invest in the drivers of a low
carbon economy.
These principles still apply and are at the heart of the
priorities and actions within this refresh. Many of
the actions outlined in Delivering a new equilibrium
continue to be relevant today and there is a great deal of
continuity between this Strategy and the last. However,
,+6#+31*#%$!0"60',,$&*,$.''#$4*)'$+#$)'-+?'0+#6$%&'$
actions contained in Delivering a new equilibrium. The
*1&+'?'4'#%,$"($%&'$!*,%$%C"$/'*0,$#'')$%"$.'$0';'1%')$
in this strategy, Responding to Change.
Delivering a new equilibrium was West Somerset
L" #1+-2,$30,%$("04*-$,%0*%'6/$("0$'1"#"4+1$
)'?'-"!4'#%9$8+6#+31*#%$!0"60',,$&*,$.''#$4*)'$,+#1'$
2009 in establishing the structures and partnerships
which are so important in delivering effective policy.
A new economic forum has been established in the
District under the guise of the Economic Strategy
Group (which resulted from the merging of the
Economic Task Force and the Employment and Skills
Group). The group brings together the public, private
sectors and voluntary sectors to coordinate a strategic
approach to delivering economic outcomes for West
Somerset. There are now much better links between
businesses and employers, education and training
providers and the agencies responsible for skills,
employment and business support. These relationships
will be essential in dealing with the current economic
challenges and the challenges posed by developments
at Hinkley Point C. The group will play a key role in
bringing forward the new strategy.
Delivering a new equilibrium provided a framework
for implementing projects utilising the Working
16
Neighbourhoods Fund, a programme designed to
reduce worklessness in deprived areas of the UK.
The need for labour market programmes in West
Somerset is demonstrated by West Somerset’s higher
than average levels of worklessness. A number of key
projects have been commissioned by targeting Working
Neighbourhood Funds (WNF).
Employment, skills and enterprise have been the focus
of activity around the economic strategy. The following
, 11',,',$&*?'$.''#$*1&+'?')<
Young Advisors and Young Enterprise – Two
programmes have been implemented to stimulate
an entrepreneurial culture in West Somerset. A
Young Enterprise programme was commissioned and
delivered at West Somerset Community College. A
Young Advisor programme has also been established.
Young Advisors are people aged 15 to 21 who show
community leaders and decision makers how to engage
young people in community life, regeneration and
renewal. To date, 8 Young Advisors have been recruited
and professionally trained under the management
of Minehead EYE. Young Advisors are helping to
+#; '#1'$0'6'#'0*%+"#$*1%+?+%/$*10",,$%&'$V+,%0+1%$*#)$
have played an important role in shaping this strategy.
Skills FM – Skills FM is a unique project designed
to overcome the challenges of delivering training in
rural areas. Skills FM is an internet based radio station
broadcasting skills training, offering technical support
as well as providing a means of communication for
individuals, small businesses and organisations.
The Future Jobs Fund – a programme providing
employment placements for six months in duration.
This programme was funded by the Department of
Work and Pensions, and has provided placements for
18 young people residing in West Somerset through
the Future Jobs Fund. The project provides businesses
with funding towards the cost of employing placements
as well as supporting training and mentoring. Recruits
C'0'$+)'#%+3')$./$]".$L'#%0'$K- ,$(0"4$%&",'$C&"$&*)$
been claiming Job Seekers Allowance for up to one
year. A personal development plan was created for each
recruit. WNF has been used to extend the placement for
a further 6 months to those recruits that can be shown
%"$&*?'$0'*--/$.'#'3%')$(0"4$%&'$,1&'4'$+#$%'04,$"($
'D!'0+'#1'$*#)$-+('$1&*#1',7$*#)$C" -)$,+6#+31*#%-/$
improve their future employment prospects in an
extended scheme. This opportunity was taken up by
four employers.
Graduate Lift-Off Programme – young graduates in
West Somerset are being placed with local businesses to
&'-!$%&'4$3#)$&+6&$?*- '$'4!-"/4'#%$-"1*--/$%"$0'%*+#$
skills within the district. Graduates can bring new ideas
and a fresh pair of eyes together with commitment
and enthusiasm. The business in turn will mentor and
increase the skills and knowledge of the young person.
WSC have commissioned Exeter University to deliver
the programme. External funding was successfully
levered in to support this initiative.
Apprenticeships - West Somerset Council is
supporting two Apprenticeship Programmes:
(1) Provided by Somerset Skills and Learning – Up
to 10 apprenticeship placements offered to Businesses
operating in the Western Somerset area who are
involved with tourism (including hospitality), food and
drink, environmental technologies, land management,
creative industries and construction.
(2) Provided by the South West Apprenticeship
Company (SWAC) - SWAC will host up to 10
apprentices who will be offered placements with
Western Somerset Businesses. This initiative was put
in to place to support those very small businesses who
wish to grow by having staff resource, but did not feel
, +%*.-/$1"#3)'#%$+#$'4!-"/+#6$*!!0'#%+1',$)+0'1%-/9$
Both providers are responsible for organising the
appropriate training for the apprentice. The aim is to
provide training locally within the West Somerset area,
where possible
Micro Finance for Businesses in West Somerset – In
response to poor credit conditions, small businesses
can access loan funding as well as business advice and
mentoring through this fund. The programme is being
delivered by the Fredericks Foundation. Somerset
County Council and Taunton Deane Borough Council
are also funding partners.
Establishment of an annual Business Conference –
A new annual business conference for West Somerset
businesses. The event provides a new and much needed
opportunity for networking between local businesses. A
good cross section of businesses was represented at the
last event demonstrating a good demand for this type of
activity.
Managed workspaces – all 15 units at Roughmoor
have been released to let. This supplements Local
Authority managed workspace provision at Barnsclose,
Minehead and Barle Enterprise. New units are under
development at Cutcombe.
The above achievements represent a broad range
"($*1%+?+%/$*#)$,+6#+31*#%$!0"60',,$+#$)'-+?'0+#6$
opportunities to young people and forging better
connections with the business community. The
progress made in such a short space of time, and one in
C&+1&$%&'0'$&*?'$.''#$,+6#+31*#%$'1"#"4+1$,&"1A,$+,$
encouraging and demonstrates the appetite for proactive
economic development in the district.
The following table provides an overview of progress
*6*+#,%$%&'$A'/$!0+"0+%/$*0'*,$+)'#%+3')$+#$%&'$FGGH$
strategy.
Making the Links Project – North Devon+
successfully secured the contract for delivering this
18 month micro-business support programme. The
aim of the project is to provide micro business support
within the key sectors of tourism, food and drink,
creative industries and environmental technologies.
The project aims to encourage collaboration and co"!'0*%+"#$.'%C''#$. ,+#',,',$%"$+4!0"?'$!0"3-'7$0" %',$
to market, better supply chain engagement and effective
#'%C"0A+#69$$X$?*0+'%/$"($%0*+#+#6$'?'#%,7$[<[$, !!"0%7$
and integration with the other WNF commissioned
projects have been delivered.
17
Table 3.1
Achieving the Objectives of the Previous Economic Strategy
Priority
People
=$ to stimulate an aspirational, enterprising and
entrepreneurial culture within West Somerset.
=$ to ensure that the West Somerset workforce has the
skills required by business to innovate and improve
their competitiveness.
=$ to tackle pockets of worklessness, meeting LAA
targets to reduce claimant numbers.
=$ to ensure that all communities are engaged fully in
economic decision making.
Place
=$ to create a network of sustainable rural enterprise
hubs to foster business growth across the District.
Progress
=$ Recruitment of Young Advisors playing an important
role in shaping the future of the District.
=$ Establishment of a successful Young Enterprise
programme.
=$ The Future Jobs Fund is putting people back in work.
=$ Two apprenticeship programmes are encouraging
local employers to recruit young people.
=$ Graduate lift-off programme is helping to retain
talent in West Somerset.
=$ A vision for Minehead has been developed and a
group established to bring forward regeneration in
the town, including proposed improvements to the
Regal Theatre and redevelopment of the old hospital
for commercial and community uses.
=$ %"$3#)$+4*6+#*%+?'$*#)$, ,%*+#*.-'$,"- %+"#,$%"$
transport and communication challenges, particularly
=$ A single Exmoor Tourism Partnership has been
in relation to Taunton / Bridgwater.
developed to bring a coherent approach to marketing
the whole of the ‘greater Exmoor’ area.
=$ to ensure effective, integrated and industry focused
marketing of the tourism offer across Exmoor and
West Somerset.
=$ to ensure that the built environment of the District’s
principle settlements is of a quality that will attract
private sector investment.
Business
=$ to develop the quality tourism offer within the
District, maximising its existing assets.
=$ to encourage the growth of small ‘high value’
sectors, appropriate to West Somerset.
=$ to ensure business start up and growth through the
provision of mentoring, support and provision of
appropriate workspace.
=$ The West Somerset Business Forum has been
established, providing a forum for communication
and networking between the local business
communities.
=$ West Somerset Local Action for Rural Communities
has been investing in communities, businesses and
community enterprises.
=$ Finance solutions for small businesses are being
!0"?+)')$%&0" 6&$%&'$4+10"E3#*#1'$-"*#$,1&'4'9
=$ Links have been established between small
. ,+#',,',$C+%&$%0*+#+#6$*#)$[<[$, !!"0%9
18
Steaming towards Blue Anchor © Craig Palmer
19
4.0 Challenges
4.1
Overview
5&+,$,'1%+"#$+)'#%+3',$%&'$A'/$1&*--'#6',$(*1+#6$
economic development in West Somerset. The purpose
is to develop an understanding of these challenges in
order to frame the key themes for the economic strategy
and appropriate policy actions.
5&'$!0+4*0/$1&*--'#6',$+)'#%+3')$*0'<
=$ Ageing population;
=$ Peripherality & Accessibility;
=$ Housing;
=$ Economic volatility;
=$ Elevated price of oil;
=$ Managing low carbon transition and economic
transformation; and
=$ New models of public service delivery.
4.2
Ageing population
The ageing of populations (a shift in the balance to
an older population) is a global phenomenon, being
witnessed not only in Britain but in other developed
countries such as Italy, Spain, Germany and Japan.
W"0$%&'$O^7$36 0',$(0"4$%&'$Z(31'$("0$Y*%+"#*-$
Statistics (ONS) and the wider Government Statistical
Service (GSS) show the UK population continuing to
*6'<
=$ Life expectancy at birth in the UK has reached its
highest level on record for both males and females,
77.7 years at birth for males and 81.9 years at birth
for females (2007-2009); and
=$ The number of centenarians in the UK has more than
tripled in the last 25 years reaching 11,600 in 2009.
Over the last 25 years the percentage of the population
in the UK aged 65 and over increased from 15 per
cent in 1984 to 16 per cent in 2009, an increase of
1.7 million people in this age group7. Over the same
period, the percentage of the population aged under 16
decreased from 21 per cent to 19 per cent. The issue is
far more acute in West Somerset, with the proportion of
the population aged 65 and over rising from 26 per cent
7.
20
ONS, Mid-year population estimates.
in 1984 to 29 per cent. Therefore, the 2009 level for
West Somerset therefore sits at approaching double that
observed for the UK and over the 25 year period has
increased at a faster rate (approximately 11% compared
with 9% for the UK).
This ageing of the population is projected to continue.
In West Somerset, it is projected that the proportion
of people aged 65 and over will increase to 35.7 per
cent. This compares with a projection of around 23 per
cent for the UK. The fastest population increase has
been in the group aged over 85 and this is projected to
continue. The major contributor to the rising number
of centenarians is increased survival between the age of
80 and 100, due to an overall improvement in medical
treatment, housing and living standards, and nutrition.
This poses implications for economic growth in West
Somerset.
Population ageing can affect economic performance
directly through both the labour and capital markets
and indirectly via its impact on public expenditure.
Population ageing will reduce the rate of growth
(and ultimately the absolute size) of the working-age
!"! -*%+"#9$$:($*6'E,!'1+31$-*." 0$("01'$!*0%+1+!*%+"#$
rates remain at their current levels, the ratio of inactive
to employed people will rise. Labour productivity
will therefore have to increase to maintain the level of
Gross Domestic Product (GDP) per person. As well
as affecting the size of the working population, ageing
will also increase the proportion of the population that
+,$0'%+0')7$+($1 00'#%$*6'E,!'1+31$!*0%+1+!*%+"#$0*%',$
are maintained. This could have important economic
'(('1%,$"#$+#;*%+"#7$,*?+#6$*#)$1*!+%*-$*11 4 -*%+"#9$$
The economics of an ageing population highlights the
importance of sustaining historic rates of technological
progress and productivity growth in supporting
future growth8. The primary concern is that with the
retirement of ‘baby boomers’ (born in the 1946 -1964
period), the number of people of a working, taxable
age will shrink or become stagnant. This could result
in gaps in the jobs market, with businesses and public
services lacking the workforce required.
8.
‘Aspects of the economics of an ageing population’,
Select Committee on Economic Affairs, House of Lords Session
2002-03 4th Report (November 2003).
A further concern is the provision of health and social
care services, the nature of work and the workplace,
and the investment made in education and lifetime skill
formation. These all require further funding, whether
from the tax system, other public expenditure savings,
public-private initiatives or economic growth. The next
('C$/'*0,$*0'$'D!'1%')$%"$.'$?'0/$)+(31 -%$("--"C+#6$
the downturn in the global economy, and future public
spending will be a challenge. For the economy, the
1&*--'#6'$+,$%"$6'#'0*%'$60"C%&$*#)$3#*#1+*-$0'," 01',$
needed to meet age-related spending needs. The rescue
of the banking system has dramatically increased public
)'.%$C&+1&$0*+,',$%&'$B ',%+"#$"($&"C$%"$3#*#1'$%&'$.+--$
for age-related spending. This means that there is likely
to be less support available from central government
from local authorities to address these spending needs
and areas with an acute need such as West Somerset
will be particularly affected. It will be important to
'#, 0'$%&*%$%&'$1*0'$,'1%"0$+#$%&'$)+,%0+1%$+,$, +%*.-/$3%$
for purpose and able to accommodate the increasing
pressures that are projected.
This trend of an ageing population and its associated
economic implications is particularly pertinent for
@',%$8"4'0,'%9$$S*%',%$36 0',$("0$FGGH$,&"C$%&*%$@',%$
Somerset has the highest median age in the UK, at 52.4
/'*0,9$$:%,$*6'$!0"3-'$0'!0','#%,$%&'$4",%$*1 %'$'#)$"($
the spectrum in the UK. Wider underlying trends in the
South West region mean that this is unlikely to change
– data for the latest year available (year ending June
2009) shows that the South West has the highest net
internal in-migration of people aged 60 and over of all
English regions.
West Somerset has a pronounced trend in aging
population with a relatively low number of people of
C"0A+#6$*6'$R*6')$[_E_\M9$$X,$!0'?+" ,-/$+)'#%+3')7$
population projections 9 suggest that the population in
the district will become increasingly skewed. Future
population growth is expected to be driven by even
higher levels of over 65s with the result being that the
proportion of working age people in West Somerset
C+--$(*--$'?'#$( 0%&'09$$5&','$%0'#),$!",'$,+6#+31*#%$
challenges for West Somerset, which makes attracting
9. ONS (2010) Sub National Population Projections, 2008
based.
and retaining those of working age a central theme
of this strategy. Looking to experience in other
geographical areas with acute aging of the population
– for instance, Japan – demonstrates the associated
risks of a shrinking working age population, manifested
in the increasing out migration of young and talented
individuals. This is an outcome which West Somerset
should seek to avoid.
4.3
Peripherality & Accessibility
West Somerset is a sparse peripheral rural area with
a very low population density of less than 0.5 people
per hectare (compared with the national average of
3.95). Over half of its population live in the three main
settlements of Minehead, Watchet and Williton – with
connectivity between these centres, and out to other
settlements outside the district being relatively poor.
V+(('0'#%$!*0%,$"($%&'$)+,%0+1%$1 00'#%-/$( -3-$)+(('0'#%$
economic functions. In terms of physical geography,
much of the district forms part of the wider ‘M5
corridor’ with strong linkages to Taunton and
Bridgwater10. However, the coastal strip which includes
the three main settlements of Minehead, Watchet
and Williton does not form part of the M5 corridor
and is relatively self-contained. Minehead has one
of the highest self-containment ratings of all towns
over 10,000 population in the South West in terms of
employment and residence.
8'-($1"#%*+#4'#%$1*#$!0','#%$,+6#+31*#%$1&*--'#6',$
(as discussed below). However, in some cases it may
confer some economic advantage in terms of resilience.
Minehead is one example where this may be evident
P$6"")$,'-($1"#%*+#4'#%$+,$+)'#%+3')$*,$*$A'/$,%0'#6%&$
for its retail and services offer in the recent Town and
Village Centres Study11.
One of the primary economic challenges facing
West Somerset is the distance of settlements in the
coastal strip from the motorway. The travel time
to the motorway is greater than 30 minutes and
0'!0','#%,$*$,+6#+31*#%$.*00+'07$!*0%+1 -*0-/$+#$%'04,$"($
10.
Functional Economic Market Areas and Economic
Linkages in the South West’, South West Regional Observatory
analysis (July 2010).
11.
West Somerset Local Planning Authority Area Town
and Village Centres Study (2011).
21
perceptions of potential inward investors. However,
it is acknowledged that approximately one-third of the
district’s population live outside of the coastal strip may
therefore not suffer the same degree of remoteness.
These areas offer the potential for the district to be
an attractive location for home working supported by
valuable road linkages including the B3224 Taunton to
High Exmoor, B3227 Southern Exmoor to Taunton and
A396 Southern Exmoor to M5 link road and Dulverton
to Bolham roundabout A361.
In contrast, the western side of the district shares a
complementary role with the eastern side of North
Devon. For services and facilities, it looks towards
Barnstaple. The southern part of the district around
Dulverton looks to Tiverton and Exeter. Settlements
south-east of Halsway Hill along the A358 looking to
Taunton, whilst settlements north-east and east of the
Quantocks look to Bridgwater. Taunton exerts a greater
+#; '#1'$"#$`+#'&'*)$%&*#$a0+)6C*%'0$*,$+%$+,$1-",'0$
and has a much wider range of employment, services
and facilities.
For tourism, the boundaries with Exmoor National Park
4*A'$%&'$0'-*%+"#,&+!$C+%&$Y"0%&$V'?"#$,+6#+31*#%9$
Tourism within West Somerset is marketed within the
Exmoor brand, with the sub brands of the Coast and
Quantock Hills AONB sitting within this.
The physical dislocation between West Somerset and
larger centres of population in the South West is a key
factor in determining the character and performance of
the economy. This physical dislocation of the district is
exacerbated by poor transport links, particularly public
transport. Access to a car is vital for many and the
distances in terms of time are considerable. Minehead
is approximately 45 minutes by car from Bridgwater,
1 hour and 40 minutes from Bristol and over 3 hours
and 30 minutes from London. Commuting time is
%&'0'("0'$,+6#+31*#%$*#)$*1%,$%"$!0"4"%'$*$0'-*%+?'-/$
self-contained labour market.
The transport and communications infrastructure in
West Somerset is generally poor.
The A39 is the primary east-west road providing a link
between West Somerset and Bridgwater in the east and
Barnstaple in the west. In particular, the A39 is used by
22
%0*(31$%0*?'--+#6$(0"4$a0+)6C*%'0$%"$`+#)&'*)9$$@',%$
of Minehead, the road is only really accessible for light
&"-+)*/$%0*(31$R) '$%"$K"0-"1A$J+--M9$$8%0*%'6+1$*11',,$
to Barnstaple from Minehead is via Dunster, Wheddon
Cross, Challacombe and Blackmore Gate.
The A358 is the main route which connects Williton to
Taunton on a south-east/north-west axis.
X-%&" 6&$."%&$%&'$XbH$*#)$XbUc$*0'$1-*,,+3')$*,$TX2$
roads, both have limited opportunities for overtaking
and there are numerous ‘pinch points’ in villages along
their routes (for example, Seven Ash and Flaxpool
on the A358 and Kilve, Williton, Washford, Bilbrook
and Carhampton on the A39). These act to increase
the actual and perceived journey times from the M5 to
places including Minehead (for example, Minehead to
Taunton is 25 miles and takes at least 45 minutes by car
whilst Minehead to Exeter is 42 miles and takes 75-90
minutes).
The quality of these routes is such that access to the M5
for much of the district is relatively poor. In addition
%"$%&'$,+6#+31*#%$)+,%*#1',$.'%C''#$-"1*%+"#,7$%&'$0"*)$
network is heavily congested, especially at the peak of
the tourist season. The nature of the road infrastructure
(including restricted width of roads and few alternative
0" %',M$4'*#,$%&*%$!'*A,$+#$%0*(31$"0$+#1+)'#%,$&*?'$*$
large impact upon journey times. As a consequence,
this supports a perception of distance between places
P$*,$d" 0#'/$%+4',$1*#$.'$-"#67$*#)$*-,"$*,$,+6#+31*#%7$
highly variable.
There are no national rail stations in West Somerset and
although the West Somerset Railway (WSR) is a key
asset, it currently operates as a tourist attraction rather
than a transport solution for residents. The WSR has
aspirations to be used more widely for freight services,
especially in relation to the movement of aggregates.
It already has a good track record of working with the
Environment Agency and others, having been used to
move aggregates to Minehead for sea defence works.
There is also lobbying within the District for WSR to
provide more direct trains from Taunton, to bring larger
volumes of tourists to Butlins as well as a commuter
link. These will require exploration and an appraisal of
viability.
There are bus services, including frequent services
between Minehead and Taunton, and Williton and
a0+)6C*%'09$$J"C'?'07$C&+-,%$%&','$( -3-$*$0"-'$+#$
enabling the public to move around, they are less
suitable for business journeys and cannot be used for
freight purposes.
Poor transport links are, in part, a product of physical
geography. They are also exacerbated however,
by the limited investment that has occurred in the
communications network generally (including road,
rail and telephone) in the past. There is poor or very
limited mobile phone coverage over extensive parts of
the district. Broadband infrastructure is less constrained
but continues to be inadequate for much of the district.
Next Generation Broadband infrastructure will
become as important as access to traditional utilities in
providing the desired quality of life and the conditions
to enable entrepreneurialism and growth. This is
especially the case in West Somerset which has a high
proportion of micro-businesses (less than 5 employees)
compared with elsewhere. Under the Broadband
Infrastructure Index, a measure of broadband
infrastructure and provision, West Somerset achieved
an index score of 27% which compares poorly to urban
areas such as Bristol which scored 74%. The average
download speed in Somerset is approximately 3 mbps,
considerably slower than the UK average of 5.06 mbps.
Recent survey evidence12 collected showed that poor
broadband is a barrier to further ICT take up for 22%
of rural businesses, compared to 5% of businesses in
urban areas. The situation is also exacerbated due to the
dominance of SMEs in the economy for which it is not
3#*#1+*--/$*%%0*1%+?'$%"$,'-(E3#*#1'$1"##'1%+"#9$5&'0'$
are indigenous high value West Somerset businesses
who are considering moving out of the area because
the lagging technology no longer makes it competitive
for them to remain. This is of considerable concern,
and is a factor that could seriously affect future inward
investment opportunities.
