Isle of Wight Council: Corporate Plan 2009-13

8/7/2019 Isle of Wight Council: Corporate Plan 2009-13

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Isle of Wight Council

Corporate Plan2009 to 2013


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Contents

Introduction to the corporate plan rom the leader 3

The vision 4

Achieving the vision 5

Plans or achieving consistent delivery and ocus 8

Links to key strategies 9

National picture 11

Local Area Agreement 2008 to 2011 (LAA2) 11

Reporting our progress 13

Appendix A strategies and plans 14

Appendix B strategic programme 15

Appendix C strategic priorities

and community strategy 17


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Welcome to the Isle o Wight Councils corporate Plan, our main strategic planning document which sets

out the local authoritys ocus or the next our years. This updated version takes into account the clearly

stated political priorities o the majority group returned in the June 2009 elections, and places these

commitments at the heart o the Isle o Wight Councils corporate priorities or the our years o the current

council term.

As a returning majority group, the priorities are similar to those pursued during the 2005 to 2009 council

term, and this updated document recognises that by building on the content o previous corporate plans.

Inormation has been updated to reect the progress that has been made so ar in delivering those earlier

priorities, and what has been achieved or residents.

The current economic climate has signicantly impacted on the resources available to deliver local services.

Coupled with the need to curtail public spending to tackle the high level o national debt, the council

will have to work with increasingly limited resources in the coming years, as will all local authorities. It is

thereore more important than ever to ensure that public money is spent on those necessary services that

matter most to local residents, and that it is spent as eectively and efciently as possible.

This document sets out the key strategic priorities or the council over the coming our years. While thepriorities detailed in this plan do not amount to an exhaustive list, they should be taken as the denitive list

o where resources ultimately will be prioritised. Any programme, project or scheme which is not detailed

in this document will have to be careully considered as to whether it contributes to our wider stated

priorities, and also whether there are any statutory requirements or the local authority to deliver such

services. Failure to meet these tests will mean that resources will not be allocated. Only by adopting such a

rigorous approach can we ensure that we live within our means and provide a sustainable nancial model

or uture years.

Whilst our overall priorities have been dened by the commitments set out in the majority group

maniesto, we will continue to listen and respond to the views expressed by local residents, and will adjust

the implementation o these priorities to ensure we meet the Islands changing needs. This will be achieved

by continuing to consult and involve local people and communities in the decisions that aect them; this

will then help us to improve the quality o our services.

Working with partners is crucial in delivering our services, as we collectively seek to make best use o our

shared limited resources. We must recognise that, with our partner organisations, we have complementary,

but distinct, roles to play in improving the quality o lie enjoyed by Island residents, and each body must

ocus on their own core services those which they as individual organisations are best placed to deliver

eectively and efciently, and in partnership where considered appropriate.

Such joint working is underpinned by the Island Strategic Partnership, which the council chairs with

democratic accountability or the Islands public, private and third sector organisations. The shared priorities

o the ISPs Eco-Island vision our sustainable community strategy align closely with the stated priorities

o the political administration. Collectively these shared aims ensure that our thinking and working

together has maximum positive impact or the Island.

Part o the Island Strategic Partnership is the delivery o the Local Area Agreement (LAA) which is in its

second year. The LAA2 has demonstrated that partners together are committed to working closely or the

benet o the Island. These indicators are explained in more detail on pages 11 and 12.

We would like to thank all members and employees o the council who continue to work towards making

these priorities a reality. We look orward to continuing to work with you and our partners to achieve our

shared vision or the Island.

Councillor David Pugh

Leader o the council

Introduction to the corporate plan from the leader


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The Isle o Wight Councils vision is to see high quality public services provided at minimal cost to the

taxpayer, and in doing so improve the quality o lie enjoyed by all Island residents, now and in the uture.

