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Foreword

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

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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 national 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

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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.

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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.

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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).

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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.

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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’.

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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

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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.

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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:

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.

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.

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.

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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.

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5. TIMELINE

Plan ImplementationTimeline

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

Objective/Activity - Core Activities

Timing

Committee

Officer

Facilities and Assets Committee

Objective 1 Maintain and improve availability and quality of public services

1.1 Provide and maintain public toilets

1.1.1 Plan when and how to re-open toilets safely

Immediate

A&F

AFO

1.1.2 Oversee implementation of Cleaning contract

Ongoing

A&F

AFO

1.1.3 Review to whom to allocate future contracts

2022

A&F

AFO

1.1.4 Improve toilet facilities in town centre in accordance with Facilities Management Plan

2021

A&F

AFO

1.2 Provide and maintain allotments

1.2.1 Consider any impact of Covid on management

Immediate

A&F

AFO

1.2.2 Supervise and maintain accordingly

Ongoing

A&F

AFO

1.2.3 Review fees and mode of operation

2023

A&F/F

AFO

1.2.4 Consider possible need for more allotments

2021

A&F

AFO

1.3 Provide floral displays in town and organise Ryde in Bloom contest

1.3.1 Oversee implementation of current contract

Ongoing

A&F

AFO

1.3.2 Review to whom to allocate future contracts

Annually

A&F/Fin

AFO

1.3.3 Organise Ryde in Bloom

2021

A&F

AFO

1.4 Provide Christmas decorations in town

1.4.1 Oversee current contract

Every season

A&F

AFO

1.4.2 Review to whom to allocate future contracts

Annually

A&F

AFO

1.5 Provide beach lifeguard and first aid service

1.5.1 Discuss policy for 2020 with Waterside

Immediate

A&F

1.5.2 Oversee lifeguard contract accordingly

Every season

A&F

1.6 Provide and maintain a skate park

1.6.1 Plan when and how to re-open safely

Immediate

NR/A&F

AFO

1.6.2 Operate and maintain accordingly

Ongoing

AFO

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1.6.3 Negotiate lease with IWC or review location

2020

NR/A&F

1.6.4 Consider grants available to rebuild park

2021

A&F

AFO

1.6.5 Review locking / Unlocking contract

Jan 2021

1.7 Develop and maintain parks, gardens, beaches and open spaces in conjunction with IW Council

1.7.1 Review impact of Covid on use with IWC

Immediate

A&F

1.7.2 Monitor provision of these services by IWC

Ongoing

A&F

AFO

1.7.3 Review RTC’s future role in their provision

Annually

A&F/Fin

AFO

1.7.4 Consider taking over the running of Ryde’s Playgrounds from IWC

2022

A&F

AFO

1.8 Provide an environmental protection service in conjunction with IW Council

1.8.1 Seek refund from IWC for lock-down period

2020

Fin

1.8.1 Monitor work of EOs employed by IWC

Ongoing

A&F

AFO

1.8.2 Review RTC’s future role in this service

Annually

A&F/F

AFO

1.9 Provide any other services as required

1.9.1 Review other services that RTC might take on

2021

CG/FC

1.9.2 Negotiate with IWC (or other current providers)

2021

CG/FC

1.9.3 Review need for any additional services

2022

CG/FC

Planning and Regeneration Committee

Objective 2: Protect, enhance, support and celebrate our rich environment

2.1 Implement and regularly review the Ryde Place Plan

2.1.1 Review Place Plan in light of Covid-19

Complete

PPC

2.1.2 Implement urgent Covid-related changes

Immediate

PPC

2.1.3 Review and revise plan regularly

Ongoing

PPC

2.2 Use the Council’s statutory role as a planning consultee to the best interests of the town

2.2.1 Review and revise Position Statement (PS)

Annual

2.2.2 Use PP/PS to inform comments on applications

Ongoing

2.2.3 Monitor progress on major developments

Ongoing

2.2.4 Develop additional Planning related strategy documents

2022

2.2.5 Develop Cycling and Walking Strategy

2021

2.3 Use the Public Realm Budget to enhance local infrastructure provision

2.3.1 Use Budget to fund urgent Covid adaptations

Ongoing

2.3.2 Use PP/PS to inform Budget allocations

Ongoing

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2.4 Implement Ryde’s High Street Action Zone project (HAZ) in conjunction with Historic England