Accessibility and peripherality of many of its larger
settlements (e.g. Minehead, Watchet and Williton)
create major challenges for West Somerset. The
relationship between location and economic prosperity
is strong and peripherality from major centres of
12.
Connecting Somerset.
economic activity can be a major constraint to
building the positive economic linkages that enable
a local economy to grow. In addressing this issue,
it is important to understand and take a critical view
of existing functional relationships so that those
0'-*%+"#,&+!,$C+%&$%&'$4",%$!"%'#%+*-$%"$/+'-)$.'#'3%$
are developed further. Looking west to North Devon,
it is clear that there is an established and valuable
connection for the tourism sector in West Somerset.
However, this relationship is largely driven by the
similar characteristics (and challenges) of the two
areas. West Somerset and North Devon both share
rural problems of economic underperformance in
the economy13. Fostering increased linkages in this
direction is unlikely to improve economic performance
substantially. Instead, there is a need to look out toward
areas where there is more potential to drive economic
.'#'3%9$$5"$%&+,$'#)7$1"##'1%+"#,$C+%&$5* #%"#$V'*#'$
and Sedgemoor may offer a greater potential prize.
Linkages with these areas are currently less strong but
improvement could yield a broader range of economic
.'#'3%,$*10",,$%&'$'1"#"4/9$$5&'$1&*--'#6'$+,$%&*%$
current accessibility is poor.
@&+-,%$%&'0'$*0'$4*#/$.'#'3%,$"($+4!0"?')$%0*#,!"0%$
connectivity, there is a need to understand the wider
changes and potential economic costs of shorter travel
times between settlements. In particular, bringing
locations effectively closer together may result in
redistribution of economic activity that may be
undesirable. Retail spending is one area where this is
especially relevant, where improved access of smaller
settlements to larger settlements may result in increased
leakage of expenditure from smaller local economies.
A key challenge for this strategy is to manage change
in order to ensure that the performance of the transport
infrastructure does not deteriorate further and identify
new linkages which can be made to improve economic
performance (for example through a new rail link to
Taunton). Improving connectivity – in terms of both
transport and ICT - is taken forward as a key theme for
the strategy.
13.&
7(00(!&/11 %1&/5%!'/*%5&/!&'+%&!(3'+%3!&-%!/!1 $"&#8&
SWRDA.
23
4.4
Housing
Analysis of housing affordability in West Somerset
shows that the district has a particular issue with
affordability. The ratio of lower quartile house prices
to lower quarter earnings in West Somerset has been
consistently higher than in Somerset, the South West or
England. This is partly a consequence of low average
wage levels and lack of suitable affordable housing.
Whilst the gap between the ratio in West Somerset and
comparators has reduced in the latter part of the period,
in 2010 it still stood at 8.92 against a County average
of 7.80 and national average of 6.6914. The issue of
affordability persists, despite the late 2000s recession
and subsequent broad cooling of the property market
across the UK.
A number of housing market assessments have been
undertaken which include areas of West Somerset15.
The Northern Peninsula Strategic Housing Market
Assessment (2008) assesses the area including North
Cornwall, Torridge and North Devon District Councils,
and parts of West Somerset District Council and all of
%&'$ND4""0$Y*%+"#*-$K*0A$X %&"0+%/9$$5&+,$+)'#%+3',$*$
number of sub-areas. For West Somerset, two sub areas
are particularly relevant. The ‘Coastal’ lower value
sub-market areas consisting of Boscastle and Tintagel,
Bude, Ilfracombe and Minehead, some of which are
characterised by the need for local regeneration, these
less accessible but relatively self-contained locations
offer more affordable homes; and the ‘Exmoor Core and
Fringe Sub-market Area’, the very high value National
Park and adjacent area which is attractive to incomers,
especially second home owners.
One of the most distinctive characteristics of the
housing market in the Northern Peninsula area is the
extent and strength of connections with distant housing
4*0A'%,9$$X#*-/,+,$"($&"4'$4"?',$&*,$1-'*0-/$+)'#%+3')$
the extent of movement to and from housing markets
in London, the South East, the East of England and
the West Midlands. The net effect is that moves to the
14.
Using HM Land Registry and ONS Annual Survey of
Hours and Earnings data.
15.
The two most relevant are (i) Northern Peninsula
Strategic Housing Market Assessment (2008), and (ii)Taunton
and South Somerset Strategic Housing Market Assessment
(2009).
24
area are particularly strong for families with dependent
children and for people in middle age, including early
retirees.
X$# 4.'0$"($A'/$)0+?'0,$"($1&*#6'$*0'$+)'#%+3')$("0$
the Northern Peninsula housing market area. These
1"4!0+,'<$%&'$#*%+"#*-$%0'#)$%"C*0),$60'*%'0$&" ,'&"-)$
growth; the impact of an ageing population; the trend
towards smaller households; the impact of in-migration;
a low wage economy; very high levels of need for
affordable housing; and the impact of second and
holiday homes
5&'0'$+,$*$,+6#+31*#%$#'')$("0$4"0'$*(("0)*.-'$&" ,+#69$$
The projected future requirement for affordable housing
frequently outstrips total projected supply. It has
been estimated that to address the existing backlog of
registered housing need and to meet anticipated new
housing need over the next 10 years, affordable housing
as a proportion of projected new supply would have
to be 88% in North Cornwall, 151% in North Devon,
75% in Torridge, and 217% in West Somerset. This
shows that, at current build rates, even if all of the
housing provided in North Devon and West Somerset
were affordable, it would still fall well short of
meeting affordable housing need. The assessment also
highlights evidence of above average levels of problems
of stock condition in West Somerset.
In summary, it is clear that West Somerset faces a
,+6#+31*#%$&" ,+#6$*(("0)*.+-+%/$!0".-'4$E$."%&$("0$
prospective owner occupiers and renters. There are a
number of explanatory factors, including the area being
a relatively low-wage economy while many parts of its
housing market are characterised by a high proportion
of buyers from outside the area, many in much higher
income groups. The economic consequence of this
issue is that it makes retaining a skilled workforce more
challenging for West Somerset, and in particular raises
issues around key workers. Coupled with the district’s
ageing population, there will be particular downward
pressure on the proportion of the population that are of
working age.
Tackling housing affordability should therefore be an
urgent priority for West Somerset. Past trends and
future projections in population indicate that there is a
,+6#+31*#%$0+,A$%&*%$*(("0)*.+-+%/$C+--$)'%'0+"0*%'$( 0%&'0$
in future years. There is also a need to take into account
the possibility of other external factors in the future that
may increase housing pressures.
:#$0',!'1%$"($( % 0'$+#; '#1'7$%&'$+#; D$"($1"#,%0 1%+"#$
workers during the construction period for Hinkley
Point C has the potential to create a shock to the local
housing market. The effect of any such shock is likely
to be concentrated geographically, and may affect
the rental market in particular. A large proportion
of the stock in the rural areas is used for short term
holiday lets market whereas PSR in Minehead is used
to house some of the most vulnerable households
(including some individuals that comprise the current
incoming seasonal workforce). There is potential for
displacement of the existing incoming seasonal migrant
workforce (for example, servicing the tourism and
agricultural sectors) by the Hinkley Point C workforce.
Impacts arise from incoming workers (and potentially
existing residents trading up) particularly in the private
rental sector. Workers will seek to live as close as
possible to the Park & Ride sites and will have the
market power to outbid local residents to achieve this.
It would be expected that there will be an increase in
housing demand from the local authority RSL sector
and housing opportunities will be reduced for other
residents generally. A consequence may be constraint
to household formation leading to overcrowding
and proliferation of houses with multiple occupation
(HMO).
The main issues here are the demands for
*11"44")*%+"#$0', -%+#6$(0"4$%&'$+#; D$"($-*06'$
numbers of temporary construction employees; the
way in which these requirements were met, including
the type and location of accommodation taken up; the
role of developer-provided on-site accommodation in
meeting accommodation demands; and the effects of the
!0"d'1%$"#$,!'1+31$,'1%"0,$"($%&'$-"1*-$*11"44")*%+"#$
market (especially rented housing).
There is a need to mitigate these impacts through the
provision of additional housing stock. This additional
housing stock can help to address place based impacts
'969$./$("1 ,,+#6$"#$.0"C#3'-)$*#)$0 0*-$'D1'!%+"#$
sites.
4.5
recession have had a substantial impact on the world
economy. Whilst key indicators suggest the world
economy is recovering from recession, the economy
*#)$3#*#1+*-$4*0A'%,$&*?'$.''#$,+6#+31*#%-/$
destabilised and there remains a high level of volatility.
This wider macroeconomic context has implications
for West Somerset, in particular through the impacts of
volatility on rural based economies. To an extent, West
8"4'0,'%$1*#$.'$+)'#%+3')$*,$*$T&"%,!"%2$"($?"-*%+-+%/$
since the composition of its economy (including a large
food & drink sector, tourism sector and reliance on the
motor vehicle for transport) means it is highly sensitive
%"$; 1% *%+"#,$+#$A'/$'1"#"4+1$+#)+1*%"0,9
The current UK macroeconomic environment is
1&*0*1%'0+,')$./$%+6&%$3,1*-$!"-+1/$P$+#$0',!"#,'$%"$%&'$
#'')$%"$%*1A-'$%&'$1" #%0/2,$, .,%*#%+*-$. )6'%$)'31+%9$$
Monetary policy is currently loose with interest rates
having been at a historical low for an extended period,
however credit markets remain tight and lending
1"#,%0*+#')9$$:#;*%+"#*0/$!0',, 0',7$( '--')$./$0+,+#6$
commodity prices also mean that there is increasing
pressure on policy makers to raise interest rates. This
would have adverse consequences for consumer
spending and therefore economic growth.
5&'$" %-""A$("0$60"C%&$*#)$+#;*%+"#$0'4*+#,$&+6&-/$
uncertain. In particular, uncertainty about the impact
"($%&'$3,1*-$1"#,"-+)*%+"#$*#)$0',%0+1%+"#,$"#$%&'$
availability of credit might cause consumption to grow
more slowly than real disposable incomes.
:#;*%+"#*0/$!0',, 0',$0'4*+#$,+6#+31*#%$*#)$%&'+0$
4*#+(',%*%+"#$+#$( '-$!0+1',$&*,$*$!*0%+1 -*0$+#; '#1'$
on rural economies such as West Somerset. Looking
ahead, continued strong global growth may lead to
further upward pressure on commodity and other import
prices. The degree of spare capacity and its impact on
+#;*%+"#$C+--$)'!'#)$"#<$%&'$,%0'#6%&$"($)'4*#)Q$%&'$
impact of the recession on potential productivity; the
performance of the labour market; and the sensitivity of
wages to labour market slack.
:#;*%+"#$&*,$*$,+6#+31*#%$+4!*1%$ !"#$1"#, 4'0$
spending. According to recent comparative undertaken
by PWC16, in 2009 rent or mortgage payments and
Economic volatility
5&'$4",%$0'1'#%$3#*#1+*-$10+,+,$*#)$%&'$-*%'$FGGG,$
16.
2011).
Economic Outlook Report’, PWC (March
25
utility bills accounted for 22% of household budgets.
5&+,$1"4!*0',$C+%&$*$36 0'$"($d ,%$[be$+#$[H_b9$$
Projecting forward, by 2030 it is estimated that this
expenditure will account for more than a quarter of
household expenditure. Clearly, this represents a
challenge to growth in consumer spending and the
wider economy.
Global commodity prices are an important factor
within this trend. The commodity market has been
experiencing a strong ‘bull market’ phase in recent
years which has seen the prices of many inputs rising
,+6#+31*#%-/9$$5&+,$&*,$!0"(" #)$'1"#"4+1$+4!-+1*%+"#,$
since commodities are key inputs to many essential
6""),9$$I+,+#6$!0+1',$('')$%&0" 6&$%"$+#;*%+"#$*#)$!-*1'$
pressure on business margins and household budgets.
China has been a primary driver of metals prices in the
2000s and has become the world’s largest consumer of
metals as well as its largest steel producer. Between
2000 and 2008, China’s consumption of key metals
such as aluminium, copper, lead, nickel, tin, and zinc
grew on average by 16.1 percent a year. Outside China,
metals demand rose by less than 1 percent a year17.
K0+1'$0+,',$&*?'$#"%$.''#$1"#3#')$%"$4'%*-,7$("")$!0+1',$
*0'$*-,"$'D!'0+'#1+#6$0*!+)$+#;*%+"#$C&+1&$&*,$,!*0A')$
riots in other locations across the globe.
There is uncertainty about how much longer elevated
!0+1',$C+--$!'0,+,%9$$5"$*$-*06'$'D%'#%$%&+,$0';'1%,$%&'$
changing balance of economic power across the world,
with the rise of not just the east (including China and
India) but also South America. Projected growth rates
in these countries far exceed that for more mature
western economies including the UK, USA and much
of Europe. On this basis, rising commodity prices
may persist. However, speculative forces may also be
playing a key role and indeed most markets are subject
to cycles.
A further source of volatility within the UK economy
relates to house prices. Current constraints on housing
)'4*#)$+#1- )'$. /'0$1"#3)'#1'7$4"0%6*6'$%'04,$*#)$
mortgage rates. Latest survey data from the Home
Builders Federation indicates a rise in the proportion of
individuals considering these factors a major constraint
17.
‘Global Commodity Markets: Review and Price Forecast’, World Bank (2010).
26
in all three cases. UK mortgage completions and
property transactions levels are both at historically
low levels. Gross mortgage lending is less than half
the value observed in the latter part of 2007. These
observations also occur at a time when the UK base rate
sits at a historic low of 0.5%. This is a very low interest
rate and below one that policy makers would normally
target in more stable economic circumstances.
:#10'*,+#6$+#;*%+"#*0/$!0',, 0',$4'*#$%&*%$+%$+,$-+A'-/$
that rates will begin to rise soon. This will increase
mortgage costs to households, putting pressure on
disposable income and acting as a drag on consumer
spending growth.
There is a lack of equity and very tight debt market,
the property market is particularly vulnerable to
interest rates rises that may be necessary to tackle
6'#'0*-$+#;*%+"#$C+%&+#$%&'$'1"#"4/9$$@&+-,%$%&'0'$*0'$
economic and social arguments in favour of realignment
of property values in relation to income levels, there
is a danger of sharp falls which could be destabilising
for other parts of the economy, especially consumer
1"#3)'#1'$*#)$&+6&-/$0'-*%')$,'1%"0,9
To summarise, current national economic trends
indicate substantial challenges to the UK economy
continue. In particular, a combination of largely
;*%$60"C%&$*#)$60"C+#6$+#;*%+"#*0/$!0',, 0',$*0'$*$
%&0'*%$%"$'1"#"4+1$!0",!'0+%/9$$5+6&%$3,1*-$!"-+1/$*#)$
adjustment in the housing market are also issues. West
Somerset is, and will continue to be, affected by these
+#; '#1',9$$:%,$0 0*-$#*% 0'$4'*#,$%&*%$,"4'$!0',, 0',$
will exert a greater than average negative impact – for
'D*4!-'7$+#;*%+"#*0/$!0',, 0',$+#$( '-$!0+1',9$$5&'0'$
is also a tendency for economically underperforming
areas to experience a lag behind other areas both in
terms of impacts of recession and in recovery. Many
national macroeconomic forecasters are predicting a
much slower recovery from late 2000s recession in less
prosperous areas of the UK.
The implication of this continued wider macroeconomic
volatility for West Somerset is that it must take action,
to improve both the overall level of its economic
performance and its economic resilience. In particular,
rising oil prices and the impact of constrained consumer
spending on the tourism sector are key threats to
economic prosperity in the district.
4.6
Elevated price of oil
Abundant supplies of cheap liquid fuels form the
foundation of modern industrial economies. At
present the vast majority of these fuels are obtained
from ‘conventional’ oil. However, a growing number
of commentators are forecasting a near-term peak
and subsequent terminal decline in the production of
conventional oil as a result of the physical depletion
of the resource. Many believe that this could lead
to substantial economic dislocation, with alternative
," 01',$.'+#6$ #*.-'$%"$T3--$%&'$6*!2$"#$%&'$%+4',1*-'$
required. This is often referred to as the ‘peak oil’
effect. Elevated oil prices are already a concern,
but the implication of peak oil is that prices will rise
substantially further in the future due to a widening gap
between demand and supply.
Beginning in 2003, a combination of strong demand
growth, rising prices, declining production in key
regions and ominous warnings from market analysts has
increased concerns about oil security. While the global
economic recession has brought oil prices down from
their record high of July 2008, the International Energy
Agency (IEA) is warning of a near-term ‘supply crunch’
owing to the cancellation and delay of many upstream
investment projects. There is a growing consensus that
the age of cheap oil is coming to an end.
@+%&" %$, (31+'#%$+#?',%4'#%$+#$)'4*#)$0') 1%+"#$*#)$
substitute sources of energy, a decline in the production
of conventional oil could have a major impact on
the global economy. In addition, the transition away
from conventional oil will have important economic,
environmental and security implications which need to
be anticipated if the appropriate investments are to be
made.
A recent report by the UK Energy Research Centre18
4*A',$*$# 4.'0$"($+4!"0%*#%$1"#1- ,+"#,<$
(i) Decline rates are on an upward trend as more
6+*#%$3'-),$'#%'0$)'1-+#'7$*,$!0") 1%+"#$,&+(%,$
%"C*0),$,4*--'07$/" #6'0$*#)$"((,&"0'$3'-),$*#)$*,$
changing production methods lead to more rapid
18.
‘The Global Oil Depletion Report’ UK Energy Research Centre (October 2009).
post-peak decline. As a result, more than two thirds
of current crude oil production capacity may need to
be replaced by 2030, simply to prevent production
from falling. At best, this is likely to prove
extremely challenging.
(ii) Large resources of conventional oil may be
available, but these are unlikely to be accessed
quickly and may make little difference to the
timing of the global peak. The timing of the global
peak for conventional oil production is relatively
insensitive to assumptions about the size of the
global resource. For a wide range of assumptions
about the global URR of conventional oil and the
shape of the future production cycle, the date of
peak production can be estimated to lie between
2009 and 2031.
On the basis of current evidence, the UKERC suggest
that a peak of conventional oil production before 2030
*!!'*0,$-+A'-/$*#)$%&'0'$+,$*$,+6#+31*#%$0+,A$"($*$!'*A$
before 2020. Given the lead times required to both
)'?'-"!$, .,%+% %'$( '-,$*#)$+4!0"?'$'#'06/$'(31+'#1/7$
this risk needs to be given serious consideration.
The implication of peak oil is that West Somerset’s
Economic Strategy and Core Strategy should apply
due consideration of the district’s capacity for self
, (31+'#1/9$$Z+-$+,$*$A'/$+#! %$+#%"$*$4 -%+% )'$"($
vital goods and services and its price therefore has the
!"%'#%+*-$%"$+4!*1%$,+6#+31*#%-/$ !"#$1",%,$C+%&$*)?'0,'$
impacts for consumers, particularly for those whose
demand is a necessity. This means thinking about how
?+--*6',$*#)$4*0A'%$%"C#,$1" -)$( #1%+"#$, (31+'#%-/$+#$
%&'$(*1'$"($*$,+6#+31*#%$0') 1%+"#$+#$1*0$.*,')$%0*#,!"0%9$$
National evidence indicates that rural residents
typically start from a lower income base and spend a
larger proportion of their income on transport. The
Government’s recent statement on the application of
a 5 pence reduction of pump prices in very rural areas
demonstrates this point. Given the rural nature of West
Somerset, it is therefore more susceptible to the adverse
impacts of peak oil than other less rural districts.
Focusing on business, West Somerset’s economy is not
highly diverse and therefore peak oil can be expected to
&*?'$*$,+6#+31*#%$+4!*1%$"#$'1"#"4+1$0',+-+'#1'9$$5&'$
industrial, transport, logistics and tourism sectors are
likely to be particularly adversely affected.
27
The magnitude of the potential impact on tourism,
"#'$"($@',%$8"4'0,'%2,$A'/$,'1%"0,$*#)$*$,+6#+31*#%$
employer, is unknown but clearly a key area of
risk. The day visit trade is currently a very high
proportion of the County’s tourism trade and may be
hit disproportionately hard. It is hard to predict how
the impact of peak oil may translate into changes in
overall visitor numbers. However, it is clear that there
are potential adverse consequences across the sector.
Short stay B&Bs may be disproportionately affected
and it may also have impacts on the market for holiday
homes in the area. Looking to the future therefore,
local strategies in marketing and mobility will become
increasingly important.
Public service delivery will also be increasingly
stretched by peak oil, due to the dispersed nature of
networks and low population density. For example,
road maintenance, winter gritting and waste collection
are likely to be put under particular pressure.
Elevated oil prices will also have a greater negative
impact on households in West Somerset relative to
more urbanised geographical areas of the UK. There
is limited provision and connection of mains gas in
the district which means that many households rely
on other sources including oil to cater for their energy
needs for cooking and heating. A higher cost of oil
will exert a negative impact on these households. West
Somerset already has a high proportion of households
that could be considered as in ‘fuel poverty’ – in
order of between 16% and 20% 19. A local survey
"($&" ,'&"-)$!0"!'0%+',$&*,$*-,"$+)'#%+3')$*$&+6&$
proportion with low energy performance ratings20.
A fuel poor household is one that cannot afford to
provide adequate warmth and meet other essential
19.
South West Regional Observatory – Households in Fuel
Poverty Map 2010, see http://planning.swo.org.uk/EasysiteWeb/
getresource.axd?AssetID=46307&type=Full&servicetype=Attac
hment.
20.
Sedgemoor District Council, West Somerset Council,
& Taunton Deane Borough Council Affordable Energy and
Fuel Poverty Strategy, November 2009, see http://www.westsomersetonline.gov.uk/getattachment/Housing/Somerset-WestPrivate-Sector-Housing-Partnership/Who-we-are/Enabling-unit/
9!%3,8:9;*2/%!28:"!5:<%%-/!,:="30>?;;(35"#$%:9!%3,8:"!5:
Fuel-Poverty-Strategy-24-11-2009.pdf.aspx
28
energy demands at a reasonable cost. The most widely
*11'!%')$)'3#+%+"#$"($*$( '-$!""0$&" ,'&"-)$+,$"#'$
which needs to spend more than 10% of its income on
all fuel use to heat its home to an adequate standard
"($C*04%&9$$5&+,$+,$6'#'0*--/$)'3#')$*,$F[oC in the
living room and 18oC in the other occupied rooms the temperatures recommended by the World Health
Organization.
@&+-,%$!'*A$"+-$0'!0','#%,$*$,+6#+31*#%$1&*--'#6'7$+%$
would be wrong to view it entirely in a negative light.
