enterprising minehead – business plan · enterprising minehead – business plan 2 ensures that...

2017

Enterprising Minehead – Business Plan

Contents

Executive Summary ........................................................................................................................................... 1

1. Introduction ........................................................................................................................................... 5

1.1 Project Aims ....................................................................................................................................... 5

1.2 Overview of Activity .......................................................................................................................... 5

3. Background and Strategic Fit ................................................................................................................. 7

2.1 Background to the Project ................................................................................................................. 7

2.2 Strategic Context ............................................................................................................................. 10

3 Detailed Proposals .................................................................................................................................... 12

3.1 People .............................................................................................................................................. 12

3.2 Place ................................................................................................................................................ 17

3.3 Business ........................................................................................................................................... 27

3.4 Project Management ....................................................................................................................... 35

4. Community Impacts and Benefits ............................................................................................................ 36

4.1 Hinkley Point C Impact .................................................................................................................... 36

4.2 Community Benefits ........................................................................................................................ 38

4.3 Community Involvement and Consultation ..................................................................................... 42

5. Project Outcomes ..................................................................................................................................... 43

5.1 Direct outputs .................................................................................................................................. 43

5.2 Outcomes ........................................................................................................................................ 44

6. Options Appraisal ..................................................................................................................................... 45

6.1 Do Nothing ....................................................................................................................................... 45

6.2 Improvements to the Esplanade only ............................................................................................. 45

6.3 Revenue only activity to Improve Skills ........................................................................................... 46

6.4 A small scale joined up programme ................................................................................................ 46

6.5 A large scale joined up programme ................................................................................................. 46

6.6 A medium scale joined up programme (proposed) ......................................................................... 46

7. Partnerships, Governance and Management .......................................................................................... 47

7.1 Partnerships ..................................................................................................................................... 47

7.2 Linkages ........................................................................................................................................... 47

7.2 Governance and Track Record ......................................................................................................... 48

7.3 Track Record .................................................................................................................................... 48

8. Financial Projections and Funding Arrangements ................................................................................... 49

8.1 Project Costs .................................................................................................................................... 49

..................................................................................................................................................................... 49

8.4 Value for Money .............................................................................................................................. 50

9. Sustainability and Added Value ................................................................................................................ 51

9.1 Environmental and Social Sustainability.......................................................................................... 51

9.2 Financial Sustainability .................................................................................................................... 51

9.3 Added Value .................................................................................................................................... 52

10. Legal Considerations ............................................................................................................................ 53

10.2 Planning and Conservation .............................................................................................................. 53

10.3 Land ownership/site considerations ............................................................................................... 53

10.3 BID Development ............................................................................................................................. 53

11. Project Risk Management.................................................................................................................... 54


1

Executive Summary

This business plan sets out the detailed plans for the Enterprising Minehead project to accompany West

Somerset Council’s application to the Hinkley Community Impact Fund.

Enterprising Minehead is a multi-stranded project to:

Re-vitalise Minehead’s visitor economy, creating an attractive, interactive visitor experience; supported by a

skilled hospitality workforce and dynamic businesses, all working together to realise Minehead’s revival as

an economically viable seaside town, creating a long term legacy from the Hinkley development.

The project aims to:

Support the skills development in the hospitality sector, inspiring and motivating the next

generation of workers and growing the skills of the existing workforce;

Redevelop Minehead’s 1 mile long esplanade, creating an attractive, dynamic public space, where

people want to linger, rest and enjoy;

Develop a Business Improvement District, creating a mechanism that involves local businesses in

planning, funding and implementing further projects to improve prospect and economic viability of

the town centre; and

Develop a coherent approach to marketing Minehead, to re-position the town in the minds of

potential customers.

Enterprising Minehead will include a programme of work that principally aims to tackle some of the key

challenges the town faces. In particular:

A low skills, low wage economy where progression opportunities are limited;

Poor educational attainment, social mobility and a distinct lack of prospects;

Large numbers of young people leaving the area for education and employment opportunities

elsewhere;

Challenges in getting to training, work-placements and further and higher education;

Skills and labour shortages and reliance on EU migrant labour – which may deteriorate further as a

result of Hinkley and Brexit;

Poor transport access into and out of the area – expected to worsen as a result of Hinkley;

Very high dependence on tourism, but lack of investment in the offer means Minehead has

struggled to keep up with the needs of modern customers. It has not evolved its offer or developed

new attractions at the rate required;

A 1 mile long esplanade which is now a bland, concrete expanse, lacking focal points or animations

or opportunities to engage visitors.

As well as addressing challenges, the project also builds on a number of opportunities to develop

Minehead’s tourism offer, such as: Recent investment by Butlins and Premier Inn, the emergence of

adventure holiday tourism, the development of the STEAM coast trail/SW Coast Path and West Somerset

Railway. The project also capitalises on expected growth in tourism arising from Hinkley families and


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ensures that Minehead secures a sustainable future for its tourism industry as a result. It builds on a

positive relationship with the business community to develop a Business Improvement District – creating a

long term mechanism for business involvement and investment. It takes its lead from the priorities and

strategic direction set out in the Minehead Economic Plan. This includes activity focused on the three core

areas of People, Place and Business and is illustrated below.

Community Impact Fund Proposals Match elements (funded through CCF,

S106, LEADER or Private Sector)

People

A Hospitality and Tourism Academy,

targeting 3 core groups:

Future Workforce

Step Into Industry Programme

Current Workforce

Apprenticeship Plus Model

Apprenticeship Network

Business Support

Ambassador Programme

Cash Match

Section 106 Economic Development

Section 106 Employment and Skills

Activities

Academy co-ordination and project

management – in kind contribution

from West Somerset Council

The Beach Hotel Equipment (CCF bid)

Place

Re-development of the Esplanade:

Landscaping (soft works and hard

works)

Street furniture

Pavement art

Feature Lighting

Contingency and legal costs

On-going Maintenance

CCF/LEADER/Section 106 bids to cover

complementary improvements to the

Esplanade:

Refurbishment of Edwardian shelters

Adventure Activity Hub

Interactive Play (Water and Sand)

Splash pad

Graphic wall

Business

Two key activities under the ‘Business’

theme:

Development of Business Improvement

District

Marketing Minehead


complementary activity including:

Concessions/franchises on the

Esplanade

Events development

Harbour Market

Guided Walk Ambassador Scheme

Elements of Marketing Minehead

Project

Management

Project Management

1/2 In kind contribution from WSC, not

counted as match.


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Other options were considered including:

Do Nothing – Rejected on the grounds that it does not offer economic or community benefits;

Capital only improvements to the Esplanade – Rejected on the grounds that it fails to address a key

economic need and Hinkley Impact;

Revenue only activity to improve skills – Rejected on the grounds that it fails to address a key strategic

need to improve Minehead’s core visitor offer;

A small scale joined-up programme – Rejected on the grounds that it fails to achieve a

transformational impact and lasting legacy; and

A large scale joined-up programme – Rejected on the grounds of costs.

The total cost of the scheme is £982,609. We are applying for £501,688 from a CIM fund, bringing £480,921

or 49%. West Somerset Council also brings the equivalent of £90,268 in the form of ‘in-kind’ support for

the project, which has not been included in the match element.

The project will achieve a number of socio-economic outcomes as illustrated below.

The project will be steered by the Minehead Coastal Communities Team, with West Somerset Council

acting as the Accountable body and providing project management function. The project elements will be

managed by task and finish groups, developed from existing local partnerships and groupings.

Improved visitor satisfaction

increased visitor numbers

Increased visitor spend

People:

Better trained/knowledgeable staff, improved retention, leading to better customer service

Place:

Improved visitor offer, with more to do when visiting Minehead.

Business:

More vibrant retail offer, with improved marketing and promotion of Minehead

Jobs created &

safeguarded

Opportunities for

progression

Business start-up

and growth


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The project meets all the CIM fund criteria, as illustrated below:

How Enterprising Minehead Demonstrates

Community

Need

Minehead is a Priority 3 Impact area

Community and businesses likely to be impacted by travel, housing pressures,

loss of amenity. Businesses likely to be impacted by visitor economy changes

and difficulties recruiting/retaining staff

Project will mitigate against changing visitor perceptions by improving offer,

branding and marketing.

Project will mitigate against staff recruitment/retention issues by creating a

hospitality and tourism academy.

Extent of

Benefits

552,000 staying visitors and 890,000 day visitors will benefit from an improved

visitor offer – leading to higher spend.

With 55% of people working in tourism in Minehead a high proportion of the

community will benefit from improvements to the visitor offer.

Over 1,000 young people in Minehead will participate in the academy and the

wider population of the town (12,000) will be able to access the Esplanade.

252 businesses will benefit from a Business Improvement District.

Quality of

Life

By providing public realm and tourism attractors along the seafront, residents as well as

tourists will be able to benefit from:

Improved leisure facilities

Opportunities for social interaction, fresh air and exercise; and

Access to leisure facilities within the town, reducing the need to drive

With 55% working in tourism, efforts to encourage visitor stays and spend will boost

incomes and quality of life for many on low wages.

Community

Support

Significant multi-stakeholder and community support for enterprising Minehead, arising

from the wide consultation undertaken to inform the Minehead Economic plan.

Partner

Support

Key elements developed in partnership with the Coastal Community Team, West

Somerset Employment and Skills group, Minehead Chamber of Commerce and key local

businesses. The proposals have the support of the Minehead Town Council

Governance Good governance arrangements are in place which secure the involvement of partners,

whilst ensuring sound project and financial management by West Somerset Council.

Sustainability The project has strong environmental and social sustainability across all three strands of

activity. Its strong public/private partnership provides excellent foundations for ensuring

financial sustainability of the proposals after the end of the project.

Value for

Money

The project offers value for money by:

Utilising in-kind resources to add value to delivery

Using the funding to lever additional resources in the form of £480,921 match

Adding value to other CIM investments, such as the Steam Coast Trail

Adding value to other Hinkley Section 106 monies


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1. Introduction

The purpose of this business plan is to provide supporting information for the development of Enterprising

Minehead project to accompany West Somerset Council’s application to the Hinkley Community Impact

Mitigation (CIM) Fund.

1.1 Project Aims

Enterprising Minehead is a multi-stranded project to:

Re-vitalise Minehead’s visitor economy, creating an attractive, interactive visitor experience; supported by a

skilled hospitality workforce and dynamic businesses, all working together to realise Minehead’s revival as

an economically viable seaside town, creating a long term legacy from the Hinkley development.

The project aims to:

Support the skills development in the hospitality sector, inspiring and motivating the next

generation of workers and growing the skills of the existing workforce in order to:

o Address skills shortages/gaps in the hospitality sector that may be exacerbated by labour

demand from Hinkley and Brexit; and

o Deliver consistently excellent customer service and visitor satisfaction through a well

trained workforce, able to capitalise on additional visitors associated with Hinkley.

Redevelop Minehead’s 1 mile long esplanade, creating an attractive, dynamic public space, where

people want to linger, rest and enjoy in order to:

o Enhance visitor experience and memories of Minehead;

o Increase dwell time in Minehead;

o Increase visitor satisfaction; and

o Increase visitor expenditure in local businesses.

Develop a Business Improvement District, creating a mechanism that involves local businesses in

planning, funding and implementing further projects to improve prospect and economic viability of

the town centre, in order to:

o Further improve Minehead’s offer;

o Market and promote the town; and

o Create a sustainable source of investment that can lever other resources.

