Chairman: Rupert Cox Vice Chairman: Paul Heim … · Chairman: Rupert Cox Vice Chairman: Paul Heim...

L A N G P O R T A R E A F O R U M Sponsored by the Regional Development Agency under the Market & Coastal Towns Initiative Chairman: Rupert Cox Vice Chairman: Paul Heim Hon. Secretary: Monica Denny Treasurer: Mike Jones

Langport 2020

Final Draft Langport Market and Coastal

Town Initiative Strategy and Action Plan

Prepared with support from

19 February 2002

Broadwalk House, Southernhay West, Exeter, EX1 1TS Tel: 01392 274 427 Fax: 01392 274 410

email: [email protected]: www.ekos.co.uk

Also at:

Glasgow Inverness Dundee Sheffield

mailto:[email protected]

Langport Market and Coastal Town Initiative Strategy and Action Plan

Contents

Page 1.

Chairman’s remarks 3

2.

Executive Summary 4

3.

Introduction 3.1 Langport – The Historical Perspective 3.2 Langport Market and Coastal Towns Initiative 3.3 The Process 3.4 Strategy and Action Plan

7

4.

The Strategic Context 4.1 The UK Context 4.2 The Regional Context 4.3 The County Context 4.4 The District Context

12

5.

Langport MCTI area 5.1 Wards, Parishes and Data 5.2 Strengths, Weaknesses, Opportunities and Threats 5.3 Issues for the strategy and action plan.

15

6.

Vision, aim and objectives 23

7.

Langport 2020 - Langport Regeneration Project 24

8.

Economy and Heritage 26

9.

Transport and Housing 28

10.

The River 31

11.

Youth and Community 34

12.

Summary and phasing of projects 36

13.

The Next Steps 13.1 Ongoing consultation and development 13.2 Organisational Structure 13.3 Monitoring progress and dissemination 13.4 Marketing and Publicity 13.5The Brokering Table

40

14.

Conclusion 45

Appendices I Process for Langport Market and Coastal Town Initiative II Membership of the Langport Area Forum III Sample press release IV Matrices of projects for action from each of the four Working Groups

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1 CHAIRMAN’S REMARKS

Welcome to the Langport Area Forum’s Strategic Action Plan. The Forum has been made up of members from Langport and the surrounding villages following an inaugural meeting in Long Sutton in January 2001. As Chairman, it has been my privilege to work with so many people who, although from varying backgrounds, share the common goal of improving life for the people of the Langport area not just for today, but for generations to come. We are all very proud of this document and look forward to the challenge of delivering the projects that are identified in it. As someone who is “born & bred” in Somerset and having lived and been educated in the Langport Area for 29 years, I am particularly concerned with the economic and social decline in all our market towns in the County. The Langport Area now has a tremendous opportunity to pioneer new ground in rural regeneration – an opportunity given to us by the Regional Development Agency as a pilot project under the banner of The Market & Coastal Towns Initiative, and will continue the excellent start made by South Somerset District Council in regenerating Langport. It is important from the start to recognise the hard work put in by a multitude of volunteers who have given of their time to formulate the ideas and projects in the Plan, especially the hardy souls on the Steering Committee who met twice a month through the summer and autumn months of 2001 in order to keep to our demanding schedule of completing the plan by April 2002. Particular appreciation is due to Gerard Tucker and Monica Denny who have been the drivers behind our 2 completed projects – the Friday Bus-Share scheme and the Farmer’s Market. Thanks are also due to the Town and Parish Councils whose input has been invaluable in creating a plan with a geographic balance. Most members of the Forum have not been involved in this type of Community Planning before. We have, therefore, relied on the expertise of District Council officers in gathering information and assisting us in understanding the initiatives and projects already in place and how best our ideas may dovetail with them. My sincere thanks go to the Langport and Somerton Regeneration Officer, Helen Mason for her support and advice during this process. The Forum understood from an early stage that more expertise would be required to fulfil our commitment to creating a worthwhile, working plan and not just a list of aspirations. To this end, we commissioned consultants EKOS to assist us in delivering the plan and I would like to acknowledge the support given to us by Martin Davidson, Hannah Reynolds and especially Liz Byrne who has helped finalise the Action Plan with us. The future for the Langport Area looks very positive. The projects in this Action Plan are both imaginative and practical and I hope that as we start to deliver them more ideas will be brought forward for consideration, as this is only the beginning of an era of change, an era when local people can not only think of the idea, but to make that idea reality. Rupert Cox February 2002

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2 EXECUTIVE SUMMARY

Langport was historically a trading post of strategic importance with significant levels of imports and exports through its river route. Since the mid nineteenth century Langport’s economy has declined. In 2001, the Market and Coastal Towns Initiative (MCTI) was launched to support people in market towns and their hinterland in the regeneration of their areas. In recognition of the needs of the Langport area, this was selected as one of the nine pilot projects for the initiative. The area for the Langport MCTI includes thirteen parishes in the six wards of Burrowhill, Curry Rivel, Islemoor, Langport and Huish, Martock and Turn Hill. The process for developing the MCTI in Langport began early in 2001. The Langport Area Forum was established in January 2001 and ratified its constitution as an unincorporated association in May 2001. A series of community consultation meetings were held early in the year to identify the vision for the area, strengths, weaknesses, opportunities and threats and key issues for the area. The Forum established four working groups along identified themes to develop the ideas expressed at the community events and to identify plans for action. It held a further two public consultation meetings and a special meeting with Parish Councils to identify action. The action plan summarises the outcome of this process. At a UK national, regional, county and district level, policies and strategies highlight the need to improve social, economic and environmental conditions through:

• Developing sustainable plans and strategies for the regeneration of areas;

• Developing ‘joined up ‘ solutions to ‘joined up’ problems; and • The involvement of all relevant stakeholders.

The Langport MCTI strategy and action plan is developed within this context. An analysis of the strengths, weaknesses, opportunities and threats for the area highlighted that whilst there are many positive features such as the location (being at the heart of Somerset), the natural environment, a strong community spirit and a safe environment, key issues for Langport and its hinterland were identified as being the economy, poor transport, lack of quality affordable housing particularly in the hinterland, lack of capitalisation of the natural environment particularly the river and the lack of facilities for young people and the community. Based on this the vision for Langport 2020 is for Langport to be:

The Heart of the Levels – a thriving, clean and revitalised market town and surrounding villages.

The aim is:

To increase prosperity in Langport and its hinterland and to improve the quality of life of its citizens.

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In order to achieve this vision and aim the following objectives have been developed:

• To improve the economy of the area including its physical environment, business and skills base;

• To improve transport services including public transport provision; • To enhance the provision of good quality affordable housing in the

area; • To develop the natural environment with a focus on the river; • To improve services and facilities for young people; and • To develop community facilities in line with expressed local need.

The Forum has identified a series of projects to achieve these objectives. These are at varying stages of development. The action plan outlines a programme of development including the establishment of a ‘one stop shop’ in Langport Town Centre that will be staffed and will be focal point for regeneration of the area. It will also offer outreach services to the hinterland of Langport and will, in particular, support villages in the ‘Vital Villages’ programme. The plan also outlines a range of short, medium and long term project ideas as follows: Economy and Heritage Identifying and developing land and buildings for future business use; Developing the Langport Business Association; Re-opening Langport Market (formerly the Farmers Market); Developing new shops in Langport town square; Refurbishment and development of Stuckey Warehouse for mixed commercial and community use; Marketing Langport through a walk brochures, architectural guide and town trail; Upgrading the built fabric of the area; Longer term creation of road link from Stacey Court to Cocklemoor Car Park; and Identifying skills gaps and potential programmes for improvement. Transport Supporting the re-opening of Langport railway station; Development of cycle lanes for Langport-Martock, Langport-Aller and the Visitor Centre to Cocklemoor Car Park (with footbridge); Development of traffic calming measures in the villages around Langport; and Extending the taxi share scheme and implementing other transport programmes to enable young people to access youth provision and to enable them to visit Yeovil and Taunton in the evenings for entertainment. Housing Carrying out housing surveys and identifying and implementing options for the development of quality affordable housing in the parishes. The environment with a focus on the river Establishing boating on the River Parrett with a Langport-Muchelney Boating experiment;

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Assuming re-development, opening of the wharf beside the ex-Silkolene warehouse; Establishing a photography competition; Establishing a watercolour competition; The development of bird hides; and Supporting plans for a footbridge over the River Parrett. Young People Developing youth services for various age groups in line with expressed and identified need. Community Facilities Developing a shopping scheme for the elderly and disabled in partnership with Tesco; Investigating the potential for an internet café; Establishing a Langport area website; Longer term assessment of the feasibility of a new community hall; and Further investigation of unmet need in relation to sport, health and community and social provision in the area. The plan concludes by outlining the next steps in the process. The process of development and action planning is not a static one and ongoing consultation and discussion will take place to further refine and develop project ideas. This will include consultations with professionals associated with the specific projects regarding content and costings, local residents in parishes and, in particular, young people who will be involved in the development of youth provision. The Forum will give consideration to its legal entity and organisational structure based on options identified in its discussions to date. It will have a process for monitoring progress and disseminating good practice on an ongoing basis. A small budget of £10,000 per annum will be identified for marketing and promotion. Finally, in relation to the next steps, the plan outlines arrangements for the brokering table. This is a crucial part of the process for the Langport Market and Coastal Towns Initiative as it brings together some of the key regional partners and funders that can support the development of the action plan. Following the finalisation of the plan, the first brokering table is intended to be held at the end of April 2002. Through its stages of development the Langport Area Forum has grown in its understanding of the needs of the area, its skills in identifying plans of action and in engaging with key stakeholders. It is ready to move onto the next phase of development and implementation of its action plan with the support of other people and organisations. The plan is commended to all people with an interest in Langport and its hinterland – its residents, public, private and voluntary agencies and potential funders for the area.