Due cognisance should be made of the damage that oil
derivatives have on the environment of the district and
%&'0'("0'$%&'$!"%'#%+*-$.'#'3%$"($!-*1+#6$0'," 01',$%"$
reduce oil use and promote the use of environmentally
sensitive energy generation. The impetus for change
this provides may offer a valuable opportunity to raise
local identity and a wider sense of community. Some
areas of employment may well expand to support
+#10'*,')$,'-($, (31+'#1/$P$("0$'D*4!-'7$-"1*-$*#)$
seasonal scale food production will become more cost
competitive. It may also make social enterprise type
models of delivery more attractive. West Somerset,
for example already has a number of community run
?+--*6'$,&"!,9$K'0+"),$"($,+6#+31*#%$1&*#6'$&*?'$*-,"$
.''#$&+,%"0+1*--/$.'#'31+*-$+#$%'04,$"($,%+4 -*%+#6$
entrepreneurial spirit and innovation. These could
be put to good use to counter peak oil challenges.
a ,+#',,',$%&*%$1*#$, !!"0%$*#)$0*+,'$%&'$'(31+'#1/$"($
the ‘repair, reuse, recycle and reduce’ mantra will be
well positioned to grow based on this demand.
In light of the potential impacts, the transition to a low
carbon economy is a central foundation of this strategy
and its subsequent approach to key themes and sectors
for West Somerset’s future.
4.7
Managing low carbon transition and
economic transformation
Guiding West Somerset’s economy through low carbon
transition and long term economic transformation
is a substantial but critically important task for the
future prosperity of its residents. The transition to
*$-"C$1*0."#$'1"#"4/$+,$*$,+6#+31*#%$1&*--'#6'$("0$
economies around the world, driven by the social,
economic and environmental impacts of climate change.
5&+,$%0*#,+%+"#$*-,"$!0','#%,$*$# 4.'0$"($,+6#+31*#%$
opportunities for locations that take proactive measures
to position themselves to capitalise on opportunities
and adapt their existing economic structure. Interlinked
with this transition should be the wider goal of
achieving positive long term economic transformation
in West Somerset – in particular, by improving access to
skills training and employment opportunities.
The Coalition Government is pursuing a ‘green
recovery’ – encouraging green growth in moving to
a sustainable low-carbon economy. It is working on
plans for a Green Investment Bank, investing £1 billion
+#$%&'$30,%$1*0."#$1*!% 0'$*#)$,%"0*6'$)'4"#,%0*%+"#$
project and investing more than £800 million in
renewable heat. A ‘Green Deal’ to ensure energy saving
in every home and create jobs around the country is also
being implemented. The goal is to build a world-class
infrastructure to support economic growth, bringing
low-carbon jobs, manufacturing and skills to the UK.
The economic and social impacts of failing to
adequately transform into a low carbon economy
are arguably greater in West Somerset given its rural
context.
5&'0'$*0'$*$# 4.'0$"($,+6#+31*#%$)'?'-"!4'#%,$*#)$
investments in relation to low carbon transition which
will provide opportunities for the district. For example,
the North Atlantic Array Windfarm project being
developed by RWE Npower in the Bristol Channel off
the North Devon coast. The development has yet to
go through the planning process but construction work
could start in 2014 and be completed by 2018. The
f\.#$!0"d'1%$&*,$%&'$!"%'#%+*-$%"$!0"?+)'$*$,+6#+31*#%$
number of jobs during construction, with more longterm employment through maintenance. There are
also proposals for a zero carbon holiday complex
and solar panel factory by the solar canopies of a
5 megawatt solar farm on the former East Yelland
K"C'0$8%*%+"#$,+%'9$$K0"d'1%,$"($%&+,$#*% 0'$0';'1%$
the South West’s position as the UK’s prime area for
economically viable solar panel installations. Proposals
"($%&+,$%/!'$C+--$6'#'0*%'$,+6#+31*#%$'4!-"/4'#%$*#)$
supply opportunities. Some of the skills required for
these opportunities cross over with those for other
construction projects. For example, specialist welders
required by the nuclear industry can also apply their
skills to work on offshore wind power units.
5&'$)+,%0+1%$+,$%&'0'("0'$C'--$!-*1')$%"$.'#'3%$(0"4$%&'$
increasing importance of driving a realistic low carbon
economy. The case for ensuring adequate opportunity
for West Somerset residents to acquire higher level
vocational skills is therefore strong.
A potential catalyst that could assist West Somerset’s
economic transformation is the proposed construction
of Hinkley Point C. This project is of major
,+6#+31*#1'$%"$%&'$-"1*-$'1"#"4/$*#)$"(('0,$%&'$
potential to further progress changes that will help the
area in its economic transformation. The project’s
!"%'#%+*-$+4!*1%$C+--$.'$,+6#+31*#%$."%&$) 0+#6$+%,$
construction phase and in its legacy thereafter. As part
of the project, The Somerset Low Carbon Delivery
Plan has been developed as a joint vision between
EDF Energy and the local authorities. This provides
a strong basis for fostering growth and being able to
respond to the economic opportunity that Hinkley Point
C creates. This partnership approach is continued and
strengthened through the Heart of the South West Local
Enterprise Partnership.
The primary goals of the plan are rebalancing the
'1"#"4/$*#)$0')'3#+#6$!-*1'9$$5&'$1"#,%0 1%+"#$*#)$
commissioning of HPC provides a catalyst to rebalance
the Somerset economy within the broader context
"($*$-"C$1*0."#$'1"#"4/9$$X,$%&'$30,%$"($%&'$#'C$
generation of nuclear new build, it provides Somerset
with a unique opportunity to develop the necessary
skills, expertise and knowledge to be at the forefront
of the nuclear industry. The construction phase, over
*$#+#'$/'*0$!'0+")7$C+--$10'*%'$,+6#+31*#%$"!!"0% #+%+',$
for people and businesses, but also this timeframe will
enable Somerset to position itself as central to the low
carbon and nuclear infrastructure supply chains in the
O^9$$I')'3#+#6$!-*1'$C+--$*-,"$.'$+4!"0%*#%9$$L0'*%+#6$
the conditions for a thriving, productive business base
and ultimately restructuring the economy, is equally
dependent on creating a strong identity for Somerset as
a Low Carbon Economy.
The development of four business plans which
encompass the elements of a Somerset Low Carbon
Economy will provide a framework for intervention and
a clear role for the public sector in guiding the market.
5&'$(" 0$. ,+#',,$!-*#$*0'*,$*0'<$Y 1-'*0$L- ,%'0Q$
Renewable and Community Energy; The Natural
Environment and Low Carbon Tourism; and Built
29
N#?+0"#4'#%$*#)$I'%0"3%9$$@&+-,%$%&'$W" 0$a ,+#',,$
K-*#,$C+--$,'%$" %$,!'1+31$*1%+?+%/$%&'0'$*0'$*$# 4.'0$
of common work streams and cross-cutting themes that
'4'06'9$$5&','$+#1- )'<
=$ Workforce and Skills;
=$ Superfast Broadband;
=$ Transport and Sites; and
=$ Business Support.
The development of workforce skills and job
opportunities will be one of the most important pillars
supporting West Somerset’s economic transformation.
This is not limited to opportunities around the nuclear
sector, but the investment at Hinkley Point C given
its scale does provide an opportunity to develop
targeted interventions. At its peak, it is estimated that
the project will require 5,600 construction workers.
The Construction Workforce Development Strategy
(CWDS)21 has been developed through collaborative
working with a range of skills and employment
stakeholders and agencies in Somerset, and consists of a
number of such interventions. These are outlined under
the ‘Retain Skilled Workers’ theme in Section 6.2.
A construction project of this scale also brings with
+%$"!!"0% #+%+',$("0$,4*--$304,$%"$,'1 0'$. ,+#',,$*,$
suppliers to the Developer. Many of the requirements
of nuclear power are highly specialised, but there are
likely to be opportunities for local service industries
in areas such as IT, catering, standard buildings
construction and engineering, training and education,
landscaping etc. Considering the capturing of
opportunities for West Somerset businesses around
low carbon transition more broadly, there is a need to
'#, 0'$, (31+'#%$-*#)$*--"1*%+"#,$%"$'#*.-'$. ,+#',,',$%"$
expand their premises to enable growth into new market
*0'*,9$$@',%$8"4'0,'%$. ,+#',,',$C+--$*-,"$.'#'3%$(0"4$
bespoke business support along the lines of the Making
the Links project described in section 3, to ensure that
engagement with aspects of the Hinkley Point C supply
chain is maximised.
21.
‘Site Preparation Works, Hinkley Point C – Proposed
Nuclear Development: Appendix 11 Construction Workforce
Development Strategy, Draft for Review V2.6 (27th June
2011).
30
The potential direct job creation resulting from the
Hinkley Point C project is clearly important. However,
"($60'*%'0$,+6#+31*#1'$+,$%&'$-"#6'0$%'04$!"%'#%+*-$
to invest in skills within West Somerset. There is
,+6#+31*#%$!"%'#%+*-7$("0$'D*4!-'7$("0$@',%$8"4'0,'%$
Community College (WSCC) to expand the breadth
"($+%,$+#; '#1'$%"$%&'$.'#'3%$"($4"0'$/" #6$!'"!-'9$$
The college recently has became an academy, a status
expected to offer WSCC increased funding, greater
1"#%0"-$"?'0$. )6'%,$*#)$;'D+.+-+%/$"?'0$%&'$1 00+1 - 4$
and the ability to target student support where it is most
needed.
Management of West Somerset’s transition to a
low carbon economy and long term economic
transformation will require careful consideration
of the evolving structure of its economic base and
development of key sectors. Existing key sectors
may need support or strategic leadership to adapt over
time and seizing opportunities to attract activities in
new emerging sectors will be important. Accordingly,
should the Hinkley Point C project proceed, there
will also be a need to ensure that any potential
adverse impacts on these sectors and opportunities are
adequately mitigated as well as taking measures to
maximise positive impacts arising. A critical review
of the Hinkley Point C project’s potential to generate
socio economic impacts has been undertaken22.
This has focussed on the scale of impact on levels
of employment arising from the projects and the
distributional and equity issues arising from those
changes.
Potential economic and social threats which need to be
*)'B *%'-/$*))0',,')$4*/$+#1- )'<
=$ The possibility of a boom-bust effect if the legacy
potential of Hinkley Point C is not secured;
=$ The potential for higher rates of pay offered by
the Hinkley Project to attract skilled workers from
existing businesses leading to displacement of the
workforce; and
=$ Worsening perceptions of West Somerset as a high
value tourist destination as a result of the disruptive
22.
‘Hinkley Point C - Appraisal of local impact’, West
Somerset and Sedgemoor councils (January 2011).
=$ and displacing effects of large scale construction
projects.
Ongoing monitoring of the project will be required as
it develops – to ensure a positive economic legacy of
Hinkley Point C for West Somerset whilst mitigating
against what could also be substantial threats to the
fragile local economy.
4.8
New models of public service delivery
>"?'0#4'#%$+#; '#1'$&*,$%*A'#$*$#'C$)+0'1%+"#$ #)'0$
the Coalition Government from May 2010 and the new
policy environment is still evolving. Nevertheless,
C&*%$+,$1-'*0$+,$%&'$+#10'*,+#6$+#; '#1'$"($%&'$T-"1*-+,42$
agenda and aspirations to develop the ‘Big Society’.
Localism is encapsulated by the Decentralisation
and Localism Bill 2010 which contains a package of
reforms that will devolve greater power and freedoms
to councils and neighbourhoods, establish new rights
for communities, change the planning system, and
give communities control over housing decisions. The
Localism Bill contains the following measures with the
*+4$%"$,%0'#6%&'#$-"1*-$)'4"10*1/$./<
=$ Creating incentives for economic growth;
=$ Establishing new rights for local people and
communities;
=$ Reforming planning;
=$ Making housing fairer and more democratic;
=$ Abolition of Regional Strategies; and the
=$ Abolition of Regional Agencies.
Public service delivery also now faces an environment
of much reduced public expenditure. This new
environment will necessitate new models of public
service delivery. It will mean maximising the impact
of existing resources, facilitating new and maintaining
'D+,%+#6$!*0%#'0,&+!,9$$X!!-/+#6$+#; '#1'$%"$*$?*0+'%/$
of different organisations and agencies at local, sub
regional, regional and national levels including the
Heart of the South West (HOSW) Local Enterprise
Partnership (LEP) will be an essential part of this
*1%+?+%/9$$JZ8@$1"?'0,$*$,+6#+31*#%$6'"60*!&/$C&+1&$
includes Plymouth, Torbay, Devon and Somerset.
There is uncertainty about how local businesses will
+#; '#1'$SNK$!0+"0+%+',7$*#)$+%$+,$1"#,+)'0')$%&*%$%&'0'$
is potential for Local Delivery Partnerships (sub LEP)
that could better communicate with the LEP. In the
1"#%'D%$"($'1"#"4+1$60"C%&$*#)$'1"#"4+1$+#; '#1'7$
West Somerset would be best aligned with Sedgemoor
District and Taunton Deane Borough. There are
important linkages with these areas in relation to skills
development and the nuclear agenda. Bridgwater
is being established as a new ‘energy centre’ in the
region, and a growth point for new emerging industrial
sectors – environmental and energy based technologies.
It should also be acknowledged that West Somerset
has a relationship with North Devon in terms of the
shared opportunities offered by tourism and the issues /
challenges of rural deprivation.
Neighbourhood plans are a particularly important
change to the planning system being introduced via
the Localism Bill. Four of the Government’s 17
neighbourhood planning vanguard pilot areas are in the
South West, and include Lynton in Exmoor across the
border in North Devon.
The introduction of neighbourhood plans will enable
communities to create a vision of what their areas
,&" -)$-""A$-+A'9$$5&'/$C+--$&*?'$*$(*0$60'*%'0$+#; '#1'$
+#$)'1+)+#6$C&'0'$#'C$,&"!,7$"(31',$"0$&"4',$
should go and what green spaces should be protected.
Government believes this will give neighbourhoods
*#)$-"1*-$*0'*,$%&'$;'D+.+-+%/$%"$+##"?*%'7$.'$10'*%+?'7$
access new resources and control their own futures.
Neighbourhood plans will give local people, through
a local parish council or neighbourhood forum, the
opportunity to create neighbourhood development
plans. Provided the plans are in line with national
planning policy, the local authority’s core development
plan and other legal requirements local people will
be able to vote on it in a referendum. If the plan is
approved by a majority, then the local authority will
bring it into force. Local authorities will be required to
provide technical advice and support to neighbourhoods
in drawing up their plans and there are limited funds
available from government.
Constraints on the resources available to the District
provide the need for a new approach to economic
development which is based on maximising the impact
of existing resources. This means doing things in a
smarter way, for example by providing links between
31
businesses and training providers, by maximising the
+4!*1%$"($#'C$)'?'-"!4'#%,$%"$'#, 0'$%&'/$.'#'3%$-"1*-$
communities, and by ensuring businesses are ready to
take advantage of public / private sector procurement.
West Somerset will need to build on its already good
track record of partnership working as demonstrated by
the Exmoor Tourism Partnership, Watchet Regeneration
Forum, its Economic Strategy Group and the Minehead
Vision Group.
Closely linked to maximising the impacts of existing
resources is ensuring that strong partnerships are
in place between the public, private and voluntary
,'1%"0,$C&+1&$'#*.-'$*$;'D+.-'$*!!0"*1&$%"$'1"#"4+1$
development. The success of the Local Enterprise
Partnerships (LEP) will depend on the involvement
and engagement of businesses and businesses need to
be central to local decision making. Good partnership
arrangements enable employment and business
support programmes to be delivered more effectively.
Organisations also need to work in partnership with
investors and developers to achieve better, mutually
.'#'31+*-7$" %1"4',9$
The above emphasises the need to actively engage with
the LEP and other relevant partners to identify, shape
and drive new models of delivery.
32
© West Somerset Council
33
5.0 Baseline Conditions
An update of economic conditions in West Somerset
using the latest available datasets has been undertaken
as part of the preparation of this Economic Strategy.
This is provided in full in Appendix 2. Its purpose is
to provide a focussed update of economic conditions
using key statistical indicators, to provide an evidence
base for establishing new priorities and policy
recommendations. It is not intended to be a complete
audit of the local economy and should be considered
alongside the broader baseline conditions established in
the 2009 Economic Strategy.
5&+,$,'1%+"#$!0"?+)',$*$, 44*0/$"($%&'$3#)+#6,$*#)$
implications of this baseline analysis.
West Somerset has a number of strengths. Its high
quality natural environment is a particularly important
asset and forms the foundation of a number the district’s
key economic sectors. These include the tourism
sector which is strong and accounts for a substantial
proportion of the area’s employment and output. West
Somerset’s tourism offer is distinct from the wider
Somerset offer, providing an unique experience to
visitors. The district’s economic base is fairly diverse
and there is an existing predisposition to local enterprise
and self employment. West Somerset’s Community
College is a valuable asset, highly successful and is
expanding its reach across the district, raising skills
levels and aspirations amongst local communities.
The district also faces a number of economic and social
issues which impact upon its population and future
economic potential. Many are a consequence of West
Somerset’s unique geography. Peripherality of the area
is a longstanding issue that has many implications for
the functioning of the economy.
In particular, there are issues around employment
and skills – including provision of an adequate range
of employment opportunities and retaining a skilled
workforce for the local economy. The District has
higher than average worklessness numbers and it should
not be underestimated how far some of the long-term
unemployed are from the job market. Whilst the SME
1 -% 0'$+#$%&'$)+,%0+1%$+,$0';'1%+?'$"($.'#'31+*-$%0*+%,$
in enterprise and entrepreneurship, it also means that
there are few large employers. Many SMEs in West
Somerset are actually at the smaller end of the SME
scale, and can be categorised as micro-businesses
34
(having less than 5 staff). Furthermore, many of
%&','$304,$*0'$,'-(E'4!-"/')$.*,')$-+(',%/-'$%/!'$
businesses and therefore deliberately stay relatively
small. This may at least in part explain the presence
of fewer managerial and professional job opportunities
in the area. Poor accessibility to the area acts to
inhibit inward investment by businesses into the areas,
particularly the time taken to travel to the motorway
from the major settlements in the district. The
labour force in the district is relatively small and as a
consequence there exist skills gaps, particular at higher
levels.
Examining the key sectors that make up the economy’s
economic base, whilst the tourism sector is very
successful its dominance does present downsides. The
local economy is heavily dependent on the tourism
industry, especially in certain geographical locations
across the district. For example, in Minehead it is
estimated that c.55% of employment is tourism-based
or tourism related. Tourism related employment in the
district also exhibits strong seasonality which results in
,+6#+31*#%$; 1% *%+"#,$+#$]8X$.'#'3%$1-*+4*#%,$%&0" 6&$
the year.
Housing affordability is a major challenge for West
Somerset, exacerbated by relatively low wage levels
in key areas of the local economy (such as agriculture,
retail, social care, tourism). Issues are present for
both local prospective owner occupiers and renters.
X,$C'--$*,$&*?+#6$,+6#+31*#%$,"1+*-$+4!-+1*%+"#,7$%&+,$
has negative impacts around workforce retention and
attracting the workers that are needed to enable the
economy to grow and thrive. The acute trend toward
*#$*6'+#6$"($%&'$!"! -*%+"#$+#$%&'$)+,%0+1%$4*6#+3',$
the negative consequences of this for the health of
the economy. The ageing population is also likely to
increase the demand for services to support the elderly
at home and/or in care homes – and is a key issue for
the area’s future.
In terms of retail and service provision, there is need
in the short and medium term to defend the existing
shopping provision and service offer, enhance the
quality of the urban environment, and to make
only minor enhancements to the retail economy if
opportunities arise, rather than major additions which
are unlikely to be commercially viable given the levels
of expenditure within the settlements’ retail catchments.
This is particularly the case for convenience shopping
and it is all the more important to note this approach
given the current state of the economy.
35
Old Sailing Boat at Porlock Weir © Philip Peters
36
6.0 Themes
6.1
Overview
This section outlines the key themes of this strategy.
Its purpose is to provide the strategic direction for the
resulting actions.
The overarching cross cutting themes of this strategy
are sustainability and economic transformation. The
("--"C+#6$(" 0$A'/$%&'4',$*0'$+)'#%+3')<
=$ Upskilling and retention of skilled workers;
=$ Enterprise and entrepreneurship;
=$ Improve connectivity; and
=$ Protecting and developing key assets.
6.2
Upskilling and retention of skilled
workers
Taking actions to enable both upskilling of the
working age population aligned with expected future
employment opportunities and to retain a greater
number of skilled workers in the District is a key
priority in securing long-term economic transformation
of the West Somerset economy.
Upskilling and training of the population provides a
) *-$.'#'3%$P$"(('0+#6$+#)+?+) *-,$%&'$"!!"0% #+%/$%"$
secure employment opportunities and businesses a
suitable pool of skilled labour to support and grow. To
be effective this upskilling needs to be aligned with the
future needs of industry. The proposed development
at Hinkley Point C if delivered is expected to create
in order of 900 operational posts. There is a clear
aspiration to ensure that as many of the District’s
residents as possible have the opportunity to acquire
the skills which provide them with access to such
opportunities.
Retaining skilled workers within the District is vitally
important in ensuring West Somerset’s future economic
prosperity. Ensuring adequate skills remain in the local
'1"#"4/$'#*.-',$%&'$'1"#"4/$%"$"!'0*%'$'(31+'#%-/$*#)$
prevents distortions in the market. The rapidly ageing
population make this a particular challenge. As skilled
workers reach retirement, there is a need to ensure
, (31+'#%$0'!-*1'4'#%$-*." 0$, !!-/$(0"4$/" #6'0$
generations. In particular, higher level vocational
skills are important – both to businesses in terms of
the availability of a suitably skilled labour pool and to
individuals in terms of access to employment.
A key aspect of retaining skilled workers is ensuring
%&*%$%&'0'$*0'$, +%*.-'$*#)$, (31+'#%-/$*%%0*1%+?'$C"0A$
"!!"0% #+%+',$("0$%&'4$%"$3--$C+%&+#$%&'$-"1*-$*0'*$*,$
well as an affordable purchase / rental housing stock.
In addressing skills issues, there is need both to ensure
that skills training provision is well aligned with the
needs of growth sectors in the 21st Century economy
and to stimulate a business infrastructure that can
provide related work opportunities for individuals once
they have gained the requisite skills. Perceptions of
the district need to change more towards a place of
opportunity.
There are a number of opportunities that may provide
employment opportunities suitable for those based in
West Somerset.
In the short-term, while the local tourism market may
face the headwinds of higher fuel prices and squeezed
household budgets there may be opportunities arising
out of the trend for people to substitute foreign holidays
for ‘staycations’ in times of reduced disposable
incomes. The UK’s recovery from the late 2000s
recession is slow and there is sustained pressure on
household budgets so opportunities in West Somerset
*0+,+#6$(0"4$4"0'$T,%*/1*%+"#,2$1" -)$.'$,+6#+31*#%$+#$
the short term.
In the medium to longer term, there are increasing
opportunities in internet-based service sector jobs that
do not require direct client contact. Subject to adequate
broadband capability, the high quality of natural
environment in West Somerset could make it attractive
to individuals wishing to pursue activities in these areas.
The Hinkley Point C project could provide an important
vehicle for furthering the objective of retaining skills.
