PAPER C

Section 1 Introduction

1.1

Ryde Town Council commissioned the author to facilitate a Business Planning

Workshop with the aim of creating a strategic platform from which to develop a

Business Plan for the current term of the Council and beyond. The Business

Planning Workshop took place on Tuesday 3 March 2020 at the Aspire

Community Centre and was attended by most of the councillors and staff.

1.2

The programme for the day included the following key elements:

(i)

The day commenced by the facilitator setting the scene by

outlining the issues, challenges and opportunities currently facing

the local council sector in the wider context of a reducing public

sector.

(ii)

This was followed by delegates considering the Council’s future

role and activities. It included participants, divided into three

groups with a mix of councillors and staff, being requested to

consider the following questions:

• What are essential services, activities and assets for the

Town Council to continue to deliver or manage in the future,

and why?

• What other services and assets could or should the Town

Council be seeking to take more control over?

• How should the above services and assets (existing and

future) be delivered or managed (e.g. directly, contracted

out, in partnership with other organisations)?

• What are the main organisations with which the Council is or

could be working and how can this partnership working best

be managed?

When considering the above questions delegates were requested

to consider the implications of the 2018 ‘Vision for Ryde’ and the

recently approved ‘Ryde Place Plan’.

(iii)

The next session was for the delegates to consider of ‘Way

Forward’ for the Town Council by evaluating the key messages

arising from the questions posed in (ii) above. Participants

worked as one group for this exercise and looked at the possible

priorities of the Town Council over the short, medium and longer

terms. These deliberations, once considered by Council, will form

the basis of a Business Plan going forward.

(iv)

This was followed by delegates considering three key areas as

part of the delivery the previously identified priorities. Again,

PAPER C

participants were divided into three groups. In order to achieve a

different mix, the membership of the groups was changed from

the earlier group session. Participants were asked to consider

the following three elements linked to the development of a

Business Plan, namely:

• Funding of Activities

• Staffing implications

• Organisational and decision making structure.

(v)

Finally, those present considered the next steps required in order

to take the whole process of developing and implementing

Business Plan forward.

1.3

Those in attendance were as follows:

Councillors

Michael Lilley, Mayor

Adrian Axford, Deputy Mayor

Charles Chapman

Diana Conyers

Nancy Farrell

Phil Jordan

Karen Lucioni

Sue Lyons

Malcolm Ross

Lou Temel

Staff

Gareth Hughes, Responsible Financial Officer and Interim Clerk

Lisa Dyer, Deputy Clerk

Maiya Dixon

Liz Dutton

Elizabeth Gough

Shona Parnell

Liam Pearce

Phil Plant

Chris Turvey

PAPER C

Section 2 Summary of the Business Planning Workshop

2.1

The purpose of this report is to outline the findings arising from the Workshop

exercise and summarise the key aims, objectives, issues and some initial

priorities emanating from the discussions. The process was very positive and

all those present actively participated. The next stage is for the Council to

consider the outcomes of the Workshop as a strategic platform on which to

establish priorities, develop a new Business Plan and timeline for the duration

of the current Council and beyond. This will also include the first year of the

next Council in May

2021 as their budget will be set by the current

administration. It will also be necessary to consider the resources needed to

deliver the new Business Plan, both in terms of finance and staffing resources.

Consideration of the current

‘Core Services’ of the Council will also be

necessary. The ‘Core Services’ were not considered in detail as part of the

Workshop process but they are critical to the continued efficient management

and operation of the Town Council. A more detailed consideration of ‘Core

Services’ is outlined in Section 6 (paragraph 6.4, page 18). All of the foregoing

considerations will need to be completed formally ahead of the budget setting

process through the coming autumn. This will form the basis of the strategic

financial considerations in order to deliver the Business Plan.

2.2

The participants had a very clear vision for both the future of the town, the

community and for Ryde Town Council. During the process there was

enthusiasm for the future development of these areas and it was agreed that

the proposed Business Plan must be deliverable and properly resourced.

2.3

When finalising the Business Plan the Council also needs to consider ‘risk’.

Clearly the Council has a fiduciary duty to ensure that public money and

resources cannot be put to unnecessary risk. However, particularly in the

current public sector environment, there will be a need, at times, to consider

‘managed risk’, particularly when treading new ground. When doing so it is

essential that all known and anticipated issues are considered at the time and

clearly documented.