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3 INTRODUCTION

This chapter introduces the historical context to Langport, the Langport Market and Coastal Towns Initiative, the Langport Area Forum and the process adopted by the Forum in the development of its strategic action plan.

3.1 LANGPORT – THE HISTORICAL PERSPECTIVE

Langport and its hinterland is located in South Somerset. Historically, Langport was an Alfredian burgh and is included in the document known as the Burghal Hidage (circa 880) due to its strategic importance. There would certainly have been a market on the top of the hill and by 930 there was a mint, a sure sign of a Saxon borough, which minted coins for the reign of the Athelstan until that of Edward the Confessor. In Domesday it paid borough dues but its borough status was only confirmed by a charter of Elizabeth I in 1547, with confirmation by James I in 1616 and later by Charles II. Langport was at the crossing point of the main road to the west over the River Parrett. An east/west road crossing a north/south river meant that Langport was ideally placed as a trading centre. Goods came to Langport to be conveyed down river, for sale in the national and international markets and imports came back up stream to meet the needs of local inhabitants. Langport has remained a trading post throughout its existence. Its market is first recorded in 1344 but certainly would have existed long before then. Between 1461 and 1465 it moved from being the eighth largest to the fourth largest importer of woad through Southampton (the woad was for dying the cloth that was produced locally and traded through Langport). By the 16th century Langport was considered to be a prosperous market town and this continued into the mid nineteenth century. In the 17th century it was well known for its principal imports of herring, salt, textiles, coal and grain. In the mid 18th century the Stuckeys and Bagehots established a trading company and later in 1770 a bank. In 1823 Vincent Stuckey advised a House of Commons Committee that his firm paid nearly one fifth of the salt tax in England with some 20% of all salt consumed in England passing through Langport at that time. In 1853 the opening of the railway initially benefited Langport but the later more extensive rail network drew trade away from the town and Langport East station was closed in 1962. The cattle market next to the railway (and on the site of Langport DIY) closed consequently, while the pig market had become the Whatley car park by 1937. Since the mid nineteenth century Langport has lost ground against other towns, mainly because there is no available land upon which to expand, the causeway of Bow Street being through low lying moors which flood each year. As other towns expand, Langport remains the same; hence the need for a focused development and regeneration strategy and plan for the area to encourage prosperity for the area and its inhabitants.1

1 The historical context is adapted from original brief on the Langport MCTI developed by the Langport Area Forum.

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3.2 LANGPORT MARKET AND COASTAL TOWNS INITIATIVE

In 2001, the Market and Coastal Towns Initiative (MCTI) was launched in the South West in recognition of the changing roles of market and coastal towns. Their changing role was partly through their diminished traditional role as buying/selling places for locally made agricultural produce. In the case of Langport this was compounded by the diminished role over time of river based transport and trading and the lack of room for expansion. Nonetheless it has been recognised that despite the loss of traditional employment and trading methods, market towns remain vital centres for other services and employment for residents and for those in the outlying villages. The MCTI was established to invest in local communities to plan their future and develop their skills. It also provides a ‘gateway’ to funding programmes to make things happen.2 The MCTI is led by the South West Regional Development Agency in collaboration with other partners such as the Government Office for the South West and the Countryside Agency. The area of Langport and its hinterland was selected as one of the 9 pilot projects for the MCTI initiative in the South West region with a view to developing a community led, partnership driven regeneration plan for the area. The area includes thirteen parishes within the wards of Langport and Huish, Curry Rivel, Turn Hill, Islemoor, Martock and Burrowhill covering a total population of over 10,000 people.

3.3 THE PROCESS Appendix I details the process that was developed in establishing the MCTI and the strategic action plan. Key issues in the process are outlined below.

3.3.1 Membership

The Langport Area Forum was established in January 2001, ratifying its constitution as an unincorporated association in May 2001. The membership of the Forum includes a core steering group of local people, including businesspeople from the town, as well as other interested local residents. (See Appendix II for membership). Although the Town and Parish Councils are not formally represented, a number of the active members are Town or Parish Councillors. Likewise the District and County Councillors are not formally represented but the Forum does have amongst its membership elected members from the District and County. District Council officers also attend Forum meetings in an advisory or administrative capacity. An example of this is that the District Council provides the services of one of their officers as minute-taker for Langport Area Forum and steering group meetings.

3.3.2 Communicating with other local residents

Having established the Forum at a one-day public consultation meeting in January 2001, the Forum has continued to explore ways to involve local

2 South West of England Regional Development Agency Market and Coastal Towns Initiative, Information Sheet 1, 2000/2001

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people in an open and accountable manner. Throughout the process of developing the Action Plan, Forum meetings have been held on the same evening each month in an accessible venue, to encourage local people to plan regular attendance. Press releases and copies of minutes of Forum meetings have been sent out regularly (sample press release attached at Appendix III) to local newspapers and newsletters. Two additional public meetings have been held - one in Long Sutton Village Hall in November 2001 for an interim report on progress and one in March 2002 to present the final draft of the report. The Forum began as an area based association with a natural emphasis on the town of Langport. Due to this it has been more difficult than anticipated to engage the interests of the residents and the business people of the hinterland parish councils. In an effort to strengthen this, action has included the following:

• 8 of the Parish Councils have elected members on the Forum and these Councillors acted as conduits of information to and from the parish councils;

• The two District Councillors on the Forum did likewise in reporting to and from their wards;

• Some meetings were held outside the Langport Town area, e.g. the public meeting in Long Sutton Village Hall; and

• A special meeting with Parish Council Chairmen was held in February 2002 to discuss ideas for the action plan.

This will continue to be pursued in the ongoing development of the action plan. Specific examples of action that will encourage liaison and development in the hinterland include:

• Through the Regeneration project, offering support to villages through the ‘Vital Villages’ programme (Chapter 7);

• Identifying potential traffic calming measures for villages (Chapter 9); • Identifying housing needs in rural parishes and opportunities for

housing development (Chapter 9); and • Engaging with young people in the parishes to identify their needs in

relation to youth provision and identify methods and projects to meet these needs (Chapter 11).

3.3.3 Relationship between the Forum and professional advisers

EKOS consultants were engaged in late July 2001 to assist the Forum in developing their plan. The brief from the Forum was that EKOS should support the Forum in developing its membership, experiences, operations, structure, and support it in the process of developing its strategy and action plan. Since its appointment EKOS has supported the group in:

• Identifying ways in which it could be inclusive in its membership; • Approaches to consultation with the community;

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• Establishing working groups to spend focused time on issues and project ideas;

• Preparing the strategic action plan; and • Identifying options for future structure, operations and needs.

The approach, then, has been that of the consultant as adviser to the Forum and supporter of the process, rather than undertaking the core work of consultation in the wider community, health check, identification of projects and the writing of the Action Plan itself. The Area Forum had identified in its Brief, the component parts of the Action Plan as • Starting with the existing Heritage Economic Regeneration Scheme

(HERS), develop and enlarge the community's vision for the future development and role of Langport as a market town in the twenty first century

• Compare the action Plan of the HERS with the Action Plan of the Area Forum and assist in integrating the two plans

• Identify actions and projects that will contribute to enhancing the quality of Langport's appeal to residents and visitors

• Consult and liaise with the South Somerset District Council Regeneration Officer

• Assist in preparing specifications for the feasibility studies for the priority projects.

Some of the members of the Forum had not been involved in this type of work before. Perhaps due to this, initially, the role of the consultant was confused with the brief for the Action Plan. Consequently there was an expectation among some members of the Forum that the consultants would undertake all the research work and, effectively, write the Plan. When it became clear that the role of the consultant was in an advisory and support capacity, there was anxiety among members about their capacity to undertake the work themselves. Over time this has given way to a growing confidence and increase in skill levels, particularly among steering group members and others on the Working Groups set up to appraise and develop project ideas.

3.3.4 Working Groups

Working groups were set up at an early stage in the areas of Economy and Heritage, Transport and Housing, the River and Youth and Community. Their purpose was two-fold:

• To make the process of bringing forward and discussing projects a manageable one. Each theme group was able to take a needs-led and strategic approach to a particular theme of regeneration e.g. transport, as well as having the opportunity to discuss a range of related projects in some depth.

• To enable local people with an interest in a particular theme of regeneration to get together outside Forum meetings and discuss issues.

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Thus the working groups enabled the Forum to both widen and deepen its consultation process. An additional working group was also developed to address issues of Finance and Fund-raising.