At the time of this strategy, the Preliminary Works
Application for Hinkley Point C indicates a potential
start of construction in 2011, creating 600 to 700 jobs
in the early phase. A straightforward action is to ensure
%&*%$%&'$.'#'3%,$%"$-"1*-$,A+--,$)'?'-"!4'#%$) 0+#6$%&'$
construction of Hinkley Point C are maximised. An
Employment and Skills Charter would be a means of
achieving this, ensuring that major developers employ
and help to train as many local people as possible.
I'1'#%-/$*60'')$C"0A("01'$36 0',$!0"d'1%$*$4*D+4 4$
37
of 38% of employees to be recruited from within a
90 minute travel time distance. Charters have been
used to good effect elsewhere in the County, including
Sedgemoor.
As highlighted in Section 4.7, EDF’s Construction
Workforce Development Strategy (CWDS) has been
developed to support people into employment for the
site preparations work and the main Hinkley Point
C project. The employment and skills interventions
outlined in the document are currently being delivered
so they are operational ready for the site preparation
C"0A,9$$5&+,$,!'1+31*--/$+#1- )',$%&'$N4!-"/4'#%$
Brokerage and the supporting job ready training
required to get people into work.
The CWDS skills and employment interventions are
designed to create a pathway from education through
to work. Young people can plan their early careers,
they can engage in the relevant courses and vocational
programmes to open up access to skilled occupations
for example mechanical & electrical trades. The
,!'1+31$+#%'0?'#%+"#,$+#1- )'<
=$ Employment brokerage - To place people into
sustainable employment to support all phases of
recruitment during the construction and future
operation of Hinkley Point C;
=$ Employment outreach - to motivate and encourage
people within the community to participate in
the workforce. Employment Outreach provides
a framework of positive support that can assist
individuals overcome barriers to employment;
=$ Construction Skills Centre - The CSC will deliver
a comprehensive range of skills training that are
required across Hinkley Point C through effective
use of Bridgwater College’s other sites, facilities and
partnerships with specialist providers;
=$ Hinkley Ready Skills Project - To better equip
people from West Somerset to gain the skills
#'1',,*0/$%"$3#)$'4!-"/4'#%$"#$J+#A-'/$K"+#%$
C. The initiative is completely integrated with the
Employment Brokerage and Construction Skills
Centre in Bridgwater, to ensure that people of
West Somerset share the equality of opportunities
provided by Hinkley. The aim is to tackle two key
38
barriers to employment, namely ‘travel to learn’ and
worklessness.
=$ Apprenticeships – To enable Young people currently
participating in full time education to engage with
EDF Energy and its supply chain partners, whilst in
school and go on to complete an apprenticeship and
achieve craft status; and
=$ The Enterprise Project - The Enterprise Project
concept is to serve the construction and future
workforce, the local community and visitors at
HPC with products and services. An early concept
for the Enterprise Project has been developed and
considered to have the potential to provide a solution
to opening training or enterprise opportunities in
non-construction related areas. It is being developed
with West Somerset Community College (WSCC),
and should have the scope to support economic
development activity across the District. The
location of the Centre must be carefully considered to
ensure on-going sustainability once the construction
phase of HPC has been completed.
It should also be recognised that there is the potential
for the Hinkley Point C project to adversely impact
upon the general availability of existing skills and
trades in the area. It is anticipated that the wage levels
associated with those on the project will be higher
than those with the requisite skills currently occupying
comparable roles elsewhere in the local economy.
Accordingly, there may be the incentive for workers
to move employment and a consequent loss of skilled
trade people from existing roles in the local economy,
with a knock on impact for the community.
The construction of Hinkley Point C would take place
over approximately 10 years. There will therefore be a
period of heightened activity during these 10 years and
it will be necessary for the economy to adjust postconstruction.
There is a clear aspiration for jobs post construction of
Hinkley Point C and investment funding for enterprise
and apprenticeship programmes is available from
EDF. This investment should be used for projects that
offer the maximum effectiveness for the investment.
Any apprenticeship programmes provided should
not only be aligned with the construction phase of
Hinkley Point C but also be designed to be sustainable
in the long run. They should be positioned to meet
other skills shortages, including displacement within
existing companies. There is a particular need to
address the long-term unemployed, supporting the
transition of individuals back into the workforce. In
this respect, there is a strategic opportunity to further
invest in disadvantaged communities by improving
grass roots access to support, prior to more formal
training and employment, addressing barriers and
building capacity and thereby enhancing the life
chances of local people. A strong focus for public and
social enterprise intervention would be at the ‘prework ready’ stage. Effective outreach activities are
fundamental in underpinning the approach since many
individuals are very distant from the jobs market. With
any intervention, there is also the need to recognise
the impact of the District’s spatial characteristics and
rural nature. These mean that interventions are often
most effective when they build the capacity of existing
outreach services and trusted community organisations.
The opportunity should also be taken to raise
aspirations for the science, technology, engineering and
mathematics (STEM) subjects. These are particularly
important for many modern sectors which are forecast
%"$60"C$,+6#+31*#%-/$#*%+"#*--/$+#$1"4+#6$/'*0,9$$
Alignment of future skills needs around the transition to
a low carbon economy is an important consideration in
shaping schemes.
The legacy of Hinkley Point C has the potential to
,+6#+31*#%-/$+#; '#1'$'1"#"4+1$1&*#6'$("0$@',%$
Somerset. Where possible, opportunities for joint
working with EDF must be explored – with the aim of
attracting higher level jobs and training opportunities
("0$%&'$.'#'3%$"($%&'$*0'*$+#$%&'$-"#6$%'047$+#1- )+#6$
access to higher education opportunities locally. There
is scope for more supply chain engagement, including
the potential for business start-ups. West Somerset
. ,+#',,',$C+--$.'$4",%$*.-'$%"$.'#'3%$(0"4$!0"?+)+#6$
goods and services. A West Somerset focussed supply
chain event will play an important role in maximising
%&'$.'#'3%,$*0+,+#67$*#)$,!'1+31$.',!"A'$. ,+#',,$
advice will be necessary to ensure that small businesses
are procurement ready.
Housing is an important component in retaining skills
within an area. Housing that is unaffordable acts to
displace people, particularly the young not yet on
%&'$&" ,+#6$-*))'09$$N#, 0+#6$*$, (31+'#%$, !!-/$"($
affordable family housing may enable the area to retain
more young skilled individuals with families. The
economic contribution of these groups to the district is
,+6#+31*#%Q$+#$!*0%+1 -*0$+#$+#d'1%+#6$,!'#)$+#%"$%&'$-"1*-$
economy but also helping to provide balance. In terms
of policy response, there is a need for RSLs to become
more integrated into supporting the Council deliver
economic development objectives. There are several
actions that West Somerset could take to retain skilled
workers.
6.3
Enterprise and entrepreneurship
Enterprise and entrepreneurship are valuable
commodities for successful economies. This is
particularly the case in challenging economic times.
Not only do new businesses create employment for
their founders, they also create jobs for others and
6'#'0*%'$.'#'31+*-$'1"#"4+1$4 -%+!-+'0$'(('1%,9$$@',%$
Somerset already displays above average levels of
entrepreneurship. Social and leisure trends are also
providing new opportunities including high value home
working (such web design, digital media services and
architectural design). Sustainable tourism is an area
of further opportunity (tourism attempting to make
a low impact on the environment and local culture,
while helping to generate future employment for local
people).
This strength should be capitalised on, through
provision of an appropriate infrastructure and
opportunities for development and acquisition of
entrepreneurial skills. An important part of this is
ensuring adequate opportunities for young people to
gain work experience opportunities that enable them
to develop business skills. More broadly, there is a
need to ensure that there is a strong business support
and mentoring offer in the district that caters for the
needs of both prospective start-ups and newly formed
enterprises. This support needs to be appropriate to the
West Somerset context and be adequately accessible
%"$*--$*10",,$%&'$)+,%0+1%9$$5&'$!0','#1'$"($*$,+6#+31*#%$
wealthy young retired population in West Somerset
should be capitalised on – individuals from this group
39
with suitable business expertise could provide good
mentors for local businesses. West Somerset has one of
the highest rates of volunteering. There is the potential
%"$ %+-+,'$%&+,$,!+0+%$*#)$.0"*)'#$+%,$+#; '#1'$" %$+#%"$
business support. The importance of taking more action
at a local level on business support is made particularly
pertinent given the closure of Business Link and gap
that this will leave in current provision.
A further important action is to ensure effective
engagement of existing businesses and provide support
in respect of accessing new markets (such as those
relating to the green economy) and funding streams.
The small scale of many businesses in the district
4'*#,$%&*%$+%$+,$"(%'#$#"%$('*,+.-'$("0$%&','$304,$%"$
undertake exploratory research into potential new
markets individually. Strategic leadership of groups
"($304,$+,$4"0'$*!!0"!0+*%'$%"$'#, 0'$%&*%$. ,+#',,',$
are not excluded from potentially valuable market
opportunities. The business environment is particularly
challenging following the late 2000s recession, making
+,, ',$, 1&$*,$*11',,$%"$3#*#1'$4"0'$!0"4+#'#%9$$:#$%&+,$
respect, there is the potential to provide businesses with
more support and advice around appropriate funding
streams which their business may be eligible for. The
process of securing funding is typically fairly time
consuming and therefore support to business in this area
could have a high impact and lever more funding to the
.'#'3%$"($-"1*-$. ,+#',,',9
Evidence suggests that there is a strong appetite,
particularly generally amongst young people, to start
and grow their own business. The government’s
key statistic – the Destinations of Leavers of Higher
Education (DLHE) data released each year by the
Higher Education Statistics Agency (HESA) – lists the
number and percentage of students employed full-time
and part-time, those working unpaid, and those who are
self-employed or freelance. The latter would include
most entrepreneurs, and indeed the last six years have
seen a 46% jump in the number of graduates describing
themselves as self-employed or freelance. It has risen
from 4,190 in 2002-03 – or 2.9% of employed graduates
leaving university – to 6,130, or 4.1%, in 2008-09.
5&+,$*!!'%+%'$+,$#"%$1"#3#')$%"$ #+?'0,+%/$60*) *%',7$
but also applies to college leavers. The recession has
undoubtedly driven an increased appetite in recent
years, due to the increased competition for employment.
40
In West Somerset, the relative lack of job opportunities
means that this driver is a more permanent feature of
the environment – if skilled young people from the area
want to stay, to pursue careers in their chosen area, the
only local option may be to start their own enterprise.
Providing the appropriate environment for potential
entrepreneurs to test, develop and hone their skills will
stimulate this type of activity and long term economic
.'#'3%$("0$@',%$8"4'0,'%9
There are opportunities for enterprise and
entrepreneurship across all sectors of the economy.
However, less mature sectors in earlier stages of
development may offer greater opportunities – both
in terms of lower barriers to entry but also in terms
of a less crowded marketplace and greater potential
for growth. These sectors often provide a greater
opportunity for individuals to identify niche products
and services which they can start and grow their
business around. The Low Carbon and Environmental
Goods and Services (LCEGS) sector could be
considered a good example. The sector is in its infancy,
highly dynamic and growing rapidly - it is estimated to
be worth £106.5 billion to the UK’s overall economic
and employment impact 23. Even taking account of
some dampening of expectations, the UK LCEGS
sector is forecast to increase in value by up to £45
billion in the eight years to 2015. Positive growth
is forecast across all LCEGS industries in the UK
with initial forecasts on some of the key international
markets showing a similar trend. This will create new
domestic and international opportunities for both new
and existing UK companies.
The Hinkley Point C project provides a potentially
valuable catalyst in encouraging the development of
the low carbon sector in West Somerset. In particular,
it should and could provide the opportunity in the form
of a hub or focal point around which other projects
stimulating growth in low carbon business can be
developed. As part of the project, The Somerset Low
Carbon Delivery Plan has been developed as a joint
vision between EDF Energy and the local authorities.
23.
‘Low Carbon and Environmental Goods and Services:
an industry analysis’, BERR (2009).
This provides a strong basis for fostering growth and
being able to respond to the economic opportunity
that Hinkley Point C creates. The opportunity should
be taken to develop appropriate projects and to utilise
the increased visibility to the sector provided by the
Hinkley Point C project.
area has been the adoption of the ‘Exmoor Curriculum’
at Dulverton Middle School. EDF Energy within their
Education Strategy ‘Inspire’ should be encouraged to
embed similar principles aligned to STEM throughout
schools in the District as well as the Community
College.
West Somerset already has an entrepreneurial culture
and base of activities that should be further expanded
to deliver a greater impact. West Somerset Community
College (WSCC) currently plays a crucial role in
supporting local enterprise. The college has a proven
track record of delivering learning opportunities that
stimulate pupils’ entrepreneurial spirit and their desire
to succeed in business. Its experience and performance
to date mean that it is well positioned to expand this
role to achieve a higher impact. The Hinkley Point C
!0"d'1%$!"%'#%+*--/$!0"?+)',$,+6#+31*#%$"!!"0% #+%/$("0$
a larger number of individuals to gain enterprise driven
experience, including in areas that are of a different
type to those currently available. These opportunities
arise during construction and operational phases of
the project. A priority is for WSCC’s knowledge and
expertise to be fully utilised in pursuit of this goal, and
for the college to be involved in the development of
schemes to promote enterprise and entrepreneurship
built around the opportunities provided by the Hinkley
Point C project. In the short term, this might be phased
around opportunities arising during the construction
phase of the project, in the longer term interventions
should also look to support development of a low
carbon transition and new opportunities raised by
nuclear power.
There is a particular opportunity to explore how social
enterprise businesses could be set up and run – offering
valuable training opportunities. The Hinkley Point
C project provides the obvious focal point, through
provision of a base level of demand for services.
WSCC is keen to capitalise on this opportunity, and is
seeking to develop an enterprise project in addition to
its proposed activities around construction and postconstruction upskilling (the ‘Hinkley Ready’ project).
On a broader level, there is potential for WSCC’s role
in the district to be broadened. One possibility is that
WSCC could become an outpost University Centre
with links to the University of Bristol or UWE, or
potentially other Universities that are traditionally
linked with nuclear skills that are currently some
considerable distance away from the existing supply
chain for New Nuclear Build (NNB). The college
should be supported and encouraged to develop further
working relationships with other parties (for example,
in Bridgwater and North Devon) – in order to broaden
+%,$+#; '#1'$*#)$.'#'31+*-$+4!*1%9$$X$6"")$'D*4!-'$
of embedding local opportunities and awareness of the
More broadly, the role of social enterprise in providing
some public service functions could also be considered.
6.4
Improve connectivity
Improving connectivity, both physical and virtual, is
unquestionably a major challenge for West Somerset.
5&'$!"%'#%+*-$.'#'3%,$*0'$&"C'?'0$, .,%*#%+*-$*#)$+%$+,$
therefore a key theme of this strategy.
In relation to physical movements, the current road
system and public transport provision is poor. Road
1*!*1+%/$+,, ',$4'*#$%&*%$%&'0'$*0'$,+6#+31*#%$!0',, 0'$
points especially during the peak tourism season.
Given the constraints around infrastructure, a major
component of the response to this issue is reducing the
need for physical movement where possible. Measures
include schemes that encourage trip sharing, thereby
0') 1+#6$%&'$# 4.'0$"($%0*(31$4"?'4'#%,$"#$%&'$0"*),$
– freeing up valuable capacity and reducing harmful
carbon emissions. This could be considered in both
business and leisure applications. There is a need to
look at alternative modes of transport that can serve
the interests of West Somerset’s core sectors such as
tourism. However, by far, the most important tool is
information technology, effective application of which
can reduce the need to travel in business learning, and
the accessibility of services to the community.
Opportunities to achieve modal-shift away from
the private car are limited by the geography of the
district. This may mean that opportunities can only be
41
realistically achieved in locations such as Minehead,
C&'0'$%&'0'$+,$*$,+6#+31*#%$4*,,$"($%" 0+,4$*1%+?+%/9$$
Census data for 2001 shows that West Somerset has a
very high level of dependence on the private car as in
many locations it is the only mode of transportation.
The terrain and absence of alternative public transport
routes to or through the district effectively precludes
cycling, walking and bus travel outside the larger
settlements of Minehead, Watchet and Williton. The
Future Transport Plan for Somerset does not identify
any investment in the transport network in the district
"?'0$%&'$#'D%$3?'$/'*0,7$"%&'0$%&*#$4*+#%'#*#1'$"($
the road network, and there is no indication of any
‘strategic’ road improvements over the longer timescale (10-15 years). Any improvement to the road
network within the district is therefore expected to be
paid for through development. However, the scale and
location of much development is such that it is unlikely
to be able to fund any major schemes on its own.
Improving virtual connectivity is becoming increasingly
important. Broadband is vital for a 21st Century
'1"#"4/$. %$%&'$.'#'3%,$.0" 6&%$%"$*$0 0*-$'1"#"4/$
such as West Somerset will extend considerably beyond
%&'$1"0'$. ,+#',,$.'#'3%,9$$5'1&#"-"6/$&*,$%&'$*.+-+%/$
to effectively bring together individuals, activities and
businesses that might be far apart in geographical terms.
High speed broadband is an essential component of
driving a successful West Somerset economy and must
be taken forward. In looking to the future, it is an asset
that needs substantial further development in order to
'#*.-'$*$60'*%'0$,1*-'$"($!"%'#%+*-$.'#'3%,$%"$.'$,'1 0')9$$
ICT provides a valuable function in disseminating
information across the district and functionality that
effectively brings people and places closer together.
:%$.'#'3%,$+#)+?+) *-,7$?+,+%"0,$*#)$. ,+#',,',$P$
addressing one of the district’s main challenges peripherality.
The ICT infrastructure already plays an important role
in disseminating information to residents and tourists
and in the undertaking of basic public service functions.
For the tourism sector, it is a key tool in the branding
and promotion of the area and to their businesses. For
creative businesses, it is often a primary means of
communication and service.
42
There is also an important link between a high
speed broadband infrastructure and enterprise and
entrepreneurship. The internet provides entrepreneurs
with the ability to start up a new business with very
little in start-up costs – whether this be an e-commerce
business or a content or reference based business
model. This is critical since start-up costs are one of
%&'$4",%$,+6#+31*#%$.*00+'0,$%"$'#%0/$("0$+#)+?+) *-,$
seeking to start their own business. This is particularly
relevant for an IT literate but capital short younger
generation. Whilst basic access to the internet may be
enabled by a basic telecommunications infrastructure,
a reliable high speed broadband network is required to
enable businesses to conduct their activities effectively
at scale. Perceptions work assessing Somerset as a
location for business undertaken by Somerset County
L" #1+-$+)'#%+3',$%&'$&+6&$B *-+%/$-+(',%/-'$"(('0$*,$
the primary strength of Somerset’s attraction24. At
%&'$,*4'$%+4'7$+%$3#),$%&*%$%&'$'D%'0#*-$!'01'!%+"#$
is that the County offers little else that meets the
needs of businesses. A reliable high speed broadband
connection is an important part of improving the area’s
performance in attracting inward investment – internet
connectivity was among the highest ranked factors in
importance for business location. It is also a factor that
is particularly important in attracting high value sectors
such as knowledge based industries in the South East
of the country that are looking to secure location moves
based on lifestyle.
There is also a strong potential synergy between a high
speed broadband infrastructure and the low carbon
economic delivery projects being pursued by West
Somerset, Sedgemoor and Somerset Council.
West Somerset should work with the County Council
and broadband providers to stimulate investment in the
infrastructure necessary to improve broadband across
the district. The County Council is keen to develop
superfast broadband and is currently developing an
approach to deliver a scheme in partnership with the
private sector. One of the key challenges will be to
*60''$*#)$+4!-'4'#%$*$,1&'4'$%&*%$+,$."%&$, (31+'#%-/$
ambitious to enact change in the economy and at the
24.
‘Into Somerset: Research into the External and Internal
Markets of Potential Business Investors in Somerset’ (July
2008).
same time recognise commercial realities for private
sector partners. A successful bid to Broadband Delivery
UK (BDUK)25 has been made with an approval of
£30m. The overall goal is to deliver a scheme by 2015,
%"<$
“Deliver future-proofed superfast broadband
connectivity which unlocks the potential and Somerset’s
growth areas and rural economy, improves access to
markets, and transforms opportunities for Somerset’s
residents”
25.
BDUK is a delivery arm of BIS tasked with distributing
@ABC0& -& !'/$&DCEA&'(&"553%11&'+%&*!"$&'+/356& See http://interactive.bis.gov.uk/comment/bduk/.
Connecting Somerset has demonstrated a successful
partnership approach across the public sector in
encouraging ICT take up in business achieving
stimulation of the demand side. It has been recognised
by the EU as ‘one of the top 10 best practice projects in
Europe’ and is therefore well placed to draw together a
bid on behalf of the districts across Somerset.
Based on a roll-out of 65% of all UK premises by
Openreach – the level of roll-out generally accepted as
C&*%$%&'$4*0A'%$*-"#'$C" -)$)'-+?'0$P$%&",'$+#$%&'$3#*-$
third will stand to lose out. It is estimated that over
gGe$"($8"4'0,'%2,$!"! -*%+"#$+,$+#$%&+,$3#*-$%&+0)26.
26.
Mason Analysis, for SWRDA (February 2010).
Figure 6.1: West Somerset businesses at high risk of digital exclusion
Percentage of West Somerset's businesses in areas at high risk of digital exclusion
100.0%
100.0%
100%
90%
84.1%
79.6%
80%
70%
79.6%
66.4%
79.6%
66.4%
60%
50.6%
50%
40%
30%
20%
10%
0%
2012
2015
Baseline scenario
2017
2012
2015
2017
Best case scenario
2012
2015
2017
Worst case scenario
Source: Somerset Council, based on Analysys Mason report for CLG (2010).
Note: Extent of Superfast roll-out assumed is
(i)
Baseline – 45% (2012), 75% (2015), 90% (2017)
(ii)
Best case – 65% (2012), 85% (2015), 95% (2017)
(iii)
Worst case – 45% (2012), 60% (2015), 70% (2017)
43
Without market intervention, the County is therefore
expected to lose out disproportionately to the rest of the
country. The successful BDUK bid seeks to address
this issue. However, it is acknowledged that match
funding will have to be found. The BDUK funding of
£30m is capital only and supports demand stimulation
or business support. A credible plan is essential to
maximise the investment that a network operator might
bring.
Delivering this type of digital infrastructure is
fundamental in delivering long term economic
transformation in West Somerset. It will act to unlock
private sector growth potential and capitalise on long
term opportunities for the district around the low carbon
economy catalysed by the Hinkley Point C project. It
will help existing indigenous businesses and attract new
businesses into the area. In addition, it will also enable
new possibilities for the delivery of learning across
!"#$%& '%( )##*!"#+,--,.%/0#102'"#%--2& '3 "&#!,.# !"#
success of a roll out could affect businesses at risk of
digital exclusion in West Somerset.
The ‘worst case’ scenario shows the result of the market
without government intervention. The ‘baseline’
scenario shows the impact if West Somerset were to get
its share of government investment on top of private
investment. The ‘best case’ describes the results of
aggressive initiatives funding further roll-out – the
likely result if demand was maximised, a good deal
reached with BT and additional contributions secured
from additional funding sources.
