PAPER B1

Purpose : For decision

Committee : EXECUTIVE

Date : 7 MAY 2002

Title : COUNCIL CORPORATE PLAN – VISION STATEMENT

REPORT OF THE LEADER & HEAD OF PAID SERVICE

Summary: This report outlines proposals to prepare a Corporate Plan for the Council. Specifically it seeks approval for the “Vision Statement”, attached as Annex 1, which sets the strategic context for the Plan.

BACKGROUND

1. Past annual management letters from the District Audit office, together with other independent inspection reports of Council services, have drawn attention to the need for stronger political leadership and corporate management.

2. In the past the Council has typically pursued an approach to service delivery founded upon an implicit all-party consensus about our needs and priorities. However, the continuing Government thrust to “modernise” the operation of local government, suggests that a more explicit statement of the authority’s strategic aims is now required.

3. A particular factor driving this agenda is the new Comprehensive Performance Assessment (CPA) initiative launched by the Government as part of a White Paper, “Strong Local Leadership – quality public services,” published in December 2001. The Government has charged the Audit Commission with responsibility for implementing the CPA initiative and producing a judgement for every local authority based on:

· The quality of its local services

· Its capacity to improve local services

· Its corporate and management effectiveness.

4. The CPA process will be rolled out to authorities between the spring and autumn of 2002 for County and Unitary Councils, with District Councils joining the programme from the autumn of 2002. The process will involve:

· A review of existing information (Ofsted report, Best Value reports, audit management letters, etc.)

· A self-assessment exercise followed by an inspection of the corporate capacity of councils to continuously improve service performance.

· Targeted inspections to plug gaps in service knowledge.

5. The information gleaned through this process will feed into a data model which will generate an overall ranking for councils as either:

· High performing

· Striving

· Coasting

· Poor performing

6. At the end of the process the performance of their local Council will be reported to every household on the area via a “Report Card”.

RESPONDING TO THIS AGENDA

7. An essential first step for the Council is to address the current gaps in our approach to corporate management, as highlighted in paragraphs 1 and 2 above. In particular, it is essential that the Council prepares a Corporate Plan setting out its vision and strategic aims for the Island. The Plan will form one part of a much wider planning process for both the Council and the Island. As Exhibit 1 (overpage) illustrates, the Corporate Plan will sit within a hierarchy of plans:

· Island Futures Community Strategy : sets out broad strategic priorities for the coming 10-15 years

· IW Council Corporate Plan : sets out the Council’s strategic priorities for the next 3 years and the contribution to the Community Strategy. The Corporate Plan will be supplemented by an Annual Action Plan setting out the annual programme through which the Council will move towards achievement of the Corporate Plan

· Service Plans : an annual plan setting out a detailed operational programme for each of the 19 service areas

· Personal Development Plans : individual plan for each member of staff setting out their role, responsibilities and development needs.

8. Cutting across each of these planning layers are a number of common values:

· Giving excellent service: we are committed to a culture of excellence and improvement in service delivery

· Listening to people : we are committed to working in partnership with the community.

· Working in partnership : we are committed to delivering services in partnership with other agencies.

· Being open and fair : we are committed to transparency and accountability and the highest standards of conduct by members and staff.

· Caring for our unique environment : we are committed to the principles of sustainability i.e. service delivery with the long-term interests of our community at heart.

EXHIBIT 1 : STRUCTURE OF THE PLANNING PROCESS

THE CORPORATE PLAN

9. The Corporate Plan will be structured in 5 parts:

Part 1: Council’s Vision : sets out the key strategic themes as developed and agreed by the Council.

Part 2: Island Context : sets out the background context to the Island and profiles the make-up of our community and the challenges which we face.

Part 3: Strategic priorities : sets out the strategic aims underlying each of the broad themes outlined in the Political Vision.

Part 4: Financing the Plan : sets out the financial background to the Plan outlining the constraints and medium-term forecasts.

Part 5: Making it happen : sets out details of how the Plan will be delivered and the actions required to support effective political leadership and corporate management.

10. With the agreement of the Economic Development Portfolio holder, the Council’s Head of Economic Development has been seconded to work to the Head of Paid Service and co-ordinate preparation of the Plan and preparatory work for the CPA assessment. Over the past few weeks attention has focused upon drafting Part 1 of the Corporate Plan - the Council’s Vision. Through the offices of the Deputy Leader a draft of this section has been prepared and is attached as Annex 1. The aim of this section is to set out in broad terms the Council’s strategic aims and aspirations. The vision identifies seven key goals and, for each, sets out the main priorities for the period 2002 – 2005. Later sections of the Corporate Plan will translate these strategic priorities into more detailed operational goals.

FINANCIAL IMPLICATIONS

11. Preparation of a Corporate Plan will assist the Council in ensuring effective use of the resources at its disposal.

CONCLUSION

12. It is anticipated that the Corporate Plan will be completed in draft by the end of May. It will be brought to the Executive Committee and Council for approval before going out for formal consultation with partner agencies and the general public.