3.3.5 Bringing Forward Priority Projects

The Forum and theme groups spent September 2001 through to November 2001 undertaking a health check of Langport and its surrounding area. A variety of ideas for projects come forward and early attention was given to funding a pilot of a Farmers' Market - an idea that had received much local support and a Friday transport scheme. The Forum was also pre-occupied in discussions with the Regional Development Agency and the District Council, over designs for a re-developed Langport Town Square. Feelings ran high among local residents over this issue. At the same time, each Forum meeting was bringing forward more ideas for projects, each of which was discussed by the appropriate theme group. Further research on these project ideas in October and early November, led to a public meeting, held in Long Sutton, to test priorities for projects and report on progress to date. Having received a mandate from the public meeting to continue developing the priority projects, the Forum then moved into an intensive phase of identifying initial actions for project development, agreeing on the stages of phasing - necessary for some projects, and identifying project costs and risk elements. A matrix was used for this part of the process, to give consistency between working groups when considering projects.

3.3.6 Gaps in the consultation process

As the working groups and Forum members discussed and developed project ideas, they realised the potential for linkage between projects e.g. the Langport Regeneration Project, but also they recognised the gaps in their knowledge about feasibility of particular projects, or gaps in consultation with local people about how some projects might be implemented. As a result, some of these consultation processes or additional research, have become projects, themselves, within the Action Plan. The Forum is particularly aware that it has been unable to engage the youth of the area in any meaningful way during the regeneration process to date. Despite concerted efforts and consultation with parish councils, the Forum feels that it could still better engage with residents in the hinterland to ensure their ownership of the regeneration process. This will be pursued in the ongoing development of the action plan.

3.4 STRATEGY AND ACTION PLAN

Langport 2020 is the culmination of at least a year long process of consultation and development. This chapter has outlined the history, the MCTI and the process. The remaining chapters outline the strategic context for the strategy and action plan, the area of Langport and its hinterland with detailed outline of issues and projects identified by the Working Groups.

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4 THE STRATEGIC CONTEXT

At a UK national, regional, county and district level, policies and strategies highlight the need to improve social, economic and environmental conditions through:

• developing sustainable plans and strategies for the regeneration of areas;

• developing ‘joined up’ solutions to ‘joined up’ problems; and • the involvement of all relevant stakeholders.

4.1 THE UK CONTEXT

A series of policy initiatives at a national level has encouraged the development of sustainable regeneration through encouraging community involvement in planning and development and collaboration between agencies and organisations and through encouraging approaches that offer best value for money. Examples of current policies include those relating to social inclusion and neighbourhood renewal3, local strategic partnerships4, community strategies5, and modernising government6 including the principles of democratic renewal, community leadership and best value.

4.2 THE REGIONAL CONTEXT

At a regional level, The Regional Strategy for the South West of England 2000-2010, developed by the South West of England Regional Development Agency, brings a new dimension to development and regeneration. The vision of the strategy is of a region where people and place combine as the springboard for success. The Strategy sets its mission

“To improve the competitive position of the South West of England within the

UK and internationally in order to increase sustainable prosperity for the region and all its people.”7

Its objectives are to increase prosperity though:

• improving business competitiveness; • addressing social and economic imbalances; and • improving regional coherence.8

The South West Regional Development Agency has and will continue to implement a number of programmes in pursuit of its mission and objectives. One of these programmes is the Market and Coastal Towns Initiative.

3 Social Exclusion Unit (January 2001) A New Commitment to Neighbourhood Renewal National Strategy and Action Plan 4 Department of Environment Transport and the Regions (March 2001) Local Strategic Partnerships Government Guidance 5 Department of Environment Transport and the Regions (December 2000) Preparing Community Strategies Government Guidance to Local Authorities 6 Modernising Government (March 1999) HMSO 7 South West Regional Development Agency - Regional Strategy for the South West of England 2000-2010, Section 2, Chapter 4, P2 8 South West Regional Development Agency - Regional Strategy for the South West of England 2000-2010, Section 2, Chapter 6, P6

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4.3 THE COUNTY CONTEXT Somerset County Council has identified its vision for the area as “a good quality of life for all Somerset residents” It has established seven corporate objectives in order to make significant improvements in the area. These include improvements in:

• Access to services and information for all citizens and communities and the opportunity to influence service delivery;

• Educational achievements by all Somerset’s young residents and access to learning opportunities and training for all Somerset’s residents;

• Care and opportunities for all Somerset’s citizens but in particular elderly, disabled and young people;

• A safe, secure and healthy environment for all individuals and communities;

• A sustainable and successful economy, supporting the competitiveness of Somerset’s firms and providing employment opportunities for all residents;

• Opportunities in sport, leisure and cultural activities; and • Access to a range of travel choices by all sections of the community.9

4.4 THE DISTRICT CONTEXT

South Somerset District Council aims are:

• To work towards healthy, safe and active communities and to enhance quality of life;

• To support the protection and enhancement of the environment; • To promote the economic well being of South Somerset; and • To continue its development as a community based Council to meet

the diverse needs of its mixed rural and urban district.

The values by which the Council operates include:

• Promoting the well being of the District and its people; • Helping people to help themselves; • Involving others and working in partnership; • Equality and fairness; • Being approachable, welcoming and honest; and • Simple common sense approaches and solutions.

Its guiding principles include:

• Delivering services to a high quality, comparing itself with others seeking continuous improvement;

• Making its actions and practices sustainable; • Using technology where possible and appropriate to offer better

customer service and improved efficiency;

9 Vision and corporate objectives for Somerset County Council extracted from Council Best Value document 2001-2002

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• Working in partnership with others wherever possible; • Making the best use of resources – financial, staff, land, property and

technology; • Influencing national and regional initiatives as they develop; and • Ascertaining that its staff and consultees are well trained to carry out

what is required of them.

One of the key priorities of the Council in pursuing its aims has been to support the regeneration of Langport through its lead in developing the Langport and Somerton Project and this has informed and helped in the process of development for the Market and Coastal Town Initiative.10

It is within the context of these policies and strategies that the Langport MCTI has been developed.

10 Information on South Somerset District Council extracted from Council Service Plan documentation

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5 LANGPORT MCTI AREA

This chapter will highlight data on the area of Langport and its hinterland, it will outline different methods that have been used to identify Strengths, Weakness, Opportunities and Threats for the area including a summary of these and it concludes with issues that have been identified for the action plan.

5.1 WARDS, PARISHES AND DATA

The area covered by the Langport MCTI includes Langport and the parishes that make up its hinterland. This consists of six wards (in line with the District Council’s wards outline11) with the parishes in the MCTI as outlined in Table 1 below:

TABLE 1 WARDS AND PARISHES IN THE LANGPORT MCTI

WARDS PARISHES Burrow Hill Kingsbury Episcopi and Muchelney. Curry Rivel Curry Rivel and Drayton. Islemoor Fivehead and Hambridge and Westport Langport and Huish Huish Episcopi and Langport. Martock Long Load Turn Hill Aller, High Ham, Long Sutton and Pitney.

Some key demographic information for each of the parishes is as outlined in Table 2.

TABLE 2 DEMOGRAPHIC INFORMATION12

WARD RESIDENT

POPULATION RESIDENTS OF WORKING AGE

NO. OF HOUSEHOLDS

Kingsbury Episcopi 1250 726 481 Muchelney 200 127 69 Curry Rivel 2445 1358 976 Drayton 343 195 127 Fivehead 628 374 254 Hambridge & Westport Huish Episcopi 1885 997 758 Langport 997 548 405 Long Load 334 207 133 Aller 350 228 137 High Ham 789 462 296 Long Sutton 840 485 308 Pitney 348 219 125 Total

The total population for the area is therefore over 10,000 with around half of residents of working age. Within the parishes of the Langport MCTI some data from the Committee Area North Census Profiles13 illustrates the following:

11 South Somerset District Council (May 1999) Directory of Councillors in Ward order 12 From 1991 Census 13 South Somerset District Council Committee Area North Census Profiles based on 1991 census data.

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• The highest value for percentage change in population between 1981

and 1991 was in Huish Episcopi, Muchelney and Long Load with figures of +18.6%, +16.1% and +15.4 respectively. The lowest value of change was in Drayton that saw a percentage change of -11.4%.

• The highest value for levels of migration over 1981-1991 (as a percentage of total population change) were in Langport (+13.3%) and Pitney (+12.3%). The lowest value was in Long Load (+4.5%) and Kingsbury Episcopi (+7.1%).

• The highest value for the percentage of total residents under 15 years was in Drayton (24%), Pitney (21.7%) and Muchelney (21.7%). The lowest values were in Long Load (16.1%) and Curry Rivel (16.5%).

• The highest value for percentage of residents who are OAPs was in Curry Rivel (28.1%). The lowest were in Muchelney (14.6%) and Pitney (16%).

• The highest value for the percentage of residents of working age who are economically inactive were Long Sutton (27.8%), High Ham (27.3%) and Drayton (26.2%). The lowest were in Langport (18.6%) and Aller (19.7%).

• The highest value for the percentage of households headed by a lone parent were Muchelney (7.2%) and Langport (3.7%). The lowest was in Long Sutton (1%).

In defining the levels of deprivation, out of a total of 8,414 English wards the Langport area’s ranking of deprivation in accordance with the Index of Multiple Deprivation14 is as outlined in Table 3.

TABLE 3 INDEX OF MULTIPLE DEPRIVATION

WARD RANKING (OF 8,414) Burrow Hill 5,480 Curry Rivel 5,130 Islemoor 3,915 Langport and Huish 7,375 Martock 6,079 Turn Hill 3,237

In relation to the national statistics the overall ranking in relation to deprivation is low however research and consultations with the community suggests that this masks the extent of deprivation in certain areas and for certain client groups.