2.4

For the purpose of developing an initial timeline for the process, it is

recommended that the findings to date are divided into short, medium and

longer term objectives. This report will act as a guide by summarising the

opinions expressed at the Business Planning Workshop but it is important that

the proposed Business Plan is flexible, regularly reviewed and can respond

quickly to changes in circumstances or opportunities that may arise.

2.5

Delegates were very clear that they wanted to achieve some ‘quick wins’ in

order to demonstrate their commitment to the community. Wherever

appropriate these have been clearly identified in the following sections.

PAPER C

Section 3 The Council’s Future Role and Activities

3.1

To commence the visioning process the facilitator took the participants through

a series of questions in order to consider the future role of the Town Council in

order to provide the basis of considerations for the Business Plan. It will be for

the Town Council to consider which of the issues raised should be included in

the new Business Plan and what the priority should be. The four questions

posed regarding the future role of the Town Council were as follows:

• What are essential services, activities and assets for the Town

Council to continue to deliver or manage in the future, and why?

• What other services and assets could or should the Town Council

be seeking to take more control over?

• How should the above services and assets (existing and future) be

delivered or managed (e.g. directly, contracted out, in partnership

with other organisations)?

• What are the main organisations with which the Council is or could

be working and how can this partnership working best be managed?

When considering the above questions delegates were requested to consider

the implications of the 2018 ‘Vision for Ryde’ and the recently approved ‘Ryde

Place Plan’. The results put forward, in no particular priority order are outlined

below.

3.2

Question 1 - What are essential services, activities and assets for the

Town Council to continue to deliver or manage in the future, and why?

Toilets

Allotments

Skate Park/Activity Place

Town Council Office with public access. Human interaction in a more

visible location

Network Ryde Youth Service

Environmental Officers

Bin collections

Beach Cleaning

Grounds Maintenance

Life-Guard service

Christmas Decorations (Festive lighting)

Grant funding and Aspire Community Centre

PAPER C

Community Connector

Carnival, Pride, Classic Car and Mardi Gras events

Beach Soccer, Waterside and Paddling Pool

Swanmore Meadows

Care of public spaces

Pig Leg Lane Nature Reserve.

3.3

Question 2 - What other services and assets could or should the Town

Council be seeking to take more control over?

Canoe/Boating Lake

Splash Park

Beach Huts

Western Gardens

Working with Seaview Parish Council to address land and property

issues along the border

Local Markets (when High Street is pedestrianised)

Tourist Information Centre

Income from Poster sites

Ryde Harbour

Appley Tower

Beach Concessions

Appley Park

Ryde Theatre

Dotto Train (Eco friendly)

‘Civics’

The Pier

Housing

Tourist offer

Business Start-ups

Commercial enterprise

Event Management

Esplanade and the Beaches

Eastern Gardens

PAPER C

Community Orchard

Deck Chairs

Electric Bikes - hire and charging

Build allotment provision into housing development.

3.4

Question 3 - How should the above services and assets (existing and

future) be delivered or managed

(e.g. directly, contracted out, in

partnership with other organisations)?

Toilet cleaning - bring ‘in-house’ (initial outlay required for equipment)

Combine all sub-contractors into one company

Collaborative working with Wightlink, Hover Travel and Southern Vectis

More direct management

Seek expert advice

Third party CIC’s

Trust arrangements

More partnership working - Isle of Wight Council, neighbouring Parish

Councils and the community

Through funding from bodies such as Historic England.

3.5

Question 4 - What are the main organisations with which the Council is

or could be working and how can this partnership working best be

managed?

Isle of Wight Council - be more assertive

Aspire Community Centre

Regeneration Working Group

Councillors to be more involved in Community Groups

Collaborative working with Wightlink, Hover Travel, Network Rail and

Southern Vectis

Community organisations

Ryde Business Association

Ryde Historic Society

Historic England

English Heritage

Ryde Harbour users

PAPER C

Carnival community

Arts organisations

Chamber of Commerce

Isle of Wight Clinical Commissioning Group

Neighbouring Parish Councils

Ryde Town Council to facilitate groups to achieve projects

Co-ordinate support between fund beneficiaries

Set up Ryde Tourism Committee.

3.6

It can be seen from the foregoing that there was plenty of enthusiasm and ideas

for the future role of Ryde Town Council and Ryde itself. It is clear that there

are some strong views on some of the subjects and that warrants further

discussion before drafting the Business Plan and associated timeline.