Building upon the success of the BDUK bid, West
Somerset should ensure a proactive role in supporting
the development of the superfast broadband strategy–
ensuring effective engagement of the business
community and aligning other available funding
toward the goal. It should consider how it can establish
a formal role in governance; manage the roll-out
and support business and community engagement
throughout the process. The next key steps will be to
input into the action planning and procurement process,
and engagement of funding partners.
A key objective for West Somerset is to secure
substantially higher consistent bandwidth coverage
across the entire district. Workshops have been held
44
to convey messages to local businesses and achieve
business buy in. This was an important element in
$"4,/& '3 %/0#$"43/$#3/$#"/!3/(%/0#1/3/(%3-#5%36%-% 7#
to support Somerset Council’s successful BDUK bid.
8#9%-, #9',:"( #,+#16'"#,9 %(&#3 #;!"$$,/#<',&&#!3&#
been delivered using Rural Development Programme
funding.
Broadband is a key priority addressing low carbon
objectives, facilitating growth of creative industries
and business services and supporting the rural
inclusion agenda. West Somerset must do all it can
to endorse the development and implementation of a
better infrastructure for the district. It should facilitate
understanding of next generation broadband technology
and planning considerations internally with WS
Planners to ensure a smooth process for delivery and to
%/& %-#(,/1$"/("#%/#9'%53 "#&"( ,'#$"-%5"'7#93' /"'&#.!,#
437#(,/&%$"'# !"4&"-5"&#3&# 3=%/0#&%0/%1(3/ #'%&=&#.% !#
provision.
6.5
Protecting and developing key assets
West Somerset possesses a number of valuable
assets which are extremely important to its economy.
Ensuring that these assets are managed effectively
and proactively should be a priority for the district.
Changes in local government, a challenging funding
"/5%',/4"/ #3/$#353%-36%-% 7#,+#/".#1/3/(%3-#
mechanisms mean that the management of key assets is
likely to have to evolve in order to be effective.
The district’s natural assets are fundamental to its
attractiveness and the success of the tourism sector. In
particular, Exmoor National Park and the Quantock
Hills Area of Outstanding Natural Beauty (AONB)
provide distinctive offers. The local authority spending
(2 &#.%--#!35"#3#&%0/%1(3/ #%493( #,/#!,.# !"#<,2/(%-#
continues to support the tourism industry. Work
is currently taking place with the Exmoor Tourism
Partnership to help build capacity within the industry
and refresh key resources such as the Visit Exmoor
website, to maximise income generation and ultimately
endow the resource to the private sector.
The area’s man-made assets are also important, the
towns and resorts that residents use day-to-day and
tourists visit as part of their trip to the wider area.
>'"&&2'"&#,/#1/3/(%3-#'"&,2'("&#4"3/# !3 #43%/ 3%/%/0#
these assets may require new approaches and the
engagement of a wider number of stakeholders to
ensure that service expectations and aspirations for the
future are met. And, as set out in the previous section,
connectivity is also vital.
Improving the management and return of the district’s
key assets will be vital in improving the performance of
West Somerset’s economy. This is particularly the case
%/#3#1&(3--7#(,/& '3%/"$#"/5%',/4"/ #.!"'"#1/3/(%3-#
45
Minehead from Blue Anchor © Amateur Photo Competition 2008
46
7.0 Key Sectors in West Somerset
resources are scarce.
7.1
Overview
Providing strategic focus for the development of key
economic sectors in West Somerset is a key objective
of this strategy. Whilst a diverse economic base is a
valuable asset for any economy, to achieve sustainable
long-term growth it is necessary to focus on sectors
in which the economy has a particular comparative
advantage and there is a sound rationale for future
growth. These may be sectors that are long established
in the economy and need both strategic and targeted
development over the long term or new emerging
sectors in which the area can stimulate activity
based on advantages afforded by its prime locational
characteristics. The need to have a clear focus for
activity is also made more pertinent by the reduction
in the capacity of the public sector to overtly support
+3(%-% 3 "?#3/$#43="#&9"(%1(#%/ "'5"/ %,/&#.!"'"# !"'"#
is market failure, following recent and planned public
expenditure cuts.
The three underlying objectives of focussing on the
$%& '%( @&#="7#"(,/,4%(#&"( ,'&#3'"# ,A
B# Improve the growth of activities that generate income
from outside the local economy;
B# Develop private sector activity; and
B# Improve resilience.
These objectives should form the framework around
any activities or interventions targeted at the priority
sectors.
*!"#="7#&"( ,'&#%$"/ %1"$#%/# !%&#& '3 "07#3'"A
B# Tourism – the tourism sector is well established
3/$#+,'4&#3#&%0/%1(3/ #93' #,+#;"& #C,4"'&" @&#
economy in terms of employment and income.
Latest tourism statistics show in excess of a million
visits, generating an annual visitor spend of £107m
and supporting an estimated 2,399 jobs27. There is
a need to both safeguard its existing value and also
encourage activities that secure its future (including
ensuring an offer that appeals to upcoming younger
B# generations and an appropriate response to ‘green
tourism’ trends);
B# Creative industries - the creative industries sector
is by its nature very diverse. In Somerset, the
creative sector accounts for around 6,500 full-time
equivalents (including self-employed) and 3.3
percent of employment (BOP, 2007) and around
1,100 businesses (Somerset County Council (SCC),
DEFFG)##8#&%0/%1(3/ #/246"'#3'"#&,-"# '3$"'&#,'#
freelancers, and many are set up and run by incomers to the area. Whilst the size of the sector
in West Somerset is unknown, it has a particular
strength in arts, crafts and well-being sub sectors
which are interlinked with the tourism sector. These
should be supported, but there is also a need to
further encourage higher value sub sectors such as
knowledge based industries, design and architecture.
Growing these sub sectors will provide both
greater income and a larger range of employment
opportunities for people in West Somerset (and
+,'#"H349-"?#9',4, "#6"/"1(%3-#,2 (,4"&#&2(!#3&#
increased graduate retention).
B# Low Carbon and Environmental Goods and
Services (LCEGS) – the green/environmental sector
is important for sustainable development and in
enabling the transition to a low carbon economy.
8( %5% %"&#437# 3="# !"#+,'4#,+#+3'4#$%5"'&%1(3 %,/?#
renewable energy technologies and development
of cutting edge goods and services. Research
into the existing presence of the sector has been
undertaken at the County level, as part of Somerset’s
Local Economic Assessment. This indicates that
Somerset’s Low Carbon and Environmental Goods
and Services (LCEGS) sector is mainly based on
mature environmental technology sectors, i.e. waste
management and environmental consultancy with
3#0',.%/0#%/$2& '7#&299,' %/0#"/"'07#"+1(%"/(7#
and micro-renewables. The sector has important
relationships with the food & drink and tourism
sectors – and could play a role in decarbonising
existing activities as well as developing new products
and services. Encouraging the sector offers dual
6"/"1 &#,+#"/36-%/0#-,.#(3'6,/# '3/&% %,/#3/$#
creating more value in the local economy.
27..
The Value of Tourism 2008, published 2010 by SW
Tourism.
47
B# Land based activities (Farming & Forestry) –
the land based sector is also a vital component of
the District’s economy. It comprises both primary
production and value added activities, and includes
the food & drink sector. At the regional level,
the food and drink sector makes the largest single
contribution to the region’s output 28. The sector is
well developed and the cross-cutting supply chain
is particularly valuable. Further development of
!"#&"( ,'#/""$&# ,#+,(2&#,/#43H%4%&%/0#6"/"1(%3-#
synergies with other sectors in the economy and
%/('"3&%/0#-,(3-#9',(2'"4"/ )##I3'4#$%5"'&%1(3 %,/#
offers opportunities in locations that are close to
existing settlements and/or the highway network.
The perceived restrictiveness of the planning
regime within the Exmoor National Park regarding
renewable energy developments may dampen the
quantity of this type of development however. The
Exmoor National Park Authority (ENPA) has an
aspiration to become carbon neutral by 2020 and will
have to consider through what measures this will be
achieved.29
The Government’s Green Deal and adaptation agenda
should be a catalyst for change and West Somerset
should ensure that it is well placed to take advantage
(including via up-skilling).
7.2
Tourism
for outdoor activities that can occur all year round
such as mountain biking, canoeing and horse-riding
(ensuring that any increase in activity is sensitive to
the environment). There are also good natural linkages
with the food and drink sector in the district which
is particularly well established and recognised. The
recent Town and Village Centres Study30##%$"/ %1"&# !"#
importance of tourism to town centres in the District in particular cafes, pubs, restaurants and take aways.
Nationally, the negative impact of the late 2000s
'"("&&%,/#,/#(,/&24"'#(,/1$"/("#3/$#."3=/"&&#,+#
sterling have impacted heavily on the demand for
overseas and luxury holidays. However, this has
created opportunities for the domestic market including
destinations such as West Somerset - both in terms
of UK residents looking to stay within the UK on
their holidays and also inbound tourists from abroad
incentivised by more favourable exchange rates.
The tourism sector accounts for a substantial proportion
of local employment and income in West Somerset.
Latest tourism statistics show in excess of a million
visits, generating an annual visitor spend of £107m and
supporting an estimated 2,399 jobs31)##J3&"$#,/#102'"&#
produced by SW Tourism, as a proportion of Somerset,
West Somerset accounts for 16.1% of trips by staying
visitors and 12.2% of day visits. Total spend is 13.0%
of the total for Somerset.
Business activities in the tourism sector include service
activities to visitors and residents including hotels,
restaurants, bars, pubs, clubs, transport, specialist
retailers, attractions and entertainments. In recent
years, certain sub-sectors have emerged and exhibited
growth over and above the sector average - including
special interest tourism and eco-tourism. There has
been a trend toward more short breaks and greater use
of technology including booking through on-line, smart
phone and social media platforms. West Somerset’s
natural assets mean that it is well placed to increase
tourism activity in specialist interests such as outdoor
sports and environmentally conscious breaks (eco
tourism). There are opportunities to increase tourism
28.
29.
ENPA.
48
State of the Key Sectors, SWRDA, 2004.
Exmoor National Park Management Plan 2007-2012,
30.
West Somerset Local Planning Authority Area Town
and Village Centres Study (2011).
31.
The Value of Tourism 2008, published 2010 by SW
Tourism.
Table 7.1: Value of tourism in West Somerset
West
Somerset
Somerset
WS as % of
Somerset
Trips by staying
visitors
313,000
1,950,000
16.1%
Staying visitor
nights
1,320,000
8,010,000
Spend
% of total spend for Somerset
West
Mendip
Somerset
Sedge-
South
Taunton
moor
Somerset
Deane
17.7%
19.5%
34.4%
15.0%
13.3%
16.5%
Staying
visitors
10.9%
26.6%
20.9%
23.8%
17.7%
17.7%
Day visitors
Other
tourism
8.7%
20.5%
21.1%
29.6%
20.1%
Total
spend
13.6%
23.4%
26.5%
20.4%
16.0%
Spend by staying £59,030,000
visitors
333,795,000
Day visits
1,189,000
9,770,305
12.2%
Spend by day
visitors
£47,998,829
439,342,000
10.9%
Total visits
1,189,000
12,217,305
9.7%
Total spend
£107,028,000
821,619,000
13.0%
25,884
9.3%
Jobs related to
2,399
tourism spending
Table 7.2: Value of tourism in Somerset
Source: The Value of Tourism 2008, published 2010 SW Tourism
Source: The Value of Tourism 2008, published 2010 SW Tourism.
Note: SW Tourism analysis for Somerset includes North Somerset even though this is a separately administered entity. The
! "#$%&'()*$+",)$-)).$"/0'* )/$ !$)12#'/)$3!( +$4!5)(*) 6
Examining the performance of the tourism sector in
West Somerset in comparison with other districts in
Somerset indicates that its share of total tourism spend
is the lowest of the six areas. North Somerset and
Sedgemoor account for the highest proportions of total
tourism spend in Somerset. However, when examining
the proportion of total employment supported by
tourism it is clear that West Somerset is by far the most
dependent of the six areas. Approximately 15% of
all employment in West Somerset is supported by the
tourism sector, compared with 10% and 6% in nearby
Sedgemoor and North Somerset respectively.
49
Figure 7.1: Proportion of employment supported by tourism, 2008
Percentage of all employment
16%
14%
12%
10%
8%
6%
4%
2%
0%
West
Somerset
Mendip
North Sedgemoor
South
Somerset
Somerset
Source: The Value of Tourism 2008, published 2010 SW Tourism
The high quality natural environment and lifestyle
represents a distinct competitive advantage for West
Somerset – and is clearly one of its strongest draws
for tourists. This is illustrated by the estimated annual
visitor spend for Exmoor National Park – in excess of
£85m.
C93 %3--7?#%49,' 3/ #3&&" &#,+# !"# ,2'%&4#&"( ,'#%/(-2$"A
B# Exmoor - designated as a National Park in 1954, and
one of twelve national parks in England and Wales
established under the National Parks and Access to
the Countryside Act 1949. Exmoor is spread across
West Somerset and North Devon and encompasses
693 sq.km of moorland, woodland, farmland, river
valleys and 60 km of coastline. About 11,000 people
live in the National Park which receives an estimated
1.4 million visitors each year. The Exmoor National
Park Authority is an independent body established
through the Environment Act 1995. The National
50
Taunton
Deane
Park Authority has a primary function of furthering
National Park purposes and a duty while doing so, to
seek to foster social and economic well-being of the
communities of the National Park.
B# Minehead - the district’s principal settlement
and its key economic centre. Minehead has a
population of around 12,500 which rises to over
35,000 in peak tourism season months. The town
constitutes Somerset’s busiest holiday resort, with its
promenade, sandy beach, and harbour. It performs
an important role as a starting point or base for many
day visitors to Exmoor. The 630 mile South West
Coastal path starts on the seafront and the town lies
within reach of Exmoor and the Quantock Hills. It
is home to Butlins, the largest employer in West
Somerset and holder of a silver Green Tourism
Business Scheme (GTBS) award recognising its
achievement in environmental sustainability32.
32.
Awarded by VisitEngland, see http://www.visitengland.org/busdev/accreditation/greenschemes/Validation/gtbs.
aspx.
B# Watchet - a small harbour town with a population
of around 4,000. It lies on the coast at the mouth of
the Washford River between Exmoor to the west, the
Quantock Hills to the east and the Brendon Hills to
the south. Watchet is the busiest intermediate station
on the Heritage West Somerset Railway which
carries 200,000 passengers a year between Minehead
and Bishops Lydeard near Taunton. It’s recently
regenerated Harbour Marina offering 250 berths for
berth holders and visiting yachts. Tourism plays an
important role in the area and the economy is affected
by the strength of the industry with strong seasonal
employment. It is envisaged that redevelopment
plans for Watchet’s East Wharf will provide a mixeduse development including elements of community,
residential and commercial. The enhancement of
Watchet’s esplanade was completed in early 2008
and regular food and craft markets are held there as
well as opportunity for music and events.
B# Williton - with a population of c3000, is the
administrative centre for the district and is home
,# !"#/".#K%& '%( #<,2/(%-#,+1("&#.!%(!#,9"/"$#
in September 2008. Williton does not see itself as
3#&%0/%1(3/ # ,2'%&4#("/ '"#+,'# !"#3'"3?#62 #(,2-$#
be considered as the gateway to the Quantock Hills
AONB. It is the place where the two major transport
links to the area converge, namely the A39 and the
A358. It has a good selection of independent shops,
together with local services and much more could be
made of this.
B# Dulverton - the historic market town lies on the
Exmoor border and houses the National Park
82 !,'% 7#!"3$L23' "'&#3/$#5%&% ,'#("/ '"#3/$#6"/"1 &#
from associated tourism. Dulverton’s location means
it has a closer spatial relationship with Tiverton to
the south than the rest of the District. The town is a
popular tourist destination with a history that can be
B# traced to Saxon times. Dulverton has a population
of just over 2000 and acts as an important service
and employment centre for many remote rural
communities on Exmoor.
B#
!"#$%&'()'*+,)!%&#!!-#.#)!& - include Dunster,
a medieval village set in the National Park, with a
wealth of heritage and history from the National
Trust’s 11th century Dunster castle to the Old Yarn
Market in the middle of the high street. Dunster is
particularly accessible, lying just off the main route
to Minehead from the east. Porlock, to the west of
Minehead is a traditional Exmoor Village serving
both tourists and locals.
B# West Somerset Steam Railway - a branch line of
the old Great Western Railway linking Minehead and
Bishops Lydeard. The railway connects a twenty
mile route through the West Somerset countryside
from the Quantock hills and Exmoor, to the coast of
the Bristol Channel with views of South-Wales.
*!"#.%$"'#M'"3 "'#NH4,,'#%&#3#&%0/%1(3/ #& '"/0 !#
for West Somerset. However, evidence established in
the West Somerset Tourism Delivery Plan33 suggests
that West Somerset’s brand is weaker than that of
Exmoor overall. It is therefore important that the
scale of opportunity offered by Exmoor is capitalised
upon and that West Somerset develops a strong,
more differentiated, offer from the wider Somerset
offer. That West Somerset recognises that the brand it
should market itself under is that of Exmoor, it is also
necessary that the coastal towns and Quantock Hills
AONB sit comfortably within this.
Table 7.3: Exmoor National Park Tourism
Visitor
Days
(staying
and daily)
Visitor
Spend
2004
M
2005
M
2006
M
2007
M
2008
M
2009
M
1.97
2.00
2.13
2.08
1.99
2.02
£71.18
£74.24 £81.89 £83.12 £83.54
£85.16
Source: Exmoor National Park State of Tourism Report 2010
In summary, the sector is of critical importance to the
West Somerset economy and therefore a priority sector
for this strategy. The 2009 Economic Strategy set out
a number of strategic objectives for the tourism sector.
*!"&"#%/(-2$"A#O%G# ,#$"5"-,9# !"#L23-% 7# ,2'%&4#,++"'#
within the district, maximising its existing assets, and
33.
2010).
West Somerset Tourism Delivery Plan (January
51
(ii) to ensure effective, integrated and industry focussed
marketing of the tourism offer across Exmoor and
West Somerset. These objectives remain relevant and
an underlying theme of the actions drawn out in this
strategy. However, this strategy places particular focus
on responding to factors that threaten the long term
prosperity of the sector.
There are several weaknesses that threaten long term
0',. !#,+# ,2'%&4)##P/#93' %(2-3'A
B# Relatively narrow scope of development: the
dominance of Minehead and its traditional offerings,
and limited activity elsewhere except in the Exmoor
National Park. There is a need to both diversify the
offer in Minehead and ensure that key attractions
work together to deliver a greater overall value.
The tourism sector, like many others, is constantly
evolving and there is a need to ensure adequate
adaptation to changes in market demand over time to
prevent decline;
B# Day trip visitors represent a high proportion of
sector income: prospects for this business may be
damaged by elevated oil prices through its impact on
motoring costs;
B# Constraints on accessA#/""$# ,#$"5"-,9#%49',5"$#
transport and communications, including rail links.
The limited opportunity to achieve modal-shift away
from the private car and lack of designation of the
required improvements in the road infrastructure in
the Future Transport Plan for Somerset are particular
challenges; and
B# A strong possibility of a perception developing
amongst potential visitors that the visitor
experience in West Somerset will be adversely
affected by the Hinkley power station. If this
,((2'&?# !"/# !"#'"&2- #(,2-$#6"#3#&%0/%1(3/ #$"(-%/"#
in the number of visitors.
C '3 "0%"&#&!,2-$#6"#$%'"( "$#3 #('"3 %/0#&9"(%1(#
policies and programmes to alleviate the impact of these
weaknesses. In addition, priority should be given to
$%5"'&%1(3 %,/?#67#9',4, %,/#,+#/".# 79"&#,+#-"%&2'"#
3/$# ,2'%&4#3( %5% 7?#3/$# ,#%$"/ %1(3 %,/#,+# ,2'%&4#
projects that will sustain the high quality environment.
Opportunities to increase local activity in areas of the
tourism market that are growing nationally (such as
52
outdoor activities and eco tourism) should be pursued.
In particular, those activities (such as mountain biking)
which may be undertaken all year round may provide
+2' !"'#6"/"1 &#%/#&4,, !%/0# !"#%493( #,+#&"3&,/3-% 7?#
helping to increase B&B occupancy rates in low season.
The effect on the perceptions of potential tourists and
visitors of the presence of a nuclear power station
and the disruption caused by a construction project of
this scale are a particular concern. This needs to be
carefully considered given the area’s reliance on the
visitor economy. The perception of visitors that the
area is still very much open and offers an attractive
destination is crucially important. Perception is a
strong determinant in peoples’ decision to visit an area.
However, it should also be recognised that the issues
3'"#2/-%="-7# ,#6"#(,/1/"$#92'"-7# ,#9"'("9 %,/)##*!"#
practical consequences of accommodating temporary
(,/& '2( %,/#.,'="'&#3'"#&%0/%1(3/ #3/$#(,2-$#
potentially have lasting implications for the tourism
trade which greatly relies on return visits. Adverse
impacts may include congested roads, shift patterns
-"3$%/0# ,#DQ#!,2'# '3+1(#4,5"4"/ &#3&#."--#3&# !"#
visual impacts which include light / noise pollution
from the site.
Visitor research has been recently undertaken as part
of the planning application process for Hinkley Point
C34. This has sought to identify the full economic
impact that the proposed development and operation of
a new nuclear power station at HPC is likely to have
,/# !"# ,2'%&4#%/$2& '7#%/#C,4"'&" )##P/% %3-#1/$%/0&#
indicate a possible contraction in domestic trips in West
Somerset of around 6%. Ensuring that the construction
of Hinkley Point C is managed effectively is therefore
vital for ensuring the future of the sector. Whilst the
proposals may provide additional opportunities for the
tourism sector, there is the potential for adverse impacts
arising. For instance, in relation to accommodation
capacity, Hinkley Point C will ‘smooth’ the demand
for accommodation providers providing much
needed additional income. However, there could be
adverse consequences of reduced capacity in tourism
accommodation during peak times.
34.
Hinkley Point C Somerset Visitor Research 2011, Somerset County Council & EDF (August 2011).
It will therefore be important to ensure an adequate
package of tourism mitigation measures in response
to the adverse impacts of the Hinkley Point C build.
Measures could include funding for marketing
to address visitor perception issues and potential
assistance for new business start-ups to address any
shortfall in the accommodation stock.
It will be important to ensure that the proposed Visitor
<"/ '"#+,'#R%/=-"7#>,%/ #<#9',5%$"&#&2+1(%"/ #+2/( %,/#
+,'# !"#.!,-"#,+# !"#$%& '%( ?#3( %/0#3&#3#S30&!%9# ,2'%&4#
destination for the area. The opportunity should be
taken to make the visitor centre more than just a new
indoor attraction for the area – an addition that offers
a substantial added value to the wider tourism sector
in West Somerset. It should enhance the strength of
the sector in the areas of the market in which it is well
placed to successfully compete for future growth – for
example, sustainable tourism. The Exmoor National
>3'=#82 !,'% 7#ONT>8G#.3&# !"#1'& #N/0-%&!#T3 %,/3-#
Park to gain the European Charter for Sustainable
*,2'%&4#%/#>', "( "$#8'"3&)##*!%&#%&#3#&%0/%1(3/ #
achievement and the ENPA are due to be re-validated
this year for which they will need to work closely with
partners on their Sustainable Tourism Action Plan. The
Charter aims to improve the sustainable development
and management of tourism in protected areas, taking
into account the needs of the environment, local
residents, local businesses and visitors. It comprises ten
key principles 35A
1. 1To involve all those implicated by tourism in and
around the protected area in its development and
management;
2. To prepare and implement a sustainable tourism
strategy and action plan for the protected area;
3. To protect and enhance the area’s natural and
4. cultural heritage, for and through tourism, and to
protect it from excessive tourism development;
5. To provide all visitors with a high quality experience
in all aspects of their visit;
6. To communicate effectively to visitors about the
special qualities of the area;
35.
http://www.european-charter.org/become-a-charterarea/charter-principles.