Develop a coherent approach to marketing Minehead, to re-position the town in the minds of

potential customers

1.2 Overview of Activity

Enterprising Minehead will include a programme of work that principally aims to tackle some of the

challenges the town faces. It takes its lead from the priorities and strategic direction set out in the


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Minehead Economic Plan. This includes activity focused on the three core areas of People, Place and

Business. Community Impact Fund Proposals Match elements (funded through CCF,

S106, LEADER or Private Sector)

People

A Hospitality and Tourism Academy,

targeting 3 core groups:

Future Workforce

Step Into Industry Programme

Current Workforce

Apprenticeship Plus Model

Apprenticeship Network

Business Support

Ambassador Programme

Cash Match

Section 106 Economic Development

Section 106 Employment and Skills

Activities

Academy co-ordination and project

management – in kind contribution

from West Somerset Council

The Beach Hotel Equipment (CCF bid)

Place

Re-development of the Esplanade:

Landscaping (soft works and hard

works)

Street furniture

Pavement art

Feature Lighting

Contingency and legal costs

On-going Maintenance


complementary improvements to the

Esplanade:

Refurbishment of Edwardian shelters

Adventure Activity Hub

Interactive Play (Water and Sand)

Splash pad

Graphic wall

Business

Two key activities under the ‘Business’

theme:

Development of Business Improvement

District

Marketing Minehead


complementary activity including:

Concessions/franchises on the

Esplanade

Events development

Harbour Market

Guided Walk Ambassador Scheme

Elements of Marketing Minehead

Project

Management

Project Management

1/2 In kind contribution from WSC, not

counted as match.


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3. Background and Strategic Fit

In this section we provide the background to the project in Minehead and its strategic fit with key policies

and strategies in the area.

2.1 Background to the Project

This section of the business plan provides the background to the project, highlighting evidence of need for

the intervention.

2.1.1 Minehead

The seaside town of Minehead in West Somerset is situated on the Bristol Channel, across from South

Wales. Surrounded by rural countryside that encompasses the protected landscapes of Exmoor National

Park and the Quantock Hills AONB, Minehead is an attractive town with considerable Victorian and

Edwardian architecture, open spaces and parks, a sandy beach, mile long promenade, historic harbour and

shopping centre. Taunton and Bridgwater are the nearest key towns, 25 miles away to the East along the

A39 and A358. Heading West and South into Devon, the next largest towns are Ilfracombe and Tiverton,

which are 36 and 30 miles away respectively.

2.1.2 Key challenges and socio-economic needs

An indicator that encapsulates many of the problems facing Minehead and West Somerset, is that the

district is ranked bottom out of 324 local authorities in England in terms of social mobility. Achievement

at the Early Years Foundation Stage and then in children attaining 5 good GCSE’s are particular issues. In

adulthood, there is a low skills profile in the population, with a higher than average proportion of working

age people with no qualifications and a lower proportion than average with high level qualifications.

Statistics on wages also indicate below average pay, which is consistent with the occupation profile of the

area (with a strong bias towards lower skills/lower paid positions). Poor educational attainment, in work

poverty, and a distinct lack of prospects are a reality for many families in West Somerset.

The lack of opportunities leads to two key trends. Firstly that the area has high levels of self-employment

compared to national averages. For many that want to stay in the area there is often little choice. The other

trend sees large numbers of young people leave the area both for education and employment

opportunities. With recent cuts to local college finances, which has seen many courses now not available in

West Somerset, young people face considerable challenges in getting to the training, work placements,

further and higher education they need. Although the distance from Minehead to Taunton or Bridgwater is

just 25 miles, the average bus journey times are 1 hr 22mins and 1 hr 49 mins respectively. However there

are only five direct buses a day to Bridgwater. Indirect buses go via Taunton and take 2hrs 17mins. The

plans in this project to establish a Centre of Excellence for Tourism and Hospitality will address this

challenge head on by providing training and work placements for young people.

General access into and around the area is restricted to two single carriage A roads, which have both speed

and height restrictions in places. This makes it difficult to attract new inward investment of significant size.

Economic growth therefore focuses on expansion of locally grown businesses. However this too is


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restricted due to accessibility, employment land availability and large areas of protected landscapes. For

workers, there are also no evening buses, which mean that many pub, restaurant and hotel owners face

difficulties in finding good staff that have their own transport. The Centre of Excellence for Tourism and

Hospitality will address this challenge by training a pipeline of staff to fill vacancies and working with

employers to develop meaningful progression routes to retain staff.

2.1.3 Visitor Economy Challenges

Being the largest town with a population of 12,000, Minehead is the primary economic centre in West

Somerset. The local economy largely consists of micro, small and medium sized enterprises, with a few

exceptions including a few supermarkets and retail chains and the Butlins resort. Tourism is vital to the

town. Some 55% of the local workforce are employed either directly or indirectly in the industry, which is

one of the highest ratios for any town or destination in the country. By comparison, the overall average for

Somerset is 10%. Of the 550,000 staying visitors to Minehead some 435,000 head to Butlins and West

Somerset Railway, which has its train station in the town, receives an estimated 200,000 visitors annually.

Overall, the town receives 890,000 day visits and all visitor expenditure amounts to £116m in the local

economy. Comparison with other areas shows that expenditure per visitor is lower than that seen

elsewhere.

Key challenges for the visitor economy include:

A lack of investment and strategic planning over the years has resulted in the deterioration of the

public realm and visitor offer;

As seen nationally, the industry is associated with low wage, low skilled seasonal work. There is a

pressing need to improve the quality of jobs within the sector and develop progression

opportunities that will make the sector an attractive career choice;

The sector experiences skills shortages and gaps and therefore is heavily reliant on EU migrants to

fulfil key roles. A recent report exploring the potential impact of Brexit on the economy of West

Somerset1 highlighted that a potential reduction in the ability to recruit staff/labour from EU

countries, could be particularly detrimental to tourism in West Somerset given the potential

demands for labour associated with Hinkley;

Whilst there are many proactive tourism businesses, a significant proportion have not invested in

their offer, or take a lifestyle approach to operating, which sees services limited for visitors during

the winter months; and

Attracting higher spending market segments.

Recent consultations with key tourism stakeholders to support the production of the Minehead Economic

Plan highlighted the following weaknesses that are relevant to the Enterprising Minehead project:

Disconnect between town and seafront;

Seasonality (despite Butlin’s year round opening);

Limited high end accommodation, experiences or food offer; and

Inconsistent levels of customer service.

1 Research to understand the implications of Brexit on the West Somerset Economy, 2016. Buckman Associates Ltd


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But it also highlighted a number of strengths/opportunities that this proposal builds on, including:

West Somerset Railway with station on the seafront – heart of destination;

Start/finish of the SW Coast Path;

Butlins improving offer for stay and day visitors, employment and local expenditure;

Emerging adventure activities offer using coast and countryside and beach/water based activities;

Inward investment from Premier Inn, setting quality benchmark; and

Voluntary sector initiatives to provide visitor services as well as other initiatives.

Compared to other seaside towns, such as Ilfracombme, Padstow and even Watchet locally, it could be said

that Minehead has struggled to keep up with what is required to service the needs of modern customers. It

has not evolved its offer or developed new attractions at the rate required. This project projects a ‘once in

a generation’ opportunity for the town to reinvent itself, repackage up its visitor experience and showcase

to visitors what it has to offer.

2.1.4 The Esplanade

Minehead benefits from a 1 mile long Esplanade stretching from the Golf Course and Butlins in the east to

the historic Quay Town in the west. Figure 1: Minehead Esplanade

The Esplanade is hugely important to the

quality of both the visitor and resident

experience of Minehead - it clearly

serves a number of important functions

and roles as part of an important sea-

defence system, public footpath/cycle-

way and public realm. However,

essential flood protection works

completed along the sea front in 1997

resulted in a bland, concrete expanse

which generally lacks any focal points

and has lost the original visual impact

and enjoyment expected by visitors. Whilst the route is considered to be in good condition and perfection

functional and accessible, it lacks clear visual connections and there is little to animate the route or

engage with visitors or users and visibility to the town centre is poor, as can be seen in Figure 1 above.

A recent report exploring the feasibility if the esplanade2 highlighted the need to punctuate the route with

a series of activity nodes along the way, helping to break up the monotony of the space and provide visual

linkages with each other and other town assets and encouraging longer dwell time and extent the areas

for visitors to explore. Each node would create an integrated coastal experience whilst also appealing to

different market segments and interests.

2 Minehead – Enterprising Esplanade. Feasibility and Vision. March 2016


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2.2 Strategic Context

In this section we describe how the Enterprising Minehead proposal aligns with local, regional and national

strategies and priorities.

2.2.1 National Context

The Enterprising Minehead project emerged through the Government’s Coastal Communities process,

which helped establish the Coastal Community Team in Minehead and develop the economic strategy. The

project therefore fully aligns with Government policy to help coastal towns provide training and

employment opportunities and stimulate growth. The Enterprising Minehead project aligns with the

Government’s Tourism Action Plan3, which highlighted the importance of ‘boosting apprenticeships and

attracting more people to careers in tourism’ as well as providing a ‘great welcome’ to visitors from

overseas. It also aligns with the ambition set out for a modern industrial strategy outlined in the recent

Green Paper: Building our Industrial Strategy4 which recognised the need to ‘drive growth across the

whole economy’ by building on strengths of different places and addressing factors that hold places back.

Our plans for a Hospitality and Tourism Training Academy, led by employers to develop a pipeline of people

with high quality technical skills aligns fully with the Government’s ambition to create a world class

technical education system that rivals the more traditional academic routes, as expressed in the Post -16

Skills Plan5.

2.2.2 Sub-regional Context

The Enterprising Minehead project aligns with Somerset’s Growth Plan 2014-2020 which articulates a need

to increase value in sectors such as tourism and to develop an aspirational workforce with world-class skills.

It also highlights the need for investment to tackle infrastructure deficits, including ‘improving the quality

and breadth of Somerset’s town centre’s offers’. In relation to increasing the value of the tourism sector,

the strategy indicates that there are opportunities to ‘increase the value of activity through developing the

quality of the product and targeting new markets to drive demand’. The Enterprising Minehead project

will:

Develop an aspiration workforce with world-class skills through the Centre of Excellence for

Tourism and Hospitality;

Improve the quality and breadth of the Minehead town centre offer by making improvements to

the Esplanade as well as developing a Business Improvement District; and

Improve the quality of the product by improving tourism infrastructure and facilities.

The project will also align with The Hinkley Tourism Strategy which has three principle aims:

Improve visitor experiences;

Attract and retain customers; and

Increase industry resilience.

3 Tourism Action Plan, DCLG, August 2016 4 Building our Industrial Strategy, Green Paper January 2017. HM Government

5 Post-16 Skills Plan. July 2016. Department for business Innovation and Skills and Department for Education.


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Both the People and Place elements of the Enterprising Minehead project will contribute to the

achievement of these first two aims. Similarly, the ‘business’ strand of activity will increase industry

resilience.

3.2.3 Local Context

The Enterprising Minehead project emerged from the process to develop the Minehead Economic Plan

developed by the Coastal Communities Team in early 2016. The plan states that ‘sustainable tourism will

remain at the heart of the economy, but the ambition is to raise the quality of service and widen the range

of activity available in Minehead. We want to re-position Minehead as a strong, multi-faceted destination

in its own right, taking advantage of its location, facilities and local distinctiveness and extending our reach

across different target markets, from families to active older (higher spending) visitors’.

The overarching ambition for Minehead is to deliver a Better Place | Better Experience | Better Prospects,

evidenced by more people visiting more often and doing more things locally. The Enterprising Minehead

project entirely aligns with ambition outlined in this plan and builds on early projects undertaken by the

Coastal Communities Team including:

Refurbishment of the ‘Zig Zags’ seaside feature utilising Coastal Revival Funding;

A feasibility study of the potential to develop the Esplanade, a key study which has informed the

development of the Enterprising Minehead project.

Most recently West Somerset Council working on behalf of the CCT made a bid to the Coastal Communities

Fund entitled, ‘Enterprising Esplanade’. The bid proposes activity to help in regenerating the Esplanade

area, including: new harbour markets and events, development of a new tourism & hospitality centre of

excellence, support for active tourism, refurbishment of the Edwardian shelters, new business start-up

opportunities and Local Ambassador Scheme. If successful funding from CCT will be used to match the

proposals outlined here.


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3 Detailed Proposals

In this section we provide detailed information about the proposed project elements, under the themes of

‘People’, ‘Place’ and ‘Business’.

3.1 People

Under the people strand, the key proposal is to develop a

Hospitality and Tourism Academy, which will:

Overcome negative perceptions in relation to careers and

employment opportunities in the areas of Hospitality and

Tourism;

Nurture the talent and skills of the local community;

Provide opportunities for local people to work in

Minehead;

Develop local businesses;

Raise the quality standards and service excellence in tourism; and

Maximise the opportunities associated with HPC whilst mitigating some of the perceived

challenges.

