PAPER F

Ryde Town Council

Corporate Plan 2020/25

Contents

Foreword

1. Introduction

   
   

2. Charter

   
   

3. How the Council will Achieve the Objectives

   
   

4. Implementation, Monitoring and Review

   
   

5. Further Reading

   
   

6. Time Line

Foreword

A Healthy Beautiful Place.

The above words translate from the Ryde’s Latin motto (Amoenitas Salubritas Urbanitas) and dates from its incorporation as Ryde Borough in 1868. However, it can be interpreted to mean ‘A community that celebrates a healthy and beautiful way of living’. For me, these words simply sum up Ryde in every way. Ryde is the 'Town on the Beach' that has a beautiful setting, incredible architecture, a rich heritage, many cultural traditions such our historic carnival, and most importantly, a community with incredible spirit. This community spirit came to the fore in 2020 when we were faced with the total unknown impact of the Covid19 Pandemic. This Corporate Plan was conceived prior to Covid19 but it was formulated and inspired by that period of total unknown we all faced together. More than ever Ryde needs a vision for our residents, which provides positive leadership, innovation, creativity, opportunity, equality, inclusiveness and hope. We need to be a Town Council that acts to enable, encourage, facilitate and as a catalyst to enable all Ryde citizens to flourish, develop their ideas, prosper and rebuild their lives that have been cruelly disrupted due to this recent worldwide crisis.

This Corporate Plan is a living, working, document to enable all the stakeholders and residents in Ryde to come together to maximise its potential. It is very solution focused and proactive in tackling issues such as revitalising our High Street, our retail areas, the Harbour and our wonderful Esplanade. It encourages our existing, vibrant, creative and socially orientated business sector to re-vitalise, develop and grow. It also faces up to the reality of the need to bring back and restore empty and decaying historic buildings such as St.

Thomas’s Church and Ryde Old Town Hall and Theatre into active community use. It is a generational document in recognising the needs of all ages in the Town and builds on existing pioneering work in establishing Network Ryde and the Ryde Community Connector programme.

Ryde is truly a healthy, magical and beautiful place that needs to provide opportunity for all generations now and in the future. A place to live, work, visit, relax in, grow sustainable businesses and jobs, celebrate a healthy and sustainable environment and engender community spirit.

I thank all Town Councillors, staff, partners, stakeholders, Ryde’s fantastic community and voluntary sector organisations, Isle of Wight Council, Ryde Regeneration Working Group, Ryde Business Association, Ryde Society, authors of the Ryde Place Plan, Aspire Ryde, and everyone who has contributed in some way in devising and contributing to this plan. Working together we will overcome, gain investment, succeed and rebuild a healthy, beautiful place called Ryde.

Cllr Michael Lilley – Mayor of Ryde

1. Introduction

   
   

   Ryde is one of the two main towns on the Isle of Wight. It lies on the north coast of the Island, overlooking the Solent. Six miles north, on the other side of the Solent, is the city of Portsmouth. Frequent passenger ferry and hovercraft services link Ryde and Portsmouth. Ryde is therefore often known as ‘the gateway to the Island’.

   
   

   However, Ryde is not just a gateway to the Island but an attractive and vibrant town and a destination in its own right. It is one of the few towns on the Island where the town centre adjoins the beach. Hence its other name - ‘the town on the beach’.

   
   

   Ryde has a rich natural, architectural and cultural heritage. It has large expanses of sandy beach and the whole of the shoreline is a designated site of special scientific interest. There are many historic buildings in the town centre, which is designated a Conservation Area. The town is home to many artists and hosts numerous cultural events, including the oldest carnival in the country and the much more recently established Ryde Pride.

   
   

   Like any town, Ryde also has its problems. It includes areas of poverty and deprivation, its environment is under threat from urban expansion and its public services have suffered the effects of years of austerity. Most recently, like the rest of the country, it has had to face the challenges of the Covid-19 pandemic.

   
   

   Public services in Ryde are provided by two tiers of local government: Ryde Town Council and the Isle of Wight Council. The Town Council was established in 2008. It has 16 councillors, who are elected every four years. Its functions have increased significantly in recent years, due in large part to cuts in the budget of the Isle of Wight Council. It has taken over some of the services previously provided by the Isle of Wight Council and contributes to the funding of many others. The Council currently employs 14 staff, 9 working directly for the Council and 5 running our Youth Service Network Ryde. The Council has a budget of just over a million pounds.