7. *,#"/(,2'30"#&9"(%1(# ,2'%&4#9',$2( &#.!%(!#"/36-"#
discovery and understanding of the area;
8. To increase knowledge of the protected area and
sustainability issues amongst all those involved in
tourism;
9. To ensure that tourism supports and does not reduce
the quality of life of local residents;
10. *,#%/('"3&"#6"/"1 &#+',4# ,2'%&4# ,# !"#-,(3-#
economy; and
11. *,#4,/% ,'#3/$#%/S2"/("#5%&% ,'#S,.&# ,#'"$2("#
negative impacts.
The establishment of a Visitor Centre for Hinkley Point
C provides a valuable opportunity to contribute to
reaching a higher level of achievement toward the goals
set out in the charter.
The vulnerability of the day visitor market should be
accorded particular attention. The tourism sector in
West Somerset is highly reliant on day trips and this
segment of the market faces the dual challenges of
increased road congestion arising from the construction
of Hinkley Point C in the short to medium term and the
adverse impacts of peak oil in the longer term.
There is a need to address these challenges to ensure the
long term future of the sector. The natural environment
is vital in the area’s draw and branding and priority
should be given to ensuring that the quality of this offer
is adequately maintained. In the short to medium term,
the focus should be on mitigating any adverse impacts
on the sector arising from the construction of Hinkley
Point C. This will mean strengthening the promotion
of the West Somerset image, within the Exmoor brand
as a destination for visitors and putting measures in
place to support the image and economic resilience of
businesses located in the vicinity.
There is a need to make tourism and tourist attractions
more sustainable in terms of their location where
possible.
7.3
Creative
The creative industries sector consists of a range
of economic activities which are concerned with
the generation or exploitation of knowledge and
information. The Department for Media, Culture,
53
3/$#C9,' #OK<UCG#$"1/"&# !"#('"3 %5"#%/$2& '%"&#3&#
(,49'%&%/0#FV#$%&(%9-%/"&A
B# Advertising
B# Publishing
B# Film and video
B# Crafts
B# Architecture
B# Software
B# Music
B# Design
B# Art and antiques
markets
B# Television and radio
B# Designer fashion
B# Performing arts
B# Computer and video
games
In the rural context of West Somerset, a useful approach
acknowledges the differences in needs and behaviours
of those people or organisations offering creative
services (e.g. architects and designers) and producing
('"3 %5"#(,/ "/ #O")0)#1-4#43="'&#3/$#926-%&!"'&G#3/$#
those who produce creative experiences (e.g. cinemas
and museums) and creative originals (e.g. visual artists
and craft manufacturers)36.
The creative industries in the UK are recognised
as being among the best in the world. They form
a growing sector that out-performs the rest of the
economy’s growth in terms of jobs, and driving
innovation. In the last ten years, for example, there
has been a 39% increase in the number of businesses
within the UK cultural and creative sectors, with over
150,000 companies employing almost two million
people. Creative industries account for around 5.6% of
the UK’ GVA, 4.1% of all UK exports and comprise an
estimated 182,100 businesses37.
In Somerset, the creative sector accounts for around
6,500 full-time equivalents (including self-employed)
and 3.3 percent of employment (BOP, 2007) in
around 1,100 businesses (Somerset County Council
(SCC), 2011). However, data on business numbers
likely provide an underestimate of the true number of
enterprises in the creative industries, as certain sectors
such as crafts, contain predominantly small
36.
37.$
54
Burns Owens Partnership, 2006.
7894:$;<<=$%&'()*6
businesses that do not appear in government datasets
such as the Annual Business Inquiry (ABI) because
they are not VAT registered. Studies reveal that the
/246"'#,+#+'""-3/("'&#3/$#4%(',W"/ "'9'%&"&#%/#&9"(%1(#
sub-sectors, where they represent a high proportion of
creative industries employment, may as much as double
employment levels, compared with ONS data sources
alone (BOP, 2007). West Somerset is characterised by
a high proportion of micro-enterprises and which lends
itself to activity in the creative industries. It does mean
however that it is particularly challenging to determine
the size of the sector in the district.
The UK Government is giving priority to encouraging
future growth of the creative industries. As well as
broadening the economic base, support for the creative
industries sector can also have much wider regeneration
6"/"1 &)##*!"'"#%&#(,/&%$"'36-"#"5%$"/("#+',4#3',2/$#
the UK and internationally of creative clusters being
encouraged to drive local economic development and
the role of the arts in promoting social inclusion and
stimulating opportunities for youngsters disenchanted
with traditional academic learning approaches.
*!"#C,2 !#;"& #'"0%,/#!3&#6""/#%$"/ %1"$#3&#!35%/0#
real potential for growth in the creative industries
helping to diversify the economic base and nurture
higher value productivity. The South West was
%$"/ %1"$#67# !"#XY#0,5"'/4"/ #3&#3/#"H"49-3'#'"0%,/#
for creative industries – the report “Creative Britain
– New Talents for the New Economy” designated the
South West as a Beacon Region of creative excellence.
A series of highly-regarded arts festivals take place in
the region, including the Cheltenham Literary Festival,
;%-$&('""/#Z# !"#.,'-$@&#-"3$%/0#.%-$-%+"#1-4#+"& %53-#Z#
and the largest music and performing arts festival in the
world at Glastonbury. There are a number of creative
business networks across the region, focused on
creative hubs, such as Bristol, Plymouth and Cornwall,
or particular creative disciplines.
The creative industries sector offers opportunities
which are compatible with the rural nature of much of
West Somerset. The high quality natural environment
and lifestyle represents an advantage for the attraction
of such new businesses to the district. A number of
creative businesses have developed in the District,
notably in architecture, arts and information technology.
These provide an existing critical mass which can
be built upon with the right support mechanisms.
The district also possesses some good assets such as
the Regal Theatre in the centre of Minehead which
provide a wide ranging programme of professional and
community activity. The importance of these assets
is underlined by the support given to their running by
volunteers from the community. The Regal Theatre is
a hugely successful community project with over 200
volunteers contributing to maintaining the building and
to opening the theatre for events. As well as providing
a hub for creative activity, it also offers individuals to
gain skills in the creative sector through volunteering.
('"3 %5"#&"( ,')##*!"&"#3'"A#"/&2'%/0#+,(2&#%&#,/# !,&"#
with most innovative potential not just the most visible;
making the most of cross and intra-sector marketing
.and networking opportunities, both on and off line;
the potential for catalysing latent clusters; and the
importance of linking different kinds of organisations as
a source of growth.
There are however, a number of weaknesses of
West Somerset in respect of developing the creative
%/$2& '%"&#&"( ,'?#%/(-2$%/0A
B# Online creative marketplace - the development
of a comprehensive online offering featuring some/
3--#,+A#%/ "'3( %5"#+,'24?#62&%/"&&#$%'"( ,'7?#&"'5%("&#
marketplace;
B# Scarcities of the appropriate skills and expertise
available locally; and
B# Remoteness from key centres of the industry
"-&".!"'"#%/# !"#XYA#(,/& '3%/ &#,/#3(("&&#$2"# ,#
limitations on transport and communications.
As well as addressing these issues, in promoting further
growth of the sector there needs to be a focus on
3 '3( %/0#%/5"& 4"/ #%/#%$"/ %1"$#[/%(!"@#&26W&"( ,'&#
on the basis of differentiation from other regions. For
example, these could include arts and design activities
associated with tourism and the natural environment
!3 #%&#&9"(%1(# ,# !"#$%& '%( ?#3/$#-%+"& 7-"#62&%/"&&"&)
Activity to address some of these issues is already
ongoing. The ‘Making the Links in Western Somerset’
project seeks to support individuals and organisations
working in the creative industries (as well as other key
sectors) to come together in pursuit of co-operative,
collaborative or partnering activities which will enable
them to maximize their market reach, expand their
62&%/"&&"&#O6"# !"7#9',1 W$'%5"/#,'#&,(%3--7W4, %53 "$G#
and add value to their products and offerings. Recent
analysis as part of a scoping paper for the creative
industries in West Somerset38 points to a number of
elements that should be central to the approach that the
Making the Links project takes to developing the
38.
‘Creative Industries in Western Somerset: Scoping
Paper – Summary’ (May 2011).
The following potential initiatives/opportunities have
6""/#%$"/ %1"$A
B# Creative sector and sub-sector networking events
- the establishment of a series of large and smaller
scale networking events;
B#
/0')#%+$#,!'1#%.,$2#!3-,+#&%- a rejuvenated
and expanded local markets offering incorporating
offerings across the creative industries alongside food
and drink (so linking products made by local artists
and makers with ‘artisanal’ food production);
B# Enhancing cultural and creative tourism –
opportunities include studio/exhibition space, the
development of an Exmoor culture/nature hub,
linking of artists and cafés/attractions to create a
network of café galleries, and a art in public spaces
project; and
B# Creative community development – opportunities
"H%& #+,'#42 23-#6"/"1 &# ,#6"#43H%4%&"$#6" .""/#
the creative and community sectors.
7.4
Low Carbon and Environmental Goods
and Services (LCEGS)
The Low Carbon and Environmental Goods and
Services (LCEGS) sector is involved with the
application of environmental or green technology (or
clean technology) in order to conserve the natural
environment and resources, and to curb the negative
impacts of human activity. The LCEGS sector is a
fundamental enabler in the transition to a low carbon
economy. Consequently, international organisations,
such as the European Community and UNIDO, as well
as UK Government, are actively pursuing policies to
55
promote growth in the sector. The development of the
&"( ,'#'"9'"&"/ &#3#&%0/%1(3/ #+2 2'"#43'=" #,99,' 2/% 7)
The number and variety of sub-sectors is growing, but
examples include carbon capture and storage (CCS),
solar and wind power, bio-fuels, recycling projects and
many others. Enterprises can be manufacturing and
or providing services. Some of the activities in these
sub sectors are well suited to West Somerset’s rural
environment.
Some research into the existing presence of the
sector has been undertaken at the County level, as
part of Somerset’s Local Economic Assessment.
This indicates that Somerset’s LCEGS sector is
mainly based on mature environmental technology
sectors, i.e. waste management and environmental
consultancy with a growing industry supporting energy
"+1(%"/(7#3/$#4%(',W'"/".36-"&)##*!"#<,2/ 7#!3&#3#
strong engineering and manufacturing base and core
knowledge centre. These industries along with the
abundant natural environmental assets and resources
could help grow the low carbon sector in Somerset.
There is considerable potential - research39 suggests
!3 # !"#C,4"'&" #\" ',1 #43'=" ?#(,5"'%/0#"/"'07#
"+1(%"/(7?#%/&2-3 %,/#3/$#,/&% "#4%(',W0"/"'3 %,/#
market is likely to be worth at least £100m per annum
and forecast to double by 2015-20.
One of the key sub sectors is renewable energy.
The West Somerset Local Planning Authority Area
Renewable & Low Carbon Energy Potential Study has
established an evidence base on renewable, low and
zero carbon potential. Wind has particular potential
in the District. Analysis of resource potential shows
that the most likely small and medium scale generation
technologies to be used in new housing development in
the West Somerset LPA area for heat and power will be
biomass fuelled CHP (with a possibility of district heat
networks in and around larger potential development
&% "&#3/$#'" ',1 %/0#"H%& %/0#/"3'67##$"5"-,94"/ G#3/$#
anaerobic digestion; micro solar PV and solar thermal;
and, micro biomass boilers. Mapping of existing
activity has been produced in work commissioned by
Somerset County Council and
39.
Zero2050 (Based on 210,000 homes & 23,000 work>#"2)*:$?(!5$." @!."#$() (!% $5"(A) $*@B@.&$"**)**5). *C6$
56
shows existing business activity in West Somerset in
biomass, consultancy and on-site renewables. The
level of activity however, remains relatively low. The
challenges to further development of the sector include
a lack of locally available skills and expertise, transport
and communications constraints.
In terms of the future opportunity offered by the
sector nationally, recent analysis40 indicates that
!"'"#%&#3#43:,'#,99,' 2/% 7# ,#('"3 "#&%0/%1(3/ #/".#
employment across a range of posts. There is likely to
be a focus on low skill employment for the installation
and construction of many of the technologies and
infrastructures. There is also likely to be a demand
for high-level technical as well as soft management
or consumer product development skills to underpin
more innovative activities. A number of studies have
sought to predict the scale of all low carbon industries
and their employment. A report41 published in 2009,
estimates that the UK low carbon environmental goods
and services grew from £107bn in 2007/08 to £155bn
in 2014/15 – a rate of 5.5 per cent per annum. This
rate of growth has been leant credence by an update42
suggesting that the sector grew 4.3 per cent in the year
to 2008/09.
The future supply of skills will be critical to the
successful development of the sector. This is a
&%0/%1(3/ #(!3--"/0"#&%/("# !"'"#%&#3#!%0!#-"5"-#,+#
uncertainty about the nature and scale of future demand
for these skills, and because current demand from
employers is particularly poorly articulated. In broad
terms however, technical skills in manufacturing and
general business skills (communication, leadership and
management) science, technology, engineering and
43 !&#OC*NUG#&=%--&#!35"#(,/&%& "/ -7#6""/#%$"/ %1"$#
as of particular relevance for the sector. Skills needs
from a broad range of low carbon activities are
2/$"'& ,,$# ,#6"#&%0/%1(3/ -7#!%0!"'# !3/#%/#"H%& %/0#
equivalents – research commissioned by the European
<,44%&&%,/#!3&#%$"/ %1"$#!%0!#-"5"-#&=%--&#$"43/$&#
associated with a range of low carbon industries.
40.
‘A 2020 Low Carbon Economy’, Work Foundation
(June 2010).
41.
‘Low Carbon and Environmental Goods and Services:
an industry analysis’, BERR (2009).
42.
Innovas 2010.
*!"#%$"/ %1"$#,99,' 2/% %"&?#M,5"'/4"/ #9,-%(7#
emphasis and importance of ensuring a low carbon
transition in West Somerset mean that the Green and
Environmental industries sector is a clear priority for
the District.
The investment in Hinkley Point C could provide a
major opportunity to stimulate the sector. It may be
-"5"'"$# ,#$"-%5"'7#-"03(7#6"/"1 &#67#3(("-"'3 %/0#
the move to a high value, knowledge based economy,
including the growth of an energy, environment and
related low carbon technology business cluster. A
key part of this strategy is therefore the promotion of
the LCEGS sector, capitalising on synergies with the
R%/=-"7#9',:"( #3/$#"/&2'%/0#&2+1(%"/ #3-%0/4"/ #.% !#
developments around a low carbon cluster in Somerset.
In particular, there is a need to develop a suitable
and adaptable skills base in West Somerset, to attract
1'4&#,9"'3 %/0#%/# !"#&"( ,'#3/$# ,#"/36-"#%/$%5%$23-&#
living in the district to have access to the wide range of
employment opportunities expected to be offered by the
sector in coming years.
More broadly, there are a number of particular areas of
opportunity in West Somerset – as a consequence of its
physical characteristics and structure of its industrial
base. These include opportunities relating to other key
sectors within the economy such as Food & Drink and
Tourism, both in ‘greening’ (decarbonising) existing
activities and new low carbon products and services.
Table 7.4: LCEGS sector opportunities relating to
other sectors
Food & Drink
Greening (decarbonising) Increased recycling of
existing activities
packaging from products;
Reduced resource use
during production;
Recycling of farm waste;
Lower carbon intensity
materials; Local sourcing;
Refrigeration.
New low carbon products Commercial opportunities
& services
from use of wastes e.g.
anaerobic digestion and
bioenergy products such
as bio-bas, biomass and
biofuels.
Tourism
Greening (decarbonising) Reduce resource use
existing activities
in terms of energy,
water, materials and
fuel in accommodation;
Promoting public
transport; Enhancing
bio-diversity Recycling of
waste.
New low carbon products Accommodation – eco
& services
building design for
new buildings and
refurbishments; Ecotourism and green
holidays which are
accredited through green
tourism schemes.
More generally, there are opportunities around
renewable energy system installation and maintenance,
.,,$#+2"-#6,%-"'&#3/$#'" ',1 #,+# !"#62%- #"/5%',/4"/ #
across both domestic and commercial users. The
Renewable Heat Incentive (RHI) will provide a
stimulus. In order of £215 million per year for the
four years from 2011 to 2015 is being allocated to
pay owners of Wood Boilers an annual payment for
using renewable energy instead of fossil fuels. The
Department of Energy and Climate Change are
predicting that this total pot of money, £860 million,
will increase the installation and use of wood burning
boilers by more than 10 fold. Feed in Tariffs (FITs) will
provide a similar stimulus for renewable electricity.
Examples of existing activity include sawmills
supplying wood fuel. Given the Government
incentives, it is envisaged that there could be
considerable scope for increased activity. Ensuring
that the rights skills are in place to facilitate growth
in this and other areas of the green and environmental
industries will be vital.
7.5
Land based activities (Farming &
Forestry)
The land based activities sector covers a wide range
of activities, including primary production and value
added activities. Agro-industries comprise an important
component of West Somerset’s rural economy, and there
57
are also enterprises based upon the supply of materials,
equipment and services to agriculture and forestry.
In the uplands of Exmoor, traditional hill farming is
essential to the maintenance of the character of the
National Park, upon which its economy depends, and
to the livelihood and social life of many of its residents.
The agricultural economy of Exmoor is dominated by
hill farming although on the better land to the north
and east of the National Park – in the Porlock Vale
and on the Brendon Hills – arable crops are grown
and there are a few dairy farms on the perimeter of the
area. The structure of agricultural employment has
changed in recent years with a decrease in full-time
and hired workers and an increase in part-time farmers.
R,."5"'?# !"#102'"&#$,#/, #'"S"( # !"# '2"#53-2"#,+#
primary industries to the local economy because of the
spin-off to support and service industries. The skill
and commitment of the farming community maintains
the landscape that is the essence of the National Park,
!"'"67#0"/"'3 %/0#42(!#.%$"'#"(,/,4%(#6"/"1 )##
There is a need to support activities in the uplands and
4"3&2'"&# !3 #3&&%& #%/# !"#3(!%"5"4"/ #,+#9',1 36-"#3/$#
competitive farming, forestry and land management in
ways that are sustainable and enhance environmental
L23-% 7)##*!%&#,6:"( %5"#%&#'"S"( "$#%/# !"#NH4,,'#
National Park Management Plan43.
The food and drink sub sector is an important
component of the land based activities sector.
Nationally, the food and drink manufacturing industry is
the single largest manufacturing sector in the UK, with
a turnover of £72.8bn and employing 440,000 people.
The food and drink sub sector is particularly prominent
in West Somerset, where the sector is well developed
and has an important relationship with the tourism
industry. As well as the farming and forestry primary
activities, a number of agro-businesses have been
developed. The area has natural advantages
for enterprise and innovation in this sector. Skills
and expertise are available locally, and facilities and
programmes exist for their further development.
The food and drink sub sector cuts across traditional
industries in West Somerset. It has a well developed
43.
EPNA.
58
Exmoor National Park Management Plan 2007-2012,
supply chain as an area for the production, manufacture
and retail of food. The sector is supported by a range of
sectors including equipment supply (and maintenance);
packaging and related areas (such as printing and
labels, for example); added-value ingredients (such as
S35,2'&?#43/2+3( 2'"$#%/0'"$%"/ #6-"/$&G]#3/$#-,0%& %(&^#
distribution services. The sub sector is a vital part of
West Somerset’s economy and a number of successful
niche businesses have developed e.g. Styles, Miles Tea
and Nutcombe Chocolates. Branding of products plays
a key part in their success to the wider market.
The land based activities sector faces a number of
+2 2'"#(!3--"/0"&)##8#&%0/%1(3/ #%&&2"#%&# !"#&"( ,'@&#
resilience to external shock events such as climate
change, elevated oil prices concerns and supply
disruptions. These concerns have been allied to
a general movement towards “local food” which
support a general reduction in the extended physical
supply chains that have grown up over the Post War
period. The Hinkley Point C proposal presents both
an opportunity and a threat to the sector – the HPC
.,'=+,'("#.%--#6"#3#&%0/%1(3/ #&,2'("#,+#$"43/$#+,'#
food and drink services, however the impacts of the
construction period on the transport infrastructure and
,2'%&4# '3$"#%&#3#(,/("'/)##8#&%0/%1(3/ #9',9,' %,/#,+#
1'4&#'"-7#,/#(3'"+2--7# %4"$#-,0%& %(&#,9"'3 %,/&#O,+ "/#
due to transporting of perishable products) and there is
an important relationship with the performance of the
tourism industry (in terms of the local demand for food
and drink products).
An overarching theme of this strategy and its actions is
sustaining the development of the land based activities
sector without damaging the high quality environment.
This can be achieved in part by promoting mutual
supporting relationships between the creative industries,
speciality food producers, growers and the tourism
sector. There are further potential synergies which can
6"#'"3-%&"$# ,# !"#6"/"1 #,+# !"#.%$"'#"(,/,47)###*!"#
overall goal is to address issues of fragmented supply
chains, maximise local procurement and promote
0'"3 "'#&"-+W&2+1(%"/(7#.% !%/# !"#3'"3)##*!%&#.%--#!"-9#
the sector and related areas of economic activity such
3&# ,2'%&4# ,# 3(=-"#&%0/%1(3/ #(!3--"/0"&#&2(!#3&#
elevated oil prices. An important part of this will be at
the same time capitalising on the opportunities arising
out of these changes – for example, the demand and
(,49" % %5"/"&&#,+#/%(!"#9',$2("'&#6"/"1 %/0#+',4#
greater demand for locally produced products.
Ensuring an effective transport infrastructure and
well performing tourism industry will be important
in supporting the land based activities sector in the
long term. This will help businesses within the sector
to cope more effectively with headwinds including
rising fuel prices, increased price competitiveness
for sales (especially those serving supermarkets)
and potential adverse impacts of the Hinkley Point
C project. Branding is particularly important for the
sector and therefore an area where further support could
potentially be provided.
59
Red Arrows Minehead Harbour © Stephen Paul
60
8.0 Key assets in West Somerset
8.1
Overview
*!%&#&"( %,/#%$"/ %1"&# !"#="7#3&&" &#+,'#;"& #
Somerset’s economy. The purpose is to ensure that
these assets are effectively protected, managed and
$"5"-,9"$#+,'# !"#+2 2'"#6"/"1 #,+# !"#$%& '%( )##
*!"#="7#3&&" &#%$"/ %1"$#3'"A
B# Exmoor and the Quantock Hills AONB;
B# Williton;
B# Minehead and coast
B# Watchet.