3.1.1 Detailed Description - Hospitality and Tourism Academy

In the first instance, the Academy will take the form of a collective group of partners and employers coming

together to develop a Centre of Excellence, this will have a coordinating function to ensure best practice

and consistency of delivery. The project will focus initially on three areas: Future Workforce, Current

Workforce and Business Support. Further details of the proposed Academy are contained in Appendix 1.

Future Workforce

The Step into Industry Programme aims to raise awareness and aspirations of school children in year 9,10,

11, 12 & 13 to the diverse range of career and employment opportunities within the hospitality and

tourism industry. The project will do this by providing a number of half day visits for a cohort of 50 pupils

(up to 10 from each academic year) from West Somerset Community College over the course of the three

years. During the visits pupils will meet staff at all levels and find out about their roles and responsibilities.

Pupils will have the opportunity to explore how they gained employment with the business, the types of

qualifications that they required and the skills and qualities that employers look for when recruiting.

Pupils will be set work-based projects centred on English, Mathematics, Science and Computing, which they

can carry out during their visits. Where possible these activities will be related to the current curriculum

and will allow students to see how their learning at school can be applied to the workplace. They will also

be provided with the opportunity to develop a range of employability skills. Employer visits will include

(but not restricted to): Butlins, The Beach Hotel, Foxes Academy, Premier Inn and Brewers Fair.

The cohort of 50 students (10 from each year group) will typically engage with employers 3-4 times/year,

except in Year 9 in year 1, where other commitments mean there will be just 2 engagements. Research6

6 Nothing in Common: The careers aspirations of young Britons mapped against projected labour market demand (2010-2020), UKCES, March 2013


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shows that pupils who have contact at least 4 times with employers are less likely to become NEET and

more likely to earn more, even when factors such as qualifications and social backgrounds have been

controlled for.

Similar projects, taking place elsewhere have proven very successful and showed significant impacts on a

range of educational outputs, including pupil attendance and attainment levels, as well as a range of softer

skills (including employability skills).

As well as employer visits for the cohort of 50 pupils, the Academy will also offer a series of Inspiring

Master classes. This will involve bringing hospitality and tourism experts to the school to deliver

inspirational and motivational activity. 6 workshops will be offered over the 3 year period, delivered to

whole year groups from 65-200 students. Activity will be offered from year 8 upwards.

Current Workforce

The Apprenticeship Plus Model aims to grow the skills of our current workforce. Apprenticeships are a

great way for individuals of all ages to earn an income whilst developing a range of experience, skills and

knowledge and offer significant benefits to employers too.

Over the past couple of years, there has been radical changes in the way in which apprenticeships are

delivered, the old system is being replaced and employers are being tasked with taking the lead in

developing standards and assessment for the new apprenticeships. ‘Trailblazers’ are taking place to design

these new standards. At present a number of apprenticeship trailblazers have taken place, including in the

areas of Hospitality and Tourism.

This project will involve local employers coming together to form a Task and Finish Group which will

develop the Apprenticeship Plus Model. We already have a number of local employers who are committed

to working together to develop a unique model and to see this through to delivery. These include: The

Beach Hotel, Channel Training, Foxes Academy, Somerset Larder, Butlin’s, Premier Inn and Brewers Fair.

The Task and Finish group will:

- Use their expertise and knowledge to identify where value could be added to the new Hospitality and

Tourism standards due to come into place in April 2017. This could involve adding extra accredited

qualifications or non-accredited qualifications or even incorporating elements of other apprenticeship

standards, to ensure the Apprenticeship Plus model is responsive to employers in the area;

- Identify gaps in funding in relation to the new standards. For example, we know that the direct

training, education and assessment required to attain the set standards are covered, however, there

are certain elements which are not;

- Identify ways of supporting employers to meet the requirement for 20% of training to be off-the-job,

away from their day-to-day training;

- Identifying how we can support both future and current apprenticeships. For instance, we understand

that ‘lack of appropriate and relevant pastoral support’ often contributes to the reasons by some

apprentices fail to complete their apprenticeship. As more and more training providers move away

from face to face delivery to digital platforms to deliver apprenticeships there is an increasing need to

ensure that those studying have appropriate support mechanisms in place. Our aim will therefore be

to create an Apprenticeship Network. This will act as a ‘one stop shop’, facilitating interactions

between apprentices. Part of the responsibility of the Apprenticeship Network will also be to promote


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apprenticeship as a first-choice career option and to provide accurate apprenticeship information to

employers, youth and job seekers and promote the Apprenticeship Plus Model.

- Review the model on a regular basis to ensure that to continues to drive up its quality to the highest

level.

Over the 3 years of the project, 90 apprenticeships will engage with the Apprenticeship Plus programme.

Business Support

The West Somerset Ambassador Programme aims to drive up current skill levels and improve business

productivity. It will address the following key needs:

Lack of area/resort knowledge – identified as a key issue in our research;

Improve customer service – 88% of businesses see customer service as the most important skill

needed in their business over the next five years. Good customer service is highly correlated with

improved visitor expenditure, likelihood of returning and likelihood of making positive

recommendations, therefore improving customer service is beneficial to both local businesses and the

wider visitor economy.

The project will involve creating a bespoke product knowledge ambassador programme that could be used

by anyone working in the hospitality and tourism industry or people aspiring to work in the industry. The

programme will be designed by industry experts who work in the local area, such as local employers and

with the aim of setting a common service standard, to ensure that customers receive the same high level of

service, no matter who they come into contact with. Modules will include: customer care, what you need

to know about Minehead, including, basic history, activities and support, visitor attractions, why it is

popular with customers and travelling around Minehead.

The Ambassador Programme will be completed online. Once completed individuals will be awarded a

certificate which they can print off and display in the workplace or add to a CV. Individuals will be able to

learn at their own time at a pace that suits them. Over the three years, 500 individuals will complete the

Ambassador Programme.

To complement the Ambassador Programme individuals will also have access to a different Master Classes

providing excellent opportunities for staff training, upskilling, development and retention. Evidence suggest

if staff feel valued, listened to and involved, they’ll have a more rewarding career, progress faster and

generate greater financial gain to the business. We also know that other skills gaps exists, particularly in

relation to: employability skills, literacy, numeracy, chefs, IT skills. Activity (could include but not restricted

to):

Motivational Speakers, talks from other professionals working in the industry;

Customer Service Courses, Worldhost Training;

English, Maths, IT Courses;

Bespoke Industry Training; and

Specialist Industry Training.

Over the project’s 3 years, we will deliver, 3 master classes a year to a minimum of 12 individuals per

master class. This equates to 9 master classes over the 3 year period with at least 108 receiving support.


15

Some of these master classes will be available for those not currently in the industry but thinking of starting

a career in the industry.

Marketing, Promotion, Events and Awards

To help promote Minehead as a Centre of Excellence, support local businesses and celebrate success, we

plan to develop a range of promotional activity. This will include a local chef’s competition, a market on the

sea front and special menus and deals at local restaurants and other establishments to bring the reach of

the Academy to public attention in the town.

3.1.2 Alignment with Match Activities - Hospitality and Tourism Academy

The Centre of Excellence has secured match funding through the both the Economic Development and

Employment and Skills Section 106 funds.

The proposed CIM funded activities also align with a small element of the CCF bid that sought investment in

training equipment.

3.1.3 Linkages - Hospitality and Tourism Academy

The Hospitality and Tourism Academy will complement the investment in ‘place’ and ‘business’ by

delivering:

A trained workforce, addressing skills shortages in businesses and improving their productivity; and

A welcoming workforce, delivering consistently excellent customer service. Research shows that

good customer service is a vital factor in determining overall visitor satisfaction and likelihood of

returning to a destination. Without investment in customer service, the benefits associated with

improving the physical environment may not be fully realised.

3.1.4 Sustainability - Hospitality and Tourism Academy

The ‘step into industry’ model is based on the South Somerset 14-19 Partnership’s Talent Academies, in

particular Tomorrow’s teacher Academy Programme, which offers the opportunity for students to gain

first-hand knowledge of the teaching profession. The project to date has been very successful and there are

plans to develop more academies across Somerset. There are currently plans for an Energy/STEM Academy

and Somerset County Council who oversees the work of the Partnership Trust, are supportive of our plans

to develop a Hospitality and Tourism Academy. SCC’s involvement provides a number of opportunities for

the Step into Industry programme to become sustainable beyond these three years of funding. Funds have

been sought from a recent bid which has been made to the Careers and Enterprise Company to develop an

Educational Business Partnership in Somerset. West Somerset Council is a partner in this bid.

Over the three years of the project, we would expect businesses to see the benefits to this package of

support and, once established, future sustainability is likely to be picked up either through individual

business contributions or potentially through the proposed Business Improvement District project.


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3.1.5 Timing Costs and Outputs - Hospitality and Tourism Academy

Table 1 below outlines the timing, costs, output and wider economic benefits of the Hospitality and

Tourism Academy. Table 1: Timing, Costs and Outputs – Hospitality and Tourism Academy

Development of a Hospitality and Tourism Academy

Timing Future Workforce: September 2017 to Sept 2020

Current Workforce – September 2017 to September 2020

Business Support – July 2017 to September 2020

Cost Match funding for this element comes from Section 106 Economic Development, Employment and

Skills and Tourism/TIC. The CCF bid included a small amount for training equipment to support the

development of the academy, which brings a further £3,500 of match (including £2,000 private sector

match).

Project Element Total Cost CIM Request Match

Hospitality and

Tourism Academy

£92,657 £19,833 £72,824

Training Equipment £3,500 £0 £3,500

Total £96,157 £19,833 £76,324

In addition, West Somerset Council will provide academy co-ordination and project management as

an in-kind contribution (not included in the match figures).

Outputs Future Workforce Current Workforce Business Support

A Step into Industry Programme

50 students to have completed the Hospitality and Tourism Academy Programme

43 Industry visits to have taking place

6 Inspirational Master Classes

At least 1000 individuals to have engaged on the Master Classes

Bespoke Apprenticeship Package

An Apprenticeship Plus Programme

90 apprentices to have engaged on the Apprenticeship Plus programme

An Apprenticeship Network

An Ambassador Programme

500 individuals to have completed the Ambassador Programme

9 Bespoke Upskilling Master Classes

32 Accredited Qualifications Gained

76 Non Accredited Qualifications Gained

Wider

Economic

Benefits

Growth in quality of Tourism offer and services leading to increased return visits

Increase in the number of individuals who are economically active and in employment

Increase educational attainment levels

Increase in the number of people in permanent roles

Improved basic skills and higher skill levels and improved provision of vocational skills training

Improvements in average earnings , progression and sustainability of employment

Improved levels of Social Mobility

Decrease in the migration of young people leaving the area

Mitigate impacts of HPC and maximise associated benefits

Develop better links between local business and education

Reduced worklessness figures and out-of-work benefit claimants


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3.2 Place

The core proposal under ‘place’ is to develop the Minehead seafront, so that it is a ‘seafront for all’. This

means:

An esplanade that meets the needs of different groups, from children to the elderly, from abled

bodied to those with mobility issues, those seeking relaxation and those seeking activity;

An esplanade that can be enjoyed by locals and visitors alike; and

An esplanade that respects the history of the town whilst looking to the future.

Further detail on proposed designs can be found in appendix 2.

3.2.1 Background – The Esplanade

The Esplanade at Minehead stretches for over a mile from the harbour in the west to the car park

in the east. In simple terms the esplanade can be characterised by having three distinct areas.

The Western Esplanade (highlighted in Green in the map overleaf) runs from the Harbour in a

general south easterly direction to Jubilee Gardens;

Core Area and Gateway - Jubilee Gardens forms part of the core area and acts as a gateway for

those arriving from the town centre and West Somerset Railway; and

The Eastern Esplanade runs from north of the arcade centre to the car park in a north westerly

direction. The main vehicular route from the A39 joins the esplanade at a strategic point on the

Eastern Esplanade and is therefore an important gateway point.