Therefore, it is suggested that when the Council considers this report it will be

worth revisiting the lists above to consider the role of the Town Council and

allocate priorities accordingly. The creation of a Working Group to summarise

a way forward for the Council to consider would be a practical way of

approaching this. Such a role should also look at the resource issues likely to

be required to deliver the plan. However, those present had an initial attempt

to consider outline priorities is outlined in Section 4 (below).

PAPER C

Section 4 The Way Forward

4.1

The morning session considered the four previous questions and after a brief

lunch, delegates worked as one group to evaluate the headline messages from

the morning and consider some outline priorities for the Town Council in the

short, medium and longer term. The purpose of this exercise was to provide

the basis for Council to consider a Business Plan going forward and the

following timeline was agreed:

• Short-term

2020/21 (The budget is already set)

• Medium-term

April 2021 to March 2023

• Long-term

April 2023 to March 2025 and beyond

4.2

Delegates were very clear on the initial short-term priorities that should formally

be considered by Ryde Town Council, as follows:

An early ‘summit’ meeting with the Isle of Wight Council to discuss

devolution of services and assets and to agree areas of joint working that

would be mutually beneficial. Issues to include Ryde Harbour, the Beach

and Esplanade, the implementation of the Ryde Place Plan and items

listed in Section 3 (above). It should be noted that the Isle of Wight

Council has also adopted the Ryde Place Plan. This bodes well for

devolution and partnership good negotiations.

ii)

The ‘Town Hall/Theatre’ project should be treated as an early priority

and the involvement of Historic England was seen as essential.

iii)

Take an early proactive role with the Ryde Regeneration Group and

assess priorities accordingly.

iv)

Undertake an early review of services, contracts and assets, including

beach cleaning.

Encourage resident involvement in projects and initiatives from the

outset.

vi)

Taking over Appley Tower and Park.

vii)

Develop the Civic role further (Robes and Civic Memorabilia).

viii)

Consider resurrecting ‘Ticket to Ryde’ - Destination not Gateway.

4.3

With a visioning exercise such as this, enthusiasm can often take over and

there is a temptation to ‘front load’ priorities into the short-term. Many of the

above short-term suggestions can be commenced during 2020/21 and this will

show a real commitment by the Town Council and also to build momentum

which is vitally important. Inevitable some will be phased over the medium

PAPER C

and possibly longer terms. The initial ‘medium term’ priorities identified by

delegates were as follows:

Housing allocation for Ryde of 2,000 units:

ensure adequate infrastructure is provided

ensure developers are aware of Ryde Town Council’s

requirements and views.

review empty properties

consider the role of housing provider for Ryde Town Council.

ii)

Feasibility of mainland partnerships with University of Portsmouth and

the principal councils.

ii)

Transfer of Appley Tower.

iii)

Take over the Beaches and Esplanade.

iv)

Develop a Funding Plan, to include:

Business Development Officer

New income generation streams

‘Commercialisation’

Showcase event - Social Investment Funders

Joint initiatives with neighbouring Parish Councils and the Isle of

Wight Council

Involve Ryde School

Involve local residents as appropriate.

Review contracts

- grounds maintenance, contractors and cluster

working.

4.4

Although it was accepted that some elements of the previously mentioned

projects will end up as

‘Long term’, there were two projects specifically

nominated for the long-term, namely:

Ryde Town Council sponsored housing schemes

Assemble a ‘Property Portfolio’

4.5

Once the Business Plan is approved it is essential that Project Delivery Plan

and Timeline is developed in order to add a discipline for implementation. This

can be developed in order to deliver the priorities through the lifetime of the

Business Plan identifying the various projects and their key phases.

PAPER C

4.6

At the end of this session it was agreed there needed to be a Town Hall/Theatre

Project Team established and a very early meeting held to consider the project

in more detail to establish an action Plan with an associated timeline. One

suggestion was to consider the key elements of the possible project and

establish a Working Party to consider the detailed elements, reporting to

Council as appropriate. Some of the points agreed were as follows:

Undertake a Feasibility Study.

An early meeting with Historic England.

Develop a Project Plan.

Other comments included - create a focal point for the town, community

resource centre, include facilities and opportunities for young people

(music, dance etc.), consider the War Memorial and save the organ.