   
   

   In 2019 the Council published a development plan, known as the Ryde Place Plan. The Plan was produced with the help of a local consultant and in consultation with the local community. It incorporates the findings of many previous studies and public consultations. It identifies the town’s strengths and weaknesses, highlights its unique character and potential and charts the way forward. It includes recommendations for protecting the natural and built environment, promoting the economy, addressing social concerns, improving the public realm and strengthening the town’s governance. In mid-2020 the Plan was reviewed and updated to take account of the present and possible future impact of Covid-19.

   
   

   One of the Place Plan’s recommendations was the need for a vision statement, to provide a common purpose and direction for everyone involved in the development of the town. The Council therefore, in consultation with other organisations, produced a Charter for Ryde. The Charter, which was approved by the Council in September

   2020, has five main objectives: protect and improve access to public services; protect, enhance, support and celebrate the town’s environment; promote and support the local economy; protect and promote the interests of residents with specific needs; and improve the efficiency, effectiveness and accountability of governance.

   
   

   The Charter provides a framework for the Town Council to plan its activities. We have reviewed our existing activities in light of these objectives and considered any additional activities necessary to implement them. This in turn provides the basis for the allocation of resources, including the recruitment and deployment of staff and the preparation of the annual budget.

   
   

   

   A Charter for Ryde

   
   

   Ryde Town Council1 is committed to supporting and enhancing the health, well- being and economy of Ryde for the benefit of residents, local businesses and visitors, within a culture that makes best use of our heritage and the beauty of Ryde and conforms to the Biosphere Principles.

   
   

   In order to achieve this, we will, to the extent that our powers and functions permit, seek to:

   
   

   1. Maintain and improve the availability and quality of public services for our residents, including:

      • physical infrastructure;

      • sustainable transport;

      • affordable housing;

      • social services.

   2. Protect, enhance, support and celebrate our rich environment, including:

      • our natural environment;

      • our green spaces;

      • our architectural heritage;

      • our cultural and artistic strengths.

   3. Promote and support the local economy, including the development and diversification of appropriate and sustainable:

      • employment opportunities;

      • retail and industrial development;

      • tourism activity.

   4. Protect and promote the interests of all residents, including groups with specific needs such as :

      • children and young people;

      • the elderly;

      • those with disabilities;

      • those on low incomes.

   5. Improve the efficiency, effectiveness and accountability of governance in the town by:

      • constantly monitoring and reviewing our own policies and procedures;

      • promoting and supporting local community organisations;

      • working in partnership with other organisations, including public sector bodies, the business sector and community groups.

   
   

   

   
   

   1 Other organisations signing up to the Charter should insert their own name here.

2. How the Council will Achieve the Objectives

   
   

   This section explains what the Council will do to implement each of the Charter’s five objectives during the Plan period (2020-25).

   
   

   Objective 1: Protect and Improve Access to Public Services for all our Residents

   
   

   The Town Council is directly responsible for the direct provision of a number of public services, including five public toilets, allotments, a skate park, floral displays, the beach lifeguard service in summer, and Christmas decorations in winter. In addition, the Council contributes significantly to the cost of a number of services provided by the Isle of Wight Council, including the maintenance of parks, gardens, public open spaces and playgrounds, the emptying of public bins and cleaning of beaches, and environmental protection.

   
   

   During the plan period, we will continue to provide the services for which we are directly responsible. Moreover, we will review the way in which we do so, in order to ensure that they are being provided in the most efficient and cost-effective way and that contracts are, as far as possible, issued to local companies or organisations.

   
   

   We will also review our role in the provision of those services currently provided by the Isle of Wight Council. We will explore the scope for either taking over the responsibility for such services or at least having more control over the way in which they are provided. In so doing, our aim will be to improve the quality of service provision without increasing the financial burden on the Ryde taxpayer. For example, we will negotiate with the Isle of Wight Council regarding the assets associated with these services, such as the parks and beaches, since ownership of these assets would enable us to raise revenue from them to help balance the cost of their maintenance. We will also consider the scope for taking over assets and services in which we are not currently involved, particularly those with revenue raising potential.

   
   

   The above review will involve complex and at times difficult negotiations with the Isle of Wight Council, particularly when it comes to the transfer of assets. It will also have to be done carefully, with proper planning, in order to ensure that the Town Council has the capacity and resources necessary to take on additional responsibilities.