The beach as an asset is also split between the western and eastern esplanade with the western side being

more rocky whereas the eastern side being high quality tourist beach. The eastern beach is split into three

sections as part of the coastal flood defence works. The coastal wall runs the entire length of the esplanade

providing a continuous feature along with the public realm lighting columns. The western esplanade is

generally greener and more serene with grand buildings giving way to traditional coastal cottages as you

move towards the harbour, more in common with neighbouring coastal towns such as Watchet. The central

park with the grand hotels are relics from Mineheads Victorian and Edwardian heyday as a holiday

destination. The eastern esplanade is dominated by the Butlin’s holiday resort which gave a new identity to

the town from its development in the 1960’s that endures to this day. The eastern part of the central core

and the entire eastern esplanade are devoid of any landscape features with the exception of three spaces

that have huge potential but the final design is underwhelming.

The proposals described in this document aim to bring together and unify the Esplanade through a range of

common features such as lighting, branding and colour schemes, whilst enhancing the existing features and

characteristics of the Esplanade. Therefore, more significant works are planned for the Eastern Esplanade

where there is significant potential to develop activity nodes. This is illustrated in Figure 1 overleaf.


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Figure 2: The existing site and key features

© Crown copyright and database rights (2017), Ordnance Survey / Google


19

The following principles were established to guide the design process and selection of options:

Enhance underperforming areas such as the Gateway and Eastern Esplanade;

Create differentiation with competing locations and existing offer in Minehead;

Include proposals that can enhance the esplanade as part of long term renewal;

Create the opportunities for enhanced experiences and memories of Minehead;

Respond to the environmental, landscape and cultural context of the town and bay;

Enhance the journey along the esplanade, providing a series of events along the 1.1 mile long

esplanade from the east of Butlin’s to the Harbour;

Give people a reason a reason to turn right on arriving by train;

Enhance visual amenity and viewpoints over the bay and sea;

Enhance opportunities for people to rest and stay on the esplanade for longer; and

Utilise the esplanade as an extension of the beach as a landscape feature.

3.2.3 Proposals

The proposed scheme has the following elements:

1. Landscape the eastern esplanade creating a series of

spaces framed by mounded grass and lawn areas.

Introduction of mounds that provide enhanced viewing

opportunities over the bay and enhance the visual

amenity of the esplanade from the road and

neighbouring properties, replacing the underwhelming

tarmac surface. Provide a more interesting walking

route by changing the viewpoints of pedestrians by

breaking up the straight path that just hugs the sea

wall. In addition to providing an immediate

enhancement to the esplanade and wider bay, the landscape works can provide the framework for

future investment into public art, water play, play structures and/or sand play.

2. Create a ‘ brand’ or style for the Esplanade – Colour palette, materials palette, theme – this will

help to tie in all the streetscape elements such as bins, signage, granny annexes etc. The brand will

be subtle and sophisticated to help modernise the esplanade but not undermine the Conservation

Areas and become dated.

3. Introduce Feature Lighting at the two gateway points

- Feature Lighting will be pole mounted and help

define the two spaces. To develop a lighting display

that makes reference to the cultural history of

Minehead a local artist will be commissioned.

Complement with lighting of trees in Western

Esplanade around Edwardian shelter.


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4. Tie the two halves together – Introduce a linear

walk connecting the new esplanade with the old

with a simple symbolic line that connects the

eastern car park to the harbour.

5. Pavement Art and Patterned walkways

6. Installation of 41 new benches, with town logo

etched in a stainless steel plaque – located to suit

the new spatial arrangement.

7. Improve pedestrian connectivity from pedestrian crossings – Improve the sense of arrival. With

the introduction of signage framing the arrival spaces with dunes, planting areas and or trees.

8. Relocate the existing public art bucket & spades to one of the beach access areas – these will be

arranged in such a way to be playful and painted to create a feature in the seafront landscape.

9. Overhaul the beach access zones – currently underperforming spaces that could host new public

art or be informal seating areas for food truck. Repositioning of benches can change how the

spaces function. Hardscape will be retained as block paving.

The overall concept is illustrated in a schematic diagram overleaf.


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Figure 3: Schematic Plan

Figure 3 below sets out plans for four key zones within the overall scheme.


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Figure 4: Key Zones

Central Gateway

Remove ‘Minehead’ seating

and unused utility and phone

infrastructure.

Define space with common

surface material

Introduce soft scaping to define

and soften space

Repaint shelter to fall into

‘Minehead’ brand.

Event space

Maintain a large event space

to accommodate the

Minehead Wheel and form

part of larger event space.

Define with common surface

material

Frame space with softspace

Relocate spade public art and

benches and remove torpedo

benches

The Mounds

Introduce series of mounded

landscape areas. Lawn mounds

provide buffer between road

and walkway. Dune grass

mounds add a softness and

naturalistic feel

Define space with common

surface material

Introduce play areas

Eastern Gateway

Continue mound theme

whilst enhancing the public

realm around existing uses

such as the kiosk and

toilet/shower block

Create pocket spaces that

can accommodate future

play or temporary uses such

as food trucks

Maintain some access to the

sea wall to enable view over the bay from the wall


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Maintenance and running costs

The proposed capital works will incur general running costs (e.g. water and electricity), as well as on-going

maintenance. This bid seeks funding for the running costs over the 3 year term of the project for landscape

maintenance and a lengthsman to conduct day to day upkeep of the Esplanade, including removal of litter

and sand, which can easily build up along the Esplanade, ensuring the site is accessible to visitors

throughout the year. Thereafter these costs will be met locally.

3.2.3 Alignment with match activity

The landscaping and public realm activities described above are complemented by a wider portfolio of

activities funded through other sources, which come together as a jigsaw of investment on the Esplanade.

Match Activity Description Planned match

funding source

Edwardian

Seaside Shelters

Restoration of 6 Edwardian seaside shelters and converting one as

a pilot to become a trading post, with the ambition of converting

more in the future. These are integral assets of the seafront and

also preserves vital seating

CCF Bid

Adventure

Activity Hub –

Refurb of former

VICC

The CCF bid includes the conversion of the former Visitor

Information Centre Building on the seafront to become a hub for

adventure tourism

CCF Bid &

Private

Interactive Sand

Play

Development of an interactive play facility LEADER

Water Play Development of a water play facility Minehead

Section 106

Graphic Wall Create a Graphic concrete wall to celebrate the history of

Minehead

RDPE

Kiosk and Tourist

Information

Improve and de-clutter space around the kiosk and tourist

information facilities

Section 106

Tourism/TIC

Maintenance and

water supply to

splashpad

Ensuring the splash pad is operating effectively. Minehead

Section 106

3.2.4 Linkages – Place

These place based elements implement a key package of work to improve the seafront at Minehead,

adding value to other interventions in the area including:

Refurbishment of the ‘Zig-Zags’, an important feature on the Coastal Path;

Development of the Steam Coast Trail, which starts at the sea front in Minehead; and

Section 106 (Tourism/TIC) supported visitor centre.

The project will help to make the seafront a destination, giving the >200,000 passengers from the West

Somerset Railway ‘something to do’ when they arrive in Minehead.


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The place based elements are vital to the overall package, improving Minehead’s core visitor offer and

improving the visitor experience.

3.2.5 Sustainability - Place

The majority of the budget for ‘place’ is accounted for by ‘one off’ capital expenditure to improve the

public realm. However, we have also budgeted for on-going revenue funding to:

- Maintain/clean facilities such as the splash pad and water costs

- Maintain planted areas and mow grass;

- Maintain benches and other street furniture (including oiling/painting; and

- A lengths-man to keep the area free of sand and litter.

Our bid includes some maintenance costs for the duration of the project, with others met through other

funding sources. Thereafter these costs will be met locally.


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3.2.6 Timing Costs and Outputs - Place

Timing The works will be delivered in three phases:

Phase 1: Detailed Design – This phase will run from July 2017 to October 2017 and will

involve detailed design and scheduling of the construction elements.

Phase 2: Landscaping and construction works – This phase will run from November 2017

through to March 2019. Works will be scheduled to occur during the autumn/winter of

2017/18 and 2018/19. Key milestones will be finalised following phase 1: detailed design.

Phase 3: Ongoing Maintenance – Covering day to day upkeep and maintenance including

cleaning, grass mowing, painting and keeping the area free of litter and sand.

Cost

Capital Elements Total CIM Match

Capital Elements

Detailed design £17,900 £17,900 £0

Site Preparations £96,560 £96,560 £0

Hard-works £25,500 £25,500 £0

Soft-works £63,582 £63,582 £0

Replacement of

benches

£48,391 £48,391 £0

Public art including

patterned walkways

£8,600 £8,600 £0

Feature Lighting £89,000 £9,000 £80,000

Graphic Concrete

Wall

£37,000 £0 £37,000

Play Equipment -

Water and Sand

£65,909 £0 £65,909

Kiosk and Tourist

information

£24,000 £0 £24,000

Edwardian Seaside

Shelters

£31,500 £0 £31,500

Adventure Activity

Hub

£5,000 £0 £5,000

Contingency £51,244 £30,944 £20,300

Legal (e.g. licences to

work on highway,

power, water etc.)

£3,000 £3,000 £0

Total Capital £567,186 £303,477 £263,709

Revenue Elements

Landscaping

Maintenance

£15,750 £15,750 £0

Splashpad

maintenance

£20,100 £0 £20,100

Water supply £360 £0 £360

Lengthsman £22,440 £22,440 £0

Total Revenue £58,650 £38,190 £20,460

Outputs Direct Outputs of the place elements include:

- Detailed design to construction stage drawings (including brand);


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- Hard and soft landscaping of the Esplanade;

- Installation of graphic concrete wall, splash pad, sand play and public art;

- Installation of lighting on three trees and standalone feature lighting;

- Removal and replacement of benches;

- Refurbished Edwardian seaside shelters (match activity);

- Development of the Adventure Activity Hub (match activity);

- Re-development of the kiosk and tourist information area; and

- 3 years maintenance.

Quantifiable economic outputs include:

- 9FTE jobs at the Adventure Activity Hub (match activity)

- 14 apprenticeships created at the Adventure Activity Hub

Wider

Economic

Benefits

The Esplanade Development will:

- Improve visitor satisfaction;

- Increase day visitors, staying visitors and expenditure - sustained beyond lifetime of Hinkley

build; and

- Contribute to the revival of Minehead as a Coastal Destination.


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3.3 Business

In this section we describe our proposals for the business theme, which include:

- Business Improvement District; and

- Marketing Minehead.

3.3.1 Business - Business Improvement District

Further detail about the feasibility of our proposals for a Business Improvement District can be found in

Appendix 3.

3.2.3.1 Background – Business Improvement District

Business Improvement Districts (BIDS) are business led partnerships which are created through a ballot

process to deliver additional service to local businesses. They can be a powerful tool for directly involving

local businesses in local activities and allow the business community and local authorities to work together

to improve the local trading environment.

A Business Improvement District is a defined area in which a levy is charged on all business rate payers in

addition to the business rates bill. This levy is used to develop projects which will benefit businesses in the

local area. There is no limit on what projects or services can be provided through a Business Improvement

District. The only requirement is that it should be something that is in addition to services provided by local

authorities. Improvements may include, but are not limited to, extra safety/security, cleansing and

environmental measures.

The process of setting up a BID involves:

Extensive consultation with local businesses within a prescribed area to identify issues, priorities

and projects;

Development of a BID business plan setting out the projects and services that will address the

identified priorities;

Businesses in that area are then invited, through a formal, anonymous ballot to vote on the

business plan; if a majorities of turnout, (51%) by number and rateable value vote in favour, all the

businesses in that proposed BID area pay an annual levy that is ring-fenced for the delivery of the

BID business plan;

All eligible business ratepayers in the BID area will pay the levy if the vote is successful, regardless

of how they voted; and

The levy becomes a statutory charge on upon the premises for the lifetime of the BID, a maximum

of 5 years.

Minehead Chamber of Commerce and West Somerset Council appointed independent consultant,

Destination Management and Marketing, to examine the feasibility of developing a Business Improvement

District Scheme for Minehead town centre. The research explored:

Potential BID area – delineated on a map;

Composition of businesses in the defined area by rateable value, sector and business type;

Levy options – ranging from 1-2% and potential exemptions to this;

The role of voluntary contributions;

The role of public sector organisations; and


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Consultation with 18% of businesses in the area to ascertain the appetite for the scheme amongst

the business community.