5.2 STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS

An analysis of the area has been carried out through a number of reports and studies including:

• Preparatory work on the establishment of the Langport and Somerton Regeneration Project;

• The Langport and Somerton Regeneration Project Research Study; • The Heritage Economic Regeneration Scheme;

14 National statistics website – Profile of wards

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• A telephone survey of residents and businesses in 2000; • A Retail Business Survey in 2001; and • The workshops organised for the local community as part of the MCTI

process.

A summary of the issues identified are detailed below.

5.2.1 Preparing for the Langport and Somerton Regeneration Project

A report on a pilot Market Towns Regeneration Project15 noted that research from the University of the West of England (UWE) on the local economy and research on Barriers to Employment had pointed to many rural areas of the District having a stagnant or declining economic base. Although the areas overall are relatively prosperous with a well educated and mobile population, the economic structure shows a relatively high representation of people working in the industrial sector and agriculture which are more likely to see a decline in jobs and will tend to shed workers, especially those with skills in less demand. Issues identified included:

• Rural centres are continuing to stagnate or decline as local service and employment centres as are rural shops and services within the natural catchment areas of those market towns;

• Whilst there are adequate opportunities for Further Education in the wider District, those who do not have easy access to a car or a suitable bus service will struggle to get to classes. This is particularly the case for young people or women who want to return to work following a career break. IT skills are a particular priority;

• Employers generally do not have a problem in recruiting staff but some do and those who have difficulties are not easy to predict or identify;

• The relatively high cost and very limited bus service is the single largest problem for low waged workers and any other groups disadvantaged in the labour market;

• There is a difficulty in providing suitable sites for new businesses or providing units for rent; and

• There are redundant buildings, both within the towns and the countryside but considerable resources needed to be invested to bring such premises into useable form.

5.2.2 The Langport and Somerton Regeneration Project

A range of methods have been used by the Langport and Somerton Regeneration Project to collate information on the needs and issues. This has included postal surveys, focus groups and exhibitions.16 Strengths identified for Langport included:

• Positive sense of community; 15 South Somerset District Council – Area North Committee 16 December 1998 – A Market Towns Regeneration Project 16 Lin Cousins (January 2000) Langport and Somerton Regeneration Project Research Study – Final Report

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• Langport is a safe place in which to live; • Proximity to river and moors (though many thought that not enough

was made of the natural environment); • High levels of car ownership at 75%; • High levels of satisfaction with health services and schools; and • High number of tourists to Visitor Centre.

Weaknesses included:

• Poor physical environment; • Problems with high flow of traffic in Bow Street; • Run down Whatley car park; • Lack of tourist information and services – information centre closed on

Saturday afternoons and Sundays, no café open on Mondays, river is poorly signposted, birthplace of William Bagehot is not recorded visibly and bed and breakfast facilities in town are limited;

• Despite high levels of car ownership, car ownership amongst the elderly was low;

• Poor access to employment; • Training; • Support for community groups; • Poor services for children and young people; and • Adequate bus service but expensive and far from being frequent or

reliable. 5.2.3 The Heritage Economic Regeneration Scheme

The Heritage Economic Regeneration Scheme was a launchpad project for the Langport and Somerton Regeneration Project and its aims are to:

• Create an attractive, safe and more welcoming environment for businesses, their customers and the general public;

• Create a more attractive and welcoming town centre; • Assist with the cost of repairs to the structure and external fabric of

various key buildings; and • Provide a number of new units of housing above existing commercial

premises. In its report on implementation17 it summarised the key issues for the Langport area as:

• Underinvestment in and degeneration of buildings blighted by A378 (Bow Street, Cheapside and North Street);

• Dangerous and unwelcoming environment created by main A378 route through town;

• Rundown appearance of buildings and public spaces in target area; • Decline in economic prosperity of market town; • Possible threat to town from new supermarket; • Lack of affordable housing to rent;

17 South Somerset District Council (January 2000) Heritage Regeneration Scheme : Round 2, Implementation Programme : Langport, Somerset

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• Lack of an attractive and lively town centre (need for investment to bring people and business back into town centre);

• Lack of provision for young people; • Limited employment; • Limited public transport especially to neighbouring villages in the

evening; and • Remoteness from leisure training and employment opportunities.

5.2.4 A telephone survey of residents and businesses in 2000

During November 2000 a telephone survey was conducted in the Langport area, including a number of parishes that are included in the ‘hinterland’ of the town. Residents and businesses were encouraged to raise concerns and share thoughts on the future development of Langport. Of the 200 telephone contacts in the Langport area, the main findings of the independently commissioned research by Telephone Surveys Europe Ltd concluded:

• There is evidence to indicate that employers are suffering skill

shortages, particularly in the field of IT. • 73% of interviewees said that they owned a car, not surprisingly, the

older residents were less likely to have access to their own transport. • Only a small proportion of the residents questioned regularly used

public transport, choosing instead to share lifts with family or friends, or to shop locally.

• 98% of those who said that they had sought work in the past year commented that advice for people seeking work in the Langport area was poor or very poor.

• 30% of the interviewees said that advice services in the town were poor.

5.2.5 Langport Retail Business Survey

A further study of the decline in the number of retail traders to the town was also conducted towards the end of 2001 compared to 1996.

The key points from this study are the number of former retail premises that have now become vacant over the past five years, particularly those that have been permitted to become solely residential. Many businesses, particularly those involved in the retail sector raised concerns during the compilation of this study about the effects of the new Tesco supermarket on their trade. The approval to convert former retail premises to private dwellings was also mentioned by respondents. Whilst the effects of a large retail supplier are still to be determined (Tesco scheduled to open during spring 2002) on the fortunes of retailers, many feel disadvantaged and exposed. A number of business people raised the importance of working in closer harmony with each other. It was further recognised by some respondents that organising the Langport Business Association from an individuals business premises was not always conducive to good practice and may deter some businesses from becoming involved

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5.2.6 Community Workshops

In preparation for the MCTI, two workshops were held with the local community to identify issues for the area and to prepare for the submission to the MCTI. These workshops were attended by some 60 people and highlighted issues in relation to the vision for the area, the current situation (SWOT) and the main themes. The workshop identified the vision for Langport 2020 as: • the ‘Queen of the Levels’ or the ‘Heart of the Levels’ • a thriving, clean and revitalised market town servicing its surrounding

villages; • capitalising on its excellent location between 3 major towns and 2

important routes; • a series of connected communities looking to Langport for their services; • a balanced community (i.e. in age, housing, employment opportunities

etc); • an area building a strong local economy embracing opportunities in

farming, tourism, manufacturing, retail and new technology; • an area valuing the quality of its river environment its buildings and its

history.

The main strengths and opportunities were seen as:

• it is a ‘working, living town’; • a good community spirit that needs nurturing and encouragement; • an excellent location at the heart of Somerset; • a reasonable retail centre (which will be strengthened by the arrival of

Tescos); • a diverse farming economy; • the skills and resources of local people, community groups and local

agencies. • major educational achievements in local schools.

The main threats and weaknesses were seen as

• money ‘leaking out’ of the local economy that could be retained; • lack of good and varied employment opportunities (especially for the

young); • young people leaving the town for 6th form education • problems with the transport infrastructure, particularly severe in the town

centre, (both roads, parking and public transport); • an increasing feel of a ‘dormitory town’; • some community facilities in need of improvement (eg shops closing half

day). • The difficulties facing the farming community.

The main themes for action to emerge were:

• Community identity, involvement and commitment;

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• Integrated transport (eg’s of issues: town improvements, by-pass, rural and community transport schemes, railway station etc);

• Economic development, vitality and sustainability (eg’s of issues: tourism projects, farmer’s market, embracing different industries etc);

• Built and Natural Environment (eg’s of issues: recycling scheme, river based projects, cycleways, footpaths etc);

• Housing (eg’s of issues: limiting housing growth, ensuring affordable housing etc);

• Youth (e.g.’s of issues: community and recreational facilities, employment opportunities).

5.2.7 Summary of Strengths, Weaknesses, Opportunities and Threats

Through the various methods outlined in 5.2.1-7 above there are a number of strengths, weaknesses, opportunities and threats that have been identified for the area. A summary of these are outlined in Table 4 below.

5.3 ISSUES FOR THE STRATEGY AND ACTION PLAN

Arising from this analysis a number of issues and areas of improvement were identified for the Langport Strategy and Action Plan. These included the need for regeneration of the area with a focus on:

• The economy; • Transport; • Housing; • The natural environment; • Services for young people; and • Community facilities.

The remainder of this document outlines the Forum’s vision, aims, objectives and action for securing improvements in these areas.