13. It should be stressed that preparation of the Corporate Plan must mark a point of departure for the Council. The lack of such a document represents a gap in the authority’s management arrangements – the implicit all-party consensus approach, which has typified Council service development and delivery to date, needs to be replaced with a clear written statement about how the Council intends to improve the economic, social and environmental well-being of the Island. Furthermore, whilst preparation of the Corporate Plan is an end in itself, it should also be noted that failure to improve our approach to political and managerial leadership will inevitably be reflected in the CPA assessment.

14. Members are invited to comment upon, and approve, the Council “Vision Statement” (Annex 1) which will form the first section of the Corporate Plan.

RECOMMENDATION :

1. That the Executive Committee consider and approve the “Vision Statement” attached as Annex 1 to this report.

2. That the report be passed to full Council for their consideration and approval.

3.

Contact Point : John Bentley, Head of Economic Development

Tel. 823346

A KAYE Head of Paid Service

S SMART Leader of the Council

ANNEX 1 : THE COUNCIL’S STRATEGIC VISION, 2002 - 05

BACKGROUND

The Council already has an established statement setting out the primary aim of the authority - our vision is to “Improve Island Life” – a simple and succinct phrase. In order to realise this vision and set the context for development of a Corporate Plan, we have set ourselves 7 key goals :

· Providing high quality Council services

· Improving health, housing and the quality of life for all

· Encouraging job creation and economic prosperity

· Raising education standards & promoting lifelong learning

· Creating safe and crime-free communities

· Improving public transport and the highways infrastructure

· Protecting the Island’s natural environment

PROVIDING HIGH QUALITY COUNCIL SERVICES

We have many excellent staff working for the Council who work hard to provide high quality services for the Island. However, with continuous pressure on our budgets we need to use the staff and financial resources available to us in the most effective manner. In particular, we need to ensure that the organisational structure of the Council is capable of delivering the services that the community deserves and that that this is done to in such a way as to maximise value for money.

Through strong corporate governance, we will :

• put performance, quality and best value at the heart of the Council’s approach to service delivery.

• aim to be transparent, open and accountable in all we do.

• ensure effective scrutiny of our services

• value our staff and ensure that they are empowered to get on with the job.

IMPROVING HEALTH, HOUSING AND THE QUALITY OF LIFE FOR ALL

Our Island status brings with it many benefits – it inspires a high degree of pride and generates a strong local identity which is essential for the promotion of local democracy. Island status also provides a wonderful base for our tourism industry and supports a high quality of life for the majority of people.

However, despite the many positive aspects of Island life, for a significant minority of people the situation is not so favourable. 15 of our 48 wards are within the top 20% nationally of most deprived areas. At 26.1% of the total population, we also have one of the highest levels of retired people in the UK. The difficult life circumstances facing some people can mean that they are effectively excluded from the opportunity to live prosperous, healthy and fulfilled lives.

Social exclusion impacts upon people and communities in many different ways – it can exclude them from employment, from access to good quality affordable housing, from access to health care and from access to leisure activities. In overall terms it restricts the ability of people to realise their full potential, forcing them to live in unacceptable ways with damaging consequences for the individual and for social cohesion. It also acts to put a “brake” on economic prosperity on the Island and imposes additional costs on other tax payers.

Through our Social Inclusion Strategy, we will work with our partners :

• to reduce deprivation and social exclusion

• to promote healthy living

• to improve the availability of affordable housing and reduce homelessness

ENCOURAGING JOB CREATION AND ECONOMIC PROSPERITY

Put quite simply, the Island does not share in the economic prosperity more generally enjoyed by our mainland neighbours. Above average unemployment, low wages, a dependence upon a seasonal tourist industry and emerging skill shortages, all serve to restrict business growth and competitiveness.

In response to these challenges, the Council was instrumental in setting up the Isle of Wight Economic Partnership (IWEP). As an independent agency directly supported by the Council, IWEP has contributed to a marked change in the Island’s economic fortunes. Over the past 3 years over 1,000 jobs have been created or safeguarded, in excess of £20 million of Government and EU funding has been secured to support economic development, and unemployment has fallen by 26% between March 1999 and March 2002.

Of course, challenges still remain. Our manufacturing base remains particularly vulnerable as witnessed by a number of recent company redundancies. But our strengths in advanced materials production, in electronics and in the marine and leisure industries provide the basis for future prosperity.

Of particular importance is the Island tourist industry. The 3 million visitors to the Island bring annual investment of over £300 million. The industry is one of the fastest growing sectors in the world and has great potential to expand on the Island.

Through our Island Regeneration Strategy & Tourism Development Plan

we will work with our partners :

• to establish the Island as one of the fastest growing economies in the south east region, creating sustainable new jobs and investment opportunities.

• to support development of the Island as one of the UK’s leading tourist & leisure destinations

• to ensure that all our residents are able to share in the improving economic prosperity.

RAISING EDUCATION STANDARDS & PROMOTING LIFELONG LEARNING

We have many excellent schools on the Island and standards are continuing to improve year-on-year. The importance of education and lifelong learning is a priority for the Council – we believe that access to continuing education is a basic right for everyone. This is all the more so given the rapid pace of economic and technological change in the world. Harnessing and realising the talents of all, especially our young people, will be essential to the future of both the Island and the country as a whole.