   
   

   

   Objective 2: Protect, Enhance, Support and Celebrate our Town’s Unique Environment

   
   

   As the Place Plan points out, the combination of its natural environment, architectural heritage and cultural strengths makes Ryde unique. The Town Council is committed to protecting, enhancing, supporting and promoting these assets. It will do this in four main ways.

   
   

   1. Through the statutory planning system: The Town Council does not have the power to make planning decisions. However, the Isle of Wight Council is required to consult the Town Council when considering all planning applications that affect the town. The Council will use its influence to encourage development that enhances rather than destroys both the natural and the built environment. To facilitate this, in 2019 we produced a Position Statement, which sets out our position on a range of issues, including conservation, housing and infrastructure provision. This statement will be reviewed and updated annually.

      
      

   2. By improving the quality of the ‘public realm’: The Council has a Public Realm Budget, that is used to fund minor improvements to the town’s physical environment, and also seeks funding from external sources, on its own and in conjunction with other organisations, to support major projects. In 2019 we were awarded money from Historic England, under its Heritage High Street Action Zone (HHAZ) programme, to upgrade the town’s High Street. This is a four-year project, which began in mid-2020 with the full pedestrianisation of the High Street and will include improvements to the street scene and shop fronts and the promotion of cultural activities. During the Plan period we will also seek funding for the Town Hall (see Objective 3) and support bids by the Isle of Wight Council and transport operators for the refurbishment of the Pier and Ryde Esplanade transport interchange.

      
      

      

   3. By maintaining and developing public open spaces: The Covid-19 outbreak has emphasised the importance of access to open spaces. Most of the town’s public open spaces are owned and managed (directly or through contracts) by the Isle of Wight Council. This includes the beaches, Western and Eastern Gardens, Appley Park, nature reserves such as Pig Leg Lane and Dame Anthony’s Common and many smaller green spaces. However, the Town Council makes a significant financial contribution to their maintenance. During the Plan period we will, as already indicated under Objective 1, seek to gain more control over these assets, either by acquiring ownership of them or by playing a larger role in their management. We will also encourage the provision and development of additional open spaces, especially in the south-east of the town, where major urban expansion is planned.

      
      

   4. By supporting local community organisations: There are many local community organisations involved in the protection and promotion of the town’s environment. Their activities range from the management of natural resources and conservation of buildings to the running of museums and the production and promotion of a wide variety of art and cultural activities. The Council recognises their invaluable contribution and has for many years provided support through its Community Grant Scheme and by publicising their activities. We will continue to provide this support during the Plan period. We will, however, seek to streamline the way in which we do so, in order to ensure that it is focused on activities that promote the objectives of the Place Plan (see also Objective 5).

      
      

      

   5. By developing and reviewing all planning related strategy documents: The Council will develop and review strategy documents that focus on the built environment, traffic and transport infrastructure, management of open spaces and beaches and protecting the environment. The Town Council will work with the Isle of Wight Council and other local and national bodies to develop a ‘greener transport strategy’ including improving safety and access for walking and cycling.

   
   

   

   Objective 3: Promote and Support our Local Economy

   
   

   The Town Council recognises the importance of the local economy and the need to strengthen and diversify it in order to provide employment and income for the town’s residents. Until recently, its role has been indirect. It has sought to influence economic decisions through its role in the statutory planning system (see Objective 2 above), provided financial support for events that generate income for the town’s businesses, and helped to publicise the town as a tourist destination.

   
   

   These activities will continue during the Plan period. The Council’s role will be particularly important, at least in the initial years, as businesses struggle to recover from the impact of the Covid-19 shutdown and to adjust to a post-Covid world. The Council will work closely with the Ryde Business Association and other relevant organisations to support and promote our local businesses (see also Objective 5).

   
   

   The Town Council will support local businesses by promoting Ryde as a year-round visitor destination, supporting local events and enriching the local area by provision of seasonal planting, festive decorations and actively encouraging new events to the area.

   
   

   In addition, however, the Council will begin to play a more direct role in the local economy. In 2019 negotiations began to take over ownership and management of Ryde Harbour from the Isle of Wight Council. It is anticipated that the handover will take place early in 2021. Its acquisition has two objectives: the preservation of an important economic asset and the generation of revenue for the Council.