The local authority does not see itsel as the sole provider o such services, and recognises that its role

is increasingly moving to one o being a commissioner and enabler o much o this provision. In itsaspiration to see the highest possible quality o services made available to Island residents, as efciently

and eectively as possible, the council will always consider what model o service delivery is most likely

to achieve this outcome. The long-term interests o the Island and its residents will continue to be the key

determining actor in making any such decisions.

By assuming a more strategic commissioning and enabling role, we can ensure that the local authority

provides strong overall community leadership and greater accountability or the delivery o services locally,

through our democratic mandate. Our priorities or the Island will be delivered by members, council sta,

partners and through those organisations commissioned to provide services on our behal, all o whom will

be held closely to account.

Council priorities/major projects

The Isle o Wight Council has identied seven key priorities as its ocus or the next our years, which are

based on the political priorities outlined in the June 2009 elections. These are oten described as major

projects, as they all involve signicant transormational change:

Schoolreorganisation.

RoadsPFIscheme.

Transformingsocialcare.

Regenerationandtheeconomy.

Fireservicemodernisation.

Localhousing.

Deliveringbetterservices

These build on previous priorities and set the direction o the strategic programme.

Island Strategic Partnership (ISP) priorities

The specic projects listed above sit alongside a wider list o ambitions, which reect the shared priorities

o Island Strategic Partnership (ISP), which the Isle o Wight Council chairs to provide local democratic

accountability. The ISPs Sustainable Community Strategy Eco-Island was agreed as a shared vision in

2007, which the council remains committed to delivering.

The ISP is ocused on improving the Islands perormance against a set o 35 key indicators, through its

Local Area Agreement. Many o these improvements will be delivered predominately through the councilas the provider or commissioner o a wide range o local public services. These key indicators, as listed

in this document, remain the local authoritys wider set o priorities or the Island alongside the major

projects.

The vision


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The councils perormance management ramework provides the components to measure, monitor and

manage how services deliver the outcomes within the corporate plan or the community. This enables the

council to take decisions and target activities to ensure resources are directed and services are working

towards achieving the vision.

Part o the perormance management ramework looks to continually challenge and improve the

quality o data that is used to monitor our service perormance. It is a crucial part o the councils current

Comprehensive Area Assessment (CAA) and other uture assessments to ensure our data is right the rst

time, is being used eectively to tell us what is and is not improving and to ensure decision makers are

condent in the data quality.

Delivering our priorities/major projects

School reorganisation

Part o the councils overall approach to regeneration is to raise the standards o educational attainment

and opportunity on the Island. The council has decided to change its schools system rom a three tier (withmiddle schools) to two tier (primary and secondary) model o education, to achieve this improvement. The

rst stage o this change will be implemented with eect rom September 2010 .

Roads PFI scheme

Recent surveys have shown that the condition o our local roads continue to be one o the top concerns

or Island residents. The council is looking to address this issue through a Highways PFI (Private Finance

Initiative) under which government derived unding will be used, together with contributions orm the

council, to bring our highways up to an appropriate standard and maintain them at that level over a 25 year

period.

In 2008, the council was one o three local authorities to secure the allocation o substantial government

unding. The outline business case or how this project will be delivered has now been submitted to the

government and the council is now awaiting the next stage o this process.

This programme o improvement represents not only a signicant investment which will dramatically

improve the Islands roads, but will also act as a catalyst or wholesale benets to the public realm, local

economy and community through regeneration and redevelopment.

The PFI investment programme will be an essential part o our ongoing delivery programme as set out

in our local transport plan, and will sit alongside other parallel schemes and initiatives outlined in that

document, which together will help make use o our local roads saer as well as improving travel choice by

making journeys by oot, cycle and public transport more efcient, eective and reliable. In the meantime,

the council will continue to invest in roads, pavements, ootpaths and cycle routes across the Island, and

continue to improve the Islands public realm.