8.2
Exmoor and the Quantock Hills AONB
Exmoor is a distinctive asset for West Somerset. Its
National Park status guarantees natural beauty of the
highest order and an abundance of wildlife, including
the Exmoor Pony and wild red deer, whilst close by is
the picturesque Quantock Hills Area of Outstanding
Natural Beauty. It is a remarkable landscape that makes
a natural choice for all kinds of holidays and short
breaks. It is close to the M5, major airports and train
services at Exeter, Bristol & Taunton, and within 3 ½
hours drive time from London and Birmingham.
NH4,,'#+2-1-&#3#5% 3-#',-"#%/#;"& #C,4"'&" @&# ,2'%&4#
offer, which is quite distinct from the wider offer across
the district and county. The Exmoor National Park has
2 million visitors per annum, attracted by the special
qualities of natural beauty, wildlife cultural heritage and
recreational opportunities. Tourism on Exmoor brings
generates over £80m to the economy and creates the
equivalent of over 2,000 full time jobs (approximately
20% of Exmoor’s entire population). It is clear
that tourism has a major role in sustaining the local
economy and communities of Exmoor.
Promoting more sustainable tourism is a key objective
in maintaining the environment of Exmoor, and
ultimately its value as an economic asset to the wider
area. Exmoor National Park Authority has launched a
number of initiatives aimed at supporting sustainable
tourism on the moor. These include most recently a
new website and transport guide (www.exploremoor.
co.uk) makes getting around Exmoor without a car
much easier and is designed to help people to explore
more of the National Park using public transport and
other car free means. The website was developed inhouse by Exmoor National Park Authority with funding
support from the West Somerset Strategic Partnership. It
complements a new transport guide jointly produced by
the National Park Authority and Devon and Somerset
County Councils providing a comprehensive collection
of timetables for all public transport services within
the National Park, either side of the county boundary.
The Visit Exmoor website, which is the marketing
and promotional vehicle for the area, has recently
been awarded Local Action in Rural Communities
funding for a re-development to further disseminate the
sustainable tourism message.
Exmoor also has a vital role to play in West Somerset’s
transition to a low carbon economy. Local energy
sources such as wind, water and wood-fuel can help
reduce the energy bills of local residents and businesses
as well as making a contribution to reducing carbon
dioxide emissions. The National Park Authority
encourages small scale renewable energy schemes
serving individual or groups of properties within the
National Park.
Exmoor has an abundant renewable energy resource.
A renewable energy assessment recently undertaken
by Climate Action West in developing the Exmoor
National Park Carbon Neutral Programme has
indicated that the potential supply of renewable energy
exceeds local demand. There are already examples
in the National Park of the successful use of modern
renewable energy technologies. For example, there are
a number of small wind turbines deployed including
the 6kw turbine owned by Exmoor National Park
Authority which generates most of the electricity used
at the Pinkery education centre. There are a small but
growing number of hydropower schemes within the
National Park including the 300kw system at Glen Lyn
M,'0"#,/# !"#;"& #_7/)##*!"#.,'-$@&#1'& #,9"/W&"3#
tidal turbine was installed off the coast of Lynmouth in
2003 as part of a technology trial. Exmoor’s woodlands
have always been an abundant source of wood fuel,
but in recent years, a growing number of ‘high tech’
automated wood heating systems have been installed in
the National Park.
The Exmoor National Park Authority (ENPA) is active
in promoting a low carbon transition. In 2010, it
61
submitted a successful application to the Department of
Energy and Climate Change (DECC) to its £10m Low
Carbon Community Challenge (LCCC) programme.
ENPA’s “Carbon Neutral Exmoor” application was one
of only 22 applications to be approved across England,
Northern Ireland and Wales, and one of only three in
the South West. An annual Low Carbon Festival has
also been started in recent years, consisting of a range
of events across the National Park aimed at encouraging
and helping people to adopt lower carbon lifestyles.
Previous events have included wood fairs, sustainable
construction seminars, local food events, renewable
energy tours and a family activity day.
The Quantocks are an area of wilderness and
tranquillity offering high quality panoramic views,
coast, heath and combe. The rocky Jurassic coastline,
exposed heathland summits, deep wooded combes,
undulating farmland and attractive villages are key
attractors of the protected landscape. Maintaining the
environment quality and economic contribution of the
Quantocks to West Somerset is a key priority. In this
regard, this strategy seeks to support the objectives of
the Quantock Hills Management Plan 2009-2014. An
important part of this is ensuring sustainable tourism
that conserves and enhances the long term value of the
Quantock Hills. In this regard, there will be a need to
adequately respond to potential adverse affects on the
area arising from the Hinkley Point C proposal should
it proceed. Ensuring adequate land management skills
and provision of improved visitor interpretation points
are priorities.
Present activities demonstrate the desire to accelerate
a low carbon transition, protecting Exmoor and the
Quantock Hills as a valuable asset. However, there
is scope to do much more to speed up the rate at
which renewable energy technologies are deployed.
Opportunities around low carbon energy and
sustainable tourism can not only protect the existing
environmental asset of Exmoor and the Quantock Hills
but also provide opportunities for valuable upskilling
and enterprise. And while Exmoor National Park
is a valuable asset, it does also place a number of
constraints on the area in terms of planning, housing
costs, transport and accessibility. This needs to be
recognised and accommodated within policy actions.
62
8.3
Williton
Williton has a population of around 3,500 people
and is the third largest settlement in the district, after
Minehead (12,500) and Watchet (4,400)44. It is home to
!"#,+1("&#,+# !"#<,2/(%-#3/$#%&#-,(3 "$#3 # !"#:2/( %,/#
of two of the principal highway routes in the district, in
the form of the A39 to Bridgwater and Minehead, and
A358 to Taunton.
*!"#_,(3-#>-3/#(-3&&%1"&#;%--% ,/#3&#3#['2'3-#("/ '"@#
and policy is in place to secure and maintain as wide
a distribution of community services and employment
opportunities as is reasonably practical within the
plan area. The village has a good range of stores,
'"& 32'3/ &?#926&?#(3+"&#3/$# 3="3.37&#3/$#&%0/%1(3/ #
employers. There are community facilities including
3#-%6'3'7?#(!2'(!?#!,&9% 3-?#9,-%("#& 3 %,/?#1'"#& 3 %,/?#
doctors’ surgery, pharmacy, nursery, village newsletter,
museum and weekly market. The recent Town and
Village Centres Study45 indicates that Williton has a
good range of services and shops in the village centre
for a settlement of its size and role and a low vacancy
'3 "#+,'#9'"4%&"&#%/# !"#("/ '"#,+# !"#5%--30")##P #6"/"1 &#
from being a cross-road for main transport routes
through the area and is not as dependent upon tourism
as an employer as other settlements.
As one of the three largest settlements in West
Somerset, much future development is expected to
be focused in Williton over the LDF Core Strategy’s
strategic planning framework for the next 15-20 years.
The growth of the settlement to meet the demand for
new homes in the LPA area has prompted a review of
the adequacy of the existing transport, utilities, green
and social infrastructure in the village. A masterplan
has been developed as part of the evidence base
that will help inform the development of strategic
and spatial planning policies and the possible future
direction of growth in the village. It is possible that
Williton may provide a proportion of the employment
-3/$#%$"/ %1"$#+,'# !"#$%& '%( #O,2 &%$"#,+# !"#NH4,,'#
National Park) through the Employment Land Review,
in order to promote the self-containment of the village
44.
‘Delivering a new equilibrium’, West Somerset District
Council (April 2009).
45.
West Somerset Local Authority Area Town and Village
Centres Study (2011).
and take advantage of the relatively high accessibility to
the transport network.
Congestion at pinch points on the A39, including that
part of the route within Williton, is considered a priority
issue and is an operational concern for the development
of Hinkley Point C. Proposed solutions that the Council
have previously evaluated include a bypass to the north
of the town and a link road connecting the A39/B3191
in the village centre with the A39 at Mamsey Bridge. A
link road is considered to be the most feasible option,
easing congestion at the A39/A358 roundabout and
enabling access to development proposals to the west
of Williton (if brought forward by the Councils as a
housing proposal through the West Somerset LDF).
The Park & Ride site that would be established to
deliver the Hinkley Point C project is expected to
0"/"'3 "#&%0/%1(3/ #%493( &#,/#;%--% ,/)##*!"'"#.%--#
be impacts arising as a consequence of individuals
wanting to locate in close proximity to the Park & Ride
site. These may include adverse shocks to the property
market, affecting both owner occupiers and the private
rental sector, and subsequent negative knock-on effects
,/# ,2'%&4#3( %5% 7)##*!"'"#3'"#3-&,#9, "/ %3-#6"/"1 &#%/#
the long-term if a legacy from the proximity to the Park
& Ride site can be secured. In this respect, there may
be the opportunity to attract inward investment around
associated supply chain activity.
West Somerset Council is currently investigating
the opportunity for a masterplan to guide the future
growth and development of Williton. The potential for
provision of new affordable housing and an appropriate
range of workspace are priorities. The masterplan
also takes account of the HPC associated development
proposals.
8.4
Minehead and coast
U%/"!"3$#+2-1-&#3/#%49,' 3/ # ,2'%&4#+2/( %,/#+,'#;"& #
Somerset. Known as the ‘Gateway to Exmoor’, the
traditional seaside resort features a wide promenade
3/$#-,/0#&3/$7#6"3(!)##*!"#9,92-3'#&"3+',/ #%&#1--"$#
with family attractions and amusements including the
all-weather attraction at Butlins. As well as a lively
seafront, Minehead also has the well-maintained
J-"/!"%4#M3'$"/&#.% !#% &#(,-,2'+2-#S,'3-#$%&9-37&#
which have won the town many regional, national
and international awards. The 630-mile South West
Coast Path - the longest of the National Trails - begins
in Minehead, and Minehead railway station provides
the seafront terminus for the West Somerset Railway
(WSR).
Minehead is an asset to West Somerset, particularly in
% &#',-"#3&#3/#3 '3( ,'# ,# !"#6"/"1 #,+# !"#.%$"'# ,2'%&4#
industry. It also serves an important service role to
the wider resident community of the surrounding rural
area in terms of access to key services and learning
opportunities. West Somerset Community College
(WSCC) is an important part of this learning offer and
serves a catchment area of some 600 miles. WSCC has
a Skills and Enterprise centre where the students can
learn vocational subjects including Hair and Beauty,
Hairdressing, Hospitality, Mechanics, Animal Care and
Construction. It has achieved a good rating from Ofsted
and has been successful in consistently growing its
pupil numbers and ranges of courses over recent years.
Whilst one of West Somerset’s key assets, Minehead
faces a number of challenges. In particular, access
represents a constraint, in particular during peak
tourist season when road links become very congested.
Potential responses to this issue include provision of a
rail link from Minehead to Taunton and development
of tailor made transport solutions for the needs of
particular groups such as teenagers and the elderly.
Ensuring that the local population have access to the
appropriate skills and learning that they need to realise
their potential, gain employment and grow businesses is
also an important task.
Minehead is 1 of 25 most deprived seaside towns which
was awarded £200,000 to establish a visioning group
to identify measures for improvement. The Visioning
Group consists of representatives of many of the town’s
socio / economic groups and wider stakeholders to help
to formulate ideas. Wider community engagement will
be essential and the Town Council, District Council and
Visioning Group need to debate and decide how and
when this should happen. Minehead Vision has set out
!"#+,--,.%/0#5%&%,/#+,'#U%/"!"3$#%/#DEDEA
“A thriving prosperous safe and attractive town with
access and quality services and facilities for residents
and visitors alike”
63
*!"#+,--,.%/0#="7#9'%,'% %"&#!35"#6""/#$" "'4%/"$A
B# Developing an overarching economic plan (that
compliments and adds value to existing strategy and
policy);
B# Ensuring that the local population have access to the
appropriate skills and training they need to realise
potential, gain employment and grow business;
B# Further provision and development of a range of
cultural and leisure facilities and activity;
B# Enabling access to a wide range of services and
facilities, both for residents of Minehead and its
hinterland and visitors to the area;
B# Supporting community safety initiatives; and
B# Continued and cohesive involvement of the key
stakeholders in working to realise the vision and
harnessing wider community engagement.
A strategic review of Minehead policy documents
has been undertaken to identify a short list of priority
projects for the area’s future development. These
projects have been the subject of discussion at meetings
by The Visioning Group, Minehead Town Council, West
Somerset Council and Minehead Area Panel. Those
9',:"( &# !3 #!35"#3#(-"3'-7#%$"/ %1"$#-"3$#,'03/%&3 %,/#
/ sponsor (e.g. Regal Theatre, Minehead Old Hospital,
Clanville Gardens et al) are relatively easy for the
Visioning Group to progress and support where
appropriate and relevant. Tourism, events and town
centre management initiatives have been given a high
priority by all the stakeholder groups, but is without a
&%0/%1(3/ #9',:"( #&9,/&,')#P #(,2-$#6"# !3 # !"#,/-7#.37#
+,'# !%&# ,#9',0'"&&#%&# ,#+2/$#&,4"#&9"(%1(#'"&,2'(")#
Such a resource could also have an impact on helping to
facilitate other actions to support the wider priorities. A
dedicated worker may be required and would have to be
funded.
Minehead Chamber are involved with a number of
projects and activities to help improve the economic
viability of the town and these include a desire to
see, wider promotion of tourism, increasing the
attractiveness of the high street (with a particular
emphasis on empty shops), improving signage both
within the town and the business parks and ensuring a
vibrant and colourful sea front.
64
The Visioning Group may ultimately want to establish a
Town Centre/Economic Partnership. The Group could
also pursue the possibility of Business Improvement
District status (BID) which if successful means
that a percentage of the business rate levy would be
used exclusively for activity in Minehead. A new
Development Trust for Minehead has been established,
that has the primary aim of acquiring and developing
the former hospital for community use, but has also
become an umbrella organisation for supporting other
community projects.
It will be important to monitor the health of the tourism
sector in Minehead during the construction of Hinkley
Point C, should the project proceed. It is expected
that any negative effects on tourism arising from the
project will be disproportionately felt in West Somerset
and Exmoor. A particularly high proportion of the
population in Minehead are employed in the tourism
industry and therefore it provides an important litmus
test of any impact.
Minehead is also home to the purpose built Visitor
Information and Interpretation Centre that serves the
whole of the District. Public sector spending cuts
has led to this service becoming vulnerable and other
methods of delivery are being explored, including
a social enterprise solution. This does provide an
opportunity for major tourism stakeholders within
Minehead to look at how they could become further
%/5,-5"$#3/$# 3="#3#43:,'#-"3$#%/# !"#%/S2"/("#3/$#
development of tourism initiatives in the town and
wider area.
The analysis provided by recent Town and Village
Centres Study46 suggests that Minehead is performing
well considering the impact on town centre uses
elsewhere in the country. However, this position
should not be taken for granted and regular monitoring
of the situation will be important in order to react in a
timely way with appropriate action. Monitoring is also
important given the potential impact that the proposed
development at the Hinkley Point C power station, if
it proceeds, could have on the area, although there are
questions about the degree to which there will be any
&%0/%1(3/ #%493( #,/# !"# ,./@&#'" 3%-#,++"'#3/$#
46.
West Somerset Local Authority Area Town and Village
Centres Study (2011).
9"'+,'43/(")##_,,=%/0# ,# !"#+2 2'"# !"#& 2$7#%$"/ %1"&#
further improvements to the town’s environment and
cultural offer as important and that maintaining and
enhancing the town’s retail (and other services) offer
and its attractiveness to visitors in the short and medium
term should be the focus for the town in the next 10-15
years.
8.5
Watchet
Watchet is a small harbour town with a population
of around 4,000. It lies on the coast at the mouth of
the Washford River between Exmoor to the west, the
Quantock Hills to the east and the Brendon Hills to the
south. Watchet is the busiest intermediate station on the
Heritage West Somerset Railway which carries 200,000
passengers a year between Minehead and Bishops
Lydeard near Taunton. It plays an important role in
West Somerset’s tourism industry and the town exhibits
strong levels of seasonal employment. The recently
regenerated Harbour Marina is a strong attraction,
offering 250 berths for berth holders and visiting yachts.
There are a number of ongoing and planned
developments in Watchet. Amongst these,
redevelopment plans for the East Wharf consist of
a mixed-use development including elements of
community, residential and commercial space. The
redevelopment of the East Wharf site is the single most
important redevelopment project in Watchet and will
set the tone for all future development in the town.
*!"#9',:"( #!3&# !"#9, "/ %3-#+,'#6"/"1(%3-#&7/"'0%"&#
with regular food and craft market activities around the
Esplanade, the enhancement of which was completed
in early 2008. There is also a Heritage Lottery funded
project led by ENP to conserve and promote the West
Somerset Mineral Railway47 to which the Watchet
Market House Museum provides the interpretation base
and attracts 40,000 visitors a year. These developments
will further improve the tourism offer in Watchet, to the
.%$"'#6"/"1 #,+# !"#%/$2& '7#3(',&&#;"& #C,4"'&" )
The development of Watchet has been guided by its
Urban Design Framework 48and Watchet 202549 report.
47.
Information can be found on the project website www.
westsomersetmineralrailway.org.uk
48.
Watchet Urban Design Framework: Final Report (May
2003).
49.
Watchet 2025: Watchet Community Strategic Plan.
The Urban Design Frameworkseeks to raise the quality
of the built development in Watchet to establish it not
just as a destination for visitors but as a desirable place
to live and a place to set up in business. The emphasis
is on overcoming Watchet’s challenges such as
accessibility and transport, and making the most its key
assets such as the Harbour. The planning and design
objectives encapsulated in the framework’s plans for
'"0"/"'3 %,/#3'"A
B# To encourage greater activity around the harbour;
B# To increase public accessibility to the harbour and to
maintain access to the water;
B# To create better pedestrian linkages across the town;
B# To improve the quality of existing streets and public
spaces;
B# To create a more comfortable environment for the
pedestrian; and
B# To encourage the redevelopment of key sites to
improve the quality of the built environment and to
0"/"'3 "#"(,/,4%(#6"/"1 &#Z#/".#62&%/"&&"&?#/".#
jobs and new homes.
The key outcomes of the Urban Design Framework
would involve reinvigorating the harbour through
new development on East Wharf and through smaller
interventions on the Esplanade, the redevelopment of
Harbour Road, environmental improvements on Swain
Street and the opening up of the riverside adjacent to
the Market Street Car Park.
The Watchet 2025 Community Strategic Plan (WCSP)
has been prepared by Watchet Action Strategic
Partnership (WASP), a steering group of volunteers
drawn from the community, formed in 2007. The Plan
has been made possible by the Market and Coastal
Towns Initiative (MCTi) funded by the South West
Regional Development Agency.
The WCSP examines strategic issues affecting the
,./#3/$#&""=&# ,#1/$#9'3( %(3-#.37&# ,#3$$'"&&#&,(%,W
economic problems and environmental concerns. Key
projects have been prioritised for further feasibility
and the next stage will be to develop an Action Plan to
6"0%/#%49-"4"/ 3 %,/)##*!"#5%&%,/#%&A
65
“A future Watchet will be an attractive and prosperous
town, facing up to the challenge of climate change, with
a thriving economy, a rich cultural/community life and
a high quality natural environment complemented by
well-designed public spaces. Watchet will offer a good
life for all its residents and a memorable experience for
its visitors.”
*!"#="7# !"4"&#3'"A
B# Improving prosperity – through the local economy
and tourism;
B# Climate change - to encourage respect for and better
use of our natural resources through saving energy,
local energy production and carbon offsetting,
'3/&9,' #3/$#-,(3-#S,,$#4"3&2'"&]
B# Quality of environment - to protect, respect,
conserve and enhance the local built environment and
infrastructure, with focus on housing and the natural
environment;
B# A safe, strong and inclusive community – with
focus on vocational training, lifelong learning,
facilities, access to services, voluntary and
community sector; and
B# Culture and heritage – to ensure a choice of local
arts, culture, heritage, sports and environmental
opportunities for all.
Watchet is an important asset for West Somerset,
particularly in respect of the tourism economy. The
town has a strong community spirit, demonstrated by
local involvement in the shaping of new redevelopment
plans for the town, and supporting numerous voluntary
societies including two museums, an annual Carnival
and a growing three day Music Festival. It is also
renowned for all its sporting activities A series
of projects have emerged from the WCSP and the
challenge will be to deliver these over coming years
3/$#%/#3/#"/5%',/4"/ #.!"'"#1/3/("&#3'"#%/('"3&%/0-7#
strained. In particular, the cessation of regional funds
from which some activities have been funded will mean
that there is a need to identify and secure funding from
new sources. West Somerset should continue to build
upon successful partnership working arrangements with
organisations such as the Watchet Regeneration Forum
to support the development of the town.
66
Kitesurfer © Philip Sanderson
67
9.0 Delivery
*!"#(!3/0"#%/#M,5"'/4"/ #!3&#43'="$#3#&%0/%1(3/ #
change in policy in relation to economic development
and investment in UK plc. In particular, emerging
and future planned changes in legisation are altering
!"#1/3/(%3-#-3/$&(39"#%/#'"-3 %,/# ,# !"#$"-%5"'7#,+#
major schemes of physical development including
infrastructure, housing and commercial development.
The ‘Localism’ agenda seeks to empower communities
and business to take control of assets. Localism
provides a vehicle for ensuring that individual public
&"'5%("&#(3/#'"&9,/$# ,# !"#&9"(%1(#/""$&#,+#-,(3-#
areas and local people. Associated with these changes
3'"#3#/".#&" #,+#9, "/ %3-#1/3/(%3-#%/& '24"/ &#.!%(!#
may be employed to leverage investment and deliver
projects. The Decentralisation and Localism Bill came
into force in November 2011 and formalises the use of
&,4"#,+# !"#/".#399',3(!"&# ,#1/3/(%/0#$"5"-,94"/ )##
It will be necessary to explore and exploit these new
approaches to achieve maximum impact in economic
development in West Somerset.
The box below lists some of these new approaches
and some existing core approaches which will remain
important.
Approach
Tax Incremental
Financing (TIF)
Description
TIF will allow Local Authorities to borrow against predicted growth in their locally
raised business rates. They can use that borrowing to fund key infrastructure and
other capital projects, which will support locally driven economic development and
growth.
Localisation of business
rates
Councils will be allowed to retain business rates raised in their area following the
Local Government Resource Review.
The Local Government Finance Bill will provide the statutory basis for the business
rates change and will be introduced in the current session of Parliament, with the
changes taking effect in the next three years.
New Homes Bonus
Under the New Homes Bonus scheme the government will match the council tax
raised on each new house for six years. The Government has stated that the starting
9,%/ #+,'#/"0, %3 %,/#&!,2-$#6"#3/#`EADE#&9-% #Z#3--,(3 %/0#`Ea#,+# !"#9374"/ # ,# !"#
lower tier authority and 20% to the upper tier authority.
Local authorities are expected to have control over how they spend the money.
Business Increase Bonus
(BIB)
BIB is an incentive, designed to encourage local authorities to promote growth where
they might otherwise focus on different priorities.