The research concluded that a BID for Minehead is a viable proposition, based on the draft BID area

outlined, at a levy rate of 1.5%. This would provide a sufficiently large fund (approx. £110k/year) to deliver

change well beyond what is possible within current resources available. The report found that a proposed

BID for Minehead has the support from West Somerset Council officers, Minehead Chamber of Commerce

and a large sample of Minehead businesses, although the position of West Somerset council has yet to be

formalised through the council processes. Individual businesses have expressed their qualified support for

a scheme that will help to raise the profile of Minehead as a local centre for both residents and tourists.

3.3.1.2 Detailed Description - Business Improvement District

Funding from the CIM fund is sought to develop a BID for Minehead. This will involve the following phases

of work:

Phase 1: Consultation and Development Phase

Having identified the potential for a BID, a robust development programme will need to be undertaken.

This phase is likely to extend over a substantial period of time and will need to bring together all the

elements necessary to produce a deliverable BID proposal which can be put to a ballot of local businesses.

A dedicated resource will be required to conduct this work. That resource will need to have extensive and

effective communication and negotiating skills, to know and understand the mechanics of the town centre

and to understand retail in particular. This phase will require: -

The appropriate governance structure to be put in place, which will be responsible for the scheme

and legally and financially responsible for the BID project;

In-depth research and support in all key aspects of BID development, to include extensive market

research, structured consultation with potential BID voters, detailed project and services

development, resource and financial planning; and

The development of a number of documents including Baseline and Operating Agreements and the

BID business plan.

Phase 2: Business Planning Phase

This section outlines the key areas that the BID Company will need to include in the BID Proposal / Business

Plan.

a. Welcome - A brief history about why a BID was the route chosen and a call to support it

(Chairman’s statement).

b. What is a Business Improvement District (BID)? - A simple explanation about what a BID is,

stressing that it carries out additional services to those provided by public agencies.

c. Background to BIDs - A brief national and international background of the initiative:

What is the BID and why is it needed in Minehead?

Explanation as to why the BID vehicle is most suitable for the purpose.

How will the BID work?

An explanation of how the priorities were set, the levy rate, the ballot process and who

would be liable to vote and pay.


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d. The Voting and Levy Arrangements - Information on who will carry out the ballot and how.

Details of the BID levy amount and any exemptions and conditions.

e. The Management of the Scheme - The governance vehicle for the BID and who/how to manage

it.

f. The BID Boundary - A map to illustrate the boundary and the directory of streets.

g. The BID Projects - Set out the priorities and the project details including budgets and

performance

measures and a timetable for delivery.

h.. Benefits of the BID - Setting out the benefits of the BID in a wider regeneration context and in

relation to the community.

i. Key Performance Indicators - A list of measurements that will be analysed regularly to measure

the impact of BID activities.

j. Baseline Service Agreements - Setting out what these are in summary with the full agreements

available as an appendix or an indication of how they can be obtained.

k. Consultation Summary - Summary of the consultation process used to arrive at the priorities

presented in the BID plan.

l. Financial Facts & Figures - Clear exposition of the annual budgets to cover the lifetime of the BID

to include: projects, overheads BID levy, voluntary contributions and other income generation.

m. Timetable - A schedule of activity from the ballot campaign to implementation of the BID

Legal Requirements for the BID

Two key legal agreements will be required at the time of going to ballot with any potential BID.

Baseline Service Statements.

BID Operating Agreement.

Phase 3: Campaign Phase

Effective campaigning for the business vote is crucial for the development of a BID. It will be essential to

ensure that every opportunity is used to raise awareness of the need for businesses to exercise their vote

as well as promoting the opportunities the BID Proposal offers. This campaign plan will need to generate

ideas and develop activities to build momentum and maintain interest throughout the 28-day ballot period.

The voice of the BID organisation should be recognised as both authoritative and relevant. This stage is

crucial and must incorporate all the elements of an election campaign from balloting arrangements to

doorstep canvassing.

Phase 4: Ballot

When planning a campaign it is essential to use the information collated to draw up a targeted campaign

plan. It is important to remember that in an environment such as this, having just a ‘good business plan’ is

not enough. The need to prepare a campaign with key saleable and easily understood messages, along with

the right people delivering them cannot be underestimated. In terms of an election campaign the following

key issues must be addressed:

The BID organisation must establish itself as the single, powerful, preferably independent voice for

the BID;

The identification of projects which are easy to describe and to understand;

The production of interesting literature and promotional activity;


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Facilitation of the Ballot; and

Tracking voters and their intentions.

From the Feasibility study key groups/sector/organisations can be identified. This will further be refined as

the BID area/ project proposals and costs become clear. The requirement to get a YES vote in both number

and rateable value means that the BID business plan must build consensus between the bigger businesses

that will influence the rateable value, and the smaller businesses who will determine the numbers voting.

3.3.1.3 Match funding and activities - Business Improvement District

The development of the BID is supported by a £15,000 contribution from the Chamber of Commerce. The

BID also complements a project to develop concessions (e.g. a funfair, deckchairs) appropriate to the

seaside to encourage business opportunities through the CCF fund, which brings match to the project.

3.3.1.4 Linkages - Business Improvement District

The development of a BID will add value to the ‘place’ and ‘people’ elements by:

Securing engagement of the business community in the long term development of Minehead;

Securing investment in the long term regeneration of Minehead; AND

Providing a mechanism for integrating seafront and town centre using a place-based approach.

3.3.1.5 Sustainability - Business Improvement District

The BID business plan will set out a 5 year programme of activity to be funded through the BID levy. If a

‘yes’ vote is secured, the Business Plan will be self-financing for the 5 year period. At the end of the 5 year

period, a new business plan will be developed and voting process repeated.


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3.3.1.6 Timing Costs and Outputs - Business Improvement District

Table 2: Timing Costs and Outputs – Business Improvement District

Business Improvement District

Timing It is anticipated that the consultation and development phases will take approximately 6

months, followed by a 2 month campaign/ballot period. If a Yes vote is achieved, this will be

followed by an inception period to set up the BID company and recruit a BID manager.

Location Minehead town centre

Cost

Project element Total Cost CIM Request Match

Development of BID

Business plan

£47,188 £32,188 £15,000

Development of

concessions

£12,414 £0 £12,414

Total Business

Improvement

District

£59,602 £32,188 £27,414

Outputs The outputs of this activity will be:

Development of concessions, including business start-ups;

Full engagement of the business community on the development of BID priorities and

projects;

The production of a BID business plan and all supporting documents necessary for the

bid vote; AND

A formal ballot on the proposed Business Plan

If a ‘yes’ vote is achieved, the BID business plan will be implemented over 5 years.

Wider

Economic

Benefits

The levy could raise £560,000 over 5 years, which would all be re-invested according to the

priorities and projects detailed in the BID Business Plan.


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3.3.2 Business – Marketing Minehead

A key element of the Enterprising Minehead project is a programme of activity to market and promote the

town, raising awareness of the new and improved offer. The marketing programme includes seven key

areas of work:

The creation of a ‘Marketing Minehead Team;

The development of a strategy and action plan;

Re-branding Minehead;

New and integrated digital on-line presence;

A new Heritage Interpretation Trail including

Augmented Reality;

PR and Promotional Tools; and

Events Programme including Two new Major Events.

3.3.2.1 Detailed Description – Marketing Minehead

Marketing activity within the Enterprising Minehead Project will take place over a two year period, starting

in 2017, and prior to the creation of a Business Improvement District. Ultimately the plan proposes the

development of the necessary marketing capital and tools to allow Minehead to maximise potential and

take advantage of opportunities. Work will be led and co-ordinated by the Senior Tourism Officer at West

Somerset Council and will include seven key areas of work:

1) The creation of a ‘Marketing Minehead Team’ to devise and deliver activity that will improve the visitor

experience and promote the town to visitors. The Team will consist of marketing professionals from key

businesses and organisations in the town, and will operate as a sub-group, reporting directly to the

Minehead Coastal Community Team (CCT). It will initially operate over a 2-year period in line with this

project plan, before being integrated into the marketing work associated with delivering the Business

Improvement District.

2) The development of a Strategy and Action Plan for marketing the town to visitors. This work will enable

the town to define its strategic approach, something which has not been done before, and target its

approach on the areas that will make the most difference. Work will include a full market analysis and wide

consultation to identify key principles and target markets. Focus will be on all traditional areas of the

‘Tourism Marketing Mix’ (i.e. Product, Place, Price, Promotion, People, Physical environment and

Processes) in order that the entire visitor journey is comprehensively and successfully improved.

3) Re-branding of Minehead to visually re-positioning the town in a modern, fun and dynamic way in the

minds of potential customers. This will entail procuring branding specialists to assist in devising, developing

and producing a final set of place branding tools for future use, which will include logos, strap lines, colour

palettes, fonts, website graphics and templates for literature. Crucially this work will involve creating a

colour palette and fonts for use in materials and on signage as part of the physical developments along the

seafront. Overall, work will also involve running workshops with local community groups and businesses in

order to get ‘buy in’ for the brand. Destination brands work particularly well when other organisations are

able to support marketing effort by also utilising branding tools and messages.


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4) A new integrated digital online presence designed to ensure a consistent branded message and provide

visitors with a more effective experience in finding out about things to do locally. Currently the town has a

separate Town Guide App, Events Calendar, various social media platforms run by different community

groups and a sub-site on the Visit Exmoor website, which does not allow for bespoke branding and design.

Work is required to develop a new ‘mobile friendly’ database driven website that replaces outdated tools

such as the app and calendar, and which reflects the branding and marketing strategy, and incorporates

one set of social media tools. A database driven website is required to promote accommodation,

attractions, events and other types of products, and for visitors to run searches. Costs for this project

include the design and development of the website, as well as the transferring, populating, editing and

optimising of content for the new website. Hosting fees, maintenance and the development of content on

an ongoing basis will be the responsibility of the team at Minehead Information Centre.

5) A new Heritage Interpretation Trail including Augmented Reality that will inspire people to visit and

spend time exploring Minehead’s historic past. The trail will be designed to fit with the proposed seafront

developments. In particular the proposed ‘Graphic Wall’ in the Jubilee Café area will form part of the trail.

In addition, the six Maritime Heritage Plaques, developed as part of a separate project on the Minehead

Harbour Wall, will form the end point of the trail. In between these two key features the plan will be to

develop a series of interpretation panels of content and images that will provide more depth to the visitor

experience. Included within the panels will be the use of augmented reality, which will take the historic

information to a further level. By pointing a smartphone at a ‘trigger point’ on the panels, visitors will be

able to enjoy further visual content (e.g. views of how the harbour used to look, animations and videos).

The historic content will be developed in conjunction with other key organisations such as the Minehead

Conservation Society. Overall this development will provide an additional attraction for children and adults,

which will complement the many fun soft play things to do along the seafront.

6) PR and Promotional Tools to help in raising awareness of the new branding and visitor experience. Work will include the development of new ‘people related’ videos and imagery to support off and online marketing activity. Visual representation of the area that includes visitors having fun and enjoying themselves will be an important element of the ‘new look’ Minehead. The plan will also entail buying into the wider focused PR contract that the Hinkley Tourism Action Partnership currently manage for promoting Somerset and Exmoor. For an annual contribution of £3-4k per year for two years, Minehead will be able to receive specific help in promoting the town regionally and nationally, as well as standing a chance to attract journalists on visits. With so many new attractions and features it is very likely that journalists and media will be interested, and therefore it is vital that Minehead can take advantage of this. Finally some of the funds will be earmarked for designing and distributing a piece of literature to target visitors, Hinkley workers and their families. Leaflets will be distributed at local and regional holiday parks, attractions and accommodation, as well as via EDF Energy related channels, to encourage day trips to the town.