Transorming social careTransorming social care (TSC) is an entirely new approach to the delivery o social care or adults. It is about

supporting people to make the right decisions about their own support and welare. A TSC board has been

set up with representation rom internal and external stakeholders including the primary care trust, third

sector and voluntary organisations. To ensure the work o the TSC board is carried out eectively, a number

o sub groups have been set up.

The central part o the project is the provision o a personal budget to people who have a support need.

They then manage the provision o their own care and support. This reects the commitment, set out

by the majority group, to work with the Isle o Wight NHS to tailor health and social care packages to

patients individual needs, and also to provide a wider range o support or those with learning and physical

disabilities.

Achieving the vision


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Regeneration and the economy

The Isle o Wight Economic Strategy 2008 to 2020 sets a course or the Island economy, so that we can

address our challenges and improve economic well being or the community. The Island has made great

strides in economic growth, but since the strategy was adopted the recession and rapidly changing global

economy means we have to rethink what is needed to ensure that our economy can continue to prosper

and that the wealth created can be shared by everyone.

The council has recently commissioned a rereshed version o the strategy to be in place by March 2010,

with the ollowing ve economic commitments:

Supportingthedevelopmentofsuitablerenewableenergyschemes.

PromotingtheIslandasanaccessibleandaordabletouristdestination.

PromotingIslandproducedgoods,workingwiththefarmingindustrytochallengerestrictiveUKandEU

laws.

EncouragingIslandrmstobidforpublicsectorworkandemphasisingthecreationandretentionof

local jobs.

Supportingautomaticbusinessreliefforrms.

Fire service modernisation

Modernising the re and rescue service will improve public saety and enhance efciency and

eectiveness. The service is responsible or assessing risk and putting in place the right resources to ensure

the community remains sae.

Modernising means securing additional investment and using resources, such as reghters and stations,

dierently to provide a service which meets the needs o the community. Providing re stations which are

t or purpose, located in the right place, along with maintaining adequate re cover to meet the needs o

the community, are essential.

The re and rescue service and the re and rescue authority, recognise that continual improvement

requires a shit in the traditional emphasis o activities, and a exible workorce that is highly trained, well

equipped and prepared to embrace the requirements o an ever changing role.

Local housing

One o the clear political priorities o this administration is to help local residents onto the housing ladder

with a homes or Islanders scheme. The aordable housing project in Nettlestone meets this specication

and the Isle o Wight Council is committed to seeing similar schemes developed in towns and villages

across the Island.

General housing needs on the Island are being addressed through schemes to increase the availability o

aordable housing which will also bringing additional job opportunities to the local economy. The Pan

UrbanRegenerationprojectisanexemplardevelopmentofapproximately850newhomesontheoutskirts

o Newport. It will provide physical and social improvements through the provision o new sustainable

housing and employment opportunities, integrating with the current estate to create a shared centre

oering improvements or the whole community.

There is also a programme to generate up to 190 aordable homes, creating a balanced housing market

on the Island, ensuring we meet the needs o those who are unable to enter the housing market or are

recognised by the Isle o Wight Council as homeless.

This year the council has made excellent progress on the homelessness agenda. By working in partnership

with the private sector the council has signicantly reduced the number o people who have to be

housed in temporary accommodation, and made substantial reductions in the number o homelessness

applications it has had to take. The housing team also continues to perorm to a very high standard in

bringing empty homes back into use.


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Delivering better services

The council has begun a process o transormation to ensure its services meet the needs o the Island in the

most efcient and cost eective manner. This process encapsulates many aspects, oering changes in the

way services are delivered, including:

servicedesign;

processimprovement;

workforcedevelopment;

resourcemanagement; informationmanagement;

useoftechnology;

buildingmanagement;

energymanagement.

Other activity includes delivery o the organisational development strategy, ocusing on making the

organisation a high per orming authority, and driving change through a diverse, skilled, exible and

motivated workorce.

Through this extensive programme, undamental improvements in the way the council does business

are expected, including; better needs-based service delivery, signicantly reduced costs through ewer

buildings and less sta, a reduction in bureaucracy, more agile use o assets and resources, more accessible

council locations, partnership co-location and increased value or money.