PAPER C

Section 5 How Do We Get There?

5.1

The participants were divided into three different groups for this session. They

were asked to consider the following issues in order to deliver the previously

identified initial priorities as component parts of a future Business Plan. Each

group was also given a diagram, prepared by the staff, showing a possible

organisational structure. In line with the previous deliberations there was a

great deal of common thought among the groups but with some different ideas

on approach. The summary of which is outlined in the next three sections.

5.2

Funding of Activities

Harbour Project - Public Works Loan Board for the capital investment

required followed by self-funding revenue to cover operational costs.

ii)

Income generation from new projects such as electric bikes and charging

points.

iii)

Fund raising from community initiatives such as selling commemorative

plaques.

iv)

Grants, bidding for funding streams, Lottery etc.

(see staffing

implications in 5.3 ii) below).

High Street Pedestrianisation - use HSHAZ funds.

vi)

Local business investment and sponsorship.

vii)

Precept - continues to fund some projects.

viii)

Collaborative working is the way forward and considering match funding

where appropriate.

5.3

Staffing Implications

It was agreed that the permanent staff structure would need to be

finalised once the new Town Clerk was appointed and their skills and

expertise considered.

ii)

It was stated that seeking external funding is a specialist skill and can be

time consuming. Some of the key staff do not have the capacity in terms

of time or skills, therefore some training is required. One option put

PAPER C

forward was to appoint a ‘bid writer’, either directly employed or on a

commission contract. Another was to seek from the Coastal Community

Fund but that assistance would be needed.

iii)

Project Management - There is a need for some of the current staff to be

trained in procurement, specification writing together with project

management. The latter was particularly with regard to the

implementation of the Business Plan. Dependent on the type and range

of projects included in the final Business Plan it may be prudent to ‘buy-

in’ expertise or project managers for one-off projects.

iv)

The need to appoint a ‘Business Development’ member of staff was

seen as a high priority, especially with the range of projects and

initiatives previously identified. Again, the type of person and range of

skills will be dependent on the appointment of the new Clerk and their

experience and capabilities.

Development of the staff team was seen as critical and that current

practice can be built upon. Once a Business Plan is approved the

objectives should then cascade down through the Town Clerk to the staff

team. This can be achieved by utilising a Personal and Development

Plan system, details of which can be provided on request.

vi)

The need for Media staff and/or training was put forward by one group.

vii)

Another group said that there was a need for additional staff and this

would increase the Town Council’s overhead costs but could be off-set

through increased income generation.

viii)

Staff capacity was a concern but it did not diminish enthusiasm.

ix)

One group suggested that there was a need to consider appointing a

Project Officer.

5.4

Organisational and Decision-Making Structure

Consider which elements of the Bristol City Council structure and

approach are appropriate for Ryde Town Council going forward.

PAPER C

ii)

Establish a Community Interest Company as the trading arm of the Town

Council.

iii)

Establish a Chairs Group where the Mayor, Deputy Mayor and the

Chairs of the Committees meet informally with the Town Clerk, once per

Council cycle of meetings, to review the previous cycle and discuss the

business to be transacted in the future and any related operational

issues.

iv)

The use of ‘SMARTER’ working techniques was mentioned by one

group. For those who an unaware of this acronym it comprises of the

following approach to objective setting:

 Specific - goals well defined with clear outcomes sought.

 Measurable - enable evaluation on whether a goal is achieved or not

 Attainable - ensure the goals are realistic given the resources,

knowledge and time available.

 Relevant - do they make a material impact on the overall objectives?

 Time-Based - set a specific timeframe within which goals must be

completed.

The Council needs to be ready for opportunities when they arise.

vi)

It was agreed that the Town Council needs a Scheme of Delegation.

This will need to document the key delegation to committees and key

officers to enable efficient use of resources, ensure decisions are made

at the appropriate level in the organisation and budgets delegated

accordingly.

Note - the author has already sent the Deputy Clerk a draft Scheme of

Delegation that can be customised to meet the requirements of Ryde

Town Council.

vii)

Reform or restructure the Ryde Regeneration Working Group.

PAPER C

viii)

Councillors Skills Matrix should be assessed and their skills and

expertise better utilised.

Note - the author has already sent the Deputy Clerk a draft that could

Councillors Skills Questionnaire that can be customised to meet the

requirements of Ryde Town Council.

ix)

Reduce the frequency of Council meetings.