7) Events Programme including Two new Major Events that will make the most of the town’s new

developments and attract visitors to the area. Work in this area will be led by the Minehead Events Group,

a community led group with representatives from various district and town organisations, including

Minehead CCT. Activity will include the creation and development of two new commercially sustainable

events. This will include all related operational and marketing costs, such as road closures, insurance, co-

ordination, volunteer expenses, advertising, licensing and booking acts. These events are designed to


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replace and build upon the success of the Minehead Summer Festival, which featured the Red Arrows as

the key draw, for three years, and which ended in 2015. In addition to this, funds are required to market

and promote a wider annual events programme. This includes supporting the development of smaller

events put on by the Events Group, including The Somerset Stages Rally, Christmas Extravaganza and Road

Cycle Races, as well as co-ordinated promotion of the programme.

An overarching ambition for the Minehead Events Group is make the two new major events profitable and

the whole events programme sustainable. Over the past three years the Minehead Events Group has

achieved broad success in doing this. The Red Arrow Summer Festival turned over an annual profit, which

then helped to support smaller events in the wider events programme. Income is generated from

advertising, sponsorship, car park sales and market stall pitches. However, larger events require initial

investment to get off the ground, which is why support is needed. Making a big impact with marketing

activity will help attract large numbers of visitors, which in turn increases the visitor spend and benefits for

local businesses. The last Red Arrows event attracted over 15,000 visitors. 60% of funding for this work is

come from match sources, including tourism and economic development section 106 allocations and a bid

to the Coastal Communities Fund.

3.3.2.2 Match funding and activities – Marketing Minehead

The marketing Minehead work will be supported by match funding from the Section 106 tourism moneys,

the Coastal Communities Fund, as well as applications to LEADER.

The CIM funded activities above will also complement a number of activities that are funded through other

sources that bring the match to this project. Namely:

Match Activity Description Planned match

funding source

Guided walk

ambassador

scheme

Establish a guided walk ambassador scheme Section 106

tourism

Harbour Market Develop new harbour market to enhance the Harbour area,

showcasing local artisan products

CCF Bid

3.3.2.3 Linkages – Marketing Minehead

Marketing Minehead activities complement and add value to the other people, place and business

elements of the Enterprising Minehead project, by ‘re-positioning’ the town in the minds of potential

customers, projecting a modern, fun and dynamic vision for the town, that will draw people in, capitalising

on the improvements made.

3.3.2.4 Sustainability – Marketing Minehead

Much of the proposed activities are ‘one off’ costs to establish a marketing team, strategy and brand for

the town. Whilst there will be ongoing marketing/promotion costs thereafter, these will be moderate in

scale. It is anticipated that the BID Business Plan may include marketing and promotion of Minehead as

this is an area that businesses have already been keen to include. Therefore if the BID project secures a

‘yes’ vote, it is possible that ongoing marketing costs may be met through this mechanism.


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3.3.2.5 Timing Costs and Outputs – Marketing Minehead

Marketing Minehead

Timing Element Timing

Creation of the ‘Marketing Minehead Team Jul-Sep 2017 (period to create team

and meet for the first time)

The development of a Strategy and Action Plan Sep 17 to Feb 18 (consultation and

development for 3 year plan)

Re-branding of Minehead Sep 17 to Feb 18 (runs alongside

strategy development)

A new integrated digital online presence Sep 17 to Mar 18

A new Heritage Interpretation Trail including Augmented

Reality

Jan to Jun 18

PR and Promotional Tools Jul 17 to Jun 19

Events Programme including Two new Major Events Jul 17 to Jun 19

Cost

In addition, West Somerset Council will provide ‘in-kind’ support in the form of officer time to

support the Marketing Minehead element.

Cost element Total cost CIM request Match

Create Marketing Minehead Team £0 £0 £0

Development of a Strategy and Action Plan £0 £0 £0

Re-branding of Minehead £15,000 £15,000 £0

Integrated Digital on-line presence £12,000 £6,000 £6,000

New Heritage Interpretation Trail including

Augmented Reality

£20,000 £10,000 £10,000

PR and Promotional Tools £20,000 £10,000 £10,000

Guided Walk Ambassador Scheme £5,000 £0 £5,000

Harbour Market £24,014 £0 £24,014

Event Support and marketing £63,000 £25,000 £38,000

Total £159,014 £66,000 £93,014

Outputs 1 x Marketing sub-group reporting directly to Minehead CCT

1 x 3 year Strategy and Action plan that represents community interests and ambitions, but

that defines one integrated approach to marketing and development

1 x suite of branding tools for use in marketing activity, and the physical developments along

the seafront

1 x mobile friendly Minehead complete with all content edited

1 x augmented reality heritage interpretation trail

3 themed videos, 30 ‘people’ images, 1 piece of literature, 2 journalist visits, 10 regional and national features as a result of PR activity

2 new major events, 1 comprehensive events programme

Wider

Benefits

The marketing activity will attract new day and staying visitors to Minehead, resulting in business

growth and job creation.

3.4 Project Management

A project officer will be employed for 2days/week over the 3 years to manage the project, reporting to the

Steering Group and funding organisations. This will ensure that all aspects of the project are proceeding on

time and within budget. The post will run from July 2017 to December 2020. This will cost £63,000, and we

are seeking CIM funds of £42,000. The remainder of the cost will be met by West Somerset council as ‘in-

kind’ support.


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4. Community Impacts and Benefits

In this section we cover how the project will mitigate the risks and capitalise on the potential benefits of

Hinkley Point C, as well as identify how the community will benefit from the project and how they have

been consulted on its development.

4.1 Hinkley Point C Impact

As the largest engineering project in Europe, Hinkley Point C (HPC) will have a massive impact on businesses

and communities in Minehead. Minehead is a Priority 3 Impact Area as defined within the CIM fund i.e.

‘Settlements/areas within West Somerset and/or Sedgemoor District Council which are directly affected by

adverse impacts of the Hinkley Point C development’

In this section of the report we focus on the four impact areas that the Enterprising Minehead project will

address: Quality of Life for residents, the visitor economy, skills and businesses.

4.1.1 Quality of Life for Residents

There are a broad spectrum of impacts of the HPC development that will impact on the Quality of Life for

local residents, which include:

Traffic and transport – Increased delays, congestion, accidents etc. over a period of 9years, all day 7

days/week;

Economic – Risk of benefits leaking out, and risk of “boom and bust” as the development moves

from construction to operation;

Housing - Pressure on already high house prices/rents;

Worker Integration - Actual and perceived impacts on community cohesion resulting from an influx

of workers and their families and pressure of services and facilities;

Amenity/leisure – Loss of Public rights of Way and pressure on leisure facilities by an influx of

workers; and

Environment – Negative impacts on the ecology of the wider area and landscape character of the

area.

By providing improved public realm and tourism attractors along the seafront, residents as well as tourists

will be able to benefit from:

Improved leisure facilities;

Opportunities for social interaction, fresh air and exercise; and

Access to leisure facilities within the town, reducing the need to drive.

Combined with training, employment and improved economic performance, the Enterprising Minehead

project offers an opportunity to improve the quality of life for residents.

•Enhances Quality of Life of Community

CIM Criteria: Quality of Life


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4.1.2 Visitor Economy

Table 1 below outlines the opportunities and challenges for the Minehead visitor economy as a result of the

Hinkley Point C development. This highlights that whilst there are significant challenges associated with

increasing traffic, perceptions and availability of accommodation, there are also potential opportunities,

especially from additional visitors arising from the influx of workers, their families and friends and business

visitors. The Enterprising Minehead project aims to achieve a ‘step-change’ in Minehead’s visitor offer,

allowing it to capitalise on additional visitors during the Hinkley build and grow its visitor base in the

longer term.

Table 3: Visitor Economy Opportunities and Challenges Associated with HPC

Opportunities Challenges

Influx of workers – With in excess of 5,600 workers

expected on site, there is an opportunity to target

these workers and their families to encourage them

to visit the wider area.

Growth of ‘business visitors’ – The HPC project is

likely to stimulate demand from the business visitor

market segment, who will drive up demand for high

quality visitor accommodation and facilities and is

less likely to follow a seasonal profile.

HPC Visitor Centre – the HPC Visitor Centre will

promote the project and the wider area, providing a

unique educational attraction that will help raise the

profile of the area and bring in new types of

customers.

Financial contributions – Paid by EDF energy to

support tourism provides a significant and

consistent level of funding that will support the long

term sustainability of the sector.

Increasing traffic and congestion –worker traffic

and over 500 HGV lorry movements daily, together

with major road work improvements taking place in

Bridgwater/M5 are expected to result in increased

journey times, congestion and delays along the main

travel routes into Minehead.

Negative Perception of the Area as a Place to Visit –

A recognised concern is that the development of

HPC will change people’s perceptions of West

Somerset in the short/long term. Any incidents or

negative press has the potential to reach much

further than the immediate vicinity of the site, as

witnessed in the 2014 flooding when businesses

30miles from the Somerset levels suffered cancelled

bookings.

Availability of accommodation – With workers and

visitors to the site expected to make use of visitor

accommodation, there is expected to be significant

pressure on availability of bed spaces for tourist

visitors.

4.1.3 People and Skills

The Hinkley Point C development will have a considerable impact on the labour force in the West Somerset

area and the wider travel to work area. Expected to employ over 25,000 people over its lifetime, the

development is expected to drive significant demand for skills in the construction sector, but also in the

labour force more generally. Whilst this has the potential to raise aspirations of the wider workforce and

create employment opportunities for un-employed and inactive people, the increase in demand for labour

may also make it harder for local businesses to retain staff, as people are attracted to better paid, year

round employment. In West Somerset this issue will be compounded by an ageing workforce and

potentially Brexit, should this result in reduced labour supply from Europe.

The Enterprising Minehead project will support skills development in the hospitality sector, a key sector in

the local economy and a sector likely to face recruitment/retention issues during the HPC build. The

project will therefore:


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Inspire and motivate the next generation of tourism workers and grow the skills of the existing

workforce, directly mitigating the HPC risk associated with staff retention;

Help unemployed and inactive people to access ‘back-fill’ opportunities in the tourism and

hospitality sector, directly mitigating the HPC risk associated with staff retention;

Improve customer service standards across the whole area, improving customer satisfaction and

sustainability of the tourism sector in West Somerset and complementing place based investment

The project has the support of ‘Somerset Larder’ and ‘Somerset Host’ collaborative groups, which have

successfully secured supply chain opportunities for local SMEs through collaboration.

4.1.4 Businesses

The influx of workers and families to the area could increase demand for local services and products all year

round. This presents a challenge and an opportunity for local businesses to respond to. The development

of a Business Improvement District will create a mechanism that involves local businesses in planning,

funding and implementing further projects to improve the prospects and economic viability of the town

centre, helping approximately 250 businesses rise to this opportunity.

4.2 Community Benefits

In this section we detail who will benefit from each element of the scheme, how equality of access is

achieved and expected levels of use. The tables overleaf detail the beneficiaries for each of the project’s

elements.

•HPC community impacts demonstrated

•Project provides opportunity to mitigate risks and benefit from opportunities

CIM Criteria: Community Need


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Figure 5: Beneficiaries - People

People elements

Direct

Beneficiaries

Young people engaged on the ‘Step into Industry Programme’.

Young people and adults supported through ‘apprenticeship plus model’.

Participants on the ‘West Somerset Ambassadors Programme’.

Indirect

Beneficiaries

The business community will benefit from improved skills within its workforce and

better staff retention.

Visitors/residents will benefit from improved customer service skills.

Equality of

Access

It is expected that the cohorts of people engaged in the three strands of activity in the

‘Hospitality and Tourism Academy’ will come from people living, studying or working in the

town of Minehead and its the surrounding area. The project will actively promote the

engagement of people from protected groups and work to prevent discrimination in

accordance with the Equalities Act 2010.

Levels of Use - 1,000 young people engaged on the ‘master classes’ programme to inspire.

- 50 young people completing the Hospitality and Tourism Academy programme.

- 90 apprenticeships.

- 500 individuals completing the ambassadors programme from local businesses.

Figure 6: Beneficiaries - Place

Place Elements

Direct

Beneficiaries

Two primary groups will benefit directly from the physical improvements to the

Esplanade:

Residents - 12,000 residents in the town and 35,000 in West Somerset , as a free open

access facility all these residents have the potential to benefit from the improved

public space.

Staying and Day Visitors – 552,000 staying visitors and 890,000 day visitors.