Resulting rom the overall transormation and improvement agenda, we will work more eectively with our

partners and improve perormance and value or money or residents.

At the same time we will keep council tax at the lowest practical level, and keep council ees and charges

as low as possible in the current economic climate.


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Service development plans to help us plan or and meet the diverse needs o our community. They set out

the contribution each service makes toward delivering the outcomes and priorities in this corporate plan.

The perormance management ramework outlines how indicators are used to monitor the progress each

service makes in achieving those outcomes.

The service development plans highlight resources required (nancial, stafng, and ICT) to achieve those

outcomes and steps to secure additional resources required. The plans also identiy key risks involved in

delivering the outcomes.

Team plans provide a link between service development plans and personal development reviews. They

are crucial to the eective delivery o services, showing sta how their work contributes to the Eco Island

vision, and identiying personal development opportunities.

Service development plans or the period 2010/2011 to 2012/2013 will be available at

www.iwight.com/councilin April 2010.

Plans for achieving consistent delivery and focus


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Organisational development strategy

Theorganisationaldevelopment(OD)strategyrecognisestheconnectionbetweenpeoplemanagement

anddevelopmentandorganisationaleectiveness,todeliverhighperformanceresults.TheODstrategy

has been developed in consultation with our sta and councillors, as a key driver or culture change,

capacity building and perormance improvement in the council. It supports the corporate plan and the

transormation programme, as well as ensuring Investors in People standards are established.

Keybenetsfromdeliveryofthestrategyinclude: anorganisationthatembraceschangeandmanagesitwell;

agoodplaceforpeopletowork;

anorganisationthatattractsandretainstalentedpeoplewhoarepassionateabouttheirjobs;

aframeworkforplanningforthefuture;

organisationalcapacitywithskilledsta,todeliverexcellentservicestothepeopleontheIsleofWight.

creativityandenergyharnessedtodeveloppotentialandachievement;

adevelopingandlearningorganisation;

anorganisationthatprovidescommunityleadership.

Organisational development will allow a exible and leaner 21st century organisation that delivers an

efcient value or money service which is ocused on continuous improvement.

Strategic asset management plan

The strategic asset management plan is an essential element in enabling the council to deliver its services

eectively in an efcient and cost eective way. It supports the achievement o the overall vision and

outcomes o the council. We have a large asset base and we spend signicant sums o money maintaining

and operating it. The plan is designed to ensure that we unlock the opportunities rom our assets, dispose

o those we dont need, minimise our running costs, ensure that the assets we do keep are suitable and

used eectively in service delivery.

To unlock the ull opportunities and value rom our asset base, the targets are:

toidentifyandeectivelydisposeofsurplusassets;

toensurethattheassetswekeeparesuitableandenableeectiveservicedelivery; toensurethattheassetswekeeparecosteectivelymanagedandoperationalcostsareminimised;

tounderstandandmonitorourcosts,demonstratingthatwearedeliveringvalueformoney.

Transormation strategy

The councils transormation strategy includes key activities to change the way the council operates so it

can deliver better, cost eective services to the community:

Designingservicesaroundtheneedsofthecommunity.

Workingmoreecientlysowecanspendmoretimedeliveringservices.

Makingsureeveryonehastherightlevelofskillsandsupporttodotheirjob.

Providingmorechoiceabouthowpeoplecanaccessservices. Bettermanagementofinformationtoenablemoreinformeddecisions.

Makingourworkmoreenjoyableandsatisfyingforsta.

Ensuringweuseournaturalresourceseectively.

Creatingcapacitywithinthecounciltodeliverourpriorities.

Becomingmoresustainablethroughmoreeectiveuseofourresources,includingenergyrenewables

and energy management.


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The council and its partners in the Island Strategic Partnership are subject to an assessment by the Audit

Commission called the Comprehensive Area Assessment, which replaces the previous council judgement

called the Comprehensive Perormance Assessment.