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TABLE 4

STRENGTHS, WEAKNESSES, OPPORTUNTIES, THREATS

STRENGTHS WEAKNESSES Social Well educated population Major educational achievements in local schools Mobile population – high car ownership High level of satisfaction with health services, schools and services such as banks and post office Strong community spirit Safe environment It is a ‘working, living town’ Economic Relatively low problems for employers in recruitment Visitor Centre well used by tourists Range of shops - a reasonable retail centre A diverse farming economy. The skills and resources of local people, community groups and local agencies. Environment and Infrastructure Proximity to the river and surrounding moors An excellent location at the heart of Somerset

Social Advice on employment and other services is poor Poor facilities for children and young people Support for community groups Lack of affordable housing to rent Lack of an attractive and lively town centre (need for investment to bring people and business back into town centre) Some community facilities in need of improvement (eg shops closing half day). Remoteness from leisure training and employment opportunities. Young people leaving the town for 6th form education Economic Stagnant or declining economic base High proportion of people employed in industrial and manufacturing sector Poor access to employment and training Lack of good and varied employment opportunities (especially for the young); Skills shortages in IT Underinvestment in and degeneration of buildings blighted by A378 (Bow St, Cheapside and North Street); Rundown appearance of buildings and public spaces Lack of suitable sites for new businesses Poor tourism facilities and services (with the exception of the Visitor Centre) Lack of quality venues in town centre Money ‘leaking out’ of the local economy Environment and Infrastructure Poor use of natural environment e.g. river Limited public transport especially to neighbouring villages in the evening Dangerous and unwelcoming environment created by main A378 route through town

OPPORTUNITIES THREATS Political Positive national and local government policies particularly relating to community involvement Positive regional policy and programmes to support regeneration e.g. MCTI, Vital Villages Economic Opening of Tesco – employment opportunities and services Increase in service sector Development of strong business Forum Development of natural environment e.g. river Tourism potential Social A good community spirit that needs nurturing and encouragement

Political Potential implications of agricultural and rural policy Economic Opening of Tesco – threat to local businesses Decline in industrial and agricultural sector Issues facing the farming community e.g. foot and mouth Social Recent low turnout of public for consultation – poss apathy

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6 VISION, AIM AND OBJECTIVES

The vision is for Langport 2020 to be:

The Heart of the Levels – a thriving, clean and revitalised market town

and surrounding villages. The aim is:

To increase prosperity in Langport and its hinterland

and to improve the quality of life of its citizens.

In order to achieve this vision and aim the following objectives have been developed:

• To improve the economy of the area including its physical environment, business and skills base;

• To improve transport services including public transport provision; • To enhance the provision of good quality affordable housing in the

area; • To develop the natural environment with a focus on the river; • To improve services and facilities for young people; and • To develop community facilities in line with expressed local need.

Chapters 7-12 now detail the specific actions that have been identified by the Forum in pursuit of these objectives. These chapters detail plans for a central project to act as the focus for regeneration of the area as well as the issues and actions identified by the four working groups that were established to discuss issues in relation to:

• Economy and Heritage; • Transport and Housing; • The River; and • Youth and Community facilities.

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7 LANGPORT 2020 – LANGPORT REGENERATION PROJECT

In order to lead and manage the process of regeneration of the Langport area, the Forum plans to develop a locally based project located in Langport town centre with its own staff. The aim of the project is to improve the economic and social well being of the Langport area and its hinterland by the establishment of a ‘one stop shop’ service in the centre of town. The objectives of the project are: • To provide a focal point for the regeneration of the area; • To provide a permanent location for the Langport Tourist Information

Centre; • To provide an inclusive community and business support office that can

be used as a drop-in information centre; • To provide local office facilities for business advice services, including a

local business / enterprise champion that can provide on–site and outreach advice to businesses in the area and establish co-operative strategies and local marketing initiatives; and

• To provide a retail outlet exclusively for local producers of non-perishable goods e.g., pottery, paintings, willow crafts, baskets, bottled cider.

Activities and services will include: • A permanent office base for the Langport Area Forum; • Staff whose objectives involve the overall regeneration of the area

including social, economic and physical development; • An outreach service to parishes particularly to support the Vital Villages

initiative; • An information centre where business people, visitors to the area and

locals can find out more information relevant to their individual needs; • An accessible and dedicated Tourist Information Centre, open seven days

per week in season; • Facilities for training, recruitment and business support; • A retail facility of non-perishable goods from suppliers to farmers markets,

to enable continuity of supply on days when the market is not operating; • A ‘shop window’ for the local craft industry, where goods made locally can

be displayed to promote local businesses. In addition, there is an opportunity to earn commissions from items sold;

• Regular visits by Citizens Advice Bureau; • Updated information on employment opportunities locally by creating links

with the Employment Service; • A ‘neutral’ base from which to operate the Langport Business Association; • South Somerset District Council community advisors will be invited to

have a presence in the new facility; • The Levels and Moors Partnership (LAMP) have expressed an interest in

using the proposed facility to raise awareness of their work; and • Somerset Food Links are currently looking for an office site. The preferred

location should be large enough to house both organisations.

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It is anticipated that in excess of 100 people per week will visit the community / business support office for help and advice on local or individual matters. In addition, it is considered an important part of the project development that two local businesses per week use the facility to further develop themselves. The provision of an office and support facility should enhance existing voluntary organisations and strengthen those that already exist. It is hoped that the Langport Business Association can be nurtured back to one of strength adding further to the economic viability of the Langport area. By creating a Tourist Information Centre, which is both more visible and open for longer hours, should support local tourist providers, enabling them to continue with their recovery, post foot and mouth. It is further anticipated that a referral system of linking accommodation providers together to try and keep enquiring visitors within the Langport area.

There will be a small detrimental financial impact on the current tourist information office, currently situated in the library. Due to the fact that this service has been unable to attract a volunteer to run it over the past year or so, this is not considered to be of major concern to the Forum.

The remainder of foreseeable impacts will be positive, support for local business, provision of a community information point, base for Tourist Information etc. It is a desire of the Langport Area Forum to increase the economy of the area, improve the richness and quality of life for residents and encourage visitors to enjoy their time in the area. These are all factors that contribute towards a positive impact on the area. There are plans to have two members of staff for the project; a Regeneration Officer and an Assistant Regeneration Officer. The total cost of the project is circa £75,000 per annum and the Forum has made a bid to the Small Business Service to fund part of these costs over a period of two years. A decision is awaited.

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8 ECONOMY AND HERITAGE

The Economy and Heritage Group was jointly chaired by Alex Findlater and Tony Watkins and comprised:

• Pippa Berthon; • Richard Collis; • Monica Denny; • Philip Everitt; • Paul Heim; • Gill Knill; • Maureen Pittard; • Derek Seward; and • Humphrey Temperley.

The process involved members of the group:

• Researching existing source documentations and materials such as the Heritage Economic Regeneration Scheme and the Local Plan;

• Searching the web for source materials; and • Presentations, discussions and workshops to identify issues and

potential projects.

Topics discussed in relation to the local economy and heritage included:

• Employment, unemployment and skills; • Business; • Retail; • Tourism; • Farming; • Natural heritage e.g. the countryside; and • Built heritage e.g. historic buildings

The key issues identified included:

• The potential loss of businesses in the area; • The danger of losing Langport’s historic buildings; • The possible loss of retail uses in the centre of Langport; • The deterioration of conditions in Bow Street; • The need for business sites and premises in Langport; • Traffic congestion in Langport; • The need for partial pedestrianisation of the shopping area; and • The need to encourage tourism to the area.

Arising from this the Group identified a number of projects that could be pursued. Appendix IV provides detailed information on the projects including their description, timescale (now – less than 1 year, soon – 1-5 years, and later – 5 years or more). A summary is undernoted in Table 5.

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TABLE 5

ECONOMY AND HERITAGE PROJECTS

PROJECT DESCRIPTION NOTES/ISSUES Identify need for and seek to aid provision of business premises

This will be in two phases with phase 1 (Now) focusing on identifying existing provision and needs and phase 2 identifying resources and support for provision of appropriate premises.

The Westover site was discussed in relation to this and it was noted that its feasibility was being investigated. This was identified as a potential site but only if the issue of flooding was resolved. The Group identified the need to take account of provision in both the town and in the hinterland to ensure local provision of services.

Support package for existing businesses in the area

The re-development of the Langport Business Forum and provision of advice on legislation, finance, training, grants.

The Business Association is no longer operational. The provision of support through the planned local base (See Chapter 7)

Langport Market To re-establish (now) the Langport Market (formerly the Farmers Market) in Spring 2000 following temporary suspension due to town revamp.

The establishment of a Farmers Market was an early project developed by the Forum. Its success has resulted in the long term development of the project

New Shops in Town Square

This will aid the provision of new shops at the bottom end of the town square to enhance appearance and economic activity. This will be in two phases with phase one being a feasibility study (soon) and Phase 2 being the development of new shops

Group felt need for additional shopping facilities for a rejuvenated Town Square.

Refurbishment of C18 Stuckey Warehouse for mixed commercial and community use

Potential provision of county craft centre, exhibition space, café, offices and community space through historic building refurbishment. Project timescale – soon.

Feasibility study reported that project was viable tho’ further consideration required on cost implications and potential funding package depending on use.

Promote Langport Area A project for now to promote Langport through a web site, walks brochure, architectural guide and town trail.

See also Chapter 11 on the Youth and Community Group and reference specifically to website.

Upgrade built fabric of Langport

A project for now and soon to review support through HERS, identify any new needs and identify and source funding for continuation.

This will continue to build on the successful Heritage Economic Regeneration Scheme

Stacey Court to Cocklemoor Car Park link

A longer term project to create a road link to allow one way traffic movement between car parks and onto main road.

Link would create greater depth to town and ease traffic congestion.

Skills development To assess the existing and future demands for skills in the local economy and to identify programmes to meet any skills gaps.

Particular issues were identified in relation to IT skills and also the development of skills in rural communities in the service sector

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9 TRANSPORT AND HOUSING

The Transport and Housing Group was jointly chaired by Rupert Cox and Gerard Tucker and comprised:

• Nina Ayers; • Mike Brown; • Eileen Pittard; • Norma Walters; and • Norma Watkins.