Through our Education and Community Development Strategic Plan we will work with out partners :

• to raise achievement levels for young people and students of all ages

• to promote community learning to enable individuals to continue to learn throughout their lives

• to promote learning that is accessible to all regardless of ethnicity, culture or physical, social and intellectual attributes and ability to pay

CREATING SAFE AND CRIME-FREE COMMUNITIES

Compared with many mainland areas the Island is fortunate in being a relatively safe and crime-free community – recorded crime here is generally below the rates for

Hampshire and the national averages. Many of our elderly people, however, still have a perception that the Island suffers from a high crime rate. To live in a safe community which is relatively free of the fear of crime is an important contributory factor to the overall quality of life on the Island and is a key priority for the Council.

The Council acknowledges that all crime and disorder is unacceptable and, although we have a low crime rate on the Island, we aim to bring down the figures still further. Working through our Crime and Disorder Partnership we are confident in our ability to achieve this.

The Island is also unique in being the only Unitary Authority that is not part of a Combined Fire Authority in England. The Council is committed to the highest standards of fire safety and believes that a locally controlled service should be maintained on the basis that it best serves the interests of the Island.

Our environmental health, trading standards and other public protection services are also essential in maintaining safe communities.

Through our Crime & Disorder Strategy and consumer protection policies we will work with our partners :

· to reduce crime, disorder and the fear of crime and make the Island a safer place in which to live, to work and to visit.

· to support the continued provision of a locally controlled, managed and delivered fire service

· to ensure that our environmental health & trading standards services continue to protect public welfare

IMPROVING PUBLIC TRANSPORT AND THE HIGHWAYS INFRASTRUCTURE

As a predominantly rural community, transport is a key issue for many people - access to public transport or to a car is essential for travel to work, for shopping and for leisure pursuits. Almost one third (30%) of our residents have no access to a car and many live in rural areas poorly served by public transport. People without access to either public or private transport can be effectively excluded from society, its services and facilities. This is a particular difficulty for those who have mobility problems or are on low incomes and who may have trouble getting to basic services on or off the Island.

Although the Island’s public transport is of a generally good quality, it cannot meet all of the needs of a largely rural population and is seen by some as expensive. It is clear that in situations where public transport provision or access by foot is poor, inaccessible, or expensive, the lack of viable alternatives will often result in reliance on the private car. For those people without access to a car, problems of finding alternative transport, particularly at night, together with disability and mobility issues can result in them becoming isolated and reliant on others.

The Council recognises the concerns of many with regard to the costs of travel to the mainland but we remain opposed to the construction of a “fixed link” across the Solent.

Although a relatively small county, the number of road users using the Island highways infrastructure is high; this is due, in large part, to the volume of tourist visitors. The level of usage imposes a high level of wear and tear on our roads which, when combined with relatively low levels of Government financial support, results in difficulties in properly maintaining the infrastructure.

Through our Local Transport Plan we will work with our partners :

• to encourage travel by sustainable means, widening transport choice, minimising environmental damage and providing real alternatives for car owners.

• to provide and promote safe, reliable and acceptably priced public transport both on and off the Island

• to maintain our highways infrastructure to the highest standards.

PROTECTING THE ISLAND’S NATURAL ENVIRONMENT

The quality of the Island’s natural environment is second to none – almost 70% of the Island is protected by either UK or European environmental designations. In particular, we have an Area of Outstanding Natural Beauty (AONB) covering almost 50% of the Island together with 44 Sites of Special Scientific Interest (SSSIs) and 45 kilometres of Heritage Coast. The exceptional quality of our landscape is valued by both residents and visitors alike.

The Council is fully committed to protecting and enhancing this natural environment. We have already developed an Agenda 21 Strategy which aims to bring a “green dimension” to our actions – without steps to protect our Island’s environment, none of our other policies would have much purpose.

Through our Unitary Development Plan & Local Agenda 21 Strategy

we will work with our partners :

• to promote and deliver services which are sustainable in economic, social and environmental terms

• to protect and enhance the Island’s natural and built environment

• to make the best use of our natural resources and reduce the generation of waste

CONCLUSION

The Council is committed to delivering high quality public services and to do this we aim to focus on the improvements that local people have identified and are entitled to expect. Working with our partners we have recently established the Island Futures Partnership to develop a Community Strategy for the Island. Providing a broad policy framework for the coming 10-15 years, the Strategy is being drafted by partner agencies across the public, private and voluntary sectors. Supported and co-ordinated by the Council, the Island Futures Partnership will be a key means through which the authority is able to promote the economic, social and environmental well-being of the Island and our communities.

Development of the Community Strategy is well advanced – following extensive public consultation the Partnership have identified the key themes and priorities for action and intend to have the Strategy finalised for the Summer of 2002.

This, our strategic vision statement, provides the essential policy context for our Corporate Plan which will set out our contribution to delivery of the Community Strategy over the coming 3 years. Through our commitment to partnership working we are confident in our ability to work towards our vision to “improve Island life” and achieve a position where everyone leads a happy, prosperous and fulfilled life.