One group suggested that the current Committee structure was time

consuming and not re-active.

xi)

Other changes put forward included Ward member meetings, an

improved dialogue with residents, discussions with groups who receive

grants from the Town Council, a Youth Council, open forums for

discussion and to widen the dialogue, not just with local groups.

xii)

A final comment in this section from one of the groups was ‘Trust -

Acting in Good Faith’.

5.5

The need to establish a Ryde Town Hall/Theatre Project Team or similar was

again reiterated as an essential early priority.

PAPER C

Section 6 The Next Steps

6.1

Arising from the process and considerations outlined in the previous chapters

it is now possible for the Town Council to identify their objectives and priorities

and to develop a Business Plan with a clear timeline. This will be on the basis

of short, medium and longer term objectives. It should be noted at this stage

one of the aims discussed was to ‘front load’ the plan with a number of short-

term objectives (quick wins). However, it should be noted that the process

tends to be refined as it progresses through the more detailed consideration

stages, particularly with regard to financial and staff resources. It is vital that a

future Business Plan is flexible in order to reflect and respond to changes

throughout the duration of the plan. In addition, it needs to be regularly

monitored and amended if necessary. As previously stated, the following

timescale for the Business Plan priorities is suggested:

Short term

2020/21 (Budget for 2020/21 already agreed)

Medium term

1 April 2021 to 31 March 2023

Long term

1 April 2023 and beyond.

6.2

A number of the items considered at the Workshop will require further

investigation, survey work or feasibility studies due to the nature of the projects,

in particular the proposed Town Hall/Theatre project. Although this could limit

some ‘quick wins’, both in terms of resources and finance, good progress can

still be made in the short-term. In order to assist this process, it is suggested

that a Project Delivery Plan process is undertaken at the outset. One fairly

simple technique that could be considered is the use of a Gantt Chart, as

mentioned at the Workshop. This will ensure that the workload can be properly

planned and managed and to avoid peaks and pressures on the staff team,

particularly with a wide range of initial tasks.

6.3

Although the Town Council has yet to formally consider this report and decide

on its priorities for the Business Plan it is clear there is a strong appetite for both

improving Ryde together with the services and facilities delivered by the Town

Council. To achieve this the role of Ryde Town Council will need to be

enhanced and developed. The priorities and content of the Business Plan now

need to be agreed and a timeline given to both implementation and review. It

is only at that stage, and with the appointment of a new Town Clerk, can the

level of resources required be assessed.

6.4

In undertaking this task the Council must not lose sight of the ‘Core Business’

of the Council and what this entails in terms of resource (finance and staff).

There is a significant amount of day to day and cyclical work involved in the

efficient operation of the Town Council. This was briefly touched upon at the

Workshop. For example, the amount of staff time involved in researching,

writing reports, preparing agendas, attending and minuting meetings, preparing

and actioning the minutes for committee and Council meetings. In addition,

there is the need to produce newsletters, maintain a website and appropriate

social media presence, organise the Annual Town Assembly and provide a

range of local initiatives and services as part of the ‘Core Business’. As a result,

PAPER C

there is limited ‘headroom’, as things currently stand, for new initiatives and

projects. However, as part of the resourcing of the Business Plan it is a good

idea to review whether everything currently being undertaken is essential or

whether the decision-making process can be rationalised.

6.5

The Council is clearly ambitious and is well regarded both within the community

and the local council sector. It is a very busy and proactive Council and the day

to day workloads are already high. The staff team is small but committed and

are keen to see the role of the Town Council develop.

6.6

Once a draft Business Plan is agreed it is recommended that a resource review

is undertaken at that time to ascertain how and by whom the plan can be

implemented. As part of this process the Town Council will need to reaffirm or

rationalise its core service and decision-making process. Any major projects

will require a range of feasibility and/or survey work that is required in the short-

term. It is also likely to involve a more complex level of project management,

as previously stated. This will require further staff training or may need to be

resourced with specialist contractors/consultants.

6.7

The Town Council has a good track record for training and development of its

staff and this will need to continue and be refined to meet the challenges ahead.

The Council also has a duty of care for its staff and accordingly risks must be

managed along the journey into the future.

6.8

As stated at the Workshop, business planning can be over complicated and

confusing, therefore it is recommended the Town Council uses a very simple

process to develop, monitor and amend its Business Plan.