• Researching existing source documentations and materials such as the South Somerset District Council Housing Needs Survey; and

• Presentations, discussions and workshops to identify issues and potential projects.

Topics discussed in relation to transport and housing included:

• Public / community transport with assistance from Alex Sherman (Somerset County Council transport liaison officer) & Pam Williams (South Somerset District Council Transport Officer) (All local taxi providers and community vehicle owners were invited to subsequent meetings)

• River boat project with assistance from Ian McNab a local businessman with an interest in electric boating who was invited to a meeting. This led to a full working group consisting of all interested parties meeting in October)

• River Parrett trail, cycle routes and footpaths. This subject was researched with the assistance of Phil Lees, (South Somerset District Council Community & Leisure Manager), Gary Hamilton (Former Parrett Trail Officer), Sue Wheeler (Present Parrett Trail Officer) and Vic at Bow Cycles / Visitor Centre.

• Housing with assistance from Tim Davis, Strategic (Housing Manager of South Somerset District Council) who addressed the group during January

• Low cost accommodation with assistance from Nell Barrington (South Somerset District Council Tourism Manager) and her team


• The need for improved rail links; • Improved provision of cyclepaths and footpaths; • Identifying traffic calming measures for parishes; • Improved provision of low cost accommodation for walkers and

cyclists; • Improved transport links between Langport and its hinterland and to

the Centres of Yeovil and Taunton; • A review of housing needs in the parishes of Langport.

Arising from this the Group identified a number of projects that could be pursued. Appendix IV provides detailed information on the projects including

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their description, timescale (now – less than 1 year, soon – 1-5 years, and later – 5 years or more). A summary is undernoted in Table 6.

TABLE 6 TRANSPORT AND HOUSING PROJECTS

PROJECT DESCRIPTION NOTES/ISSUES Re-opening of Langport railway station

Langport visitors and residents are dependent on road transport to access facilities in the area. By re-opening the Langport railway station, an alternative transport facility would be provided

This study is currently underway. The transport and housing group endorse their support for this project.

Continuation of Langport – Martock cyclepath on disused railway line

The opening of the cycle-path on the disused railway line from Langport-Drayton has contributed considerably to tourism in the area.

It is anticipated that a consultant would be commissioned to conduct a full study of the project. Taking account of access, costs, value to the economy inc effects ion tourism and retail.

Research has shown that cyclists and walkers prefer a destination, in this case Langport or Martock. The opportunities for increasing the economic revenue is considerable. Similarly the support for existing tourism providers is considerable

Provision of a cycle-path from Langport to Aller

Currently there is no access for villages from the north-west of Langport to the town other than by unpaved ‘A’ class road or public footpaths over fields etc.

Linked to study as above.

Provision of footbridge and cycle-path connecting the visitor centre to Cocklemoor car park

The facility of a footbridge would improve safety and increase the number of people using the visitor centre. By providing a safe bridge over the river near the visitor centre would increase the number of visitors to Langport town centre from the visitor centre.

Linked to study as above.

The study and provision of a footbridge has already been raised in conjunction with District and County Council Arts Development Officers. The Transport and Housing group endorse this proposal.

River Parrett boating The river has been identified as being of fundamental importance to the regeneration of Langport and surrounding parishes.

The Transport and Housing group started work on this project. It became apparent at a very early stage the importance of the river to the regeneration of the whole area. A separate working group (See Chapter 10) was established to study this subject in more detail.

Traffic calming measures To carry out a study in selected parishes on methods for traffic calming in line with the local environment and wishes of local residents.

This is an issue that has been raised a number of times by Parish Councils. Action is desired to reduce instances of speeding within villages.

Camping barn There is a need for low cost accommodation to provide a facility for walkers and cyclists to the area. Langport is at the approximate half-way point between source and mouth of the internationally renowned Parrett Trail walk. A suitable premises has been identified by the Transport and Housing group on a farm in the area. Unfortunately, the downturn in agriculture prevents the farmer having sufficient finance to develop the idea further

The Parrett Trail is approximately 50 miles from source to mouth. Promotion of the walk and area encourages visitors. Some are unable to afford the cost of existing accommodation.

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Housing survey

The housing needs survey currently focuses on the requirements of urban areas Following consultation with the SSDC Housing Policy Manager, there is a specific need to plan for the future housing requirements in rural parishes. This will include specific housing needs surveys and development plans in specific areas.

The transport and housing group were informed that community led initiatives for housing provision are to be encouraged. Although the ten year development programme is almost agreed, specific local demands could still be met.

Langport Taxi Share service

To provide a transport service which enables access to and from Langport though the extension of the existing Friday service to cover one more day in the week.

This service has now been operating since early December and has provided a life line for many elderly people. This was an early project by the Forum that will now be extended.

Youth Transport The Transport and Housing group anticipate that the Youth and Community group will have identified the absence of youth facilities in rural parishes. The extension of the taxi share service to enable young people from the parishes to attend Langport / Somerton youth clubs is to be encouraged.

See Chapter 11

Evening transport to Yeovil / Taunton

There is very little public transport provision that enables people to access major towns in the county during the evening. This project will provide evening transport to and from Yeovil and Taunton t5hus enabling young people, in particular, to access activities such as cinema and bowling.

The safe transportation of young people is paramount in the thoughts of the Transport and Housing group. Following consultation with parents and young people, a transport service need was identified that would apply an element of guardianship for those using it, e.g allowing passage if fare had been spent, ensuring that all reasonable efforts were carried out to ensure young people did not miss the taxi home etc

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10 THE RIVER

The River Group was not originally a working group for the Forum. However due to the high number of issues that were raised in other Groups it was agreed that this be established as a Working Group in its own right. The Economy and Heritage Group was chaired by Derek Yeomans and comprised:

• Monica Denny; and • Norma Watkins.

This Group has met on one occasion. In addition to the above, there is a separate group with representatives from:

• British Waterways • Environment Agency • Inland Waterways Association • Langport Angling Association • Langport Area Forum (as above) • Langport Town Council • Local Resident(s) • Somerset County Council • Somerset Sustainable Trust for Development • South Somerset District Council

This Group has met on three occasions to explore an initial project. The process involved members of the group and other organisations (as listed above)

• Researching existing source documentations and materials such as the history of the river; and

• Presentations, discussions and workshops to identify issues and potential projects.

This has highlighted the fact that the river and the Cocklemoor area of the town is seen as one of Langport's greatest assets. Many local people would wish to see better use of the river in an environmentally friendly way. Fishermen have noticed a decline in the quality and size of fish and would also welcome a change in the management of the river. The fall of the River Parrett, between Langport and Bridgwater is only 1 foot per mile, or 20 cm per kilometre. Tides in the Bristol Channel are the second highest in the world with a range of 14 metres, more than 6 metres above mean sea level. In times of heavy rain and high tides, the river spills out over the land. Before any locks were built, the river was tidal as far as Langport, some 32 km (20 miles) inland and a range of up to 15 cm could be seen. At times, the river Parrett becomes 'tide locked' when the incoming tide prevents the river from draining into the sea. During periods of heavy rain, when the river is already full, even the artificial raised banks will not prevent the river spilling over the land. Topics discussed in relation to the river included:

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• Weed clearance and dredging to bring the river up to an appropriate

standard; • Maintenance of the river banks; and • Navigational rights.


• The need to encourage use of the river to the benefit of all; • The need to enhance leisure and tourism of the area by improving

access to the river; and • The potential contribution to the local economy by improving the

quality of the river, access and leisure and tourism activities.

Arising from this the Group identified a number of projects that could be pursued. Appendix IV provides detailed information on the projects including their description, timescale (now – less than 1 year, soon – 1-5 years, and later – 5 years or more). A summary is undernoted in Table 7.

TABLE 7 THE RIVER PROJECTS

PROJECT DESCRIPTION NOTES/ISSUES Langport-Muchelney Boating Experiment

Operate a local passenger boat trip from Langport-Muchelney and back linking to attractions of interests at Muchelney. The project will include establishing who has the navigational rights for this section of the river, weed clearance and dredging to bring the river to an acceptable standard for this activity and establish the economic benefits This will be followed by a trial for boating either for a weekend or for the summer period followed by a water corridor study looking at the possibility of opening a number of water routes across the district and other districts

A need to incorporate the river, identified as a strength, for the Langport Area. Increased activity along the river could benefit a number of objectives such as economic, leisure and tourism, educational, heritage etc., all of which are included within the Langport Area Forum's desires. There is a need to work closely with the Environment Agency, British Waterways and local partnerships which have experience of projects of this type.

Warehouse (Silkolene Site)

Opening of old wharf at this site creating an immediate access down river

This is subject to the planning permission for the site yet to be determined and ownership of the site. Also See Chapter 8 on Economy and Heritage

Photography Competition

To establish photography competition based on the local scenery around the river during the winter/autumn open to amateurs and display in a public arena

Target different age groups and using different forms of media and categories (e.g. black and white, colour). Funding required for advertising of event and setting up display. Approach local businesses for local prizes.

Watercolour competition To encourage artists from around the Country to partake in a competition based on the local historic nature surrounding the river

Funding required for advertising nationally and prizes. Local business might be willing to contribute to prizes.