This assessment ocuses on what matters to local people, what prospects the Island has or the uture andwhat residents think about the Island. It also ocuses on delivery o priorities and their results as eatured

in the Local Area Agreement (LAA2) and the National Indicator Set (a group o indicators set by the

government or partners to collect and report). Both will be part o the criteria towards the Island Strategic

Partnerships Comprehensive Area Assessment.

The council is accountable or the assessment, and working with partners to improve services or Island

residents. It is important thereore or the Island Strategic Partnership to ocus on Eco Island priorities,

including the Local Area Agreement so these improvements can be delivered.

The council, through its management structure, has responsibility to deliver its contribution to improving

services, through its own service development plans and strategies.

This is the mechanism or delivering national policy and locally determined priorities. LAA2 is also the

orum or delivering the key priorities o Eco Island and is where local and central government orm the

basis or their relationship. It is the joining together o public, private and voluntary organisations to pool

resources and eort, and result in the most eective way o providing services to the public, and increasing

resident satisaction.

The Island Strategic Partnership (ISP) is responsible or the delivery o the LAA2 on the Isle o Wight. The

ISPhasidentiedfourthemesand15prioritiesforLAA2.Underthesethemesandpriorities,69indicators,

mainlyfromtheNationalIndicatorSet(NIS),havebeenselectedtohighlightissuestofocuson.Ofthese69

indicators, 35 have been identied as key measures or which outcomes have been negotiated with central

government, through the Government Ofce South East (GOSE).

The monitoring o the LAA2 is through our key delivery partnerships the Health and Well-Being

Board,theCrimeandDisorderReductionPartnership,theChildrensTrustBoardandtheEconomyand

Environment Board. The members o these boards consist o service proessionals rom all partners (and

the council) together with key council members. The boards receive quarterly perormance reports on the

delivery o the LAA2, and monitor and agree actions so targets can be met.

DeliveryplanshavebeendevelopedforeachindicatorwithintheLAA2.Theseplanssetouttheactivity

that will be undertaken to meet the target, associated risks and resources. A perormance management

ramework or the LAA2 has also been developed which provides all partners a ramework or delivery.

KeyachievementsintherstyearoftheLAA2includedareductionintheamountofresidualhousehold

waste, due to increased awareness and participation in recycling schemes. Signicant improvement was

also seen in reducing the number o people living in temporary accommodation. This was due to the

adoption o a proactive approach towards preventing evictions, and working in partnership with private

landlords.

Improved perormance was seen across the year or the reduced number o criminal damage incidents

whichresultedin136fewerthanthetargetnumberofincidentsoccurring.

National picture

Local Area Agreement 2008 to 2011 (LAA2)


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The 35 key indicators or LAA2

Thereare69indicatorsfortheLAA,ofwhichthe35keyindicators

cover the our themes o Eco Island, listed below:

A thriving Island

Planningtoadapttoclimatechange.

Residualhouseholdwasteperhousehold.

Localbusandlightrailpassengerjourneysoriginatingintheauthorityarea. Percapitareductionincarbondioxideemissionsinthecouncilarea

Overallemploymentrate.

Workingagepeopleonoutofworkbenet.

ProportionofworkingagepopulationqualiedtoatleastLevel2orhigher.

Medianearningsofemployeesinthearea.

A healthy and supportive Island

Adultparticipationinsportandactiverecreation.

Obesityinprimaryschoolagechildreninreceptionyear.

Rateofhospitaladmissionper100,000foralcoholrelatedharm.

Allage,allcausemortalityrate.

Stoppingsmoking. Peoplewithalong-termconditionsupportedtobeindependentandincontroloftheircondition.

Userreportedmeasureofrespectanddignityintheirtreatment.

Socialcareclientsreceivingselfdirectedsupportper100,000population.