   
   

   Other similar interventions will be pursued during the Plan period. Highest priority will be given to the Town Hall (also known as Ryde Theatre) and the seafront (including the Esplanade and adjacent beaches). The former is an iconic historic building, currently under private ownership, which is unused and urgently in need of restoration. A business case for the Theatre is currently being developed to inform the Council, and any other interested parties, on how the theatre may be run sustainably in future, ensuring ongoing viability and no additional financial burdens on the local tax payer.

   
   

   Commercial Opportunities.

   
   

   The Town Council also plans to explore commercial opportunities within the Town. The aim would be to provide needed services within the community whilst generating additional income for the Council.

   
   

   A start has already been made. We have a commitment to take over Ryde Harbour and the Isle of Wight Council has given permission for the Town Council to commission the provision of deckchairs on the beach.

   The management of these projects is currently under discussion. It is envisaged that the revenue generating projects delivered by the Council such as Ryde Harbour and deckchair rental will eventually be managed either by a commercial arm of the Council or by some form of community enterprise.

   
   

   To aid the development of the Council’s commercial arm, a company will be appointed to develop a company structure and a Business and Community Development Manager will be appointed to take the project to fruition.

   
   

   

   
   

   Being involved in commercial activities gives the Town Council the opportunity to raise income which can potentially ease the burden on the local tax payer. The Council also has the scope to create valuable local employment opportunities via these commercial activities. It will ensure that any commercial arm operates as an ethical employer, offering high quality sustainable employment and ensuring all contracts offer the ‘Living Wage’ as a minimum requirement. We would also ensure that any commercial arm of the Council leads by example and is recognised as a ‘Good Employer’.

   Objective 4: Protect and Promote the Interests of Residents.

   
   

   The Charter recognises that the Ryde community is not homogeneous and that there are some groups with specific interests and needs. It identifies, in particular, children and young people, older people, those with disabilities and those on low incomes.

   The Covid-19 outbreak highlighted the need for local services to protect and support these groups.

   
   

   The Town Council pledges to support the health and well-being of local people by continuing to support local arts, music and sporting activities and where possible assisting in widening the range of activities on offer across the Town. These activities have a positive effect on both physical and mental health, are effective in reducing criminal behaviours and help build community spirit.

   
   

   The Council will seek to achieve this objective by:

   
   

   1. Through its Youth Service: When the Isle of Wight Council closed its youth service, the Town Council established Network Ryde, an award-winning service that provides a variety of support to young people from its base at 147 High Street. During the Plan period, Network Ryde will diversify its activities. It has already introduced a range of online activities to support children during the Covid-19 outbreak. It will also develop an outreach service, in order to reach a wider range of young people. In so doing, it will work closely with other organisations in the town.

      
      

      Due to the popularity of the Youth Café and the need for social distancing the Youth Service has outgrown its current premises. The Council are currently exploring options for larger premises which will aid with capacity issues, social distancing and allow Network Ryde to offer additional services for the Town’s young people.

      
      

      

      
      

   2. By supporting the Ryde Community Connector: When the Isle of Wight Council closed its Local Area Coordinator service in 2018, the Town Council helped to establish a similar post of Ryde Community Connector. The Community Connector is a community development worker who works with other organisations to provide a range of support to vulnerable people. He played a critical role in the town’s Covid-19 Emergency Response system. The post is based at Aspire Ryde but part-funded by the Town Council. During the Plan

      period, the Council will continue to work closely with the Community Connector and provide financial support for the post as long as necessary.

      
      

   3. By following the Age Friendly Island Charter: Age Friendly Island is an Island- wide project that promotes the interests of older people. In 2018 the Town Council signed up to the Age Friendly Island Charter. This commits the Council to ‘listen to and hear the views of’ older people and ensure that its services reflect their ‘needs and aspirations’. The Age Friendly Island programme will end in 2021. However, the Council will continue to adhere to the commitments made in the Charter.

      
      

   4. By supporting local community organisations: There are many local community organisations involved in providing support to the town’s vulnerable residents. The Council recognises their invaluable contribution and has for many years provided support through its Community Grant Scheme. We will continue to provide this support during the Plan period. We will, however, seek to streamline the way in which we do so, in order to ensure that it is focused on activities that promote the objectives of the Place Plan (see also Objective 5). We will also encourage organisations to work together in order to maximise their impact and make the best use of limited resources.

