3.0 A Vision for Mendip

3.1 This section sets out the Spatial Vision for Mendip, which along with the Strategic Objectives that follow it, aims to give a clear statement about how participants in the preparation process would like to see the area in the year 2029.

A Vision of Mendip District In 2029

3.2 The following vision provides a guide to users of the planning framework about the expectations we have for our area. It give some clear signals about the types of places we want to encourage support and enhance, the types of development we need and the key local issues we need to tackle. It is set out to read as if it were written in 2029 by someone reflecting back on what has been achieved through coordinated effort, private investment and the resultant way in which it may have benefited people.

A Vision of Mendip District in 2029

In 2029, Mendip remains a rural, multi-centred district of great diversity. Although still strongly influenced by larger centres outside the district for jobs, shopping and leisure, Mendip’s market towns have continued to improve their services, facilities and amenities, enabling a higher proportion of peoples’ needs to be met locally. In more rural parts of the district, access to basic goods and services has been secured with a number of villages offering an increasingly wide range of facilities to their surrounding communities. New development, primarily focused in the towns, has made efficient use of land but has been used to reinforce the distinctive character of each place.

In Frome and Wells, promoting a better balance between homes and jobs has been achieved. In Frome, economic development has been stimulated to improve opportunities for local employment, reducing the outflow of the workforce to Bath or places in the west of Wiltshire. Furthermore, the appeal of its town centre has been dramatically improved by major redevelopment which makes the most of the natural and cultural assets of the town. In Wells, a greater proportion of new housing has been designed to provide for working people, particularly those on lower incomes who are less able to access housing, despite having work in the city. In both of these places, new development has been sensitive to their landscape setting and cultural heritage. In Shepton Mallet, the potential of the town has been unlocked. Its heritage, trained workforce and central geographical position have been harnessed to generate higher incomes, provide community facilities and stimulate new vitality in the town centre. The close proximity of Street and Glastonbury has been exploited through sustainable transport links, enabling local people to gain the best of their complementary offers in terms of housing, employment, shopping and community facilities.

The diversification of the local economy is continuing, with high speed broadband access helping to counteract the limitations of the local transport network. New and improved education and vocational training facilities have improved the skills of the workforce, encouraging new and dynamic businesses on well designed sites in the towns.

These factors have also facilitated a rural renaissance, allowing small office/workshop based businesses and a new generation of local food producers, making use of older farm buildings and other structures, to employ local people in better paid roles. New rural housing has been primarily focused on the villages with the best range of services and facilities. Demand responsive rural transport services and sustainable transport links are also being developed to improve accessibility for rural residents to their nearest town.

The sensitive landscapes and environments of the Mendip Hills and Somerset Levels remain critical assets for wildlife and informal recreation, but alongside cultural attractions like Glastonbury Tor and Wells Cathedral, also attract tourism which is important to the local economy.

Strategic Objectives Of The Mendip Local Plan

3.3 The following Strategic Objectives now go on to draw out the key things that need to happen to provide an opportunity for parts of the Vision to become reality. The objectives are grouped under headings which link back to the Mendip Sustainable Community Strategy.

3.4 Many other factors will have a bearing on the outcomes, if indeed this Vision is the one that is achieved. However, provided changing circumstances are recognised and flexibility is built in, effective planning can influence the nature of the physical environment in which we live, work and enjoy ourselves and this in turn, little by little, can influence our use of that environment.

To diversify and strengthen the local economy

Deliver suitable employment land and premises at the towns to enable forecast job growth potential to be realised, with additional provision in Frome to promote a better balance of jobs and economically active people.
Deliver a mixture of modern and flexible employment premises with an emphasis on supporting existing local firms, flexible/incubator space to support the establishment and growth of small businesses and office space that reinforces the vibrancy of our town centres.
Retain jobs on redundant employment sites through mixed use re-development.
Support proposals which improve and extend tourism across the district.

To equip people and local business with skills they need

Deliver new vocational training and skills development facilities at the towns including the expansion of Strode College in Street and expansion in secondary education facilities in Frome on a site which could also fulfil potential for further education opportunities.
Deliver new primary/first schools in Frome, Shepton Mallet, Wells and Street.

To promote greater vitality and viability in our market towns and rural communities

Develop and reinforce the distinctive identities and specialisms of the Mendip towns.
Concentrate the majority of jobs, housing, cultural activity and services within the district’s towns.
Maintain and enhance town centres to make them attractive places to visit at any time of the day, and promote sensitive redevelopments, particularly in Wells and Frome, that make them the first choice shopping destination for the widest range of goods that their catchment areas can support.
Ensure that the rural population has better access to basic community facilities such as shops, schools and social venues, as well as housing to meet local needs.

Support and enable diversification of the rural economy in suitable and sustainable locations

To enable people to maintain and improve their state of health

Deliver additional or replacement healthcare facilities in Frome, Glastonbury and Shepton Mallet.
Maintain and extend the networks of open spaces and sports facilities, particularly in the towns, to improve their use as a means to promote more active lifestyles.

To provide adequate levels of decent housing which is accessible to all

Deliver new housing within our towns at levels that maintain or, as in the case of Frome and Wells, improve the balance of jobs and economically active people and rural housing that is clearly related to identified local needs.
Maximise the delivery of affordable housing.
Deliver a range and mix of house types and sizes to meet the variety of local housing needs in both the open market and affordable housing sectors.
Provide for sites to accommodate the needs of Gypsy and Traveller communities.

To improve accessibility by means other than the private car

Ensure that the majority of new developments, particularly major traffic generators, are located to be accessible by a range of transport modes.
Create safe and convenient footpath and cycleway networks, ensuring that new development encourages walking, cycling and the use of public transport.

To maintain and enhance the quality of the local environment and contribute to international climate change goals

Create well designed places that are safe and responsive to their surroundings, whether built, natural or cultural, whilst maintaining and enhancing the historic environment.
Deliver new development that makes efficient use of land, using sustainable methods of construction and utilising technologies that minimises their environmental running costs.
Protect sensitive wildlife habitats and valued landscapes from development and enhance biodiversity and local scenery through an integrated network of green spaces, corridors and protected areas.
Recognise and manage development in light of emerging climate change impacts with particular regard to the location of new development away from areas of flood risk and developments that would increase the risk of flooding elsewhere.

3.5 The following sections now go on to set out policies and proposals aimed at delivering the stated vision and objectives through development within the district. The policies are split into three main groupings, namely:

Section 4: A Spatial Strategy – the broad locations, amounts and overall planning principles that will be pursued in parts of the district.
Section 5: Town Strategies – five individual visions – along the same lines as that set out at the start of this section – set out a view of how each town is intended to evolve through the delivery of this planning framework. Subsequent policies and delivery frameworks for each town then set out what needs to happen and how this will be achieved.
Section 6: Development Management Policies – these, in parallel with national planning policies, will provide development interests and the communities with a clear set of local directives to achieve the types of development the area needs, the delivery of appropriate supporting infrastructure and safeguards for valued local assets.

3.6 As set out in Appendix 1, there are a small number of Saved Policies carried forward from the 2002 Local Plan and the 2000 Joint Structure Plan which relate to site specific issues. These will be reviewed and normalised into the plan during the preparation of Part II – Site Allocations.

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