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PROJECT DESCRIPTION NOTES/ISSUES Bird Hides To encourage bird watching in the

area and act as an educational view point for schools and persons with learning difficulties and mixed physical ability

There is a need to involve the RSPB on the location of a bird hide and a need to consider the type of construction of any hide bearing in mind the levels are under water most of the winter period. The type of construction also depends on the level of funding required.

Sensing the Land - Footbridge over the River Parrett

To offer support for the creation of a footbridge across the River Parrett, encouraging access for all to the River Parrett Trial and linking with local artists.

Timetable - 2003. Arts Lottery programme funding of £70k secured for a range of art projects along the Parrett Trial

It is crucial that local partnerships are formed to ensure that all aspects and issues are covered. The key partners are seen as:-

• Environment Agency • British Waterways • Levels and Moors Partnership • Local councils • Local groups such as the Fishing Association and RSPB • Langport Area Forum

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11 YOUTH AND COMMUNITY

The Youth and Community Group was jointly chaired by Patricia Brennan and Julia Gadd and comprised:

• Kelvin Bohea; • Mark Carpenter; • Ricki Garcia; • Doug Langford; • Michael Milton; • Paddy Mounter; • Charlotte Redfearn; • Jane Redfearn; • E Veith; • Norma Walters; and • John Wright


• Researching existing source documentations and materials; and • Presentations, discussions and workshops to identify issues and

potential projects.

The Youth & Community group has had four meetings since the formation of the Langport Forum and topics discussed included:

• What can be done to improve life in the Langport area for various groups in the community;

• Facilities for the youth of the area who are not well catered for at present - improving life for the youth of the community, it was felt, would have a knock-on effect on the rest of the community since a certain amount of the vandalism and general unruly behaviour in the area is blamed on bored youngsters;

• Developing ICT solutions including a web site and the possibility of an internet café;

• Helping the elderly and disabled; • Covering the swimming pool at Huish school; • Finding out from relevant agencies and community organisations

what needs are currently unmet.


• The need for services for the isolated elderly; • The potential for an internet café in the town centre; • The need for increased provision and facilities for young people in line

with their expressed needs; • The need to provide information on the area on-line; • The potential for a new community hall; and • The need for some further work to assess unmet need in relation to

community, sport, health and social provision.

Arising from this the Group identified a number of projects that could be pursued. Appendix III provides detailed information on the projects including

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their description, timescale (now – less than 1 year, soon – 1-5 years, and later – 5 years or more). A summary is undernoted in Table 8.

TABLE 8 YOUTH AND COMMUNITY PROJECTS

PROJECT DESCRIPTION NOTES/ISSUES Shopping for the elderly & disabled

Approach Tesco’s to suggest that they employ someone to shop in Tesco’s to do shopping for the elderly and disabled in the Forum area– to collect list and deliver to the person’s home.

Asda seem to do this in other areas with success since it is mutually beneficial. Additional benefit of company for the “shopped-for” and someone “looking-in” on them. Lobbying only required.

Internet Café in Langport To provide a drop-in centre for Internet use by residents and visitors on pay-as-you-go basis. Project is over 3 phases research, feasibility and implementation.

Could also be used for visitors to find out local info, email etc. Could link with youth provision – see below

Extend Youth Services in Langport for benefit of whole Forum area

As an initial project extend local taxi service to evenings so that young people can come to Langport to attend Youth Club at Ridgeway Hall if desired. Medium-long term identify the needs for youth provision with young people and develop a service suited to their expressed needs.

Youth clubs in small villages find it difficult to survive more sensible to pool resources and give youngsters a chance to meet and participate in other activities. Would need to cater for different age groups on separate evenings. Could possibly combine Internet Café. Transport crucial to success. See also Chapter 9 above Consultation with young people and their active involvement in decision making is crucial as is the support of agencies.

Langport Area website To set up and maintain a website for the area to be useful and informative to both local people and also visitors and potential visitors to exploit tourism possibilities and increase trade in area. There is a Langport section of the District council website to which we could link. The new website would carry much more local information and contributors would be local people – e.g. youth could have their own section, Forum section etc

Once this has been set up it is important that it is well maintained (updated regularly). Community involvement important here. Estimate that after initial set up costs the site can be financially maintained by advertising revenue from local businesses.

Community Hall A longer term project to identify the feasibility and development of a new community hall as resource for people of Langport and surrounding parishes, for social and other events

Full study required to assess merits of added value of new Hall taking into account displacement of activities form other existing services.

Identify and meet needs for Community, Sport, Health & Social provision in area

It appears that there are needs within the Forum area that not currently met by existing services. In the time available there was not sufficient time to review this properly. Further work is required to identify unmet needs and provision required.

Examples highlighted in the research to date include the need for improved local facilities in the parishes and the Town Centre. One particular issue was identified regarding sports facilities. The Group considered the provision of a physical cover for the existing pool but required more time to assess options.

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12 SUMMARY AND PHASING OF PROJECTS

A summary and phasing of projects in the action plan are outlined in Table 9 below:

TABLE 9 SUMMARY OF ACTION PLAN PROJECTS

Langport 2020 - Langport Regeneration Project PROJECT NOW SOON LATER EST. COST Langport Regeneration Project

Establish base, project and staff in Town Centre

£75,000 per annum

Economy and Heritage PROJECT NOW SOON LATER EST. COST Identification and support for business premises

Phase 1 Map existing provision and need

Phase 2 Funding for premises and sites for businesses

£5-10,000 £100,000+

Support package for existing businesses

Develop Business Forum

£5,000

Langport Market Re-establish market in Spring 2002 following successful pilot

£3,000

New shops in Town Square

Phase 1 Feasibility Study

Phase 2 Implementation

£5,000 £100,000+

Refurbishment of Stuckey Warehouse/Silkolene Site

Redevelop as mixed commercial and community use

To be confirmed

Promote Langport Walks brochure, Architectural Guide, Town Trail etc

£15,000

Upgrade built fabric Phase 1 Identify any new unmet need

Phase 2 Identify funding to extend HERS

£3,000 £100,000+ (est)

Stacey Court to Cocklemoor Car Park Link



£15,000 To be confirmed

Skills Development Phase 1 Assess existing skill base, demand for skills and gaps in provision

Phase 2 Develop, if necessary, new programmes to develop skills

£10,000 (est) To be confirmed

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Transport and Housing PROJECT NOW SOON LATER EST. COST Re-opening of Langport Station

Forum lobbying and endorsing support for the project

No additional cost

Langport – Martock Cycle path



£15,000 To be confirmed

Langport to Aller cyclepath

Included in study above


As above

Footbridge and cycle path connecting Visitor Centre to Cocklemoor car park



As above

Traffic calming measures

To carry out a study in selected parishes on methods for traffic calming in line with the local environment and wishes of local residents.

£15,000 (est)

Camping barn Provision of camping barn for walkers and cyclists

£1,500

Housing developments

Phase 1 Identify parishes that are sustainable for new housing development

Phase 2 Gain commitment from parishes for survey Phase 3 Carry out housing needs survey

Phase 4 (poss earlier) Link Council and Housing Associations for appropriate provision

£15,000

Langport Taxi share Extend taxi service to one more day

£8,000

Youth Transport Develop transport scheme to link youth provision across the area

£6,000

Evening transport to Yeovil and Taunton

Develop transport service especially for young people

£6,000

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The River PROJECT NOW SOON LATER EST. COST Langport –Muchelney Boating Experiment

Phase 1 Feasibility Study Phase 2 Launch experimental project in summer 2002

Phase 3 Undertake water corridor study

Phase 4 Opening of a number of routes

£12,000 £5,000 £20,000 £100,000

Silkolene Site Assuming re-development – Opening of old wharf at this site creating an immediate access down river

£20,000

Photography competition

Establish annual local photography competition based around local scenery and river

£1,000 per annum

Watercolour competition

Encourage artists to take part in local competition based in historic nature surrounding the river

£2,500 per annum

Bird Hides To encourage bird watching in the area and act as an education viewpoint for schools and people with special needs.

£20,000+

Sensing the Land – Footbridge over the River Parrett

Bridge is included in project funded by Arts Lottery. Support from Forum given for this project

£0

Youth and Community PROJECT NOW SOON LATER EST. COST Shopping for the elderly and disabled

Research scheme, discuss with Tesco, Implement

£0 (lobbying only)

Internet café in Langport

Phase 1 Research demand

Phase 2 Identify costed options Phase 3 Implementation

£5,000 £3,000 To be confirmed

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PROJECT NOW SOON LATER EST. COST Extend youth services for benefit of whole area

Phase 1 Extend taxi scheme Phase 2 Consultation with young people and agencies on needs and provision Phase 3 Identification of options including costs and value


Costs included in transport and housing above £5,000 £5,000 To be confirmed

Langport website Develop and maintain website

£1,000

Community Hall Phase 1 Feasibility study Phase 2 Identification of options


£5,000 £5,000 To be confirmed

Extend community, sport, health and social provision

Phase 1 Identifying unmet need Phase 2 Identification of potential project ideas Phase 3 Feasibility study on identified projects


£10,000 £5,000 To be confirmed To be confirmed

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13 THE NEXT STEPS

Having identified the issues and actions that the Langport Area Forum plan to take, this chapter identifies the next steps in the process and outlines plans for ongoing consultation and development, options for organisational structure for the Forum, monitoring progress and dissemination, marketing and publicity and the brokering table.