Carersreceivingneedsassessmentorreviewandaspeciccarersservice,oradviceandinformation.

Peoplesupportedtoliveindependentlythroughsocialservices(alladults).

Percentageofvulnerablepeopleachievingindependentliving.

Numberofaordablehomesdelivered(gross).

A sae and well-kept Island

Assaultwithinjurycrimerate.

Percentageofpeoplewhofeeltheycaninuencedecisionsintheirlocality.

Perceptionsofanti-socialbehaviour.

Non-principalclassiedroadswheremaintenanceshouldbeconsidered. Environmentforathrivingthirdsector.

Drug-related(ClassA)oendingrate.

An Inspiring Island

Proportionofchildreninpoverty.

Percentageofcoreassessmentsforchildrenssocialcarethatwerecarried

out within 35 working days o their commencement.

Stabilityofplacementsoflookedafterchildren:lengthofplacement.

AchievementofaLevel2qualicationbytheageof19.

Youngpeopleaged16to18whoarenotineducation,trainingoremployment.

Emotionalhealthofchildren.

Under18conceptionrate.

Substancemisusebyyoungpeople. Firsttimeentrantstotheyouthjusticesystemagedtento17.


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The council reports its progress on delivering the vision through many dierent publications and reports.

The ollowing list shows some o the reports. In addition many o the Councils strategies and plans have

bespoke reporting processes. More inormation can be ound on www.iwight.com

AnnualReportandSummaryStatementofAccounts

LAAEndofYearPerformanceReport

OneIslandmagazine

Quarterlycabinetperformancereports

Servicedevelopmentplans

Guidetouseofresources

Self-assessment

Reporting our progress


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Appendix A strategies and plans

This is a list o strategies and plans that the council is delivering. For more inormation please see

www.iwight.com/council

Children and Young Peoples Plan 2009 to 2012

Community Strategy (Eco-Island) 2008 to 2020

Corporate Parenting Strategy 2001

Data Quality Strategy 2009

Economic Strategy 2008 to 2020

Homelessness Strategy 2008 to 2013

ICT Strategy 2009

Integrated Risk Management Plan 2007 to 2009

Isle o Wight Carers Strategy 2009 to 2013

Isle o Wight Council service development plans

Isle o Wight Cultural Strategy (to be updated in 2010)

Isle o Wight Housing Strategy 2007 to 2012

Isle o Wight Supporting People Commissioning Strategy 2005 to 2010

Learning Disability Services Strategy (to be updated in 2010)

Local Development Framework (Island Plan)

Local Transport Plan 2 2006 to 2011

Medium Term Financial Strategy 2009/2010 to 2011/2012

Organisational Development Strategy 2009-2011

Perormance Management Strategy 2008 and Framework 2008/2009

Policy Management Framework 2009/2010

Special Education Needs Strategy 2009

Strategy or Learning and Achievement 2009

Strategic Asset Management Plan 2009

Transormation Strategy 2009

Unitary Development Plan 1996 to 2011

Value or Money (VFM) Strategy 2009


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Appendix B strategic programme

The ollowing table summarises the strategic programme, linking the project outcomes, council priorities

and corporate themes. This programme is derived rom the councils overall capital programme,

highlighting schemes and projects contributing to council priorities. This programme is reviewed in line

with the councils budget setting process. The next review is due in 2010/2011.

Corporate

theme

Programme/

project/scheme Outcome Council priority

A thriving

Island

Improving Island

roads (Highways

PFI)

Securing long term investment

and improvement in the highways

inrastructure.

PFIandroads

Regenerationand

the economy

A healthy and

supportive

Island

General needs

housing

Deliveryofschemestoincreasethe

availability o aordable housing and

bring additional job opportunities to

the local economy.

Housing

Leisure acilityimprovement Deliveryofdetaileddesignworkandassociated capital cost estimates

or the provision o reurbished

community leisure acilities that will

accommodate existing and uture

demands.