2.4.1 Establish HAZ structures and procedures

Underway

HAZ

HAZO/PO/TC

2.4.2 Use interim phase for urgent Covid adaptations

Immediate

HAZ

HAZO

2.4.3 Review programme in light of Covid

Late 2020

HAZ

HAZO

2.4.4 Implement and monitor programme

Ongoing

HAZ

HAZO

2.4.5 Establish HSAZ accounting procedures

2020

HAZ

HAZO/RFO

2.5 To Consider Supplementing the CCTV Network in Ryde

2.5.1 To prepare report and costings for recommendation to committee

2021

Acquisition and Commercial Management Committee

3.1 Former St Thomas Church Building

3.1.1 Agree to pursue purchase

August 2020

3.1.2 Undertake feasibility study

Sept 2020

ACC/FC

3.1.3 Act in accordance with above

Sept 2020

ACC/FC

3.1.4 Undertake conveyancing and commission professional reports

Sept 2020

ACC/FC

3.1.5 Act in accordance with above

Jan 2021

ACC/FC

3.1.6 Work with Historic England Architect to formulate renovation plans

Oct 2021

ACC

3.2 Acquire and operate Ryde Harbour

3.2.1 Finalise negotiations with IWC

2020

ACC

BDO TC

3.2.2 Commission professional services and reports

2020

ACC

BDO TC

3.2.3 Review Business Plan in light of Covid 19

2020

ACC

3.2.4 Take-over, maintain and develop

3.3 Reclaim the Town Hall as a community asset

3.3.1 Get valuation

Underway

ACC

3.3.2 Review original feasibility study

2021

ACC

TC /

Consultant

3.3.3 Act according to outcome of above

2021

ACC

TC/BDM

3.3.4 Develop business case for theatre

Autumn 2020

ACC

Consultancy

3.3.5 Take the lead in developing a scheme for Community Management

2021

ACC

BDM

3.3.6 Research funding options

2021

ACC

Consultant

3.4 Provide deckchairs and other beach facilities in conjunction with other appropriate

organisations

3.4.1 Discuss and agree strategy for 2021

Autumn 2020

ACC

CAA/FAO

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3.4.2 Oversee deckchair provision accordingly

Every season

ACC

BDM

3.4.3 Consider provision of other beach facilities

Early 2021

ACC

BDM

3.5 Engage in other appropriate commercial activities

3.5.1 Appoint Business Development Manager

2020

3.5.2 Appoint consultancy to advise on development of commercial structure

2020

ACC

3.5.3 Establish commercial arm if appropriate

2021

ACC

TC/BDM

3.5.4 Explore other commercial opportunities

2021

ACC

TC/BDM

3.6 Recommend Commercial Scrutiny Process to Full Council

3.6.1 To develop all policies and scrutiny arrangements for commercial arm

2021

ACC

PPC/TC

3.6.2 Monitor and review

Ongoing

3.7 Effectively market the Town to Visitors

3.7.1 Commission Town marketing audit

Jun 2020

FIN/MWP

CAA

3.7.2 Deliver schemes already agreed within publication deadlines

Ongoing

FIN

CAA

3.7.3 Implement Marketing Audit recommendations

Autumn 2020

MWP

CAA/REC

Objective 4: Protect and promote the interests of residents

4.1 Operate the Covid-19 Emergency Response Hub in conjunction with Aspire Ryde

4.1.1 Review future need and operation

Underway

4.4.2 Gradual handover to community organisation

Mid-2020

4.4.3 Liaise with IWC to coordinate activities

Ongoing

4.2 Support the post of Community Connector at Aspire Ryde

4.2.1 Fund post in full 2020/21 if necessary

2020/21

Fin

FO TC

4.2.2 Support Aspire in seeking long-term funding

Ongoing

Fin

FO TC

4.3 Operate and develop the Council’s youth service, Network Ryde (NR)

4.3.1 Review impact of Covid on future activities

Underway

4.3.2 Operate accordingly (detailed plan needed)

Ongoing

4.3.3 Review role/structure of NR in light of wider role

2022

YO/TC

4.3.4 Consider offering outreach services to support Young People within the community

Late 2020

4.3.5 Consider suitability of premises with regard to social distancing and space

2020/21

NR/A&F

YO TC

4.4 Encourage and support closer collaboration between community organisations in Ryde

4.4.1 Encourage formation of third sector network

2020

4.4.2 Promote discussion of community hub

2021

4.4.3 Consider providing Community Development Support

2023

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4.5 Ensure that the objectives underlying the Age Friendly Island (AFI) project are maintained in