13.1 ONGOING CONSULTATION AND DEVELOPMENT

It is important to state that this action plan exists for this moment in time and identifies issues and actions to be pursued based on current thinking. As time moves on, other issues and indeed opportunities will arise that will need to be taken into account. The action plan should be considered to be a framework for development but should not be so rigid that it denies the Forum the ability to seize on an opportunity or to tackle a new issue that is identified. Crucial in this will be the ongoing work in the parishes around Langport to ensure that action and developments are in line with the needs and wishes of local residents. It will also be important for the Forum to engage with those who traditionally would not become involved in this activity. Young people, for example, will be involved in the research and development of services for the future. The Forum will also seek further advice from appropriate professionals in the refinement, development and costing of projects. With ongoing consultation and development the action plan will be amended to take account of action carried out and implemented and new areas for development of the area. It will be a continuous process of development.

13.2 ORGANISATIONAL STRUCTURE As the Forum moves into its implementation phase it needs to consider the most appropriate organisational structure for future development. There are different structures that could be considered by the Forum and these are grouped into two categories: Unincorporated bodies These bodies do not go through any legal process of formation. The business and the individual(s) who compose it are not separate from each other. In Common Law (which unincorporated bodies are subject to) business debts can be called in up to their full amount without limit. Should an unincorporated body encounter financial difficulties, the members can be sued for all its debts. Examples of unincorporated bodies include:

• Sole trader – one person owns and controls the enterprise. He or she can take all its profits, but is also responsible for all its debts;

• Partnerships – a number of people jointly own and control profit making business. Each partner is the agent of all the others (each partner can be held for the debts of another);

• Unincorporated Associations – they undertake only non-commercial activities, and cannot distribute profits to members; and

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• Trusts – run by trustees who must not benefit from the enterprise, run for the benefit of beneficiaries.

Incorporated bodies These are artificial legal people and is capable of owning property, entering into contracts, and of suing and of being sued in its own name, Limited liability for incorporated bodies is available under Company Law (which incorporated bodies are subject to). It means that if an incorporated body is facing financial difficulty, the members liability for its debts cannot exceed the value of their shares. Examples of incorporated bodies include:

• Companies – (several types) legal entities which carry on the business of a group of people (either investors or members) who own and control the venture; and

• Industrial and Provident Societies (IPS) – similar to companies but are especially for co-operatives.

The Forum has begun to examine which particular structure would be most suited to its needs. Given its remit it has identified the potential to establish as a Development Trust. Development Trusts are usually incorporated bodies, but the term is often used generically to describe a constituted organisation operating with community involvement for regeneration purposes. Three types of organisation can be Development Trusts:

• A company limited by shares; • A company limited by guarantee; and • An Industrial and Provident Society.

In gathering information on options to enable a decision to be made the Forum has been supported by:

• Advice from EKOS; • A meeting with Rita Hoile from Calstock who had set up a

Development Trust in her area; and • Attendance by Forum members at a conference ‘Elephant or Asset’ to

discuss the establishment and management of Development Trusts in December 2001.

Experience indicates that organisations operating in the way of the Forum tend to become companies limited by guarantee but prior to making a final decision the Forum will seek further advice on options and visit other similar organisations who have followed the Development Trust route. Whichever legal form the Forum takes it will continue to organise itself in order to further develop and implement its action plan. Figure 1 outlines the structure that will be maintained in implementation and monitoring of the action plan. The Forum will also continue to seek, as appropriate advice on structure, widening membership, and support on project, appraisal, development and management.

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FIGURE 1

ORGANISATIONAL STRUCTURE

Langport Area Forum

Steering Group

Langport Regeneration Project

Economy and Heritage

Transport and Housing

The River

Youth and Community

13.3 MONITORING PROGRESS AND DISSEMINATION 13.3.1Monitoring

Quarterly reviews of progress in the action plan will take place with a view to identifying:

• Planned activity for past quarter; • Actual activity for the past quarter; • Positive and negative issues for the past quarter; • Planned activity for the next quarter; • Any issues that need to be highlighted for discussion on planned

activity in the short, medium or longer term.

The Forum will review this information and in the light of any discrepancies will take action to ensure that the programme remains in line with its plan. In addition an annual review will take place with the production of an annual report highlighting the achievements of the Forum.

13.3.2Dissemination

The Langport MCTI is a pilot project. Much of the work to be undertaken by the Forum will be innovative, and the lessons learned during implementation will be of value to the Forum itself as well as other organisations engaged in this type of work. For this reason, a dissemination strategy will be developed to facilitate sharing findings with key audiences. It will highlight lessons

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learned and suggest models of good practice. Dissemination will be a continuous process. Different audiences will require different types of communication. Table 10 provides examples of audiences and methods of communication.

TABLE 10 AUDIENCES AND COMMUNICATION METHODS

Audience Method of communication The local community Newsletter, local media, community event Staff and Forum members As above and workshops/discussions Partner agencies As above and/or workshop/meeting, annual report Funders and decision makers As above and annual report Specialist professionals/other projects in South West and nationally

Professional paper/academic journal, article in the professional press. Attendance and sharing at conferences

The Forum, keen to engage with the local community, will have an annual community event for residents to highlight achievements and identify new and emerging issues for action. In addition to the budget for staff and operations for the Forum a small budget will be required for dissemination. This will also act as a marketing opportunity and the budget for marketing is outlined in 13.4 below

13.4 MARKETING AND PUBLICITY

The Forum will want to market and publicise its activities. Audiences will be those as outlined in Table 10.

The project will pursue a number of routes in marketing and promotion:

• The production of a poster/newsletter for the local community outlining

the action plan; • Newsletters for the community; • An annual reports; • An annual community event; and • The use of local media including press, television and radio.

There are key times when focused marketing and promotion will be important:

• The launch of the action plan; • When funding is secured for the Forum and for specific projects; • The launch of new projects; and • The annual community event.

It is proposed that a budget of £10,000 per annum is allocated to marketing and publicity.

13.5 THE BROKERING TABLE

Following the completion of the plan a Brokering Table will be called. The Brokering Table brings influential organisations, agencies and investors together with the community to help make the strategy and action plan happen. It enables the community’s partners to share responsibility and

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provides the local community with ‘one door to many doors’ to achieve the projects in their plan. At a regional level, the agencies involved in the initiative identify how their resources can be co-ordinated to help communities prepare and implement their plans. This is a central function of the Regional Management Group for the MCTI and will help set the context for the local brokering tables. At a local level, the Langport Forum will identify the organisations, agencies and investors it will need to develop their plan and make it happen. As lead partner in the initiative the South West of England Regional Development Agency will help set up the initial meeting of the Brokering Table. The Brokering Table is not a one off event. It will bring communities and their partners together on a regular basis to move things forward. Initially, everyone involved will be getting to know each other, understanding the local plan, and familiarising themselves with the community based organisation established to drive the work. They will agree ground rules and begin to identify which themes and projects they could help to develop. Every Brokering Table will develop the partnership that suits them, meeting when necessary to progress the plan. As more communities within a District or County prepare community strategic plans it is likely that the same individuals and partners will be identified. Linking to an existing partnership on a District, County or Area basis may therefore be the best use of everyone’s time. The preparation of community strategic plans can help local authorities deliver their community planning responsibilities. It may therefore be appropriate to link the Brokering Table to the Local Strategic Partnerships. In the Langport Area discussions have already been initiated with South Somerset District Council on linking the Langport Strategy and Action Plan to the community planning process. The Brokering Table will enable local communities to:

• Identify the agencies and investors who can help make things happen; • Understand the requirements of partners; • Build productive working relationships with their partners; • Build credibility; and • Get results.

The Brokering Table will enable agencies and investors to:

• Share responsibility for making things happen; • Work together; • Understand the requirements of the community; • Build productive working relationships with the community; • Deliver the government’s policies on community planning; and • Get results, achieving their own targets with well thought through

projects backed by the community18

The initial Brokering Table for Langport will be called for the end of April 2002.

18 Information on the Brokering Table adapted from SWRDA’s MCTI Information Sheet 4 : A guide to a successful brokering table

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14 CONCLUSION

Langport and its hinterland is at a very exciting stage of development. Against the backdrop of a declining economic base due to the reduction in its traditional role, there is an opportunity to engage with local people and develop ideas and actions to regenerate the area. The process of regeneration in Langport began in 1999 and with the allocation of Market and Coastal Towns Initiative status in 2001 this has resulted in an ongoing process of development. Over the last year, the Forum has developed a process of consultation and planning to produce a strategy and action plan that will improve the social, economic and environmental conditions of the area. This action plan outlines a programme of development including the establishment of a ‘one stop shop’ in Langport Town Centre that will be staffed and will be focal point for regeneration of the area. It will also offer outreach services to the hinterland of Langport. The plan also outlines a range of short, medium and long term projects in relation to:

• economy and heritage; • transport; • housing; • the environment; • young people; and • the community.

The plan concludes by outlining the next steps in the process including ongoing consultation, options for organisational structure for the Forum, monitoring progress and dissemination, marketing and publicity and the brokering table. It is an exciting and visionary plan and will achieve its aim of increasing prosperity in Langport and its hinterland and improving the quality of life of its citizens. It is commended to all people with an interest in Langport and its hinterland – its residents, public, private and voluntary agencies and potential funders for the area.

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Chairman: Rupert Cox Vice Chairman: Paul Heim … · Chairman: Rupert Cox Vice Chairman: Paul Heim...

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