The scheme allows any council whose amount of annual business rate rises by more
than the national rate to keep the additional funds for six years, a discretionary local
authority power to levy business rate discounts (where they can be funded through
&35%/0&#"-&".!"'"G?#3/$#.%--#3--,.#-,(3-#1'4&# ,#63(=#,'#6-,(=#3#J2&%/"&&#\3 "#
Supplement proposal through a ballot
68
Approach
Local Asset Backed
Vehicles (LABV)
Description
A Local Asset Backed Vehicle (LABV) is a long term partnership or joint venture
between the public sector and a private sector partner.
The value of the assets is used by the LABV to raise funds to enable investment and/
or regeneration.
Regional Growth Fund
(RGF)
The Regional Growth Fund (RGF) is a £1.4bn fund operating across England
from 2011 to 2014. It supports projects and programmes that lever private sector
investment creating economic growth and sustainable employment. It aims
particularly to help those areas and communities currently dependent on the public
sector to make the transition to sustainable private sector-led growth and prosperity.
Whilst rounds 1 and 2 of the RGF have now closed, there may be the potential for
future recycling of funds for a further round in the future.
Prudential borrowing
The prudential borrowing system allows local authorities to borrow against future
revenue streams to provide high quality services and improve facilities for example,
despite tight budgets.
Feed-in Tariffs (FITs)
/ Renewable Heat
Incentive (RHI)
Under the Feed-in Tariffs (FITs) scheme, energy suppliers have to (compulsory for
big six suppliers) make regular payments to householders and communities who
generate their own electricity from renewable or low carbon sources such as solar
electricity panels (PV) or wind turbines.
The Renewable Heat Incentive is similar to the Feed-in Tariffs. The RHI can be
used to invest in a renewable scheme from which heat is used.
Business Improvement
Districts (BIDs)
8#J2&%/"&&#P49',5"4"/ #K%& '%( #%&#3#9'"(%&"-7#$"1/"$#0",0'39!%(3-#3'"3#.% !%/#
which the businesses have voted to invest collectively in local improvements to
enhance their trading environment.
There is the potential to pursue a BID in Minehead.
69
Approach
Section 106 agreements
Description
A Section 106 Agreement is a legal agreement between the Planning Authority and
the applicant/developer and any others that may have an interest in the land.
Planning Obligations are used following the granting of planning permission
(normally major developments) to secure community infrastructure to meet the needs
of residents in new developments and/or to mitigate the impact of new developments
upon existing community facilities.
A Section 106 agreement will be agreed in relation to the Hinkley Point C
development.
Public Private
Partnerships (PPPs)
Where a government service or private business venture is funded and operated
through a partnership of government and one or more private sector companies.
Community Infrastructure The Community Infrastructure Levy is a new levy that local authorities in England
Levy (CIL)
and Wales can choose to charge on new developments in their area. The money
can be used to support development by funding infrastructure that the council, local
community and neighbourhoods want - for example new or safer road schemes,
park improvements or a new health centre. It needs to be noted, however, that the
legislation is not yet in place.
European Investment
Bank Funds (e.g.
ELENA)
N2',9"3/#P/5"& 4"/ #J3/=#+2/$&#9',5%$"#3#9, "/ %3-#&,2'("#,+#1/3/("#+,'#"(,/,4%(#
development in West Somerset.
Coastal Communities
Fund
New fund to support the economic development of coastal communities. It
will support a wide range of projects, including those that support charities, the
environment, education and health. Examples could include support for developing
renewable energy, improving skills or environmental safeguarding or improvement.
There are a variety of funds and programmes. These include ELENA - To facilitate
the mobilisation of funds for investments in sustainable energy at local level.
ELENA helps public entities to solve many of the problems at the conceptual stage
67#,++"'%/0#&9"(%1(#&299,' #+,'# !"#%49-"4"/ 3 %,/#,+# !"#%/5"& 4"/ #9',0'344"&#
3/$#9',:"( &#&2(!#3&#'" ',1 %/0#,+#926-%(#3/$#9'%53 "#62%-$%/0&?#&2& 3%/36-"#62%-$%/0?#
"/"'07W"+1(%"/ #$%& '%( #!"3 %/0#3/$#(,,-%/0#/" .,'=&?#,'#"/5%',/4"/ 3--7W+'%"/$-7#
transport etc
*!"#+2/$#(,2-$#6"#93' %(2-3'-7#6"/"1(%3-#+,'# !"#(,442/% %"&#,+#U%/"!"3$#3/$#
Watchet.
70
However, achieving strong and effective localism
requires robust and coherent foundations and supporting
& '2( 2'"&)##P #.%--#'"L2%'"A
B# Strong and effective political leadership and
democratic engagement and accountability at all
levels;
B# 8#& ',/0#62 #S"H%6-"#93' /"'&!%9#+'34".,'=# !3 #
ensures that issues of importance to local people
%/S2"/("# !"#& '3 "0%(#$"(%&%,/&#'"03'$%/0# !"#<,2/ 7#
as a whole;
B# A long term plan for West Somerset which clearly
sets out the outcomes that local communities and all
partners want to achieve;
B# A strong and effectively engaged council and
voluntary and community sector, with established
arrangements for devolving services and local
activities; and
B# Mechanisms to engage and involve those
communities who are often overlooked.
These will provide a strong foundation for further
innovative service devolution, decentralisation and
participatory budgeting.
The overarching message is that delivery of this strategy
will not be only be the responsibility of West Somerset
Council, but also with local and regional partners from
business and community groups. The council will
however need to take on a strategic leadership role, in
93' %(2-3'#%/#9',4, %/0#3/$#(,W,'$%/3 %/0#6"/"1(%3-#
partnerships that drive forward progress in the district.
It will need to represent the district’s needs in the LEP.
The establishment of the LEP provides an opportunity
for West Somerset to articulate local concerns, but it
.%--#6"#%49,' 3/ # !3 #93' /"'&!%9#3''3/0"4"/ &#'"S"( #
economic realities. This means ensuring that there is
formal cooperation between West Somerset’s natural
partners, Sedgemoor and Taunton Deane, but also
strong linkages between West Somerset and North
Devon given that the neighbouring districts share the
national park.
Delivery will involve vesting suitable communities with
assets capable of growing the economy. The proposed
Clanville Community Garden is a good example of
this type of delivery. Minehead Development Trust
has been approached by volunteers from Minehead
and Alcombe Transition Town Association interested
in establishing a ‘community garden’ at Clanville,
Minehead. The site, in Minehead’s Conservation Area,
is owned by West Somerset Council and is a former
plant nursery which is no longer in use. The ambition
is for the site to become a community garden with
scope for skills training, horticultural therapy, food
growing demonstration areas, restoration of the original
Victorian glasshouse, and provision of a place for quiet
recreation and community participation. Preliminary
talks suggest that the Council could hand the asset
over to Minehead Development Trust to manage as a
community-led social enterprise.
There exist a number of important synergies between
new delivery mechanisms and incentives, and the
themes of this economic strategy. These need to be
captured and exploited. For example, the transition
to a low carbon economy can be accelerated by
effective utilisation of revenue generating incentives
such as the Feed-in Tariffs (FITs) and the Renewable
Heat Incentive (RHI). Often issues of ownership are
a barrier to the schemes being implemented to take
advantage of these incentives. More co-ordination and
partnership working is required to deliver a greater
number of schemes and large impact on the economy.
There will undoubtedly be a steep learning curve
in moving to new ways of delivery and working.
However, doing so is vital for progress in economic
development in the district. It is also important
in ensuring business continuity given the trend of
reductions in public expenditure.
NH%& %/0#3'"3#93/"-&#.%--#3-&,#!35"#3/#%/S2"/ %3-#',-"#
in enabling delivery and championing projects on the
ground.
71
Tour of Britain Cycle Race 2010 Minehead © Shirley Turner
72
10.0 Action Programme
This section sets out a strategic action plan focused
on delivery of projects that will deliver change in
West Somerset. These actions are organised into the
+,--,.%/0#&%H#(3 "0,'%"&A#
1.
Upskilling and retention of Skilled Workers;
2.
Enterprise and Entrepreneurship;
3.
Improve Connectivity;
4.
Protecting and Developing Key Assets;
5.
Supporting Tourism; and
6.
Promote Local Delivery Mechanisms.
*!"#3( %,/&#3'"#CU8\*#OC9"(%1(?#U"3&2'36-"?#
Achievable, Realistic and Time bound) and are outlined
below. Actions relate to short (1-4 years) and long
term (5+ years) time horizons – denoted by S, M and
L respectively. The accompanying action plan table
%$"/ %1"&#="7#9"'+,'43/("#%/$%(3 ,'&#303%/& #.!%(!#
actions can be measured.
Upskilling and retention of Skilled Workers
Key Issues:
B# There is a need for upskilling amongst the current
working age population and to increase the retention
of skilled workers in West Somerset;
B# The district’s rapidly ageing population makes
&"(2'%/0#3#&2+1(%"/ -7#&=%--"$#.,'=+,'("#3#93' %(2-3'#
challenge. In particular, higher level vocational skills
are important – both to businesses in terms of the
availability of a suitably skilled labour pool and to
individuals in terms of access to employment;
B# A key aspect of retaining skilled workers is ensuring
!3 # !"'"#3'"#&2% 36-"#3/$#&2+1(%"/ -7#3 '3( %5"#.,'=#
,99,' 2/% %"&#+,'# !"4# ,#1--#.% !%/# !"#-,(3-#3'"3#3&#
well as an affordable purchase / rental housing stock;
B# There is a need both to ensure that skills training
provision is well aligned with the needs of growth
sectors in the 21st Century economy and to stimulate
a business infrastructure that can provide related
work opportunities for individuals once they have
gained the requisite skills. The local tourism
economy is facing headwind and there may be
increased opportunities in new emerging green
sectors.
B# Complete Master Planning of Williton to enable an
additional supply of affordable housing aimed at the
retention of people of a younger working age (S);
B# N/(,2'30"#/".#$"5"-,94"/ #,+#3#&%0/%1(3/ #&(3-"#
to adopt the provisions of a Skills and Employment
Charter (see Appendix) through the planning process
– supply-chain engagement, working with education
and training providers, employment brokerage and
procurement practices work are all potential elements
of a charter (L);
! Support programmes and schemes for
apprenticeships and graduate interns and ensure
opportunities to develop higher value skills at
Hinkley Point C (S);
! Work with training providers to adapt courses to meet
the training and skills requirements of low carbon
"#$%$&'!(%()(*)(+",-!,.#/!*,!0")0$1)!$2!/$.,(%3!,)$#4!
(Green Deal) (L);
! Take a proactive role in the delivery of long term
economic transformation, in the immediate term by
"%,.0(%3!)/*)!5",)!6$&"0,")!7"+"8$9,!*%!(%:."%)(*8!
role in Somerset’s Low Carbon Cluster and delivery
of the Somerset Low Carbon Delivery Plan (S);
! Take actions to promote healthy living to assist in
3"))(%3!(%7(+(7.*8,!$22!;%#*9*#()'!<"%"1)!=;<>?!!<.(87!
on the work of the Healthy Living Project in West
Somerset which is bidding for Lottery funding (S);
! Develop community outreach programmes to assist
individuals furthest away from the jobs market in
getting back into employment. Support community
outreach organisations and help to develop the
#*9*#()'!$2!)/$,"!*80"*7'!.%7"0)*4(%3!,9"#(1#!,.99$0)!
(such as CLOWNS, Creating Learning Opportunities
in Western Somerset) to expand their activities (S);
! Tackle affordable housing issues through a closer
and more joined up working relationship between
the Council’s Economic Development Department,
RSLs, Magna West Somerset Housing Association
and West Somerset Strategic Partnership. Seek a
@(7"0!,)0*)"3(#!(%:."%#(%3!0$8"!$)/"0!)/*%!)/0$.3/!
the LEP (S).
73
Enterprise and Entrepreneurship
Key Issues:
! Social and leisure trends are also providing new
opportunities including high value home working
(such web design, digital media services and
architectural design). Sustainable tourism is an area
of further opportunity (tourism attempting to make
a low impact on the environment and local culture,
while helping to generate future employment for
local people);
! Closure of Business Link;
! The small scale of many businesses in the district
&"*%,!)/*)!()!(,!$2)"%!%$)!2"*,(A8"!2$0!10&,!)$!
undertake exploratory research in respect of
accessing new markets (such as those relating to the
green economy) individually;
supporting job ready training (S);
! Facilitate the setting up of social enterprises to
capitalise on service contract opportunities with EDF.
Lobby for opportunities to realise natural linkages
between WSCC’s enterprise proposals and the visitor
centre at Hinkley Point C (S);
! Ensure opportunities for young people to gain work
experience opportunities that enable them to develop
A.,(%",,!,4(88,-!(%#8.7(%3!(%:."%#(%3!)/"!7")*(8!$2!
EDF’s Education Strategy and supporting initiatives
such as Education Business partnerships (S).
B.
Business support
! The business environment is particularly challenging
following the late 2000s recession, making issues
,.#/!*,!*##",,!)$!1%*%#"!&$0"!90$&(%"%)B
! Develop a strong business support and mentoring
offer in the district that caters for the needs of both
prospective start-ups and newly formed enterprises.
This support needs to be appropriate to the West
Somerset context – suitable for micro-businesses
and adequately accessible to all across the district.
Explore the potential for community drawn mentors
for local businesses (L);
! Evidence suggests that there is a strong appetite,
particularly generally amongst young people, to start
and grow their own business. In West Somerset,
the relative lack of job opportunities is a key driver
– if skilled young people from the area want to
stay, to pursue careers in their chosen area, the only
local option may be to start their own enterprise.
Providing the appropriate environment for potential
entrepreneurs to test, develop and hone their skills
will stimulate this type of activity and long term
"#$%$&(#!A"%"1)!2$0!5",)!6$&"0,")B
! Manage the gap in provision left by the closure of
Business Link. The Government has stated that
entrepreneurs previously served by Business Link
advice centres will be supported by improved online
services and a contact centre. Business Link’s paid
advisors will be replaced by a network of unpaid
mentors. This transition will have to be managed
in West Somerset, in particular to ensure that new
provision from organisations that are part of the new
mentoring network is appropriate to the local context
(S);
! The Hinkley Point C project provides a potentially
valuable catalyst in encouraging the development of
the low carbon sector in West Somerset – providing
a focal point, through provision of a base level of
demand for services.
! Undertake higher level actions to engage further
with businesses in the district, building on proven
approaches (for example, the ‘Making the Links in
West Somerset’ work around creative industries) (S);
A.
Enterprise
! Negotiate for improved access to job opportunities in
the Hinkley Point C development through negotiating
with EDF over planning mitigation and community
A"%"1)!C!A'!"%,.0(%3!"22"#)(+"!(&98"&"%)*)($%!$2!
the Construction Workforce Development Strategy
(CWDS), including employment brokerage and the
74
! Provide strategic leadership and dissemination of
information in relation to future opportunities in the
green / environmental sector which may provide
$99$0).%()(",!2$0!7(+"0,(1#*)($%!*%7!"D9*%,($%!$2!
existing businesses in the district (L);
! Establish a structured approach to guiding and
signposting local businesses and community group
vehicles to appropriate funding sources and other
support (such as the Fredericks Foundation).
Ensuring any commissioned activity is integrated
into a seamless package of support, which also
includes proactive dissemination of information, peer
to peer support via networking and other tangible
outcomes (L);
! Provide appropriate business accommodation /
workspace for small and growing businesses, in
particular enabling businesses to expand to capitalise
on opportunities in the low carbon sector. Part of this
will be ensuring that new workspaces are delivered
using a suitable vehicle that can result in an offer to
market which is appropriate for local SMEs (L).
Protecting and Developing Key Assets Key Issues:
! Changes in local government, a challenging funding
"%+(0$%&"%)!*%7!*+*(8*A(8()'!$2!%"@!1%*%#(*8!
mechanisms mean that the management of key assets
is likely to have to evolve in order to be effective;
! The district’s natural assets are fundamental to
its attractiveness and the success of the tourism
sector. The local authority spending cuts will have a
,(3%(1#*%)!(&9*#)!$%!/$@!)/"!E$.%#(8!#$%)(%.",!)$!
support the tourism industry;
! The area’s man-made assets are also important,
the towns and resorts that residents use day-today and tourists visit as part of their trip to the
@(7"0!*0"*?!!F0",,.0",!$%!1%*%#(*8!0",$.0#",!&"*%!
that maintaining these assets may require new
approaches.
Exmoor and the Quantock Hills AONB
! Take measures to capture opportunities around low
carbon energy and sustainable tourism, to not only
protect the existing environmental asset of Exmoor
but also provide opportunities for valuable upskilling
and enterprise (L);
! Take measures to assist with upskilling in uplands
management and interpretation (S);
! Work with Exmoor National Park Authority to
accommodate constraints on the area in terms of
planning, housing costs, transport and accessibility in
policy actions (L).
Williton
! Take forward the Williton Masterplan - the potential
for provision of new affordable housing and an
appropriate range of workspace are priorities (S);
! Explore the potential for an incubation facility
at Williton, to provide space for new start up
businesses, in particular aligned with increasing
opportunities in the green and environmental sector
(L).
Minehead and Coastal
! Consider feasibility of pursuing BID status for
Minehead as a whole. To fund an economic manager
who would facilitate an Action Plan arising from the
Minehead Visioning Group (S);
! Negotiate the transfer of the Minehead Visitor
Information Centre to an alternative, sustainable
delivery model / possible social enterprise; Support
@()/!)/"!(7"%)(1#*)($%!$2!*8)"0%*)(+"!2.%7(%3!,)0"*&,!
to support VIC e.g. management of EDF’s tourism
accommodation brokerage (S).
! Explore the potential for leveraging funds from the
Coastal Communities Fund. The recently announced
new fund is designed to support the economic
development of coastal communities. It will support
a wide range of projects, including those that support
charities, the environment, education and health.
Examples could include support for developing
renewable energy, improving skills or environmental
safeguarding or improvement. The fund will be
linked to the revenues of the Crown Estate’s marine
activities each year. In April 2012, there will be
£23.7m available (S).
Watchet
! Ensure that the momentum of community led
regeneration of the town is not lost. Recognise the
importance of the East Wharf development for the
town’s future and support the wider regeneration of
the town around this focal point (L);
! Support the tourism sector and other key priority
sectors in the town (L);
! Explore the potential for leveraging funds from the
Coastal Communities Fund. The recently announced
new fund is designed to support the economic
75
development of coastal communities. It will support
a wide range of projects, including those that support
charities, the environment, education and health.
Examples could include support for developing
renewable energy, improving skills or environmental
safeguarding or improvement. The fund will be
linked to the revenues of the Crown Estate’s marine
activities each year. In April 2012, there will be
£23.7m available (S).
Supporting Tourism
Key Issues:
There are several weaknesses that threaten long term
30$@)/!$2!)$.0(,&?!!;%!9*0)(#.8*0G
! H"8*)(+"8'!%*00$@!,#$9"!$2!7"+"8$9&"%)G!)/"!
dominance of Minehead and its traditional offerings,
and limited activity elsewhere except in the Exmoor
National Park. The tourism sector, like many others,
is constantly evolving and there is a need to ensure
adequate adaptation to changes in market demand
over time to prevent decline;
! Day trip visitors represent a high proportion of sector
(%#$&"G!90$,9"#),!2$0!)/(,!A.,(%",,!&*'!A"!7*&*3"7!
by elevated oil prices through its impact on motoring
costs;
! E$%,)0*(%),!$%!*##",,G!%""7!)$!7"+"8$9!(&90$+"7!
transport and communications, including rail links.
The limited opportunity to achieve modal-shift away
from the private car and lack of designation of the
required improvements in the road infrastructure in
the Future Transport Plan for Somerset are particular
challenges;
! A strong possibility of a perception developing
amongst potential visitors that the visitor experience
in West Somerset will be adversely affected by
the Hinkley power station. If this occurs, then the
0",.8)!#$.87!A"!*!,(3%(1#*%)!7"#8(%"!(%!)/"!%.&A"0!$2!
visitors.
! Deliver a programme of strategic marketing of
the visitor economy. Promote and champion the
Exmoor and West Somerset brand (Exmoor, Coast
and Quantock Hills) in appropriate markets. Should
the Hinkley Point C project proceed, ensure that
&*04")(%3!#*&9*(3%,!,.21#("%)8'!*770",,!9$)"%)(*8!
visitor perception issues, thereby managing the
76
impact on the sector in the district (S);
! Assist the tourism sector in moving towards
sustainable tourism. There are two aspects to this
*#)($%G!=(>!7"8(+"0(%3!*!&$0"!"D98(#()!,.,)*(%*A8"!
tourism approach in the branding of the area to
visitors, and (ii) helping tourism businesses to adapt
to pressures of elevated oil prices (L);
! Negotiate a “shop window” presence for West
Somerset (within the Exmoor brand) tourism
promotion in the emergent proposals for the Hinkley
Point C Visitor Centre. Consider the branding of
this ‘shop window’ rural low carbon living and green
tourism focus (S);
! Increase the capacity of the Exmoor Tourism
Partnership, to achieve a co-ordinated approach to
supporting the local tourism industry. Transfer www.
visit-exmoor.co.uk to a third party private sector
tourism organisation with a sustainable funding
stream (S);
! I%#$.0*3"!)/"!)*4"!.9!$2!J30""%!1%*%#"K!A'!56!
homes and businesses to improve carbon emissions
of the stock (L);
! Develop business support that is targeted at
landscape management and explore funding routes to
pursue land management (L);
Promote local delivery mechanisms
Key Issues:
! L/"!(%#0"*,(%3!(%:."%#"!$2!)/"!M8$#*8(,&N!*3"%7*!*%7!
aspirations to develop the ‘Big Society’. Localism is
encapsulated by the Decentralisation and Localism
Bill 2010 which contains a package of reforms that
will devolve greater power and freedoms to councils
and neighbourhoods, establish new rights for
communities, update the planning system, and give
communities control over housing decisions;
! Public service delivery also now faces an
environment of much reduced public expenditure;
! Neighbourhood plans are a particularly important
change to the planning system being introduced via
the Localism Bill;
! Constraints on the resources available to the District
provide the need for a new approach to economic
development which is based on maximising the
impact of existing resources.
! Support Area Panels, Parish Councils and local
communities on the interpretation of West Somerset
economic development opportunities at the local
level within Parish / Community Plans (S);
! Consider other methods of public service delivery
which could include service level agreements with
community groups where such groups are appropriate
+"/(#8",!2$0!&*%*3"&"%)!$2!,9"#(1#!8$#*8!2.%#)($%,!
or projects (S);
! Provide a broader base of support to social
enterprises through provision of guidance around
levering of funding and increased opportunities for
networking between related groups (S);
! Support the needs of the care sector, thereby ensuring
the sector can provide adequate support networks
and care for the district’s elderly population in the
long term. In particular, raise awareness of the career
path progression opportunities offered to individuals
who take up employment in the sector. Explore the
potential to integrate the opportunities for enterprise
in the sector into business support and social
enterprise activity (L).
77
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Selworth Combe near Porlock © Shirley Turner
79