Indirect

Beneficiaries

Local businesses will benefit from increased visitor numbers, expenditure and satisfaction

levels, enabling them to offer more and better opportunities to staff (i.e. local residents).

Equality of

Access

As public space, there will be no restrictions on the ability of residents/visitors to benefit

from the improvements. Construction of public realm aspects will be in line with the

Equalities Act 2010, with accessible gradients, and provide amble resting and seating

places along the Esplanade.

Levels of Use We do not have figures currently for footfall along the Esplanade. However, the

improvements have been designed to encourage:

- Additional footfall along the Esplanade;

- Better connectivity between the town centre and the seafront; and

- Increased time spent in Minehead.


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Figure 7: Beneficiaries - Business

Business Elements

Direct

Beneficiaries

The proposed BID area includes the retail and recreational core of Minehead with 252

businesses likely to be covered by the scheme. Whilst the businesses would pay a Levy,

they would be able to influence the business plan and projects supported, to ensure the

projects benefit businesses through increased footfall and trade. Most businesses will

benefit from the ‘Marketing Minehead’ proposals.

Indirect

Beneficiaries

Indirect beneficiaries will be:

Residents of Minehead and surrounding area who will benefit from an improved

retail experience.

Visitors to Minehead who will benefit from an improved retail experience.

Equality of

Access

All businesses in the BID area will have the opportunity to engage in the BID development

process and will be invited to: attend meetings, participate in interviews and complete

questionnaires. The requirement to secure a Yes vote in terms of both a) rateable value

and b) no of premises means that the proposal needs to have the support of both large

and small businesses in the town.

Levels of Use 252 businesses would be part of the BID scheme.

Figure 2 overleaf depicts a logic chain setting out how the activity will achieve community economic

benefits.

•Positive benefit to a high proportion of community

•Positive benefit to wider area

CIM Criteria: Extent of Benefit


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Figure 8: Logic Chain Demonstrating how community benefits will arise

Context

•Structurally weak, peripheral economy, highly dependent on tourism

•Ageing population, in work poverty and poor social mobility

•Need to improve tourism offer and experience

•HPC represents an opportunity and threat to Minehead's tourism sector

Project Objective

Revitalise Minehead's visitor economy, creating an attractive, interactive visitor experience, supported by a skilled hospitality workforce and dynamic businesses, all working together to realise Minehead's revival as an economically viable seaside town, creating a long term legacy from the Hinkley Development

Activities

•Development of a Tourism and Hospitality Centre of Excellence to improve customer service standards throughout economy and address skills challlenges

•Suite of physical improvements to the Minehead Esplanade to make it an attractive place with associated marketing

•Create a Business Improvement District to encourage private sector engagement and investment in the town centre

Outputs

•Young people supported to understand opportunities in tourism

•Young and old provided with training, skills and apprenticeships

•An attractive, dynamic Esplanade, where people want to linger, rest and enjoy

•1 Business improvement district developed

Outcomes and Legacy

•Visitor satisfaction improved

•Increase in day visitors, staying visitors and expenditure - sustained beyond lifetime of Hinkley build

•Sustainable, quality employment opportunities created, with pipeline of trained staff

•Revival of Minehead as a Coastal Destination


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4.3 Community Involvement and Consultation

There has been overwhelming multi-stakeholder and community support for the 'Enterprising Minehead'

project: At the end of 2015, wide consultation was undertaken to inform the Minehead Economic Plan,

with a series of topic discussions held with community/voluntary/tourism/retail and education groups.

Themes emerged, together with a series of priorities which were tested at a wider public meeting, from

which an Action Plan was formed. The project will deliver key recommendations from the Plan.

Consultation on specific elements has included:

People - Proposals for the Academy have been in consultation with West Somerset Employment

and Skills Group, key Minehead businesses working in tourism and hospitality as well as with

Somerset Larder and HOST.

Place – A detailed study entitled Minehead Enterprising Esplanade7 was carried out for proposals

for the seafront which consulted on public realm and enterprise. This was followed up by a public

meeting in July 2016, providing an opportunity for both residents and visitors to comment on the

proposals.

Businesses - 30 businesses were interviewed 1-2-1 and members of Minehead Chamber were

consulted during initial feasibility work for the Business Improvement District in Jan and Feb 2017

which has indicated overwhelming support for this element of the proposals.

All project proposals are supported by the Minehead Coastal Communities Team. Proposals met with

Minehead Town Council approval at the Full Council meeting in January 2017. Following this the project has

also received publicity in local papers which has further informed the wider community. All letters of

support are contained in Appendix 4.

7 http://www.westsomersetonline.gov.uk/getattachment/Business/Economic-Strategies/Minehead-Enterprising-Esplanade.pdf.aspx


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5. Project Outcomes

In this section we detail the key project outputs and strategic benefits.

5.1 Direct outputs

People

•A Hospitality and Tourism Academy

•50 students completed 'Step into Industry' programme

•43 industry visits for young people

•6 inspirational master classes for young people

•1000 young people engaged

•1 bespoke apprenticeship plus package developed

•90 apprentices engaged

•1 Apprenticeships network established

•1 ambassador programme developed

•500 individuals completed

•9 bespoke upskilling master classes developed, delivering 32 accredited and 76 non accredited qualifications

Place

•Detailed design to construction stage drawings

•Hard and soft landscaping of the Esplanade

•Installation of graphic art concrete wall, spash pad, sand play and public art

•Installation of lighting on three trees and standalone feature lighting

•Removal and replacement of 41 benches

•6 refurbished Edwardian seaside shelters

•Development of an adventure activity hub

•Redevelopment of the kiosk and tourist information area

•On-going maintenance

Business

•Development of a business plan and full supporting documents necessary for the bid vote

•Engagement of the business community in the development of BID priorites and projects

•A formal ballot on the proposed business plan

•Development of concessions on the Esplanade, including business start-ups

•1 x marketing sub-group reporting directly to Minehead CCT

•1 x 3 year marketing Minehead Strategy and Action Plan

•1 x mobile friendly Minehead complete with all content edited

•1 a augmented reality heritage interpretation trail

•3 themed videos, 30 'people' images, 1 piece of literature, 2 journalist visits, 10 regional and national features as a result of PR activity


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5.2 Outcomes

The diagram below illustrates how these come together to achieve economic outcomes that benefit people

in Minehead.

Figure 9: How the activities contribute to economic outcomes

Improved visitor satisfaction

increased visitor numbers

Increased visitor spend

People:

Better trained/knowledgeable staff, improved retention, leading to better customer service

Place:

Improved visitor offer, with more to do when visiting Minehead.

Business:

More vibrant retail offer, with improved marketing and promotion of Minehead

Jobs created &

safeguarded

Opportunities for

progression

Business start-up

and growth


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6. Options Appraisal

A number of options were considered in developing this programme of activity. These included:

Do nothing;

Capital only improvements to the Esplanade;

Revenue only activity to improve skills;

A small scale joined up programme;

A medium scale joined up programme (preferred); and

A larger scale joined up programme.

In this section we describe each of these options, their advantages and disadvantages and our justification

for selection/non-selection.

6.1 Do Nothing

Under this option, activity would be limited to piece-meal activities funded through other funding sources

such as Section 106, Coastal Communities Funding and LEADER. Whilst this may result in small incremental

improvements, the lack of a programme approach and significant investment would mean that the

interventions would not be transformational and Minehead would lose out on an opportunity to create a

lasting step change in its economic fortunes. The failure to secure CIM funding would mean that the

residents of Minehead would not benefit from resources designed to mitigate against the impact of the

Hinkley development on communities in the area and as a result, the impact of Hinkley on the Minehead

community would most likely be negative. Conclusion: This option was rejected on the grounds that it

does not offer economic or community benefits.

6.2 Improvements to the Esplanade only

Under this option, activity would focus on the improvements to the Esplanade only, without

complementary skills/business interventions. Whilst this option presents an opportunity to undertake a

more significant programme of public realm improvements, the lack of complementary investment in skills

and businesses, would mean that the project would fail to address key economic challenges identified in

Minehead. Underlying skills shortages in the tourism and hospitality sector would remain and most likely

worsen as the Hinkley development starts to attract more and more people. The investment in the place

elements under this scenario would be less likely to secure a long term positive legacy as a result.

Conclusion: This option was rejected on the grounds that it fails to address a key economic need and

Hinkley impact.


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6.3 Revenue only activity to Improve Skills

Under this option, activity would focus on the development of the Hospitality and Skills Academy. Whilst

this option addresses the a clear need in relation to skills, the absence of investment in Minehead’s core

visitor offer, means that Minehead would continue to decline relative to other resorts in the area. Without

investment in the visitor offer, visitor numbers/expenditure would most likely fall and Minehead would lose

out on an opportunity to re-invent itself and create a lasting legacy post Hinkley. Conclusion: This option

was rejected on the grounds that it fails to address a key strategic need to improve Minhead’s core

visitor offer.

6.4 A small scale joined up programme

Under this option, a small scale programme of activity to address people, place and business needs is

identified. Whilst this allows for some complementarity between activities, the lack of scale means that the

programme is not transformational in nature. As a result, the programme does not have a significant

impact on the skills challenge or indeed visitor experiences/perceptions. Conclusion: This option was

rejected on the grounds that it fails to achieve a transformational impact and lasting legacy.

6.5 A large scale joined up programme

Under this option, a large scale programme of activity would bring together a significant portfolio of activity

across People, Place and Business. It would most likely include, the proposed activities plus:

- Greater investment in workforce skills (e.g. subsidies to cover the cost of technical skills);

- A business grant programme, helping businesses to upgrade facilities; and

- Inclusion of more expensive interventions on the Esplanade (such as larger play area/splash pad, more

lighting features etc.).

Whilst this option would offer greater benefits and an even greater transformational effect, it would be

significantly more expensive. As the match available to support this application is limited, a more expensive

project would in turn offer ‘lower value for money’, as the marginal extra costs could not be matched.

Conclusion: this option was rejected on the grounds of cost.

6.6 A medium scale joined up programme (proposed)

This is the option set out in this proposal. It offer the optimal balance of:

Complementary, joined up activity – ensuring ‘the sum is greater than the parts’;

Scale – ensuring the project is of sufficient scale to achieve transformational impact, benefitting the

community of Minehead and mitigating the impact of Hinkley;

Affordability – is within the expected funding envelope and can offer value for money through the

availability of match

Conclusion: this option is proposed.


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7. Partnerships, Governance and Management

7.1 Partnerships

Minehead Coastal Communities Team (CCT) will steer project activity. The CCT acts as the overarching body

to champion socio-economic regeneration in Minehead. Membership includes local authorities of SCC, WSC

and MT Councils, Minehead Development Trust, Engage Voluntary Sector Development, Minehead

Chamber of Trade, Minehead Eye (young person provision), West Somerset College, WSR, Butlins, Regal

Theatre, YMCA and Foxes Academy.

Each of the project elements have been developed by existing local partnerships and groups, ensuring that

the proposed activity aligns with other activities planned locally. For instance:

The Hospitality and Skills Academy concept was developed by the West Somerset Employment and

Skills Group;

The plans for the Esplanade have arisen through the work of ‘the Esplanade Group’ a CCF Task and

Finish Group; and

The work to date on the Business Improvement District has been conducted by the Chamber of

Commerce and West Somerset Council;

Two new groups will be established, a Minehead Events group and a Minehead Marketing Group.

7.2 Linkages

The Project links closely with EDF/CCF funded Steam Coast Trail and Beach Hotel projects and the principles

behind these, both seeking to drive up quality tourism and at the Beach Hotel to inspire a local workforce in

world class customer service. There is a link too to the Hinkley Tourism Action Partnership (HTAP)

supported Visitor Centre will assist with promotion and marketing of the project. Significant match to this

project is coming from West Somerset HPC Employment and Skills and Economic Development budgets -

The CIM ask is for elements which are not currently funded or which significantly further enhance activity.

The project has been developed in consultation with EDF representatives of Hinkley Tourism Action

Partnership, Hinkley Jobs Service, as well as consultation with the EDF employment and skills lead on the

appropriate elements.