PAPER C

Section 7 Concluding Remarks

7.1

The decision of the Town Council to hold a Business Planning Workshop shows

a strategic ambition to develop a Business Plan and initiate a range of projects

and service improvements for Ryde. They believe the role of the Town Council

in the future is central to achieving a wide range of improvements. The

Workshop itself was a very positive process with many good ideas and options

coming forward. The enthusiasm of those present and the way councillors and

staff worked so positively together bodes very well for the future. It is important

that Ryde Town Council now builds on this good start and creates a firm

foundation on which to move forward.

7.2

It is clear the Town Hall/Theatre project is an early priority as is the Harbour. A

new Town Clerk is shortly to be appointed and, once the new person is in place,

a review of the staff structure required to deliver the Business Plan can be

undertaken. The need to rationalise the decision making process was generally

agreed as well as the introduction of a Scheme of Delegation and a ‘Chairs

Group’. Such initiatives will improve business management and hopefully

provide staff savings with less servicing of meetings that can be reinvested into

service delivery. The need for a ‘trading arm’ of the Town Council was identified

as well as a business development officer and the establishment of a

Community Interest Company. A range of views were put forward regarding

financing and income generation to resource the Business Plan. It should be

noted that now is a good time to borrow money as interest rates recently hit an

all-time low. Borrowing for major capital projects means that future generations

will also receive the benefit and should therefore contribute to the cost.

7.3

The Place Plan for Ryde is a good document and shows the potential for the

town. It identifies a very clear and positive role for Ryde Town Council going

forward in partnership with a number of organisations. The role will include

service delivery, direct provision, influencing, positive partnerships and joint

working, steering projects and initiatives and the facilitation of others working

together. A fully integrated transport system and the need to connect the

Esplanade with upper Ryde is a good example of the latter. Such a project

would provide a good opportunity for the Town Council to work in partnership

with other local transport providers to achieve this by taking a local leadership

and facilitation role.

7.4

In today’s economic climate it is often difficult for one organisation to achieve

major capital projects or significant developments in service delivery.

Therefore, collaborative and partnership working is becoming increasingly more

common. To this end the fact that both Ryde Town Council and the Isle of

Wight Council have both formally adopted The Place Plan for Ryde bodes well

for future joint working. The Town Council clearly has a vision for the future for

realising the potential of Ryde and its community. Now is the time for brave

decisions and strong and positive local leadership. Provided it is properly

resourced and managed with councillors, partners and staff working positively

working together, a great deal can be achieved. The Town Council also needs

to involve the community in the delivery of the Business Plan and therefore

PAPER C

good communications is essential. Some of the better Business Plans include

a Communications Strategy at the outset and not leaving it to the last

consideration or an afterthought. The use of a branding strap line is a good

way of creating an identity for all that the Business Plan is seeking to achieve.

A strap line gives the process and projects a corporate identity that is

recognised by residents, visitors and partners. One of the delegates at the

Workshop mentioned ‘Ryde First’ which is a good suggestion.

7.5

As previously stated a Project Delivery Plan will be needed in order to

implement the agreed Business Plan and a Working Group should be

established to achieve this. The role of such a group would be to develop the

key elements of the Business Plan looking at the resource options required and

solutions as to how projects can be achieved. At times this will need to include

innovative solutions, including a more ‘commercial’ approach to project and

service delivery, new partnerships created, new income streams and sources

of funding identified. In Section 2 (paragraph 2.3) the need for the Town Council

to consider ‘managed risk’ was identified. It is for considerations such as these

that it was mentioned. The terms of reference for such a group would need to

be agreed by Council and key objectives set. The Workshop made excellent

progress in identifying a way forward and the next stage is key to make the

Business Plan a reality.

7.6

The Place Plan states “there is a unique opportunity now, in the hands of Ryde

Town Council, to set in motion a plan that will celebrate the distinctive

characteristics of place while demanding the best of the new, so that quality

and authenticity add richness to a life in Ryde”. It also described Ryde as the

town with all the gifts, the most likely to succeed and identified a wide range of

opportunities. The Workshop echoed much of that and showed there is no

shortage of enthusiasm, vision, commitment and local leadership. It is

important this is incorporated into the Business Plan and for the Town Council

to ‘make it happen and make a difference’.

Good Luck Team Ryde - The Future Looks Positive.