      
      

      

      
      

   5. By taking the lead in times of emergency: In March 2020 Ryde Town Council, like many local councils throughout the country, launched an Emergency Response Hub to help the many residents who needed food, medication or emotional support during the Covid-19 lockdown. The service was run in conjunction with Aspire Ryde and other local organisations. In June 2020, when the extent of need declined, Aspire took over its administration. However, during the Plan period, the Council will monitor the situation and, if further Covid-19 outbreaks or other emergencies occur, will once again take the lead in organising an appropriate response.

      
      

   6. By making Ryde a safer place to live: The Town Council will work closely with local organisations such as the Police and Community Safety Partnership to support their efforts to reduce crime and anti-social behaviour.

   Objective 5: Improve the efficiency, effectiveness and accountability of governance in the town

   
   

   The Ryde Place Plan emphasises that, in order to achieve the other objectives, there is a need to strengthen the town’s governance. It advocates a ‘Ryde First’ approach, in which the various organisations involved in the town work together to actively promote the interests of the town. And it gives the Town Council the responsibility for ensuring that this happens.

   
   

   The Council will seek to achieve this objective during the Plan period by:

   
   

   1. We will strive to improve our own efficiency, effectiveness and accountability. This will entail regular reviews of our decision-making structures, staffing and financial procedures. The aim will be to ensure that the taxpayer receives the best possible service for the minimum cost. Particular attention will be given to our financial operation. As already indicated in previous sections, we will review the way in which we deliver the various services we provide, seek ways of engaging in income-generating activities, pursue external funding opportunities and streamline our financial support for local community organisations. The newly recruited Business and Community Development Manager will be responsible for investigating, applying and writing bids for external funding with the aim of drawing investment to the Town.

      
      

   2. During the Covid crisis there has been a need for the Council to be able to re-act quickly and efficiently to changing circumstances and have the ability to make decisions in a timely fashion. From September 2020, all Council committee’s will have revised ‘Terms of Reference’ these will clearly define their scope and delegated authorities. The aim is to speed up the Council decision making process and increase efficiency.

      
      

      The new committee structure and Terms of Reference can be found on our website.

      
      

      These will be reviewed annually at Annual Meeting of the Town Council.

      
      

   3. We will establish effective partnership relationships with other organisations involved in the governance of the town. These relationships will be of two kinds: those with other Ryde-based organisations with whom we need to work together to promote the interests of the town; and those with external organisations, such the Isle of Wight Council and the various transport operators, with whom we have to establish working relationships beneficial to the town. There are already a number of informal partnership arrangements, but these need to be strengthened and coordinated. Ways of doing this are currently under discussion.

3. Implementation, Monitoring and Review

   
   

   The success of a plan will be judged not by the quality of the document but by what is actually achieved on the ground. The activities outlined in Section 3 above provide an indication of what the Town Council intends to do. However, in order to ensure that these intentions are translated into reality, a more detailed operational version of this Plan has been produced for internal use. It itemises the specific actions needed, the particular committee and staff responsible, and the anticipated timeframe. This in turn provides the basis for the allocation of the necessary financial resources through the Council’s annual budgets.

   
   

   It is equally important that plans are regularly monitored and reviewed to take account of unexpected changes in the internal or external environment. The recent Covid-19 outbreak has demonstrated this only too clearly. Both the Ryde Place Plan and this Corporate Plan will be reviewed annually prior to the budget-setting process and at any other time if the need arises.

4. Further Reading

   
   

   Ryde Place Plan Position Statement

5. TIMELINE

Plan Implementation Timeline

* Please note that this timeline is a working document and likely to change.

Abbreviations:

Committees/ Sub Committees : FC Full Council

CG Chairs Group

A&F Assets and Facilities

Pl Planning, Environment and Regen Fin Finance and Community Resources ACC Acquisition and Commercialisation NR Network Ryde

PP Personnel Panel

GT Grants Sub-Committee

HAZ Heritage Action Zone Working Party

Working/ Steering Groups MWP Marketing Working Party RRWG Ryde Regeneration Group SI Sensory Impairment

HWP Honours Working Party

HAZ High Street Action Zone Steering Group

Officers:

TC Town Clerk

RFO Responsible Finance Officer AFO Assets and Facilities Officer PC Planning Clerk

PPC Place Plan Coordinator FO Finance Officer

YO Youth Officer HAZO HAZ Officer

CAA Committee and Administration Assistant BDO Business Development Manager

REC Receptionist PO Project Officer