Deliveringbetterservices

Regenerationand

the economy

Generate up to 190

aordable homes

To deliver a balanced housing market

on the Isle o Wight and ensure that

we meet the needs o those who are

unable to enter the housing market

or are accepted by the Isle o Wight

Council as homeless.

Housing

Pan urban

regeneration

Physical and social improvements

through the provision o new housing

and employment opportunities.

Housing

Regenerationand

the economy

Transorm social

care

The transormation programme on

the Isle o Wight will develop an

entirely new approach in supporting

people to make the right decisions

about their own support and welare,

and to help them live independent

lives.

Transformingsocial

care

Deliveringbetter

services


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Corporate

theme

Programme/

project/scheme Outcome Council priority

A sae and

well-kept

Island

Accessibility Improved acilities or pedestrians

and cyclists to aid accessibility to local

amenities and services.

PFIandroads

Regenerationand

the economy

Road saety

and trafcmanagement

Targeted improvements to ootways,

saety suracing, trafc signals,carriageway realignment and visibility

that will signicantly contribute to

the council's objective o making the

Island roads saer.

PFIandroads

CCTV UpgradedCCTVinfrastructure

and introduction o re-deployable

cameras, in place by March 2010.

PFIandroads

Fire and rescue

model or change

The delivery o a smaller, more exible,

responsive and eective workorce

which will demonstrate value or

money.

Fireservice

modernisation

Deliveringbetter

services

An inspiring

Island

One School

Pathnder

Work to secure a contracting partner

to deliver the new learning centre

in Cowes in preparation to start

construction in 2010.

Schools

School

reorganisation

Works on school inrastructure to

prepare or move to two-tier system,

ocused on primary school changes

or September 2010.

Schools

Delivering

better

services

Transormation Signicant improvements in the

way the council does business

including better needs-based servicedelivery, signicantly reduced costs, a

reduction in bureaucracy, better use

o assets and resources, and increased

value or money.

Deliveringbetter

services

Business systems

improvement

project

New integrated system in place

or nance, procurement, human

resources and payroll to improve

planning and rene processes and

realise revenue savings.

Deliveringbetter

services


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Appendix C strategic priorities and community strategy

This appendix outlines how the councils strategic priorities are linked to the outcomes within the themes

o the Islands sustainable community strategy (commonly reerred to as Eco Island). The Eco Island strategy

sets out a number o key outcomes under our themes, which will enable the Island to achieve its vision o

becoming a world renowned Eco Island, with a thriving economy, a real sense o pride and where residents

and visitors enjoy healthy lives, eel sae and are treated with respect by 2020.

The council, in its role as community leader through its democratic accountability, is responsible or

providing a lead in the delivery o the sustainable community strategy. The table below shows how the

outcomes under the our themes in this strategy are linked to our strategic priorities.

Council strategic priorities Community strategy, themes outcomes

School reorganisation

Inspiring raise standards.

Inspiring keeping children and young people sae.

Healthy and supportive improve emotional health.

Roads PFI scheme

Thriving increase inward investment.

Thriving protect natural environment.

Sae and well-kept clean streets and open spaces.

Transorming social care

Inspiring keeping children and young people sae.

Healthy and supportive increase lie expectancy.


Economic developmentThriving increase inward investment.

Thriving protect natural environment.

Fire service modernisation

Healthy and supportive increase lie expectancy.

Healthy and supportive support vulnerable people.

Sae and well-kept reduce crime and ear o crime.

Local housingHealthy and supportive increase lie expectancy.


Delivering better servicesThriving reduce carbon oot print.

Sae and well-kept clean streets and open spaces.

As part o our perormance ramework, we will be identiying key objectives and measures which will

show our progress towards the delivery o our strategic priorities over the next three years, and how thesecontribute to the achievement o the outcomes in the sustainable community strategy. These objectives

with their measures and targets or a three-year period will be published in the spring o 2010.

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Isle of Wight Council: Corporate Plan 2009-13

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