•Partners are involved in the project

CIM Criteria: Partner Support


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7.2 Governance and Track Record

The CCT will steer project activity supported by WSC with separate task groups for delivery of each of the

People, Place and Business elements.

People – A task group is set up for the H&T Academy which includes, businesses and key training

providers;

Place - An Esplanade task group already exists which includes District and Town Councillors,

business and tourism providers. Minehead events group will co-ordinate events activity whilst

Marketing will require a new group to fulfil delivery of initiatives; and

Business – The Chamber is leading on this with support from WSC. As the Business Improvement

District develops a wider and formalised Board will take forward this activity.

The project will be managed by WSC's economic development team. WSC will be the accountable body and

has a proven track record in managing similar projects. WSC follow robust Local Authority financial

procedures. The diagram below illustrates the proposed structure, which utilises existing groupings

wherever relevant.

Figure 10: Governance Structure

7.3 Track Record

West Somerset Council is the accountable body for the Steam Coast Trail (CCF funded activity) and has

managed a number of European funded programmes in the past - Watchet Marina, Minehead Visitor

Centre, and the Cool Tourism Project as well as various LEADER funded projects (to give a few examples).

Supporting locally motivated activity to realise economic change is important to West Somerset and a

corporate priority. The team over the past couple of years have been successful in levering in funding, and

intend to pursue further funding opportunities as they arise to further enhance elements of this project.

Funders CCT Steering Group

Project Management and Co-ordination

People - West Somerset

Employment and skills Group

Esplanade Task Group

Events - Minehead Events Group

Marketing -(new group)

BID Task Group -(Chamber of

Commerce/WSC)

Accountable Body (WSC)

•Good Governance arrangements

•Sound Financial and project management

CIM Criteria: Governance


49

National/Regional Funds

Supporting Economic

Regeneration

CCF £88K

LEADER £28K

RDPE £129k

Community

Impact

Mitigation

£501.7k

Local Funds

Supporting infrastructure and

BID development

Private Business £20k

WSC Local Funds £83k

WSC £6k

Added Value

Post Project

Sustainability

Partnership budgets £28k

Business Improvement District

£560k

WSC-HPC S106

Employment and Skills

£33.5k

WSC-HPC S106

Tourism/TIC

£48k

WSC-HPC S106

Economic

Development

£45.8k

8. Financial Projections and Funding Arrangements

8.1 Project Costs

The total cost of the scheme is £982,609. We are applying for £501,688 from a CIM fund, bringing £480,921

or 49%. West Somerset Council also brings the equivalent of £90,268 in the form of ‘in-kind’ support for

the project, which has not been included in the figures below.

Table 4: Projected costs and Funding

Project Element Total CIM funding Match

People – Tourism and Hospitality Academy £96,157 £19,833 £76,324

Place – Capital Costs £567,186 £303,477 £263,709

Place – Maintenance Costs £58,650 £38,190 £20,460

Business – Business Improvement District £59,602 £32,188 £27,414

Business – Marketing Minehead £159,014 £66,000 £93,014

Project Management £42,000 £42,000 £0

Total £982,609 £501,688 £480,921

The Enterprising Esplanade Project brings together three strands of the WSC HPC S106 activity as well as

national and local contributions. The ask from the Community Impact Mitigation Fund is to complement

and add value to the existing strands of activity as illustrated below. This would embed any contribution

from CIM firmly within the wider strategies for Minehead and West Somerset so that funding can be used

to greatest effect. Figure 11: Relationship with other strands of activity


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8.4 Value for Money

The Enterprising Minehead Project will deliver value for money by:

Using best practice procurement processes to source best value from suppliers;

Working in an established partnership, ensuring quality and efficiency of delivery is appropriate to

the needs of the local community;

Leveraging high levels of match funding from multiple sources (including national funds);

Ensuring the project aligns with other strategic initiatives to add value and maximise impact;

Utilising ‘in-kind’ support (such as staff time/volunteer time) to support the project, maximising the

impact of delivery activity; and

Ensuring financial sustainability of the project post-delivery.

•Offers excellent Value for Money

•Match funding has been levered

•Impact has been maximised

CIM Criteria: Value for Money


51

9. Sustainability and Added Value

9.1 Environmental and Social Sustainability

The development of a Hospitality and Tourism Training Academy in Minehead will help local people access

employment opportunities and enable them to progress in their careers, thus addressing a key social

mobility challenge currently seen in Minehead. The availability of training locally will also achieve

environmental outcomes through reducing the need to travel to training and employment opportunities.

In terms of the place elements, new installations in the public realm will be improved, high-quality, with

high standards of safety. Play will focus on 'natural play' using sand and water installations that work with

the environment. Waymarked trails and tourism attractors will entice people to explore further

encouraging walking and cycling. This reduces unnecessary local travel by car within town potentially

reducing congestion. Increased overnight stays also reduces unnecessary travel miles and carbon

emissions. Lighting proposals will use energy efficient methods. The intention is for public realm and

attractor enhancements to incorporate LED lighting, recycled water and materials where possible for

energy efficiency.

In terms of the business elements, the process of developing the BID business plan will aim to minimise

environmental impacts by utilising digital technologies and planning logistics of meetings to minimise

travel. The plan itself may include new projects that have a sustainability theme. Likewise marketing

elements may build on Minehead’s location in one of the most beautiful parts of the country at the

Gateway to Exmoor to explore ‘sustainable tourism’ themes.

9.2 Financial Sustainability

The Enterprising Minehead project has been established on a firm foundation of public/private sector

working, involving partners from across the area in order to deliver lasting sustainable change. The

commitment of partners is seen in their contributions to this project, both in terms of support, ideas and

finance. The partners involved perceive Enterprising Minehead as the first step in a longer term programme

of change, catalysed by this investment. We expect financial sustainability to be achieved as follows:

- Hospitality and Tourism Academy - Over the three years of the project, we would expect to see the

benefits of this package of support and, once established, future sustainability is likely to be picked up

either through individual business contributions or potentially through the proposed Business

Improvement District Project. Likewise we would expect the step into industry programme to achieve

sustainabily through creating links with the broader county wide academy network;

- Place - Following the initial investment, we would expect maintenance and upkeep of most of the

public realm to be subsidised through partner contributions (public and private); and

- Business – Following the initial investment in the BID business plan, the model provides a mechanism

to secure £500,000 of private sector investment over 5 years, for investment in projects outlined in the

business plan (which may include further developments of the Esplanade, marketing or other schemes

to improve the business viability of the town).


52

9.3 Added Value

The project clearly complements other Hinkley supported activity to provide additionality. It brings

together various strands to provide focus that will support West Somerset’s largest community during the

Hinkley build and have lasting legacy for the economy of the town. The project cuts across many policy

areas, including tourism, skills development, regeneration, environment, sustainability, and promotes

health and wellbeing. It will create job opportunities, and provide facilities for all generations to enjoy. By

revitalising Minehead to be a quality destination it will afford broader appeal, extend the core season and

boost the economy. Enterprising Minehead is a project that will really benefit Minehead and surrounding

communities in West Somerset.

Figure 12 below illustrates how the Enterprising Minehead project helps to ensure that the economic

impact from Hinkley is not ‘boom and bust’, but a net positive legacy.

Figure 12: Illustration of project ‘Additionality’ and Hinkley Legacy

Val

ue

of

Eco

no

my

in M

ineh

ead

Time

Without HPC Project

With HPC Project

With Enterprising Minehead

Pre HPC HPC Peak Post HPC

Difference = Project Legacy

•Contributes to achieving sustainable communities, environmental sustainability and regeneration objectives

•Financially sustainable

CIM Criteria: Sustainability


53

10. Legal Considerations

There are a number of legal factors which must be considered in taking forward a project like this. These

include:

- Planning and conservation;

- Land ownership/site considerations; and

- Developing a BID.

10.2 Planning and Conservation

The site is located on the urban edge of Minehead. Much of the western esplanade is located within the

Quay Street Conservation Area with the southern part of the western esplanade and Jubilee Gardens

located in the Wellington Square Conservation Area. The Wellington Square Conservation Area also

includes the area to the east of Jubilee Gardens, referred to as the Central Core in this business plan. These

designations requires any proposals in these areas to be sympathetic to the character of the conservation

area, enhancing the quality of the buildings, structures and spaces wherever possible. The Eastern

Esplanade is located outside the conservation areas but nevertheless should be mindful the overall

character of the town. The proposals set out in this Business Plan are principally focused on the Eastern

Esplanade and elements covering the Western Esplanade will be sympathetic to the conservation status.

Planning permission is not required for any of the proposed changes.

10.3 Land ownership/site considerations

The Esplanade serves a number of important functions and roles as part of an important sea-defence

system, public footpath/cycleway and public realm. As a result, it also falls under the jurisdiction of a

number of different agencies including West Somerset Council, Somerset County Council, the Environment

Agency, Highways Agency, the Harbour Users/authority and adjoining private sector landowners. All of

which have been involved and consulted in the development of these plans. In taking the project forward

to the design stage, they will continue to be consulted to ensure the wider interests are served and work is

sequenced in a way that does not pose risks or inconvenience others.

The whole of the Esplanade is owned by West Somerset Council and Butlins retains full ownership of the

beach and holiday complex. However, in transferring land to West Somerset Council, Butlins retained a

restrictive covenant to prevent any ‘trade or business’ other than for public car parking. This doesn’t

prevent activities or development, but would have to proceed with the full co-operation and support of

Butlins to relax/vary the legal covenants. These proposals are fully supported by Butlins.

10.3 BID Development

To be legally binding, the process of setting up a Business Improvement District must follow the

requirements set out in the Local Government Act 2003 and subsequent statutory instruments in 2004. The

plans set out here, follow these processes.


54

11. Project Risk Management

Table 5 below details the project risk register, identifying key risks and proposed mitigation.

Table 5: Risk Register

Activity Project Risk Impact Likelihood Mitigation

Pe

op

le

Low take-up/

participation

High Low Involvement of key employers, West Somerset

college and other key agencies in the project design

and delivery of the academy means that the

academy will be providing industry relevant skills,

boosting its credibility amongst potential

participants. Key employers also provide an

important recruitment channel for the various

strands of activity.

Poor quality

training

High Low The involvement of key employers means that

training packages developed will provide industry

relevant skills and qualifications.

Changing

government

skills policy (e.g.

apprenticeships)

High Low Planned activity has been developed within the

context of known changes in Government policy in

areas such as apprenticeships. In the event that

Government policy changes further, the partnership

will review and adjust activity to ensure the activity

continues to fit within the delivery landscape.

Pla

ce

Cost over-runs High Med The proposed cost elements have been estimated by

qualified experts. Further work is required in phase 1

of the Esplanade work to provide detailed designs,

costs and project plans. Design adjustments will be

made if necessary at this stage to ensure the project

remains within the budget envelope.

Unforeseen

development

issues

Med Med The project has been phased to allow time to scope

out the design in full and address any unforeseen

issues.

Disruption of

tourist season

Med Low The work will be scheduled to be completed over the

autumn winter seasons. Contingency time will be

built into the schedule to ensure that the Esplanade

is ‘ready for visitors’ each spring.

Land

ownership/statu

tory

responsibilities

unclear

Med Med There are various parties with an interest in the

Esplanade, including Butlins, Highways Agency and

utility companies. All of which have agreed in

principle to the project, but will be consulted

thoroughly at the detailed design stage to ensure the

work scheduling will not result in further disruption.


55

Bu

sin

ess

Poor quality BID

business plan is

developed

High Low The Bid Business Plan will be developed by

experienced and professional consultants. A key

criteria for the procurement of this process will be

the experience and track record of the consultancy

team in delivering BID Business Plans elsewhere.

BID plan not

supported by

local businesses

High Med The process of developing the BID business plan will

involve considerable business engagement to

understand the needs and priorities of local

businesses. It will be followed by a significant

‘campaign’ phase, with a clear communication

strategy in order to secure the support of local

businesses and a ‘yes’ vote.

Initial feasibility work has indicated very strong

support from the local Business community.

Incorrect

process followed

leading to legal

challenge to the

BID

High Low The legal processes for developing a BID are clear.

West Somerset Council’s returning officer will follow

the processes as laid out in law to ensure that the

correct electoral process is followed.

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