Ryde

4.5.1 Use AFI Charter to inform funding decisions

Ongoing

Fin

4.5.2 Encourage inclusion of AFI activities into 4.4

2020

TC/YO

4.6 Work with key stakeholders to reduce crime and Anti-Social Behaviour in the Town

4.6.1 Ensure the Town Council has representation on the Community Safety Partnership

Ongoing

4.6.2. Ensure effective working relationships with local Police and Health services

2020

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

town

5.1 Ensure that the Council has democratically elected political leaders

5.1.1 Liaise with IWC to fill current vacancies

2021

5.1.2 Liaise with IWC to elect new Council

2021

5.2 Establish and maintain appropriate decision-making structures

5.2.1 Formalise procedures under delegated powers

Sept 2020

TC/PPC

5.2.2 Adopt new TOR’s for committees

Sept 2020

5.2.3 Reinstate FC and Committee meetings

Sept 2020

5.2.4 Implement Workshop recommendations

Sept 2020

5.2.5 Adopt revised Standing Orders

Sept 2020

5.2.6 Review structures following elections if required

2021

TC/PCC

5.3 Establish and maintain adequate and appropriately qualified staff and ensure they are

adequately supported

5.3.1 Confirm post of Town Clerk (TC)

June 2020

Mayor

5.3.2 Review other staffing needs

Sept 2020

5.3.2 Establish and/or fill posts accordingly

Autumn 2020

5.3.4 Establish effective remote working procedures

Underway

5.3.5 Prepare contingency plans for future shutdowns

Underway

5.3.6 Commission appropriate HR support

Underway

5.3.7 Commission training/mentoring for TC

Underway

5.3.8 Establish appraisal/training for other staff

Underway

5.4 Manage the Council’s finances efficiently and effectively

5.4.1 Review 2020/21 budget in light of Covid-19

Underway

Fin

RFO

5.4.2 Prepare/approve 2021/22 budget

Underway

Fin

RFO

5.4.3 Commission grant application support

Underway

Fin

TC?

PAPER D

5.4.4 Monitor/review fund raising opportunities

Ongoing

Fin

5.4.5 Establish/utilise borrowing powers

2020

Fin

RFO

5.4.6 Develop short term Financial Strategy

Autumn 2020

Fin

RFO

5.4.7 Develop medium / long term Financial Strategy

2021

Fin

RFO

5.4.8 Research and agree adopting card payment system

Underway

Fin

RFO/ FO

5.4.9 Ensure internal and external audit are carried out in accordance with regulations

Ongoing

5.4.10 Review the Council’s community grant funding policy to ensure in line with Place Plan Objectives

2021

Fin

5.4.11 Restructure budget to reflect committee structure and responsibilities

Autumn 2020

Fin

RFO

5.4.12 Adopt revised Financial Regulations

Sept 2020

TC/RFO

5.5 Provide financial support for appropriate community organisations and activities

5.5.1 Review need/procedures in light of Covid-19

Underway

5.5.2 Relate allocation to Place Plan priorities

Ongoing

5.5.3 Use grants to market Ryde effectively

Ongoing

CAA

5.5.4 Commission review of advertising strategy

Sept 2020

MWP

FO/F&A/TC

5.5.5 Implement Marketing Strategy

Early 2021

MWP

CAA/REC

5.6 Work in partnership with other organisations

5.6.1 Continue membership of RRWG in interim

Ongoing

5.6.2 Strengthen relations with IWC in interim

Ongoing

TC/PCC

5.6.3 Review long-term partnership options

Ongoing

TC/PCC

5.6.4 Establish partnership structure accordingly

2021

CG/FC

TC/PCC

5.6.5 Develop MOU with IW Council

2020

5.7 Maximise public participation in Council activities

5.7.1 Ensure public access to virtual meetings

Underway

PCC

5.7.2 Promote constructive participation in meetings

Ongoing

PCC

5.7.3 Review/improve role of Town Meeting

2021

TC/PCC

5.7.4 Review/improve other forms of publicity

Ongoing

TC/REC

5.7.5 Explore other options such as citizens panels

2023

PCC

PAPER D

Abbreviations:

Committees/ Sub Committees :

FC Full Council

CG Chairs Group

A&F Assets and Facilities

Planning, Environment and Regen

Fin

Finance and Community Resources

ACC

Acquisition and Commercialisation

Network Ryde

Personnel Panel

Grants Sub-Committee

HAZ

Heritage Action Zone Working Party

Working/ Steering Groups

MWP Marketing Working Party

RRWG Ryde Regeneration Group

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