The Isle of Wight Council (IOW) is committed to dealing with complaints fairly and impartially and to providing a high quality service to those who make them. A very small minority of complainants make complaints that are habitual or vexatious, in that they persist unreasonably with their complaints, or make complaints in a manner which is deemed unacceptable; for example use of abusive language. This may involve making serial complaints about different matters, or continuing to raise the same or similar matters over and over again. The frequency of contact with the Council can hinder the consideration of their complaints and the ability of officers to provide a quality service to customers as a whole. How we manage these complainants will depend upon their nature and extent. If their persistence adversely affects the Council officers’ ability to carry out their work and provide a service to others, it may be necessary to address unacceptable behaviour by restricting contact with the Council.
The Constitution which sets out how the Council operates, how decisions are made and the procedures which are followed to ensure that these are efficient, transparent and accountable to local people. Some of these processes are required by the law, while others are a matter for the Council to choose.
This habitat action plan has been prepared through consultation with a range of organisations and specialists with the Isle of Wight BAP Partnership. It was first produced in 2002 and reviewed in 2008
The council tax leaflet issued with council tax bills 2010-11
Guidance from the Audit Commission on your rights to inspect, question and challenge councils accounts. Issued April 2012.
This Action Plan has been prepared through consultation with a range of organisations and specialists within the Isle of Wight BAP partnership. It covers a ten-year period from 2005-2015, with a review in 2010. This plan sets out the importance and benefits of the natural environment, and proposes actions to enhance community and individual paticipation. A series of action plancs covering the major habitat types on the Island has been produced in the period 2002-2004, and some species plans are also in preperation.
The Local Government White Paper “Strong and Prosperous Communities” (2006) encourages Local Authorities to involve local people in shaping and delivering local services. This includes helping local groups and organisations to deliver public and community services by transferring Council assets to community ownership.
This list represents a “Forward Plan” for property and gives an indication only of what premises may be brought forwards for disposal. Its purpose is to enable transparency in the disposal process. Inclusion of a property on this list does not guarantee that it will be declared surplus and offered for disposal (for sale or to let). Please do not assume therefore that all of these properties will be sold (or let).
Counter Fraud Procedure Manual
Counter Fraud Prosecution Policy
CAA 2009: Isle of Wight Council Organisational Assessment Report (Full) Version Dated 09 December 2009
CAA 2009: Isle of Wight Council Organisational Assessment Report (Summary) Version Dated 09 December 2009
This policy is aimed at helping Isle of Wight Council staff deal with complaints in ways which are demonstrably consistent and fair, comply with legislation and best practice, and in line with the Eco-Island Sustainable Community Strategy 2008-2020, the Council’s Corporate Plan and specifically the Council’s priorities of ‘Putting the Customer First’ and ‘Improving our Reputation with Residents, Visitors and Local Businesses’. It is an important and visible sign that the Council listens to and values customer feedback. This policy recognises the statutory duties placed on the Council by the Local Authority Social Services and National Health Services Complaints (England) Regulations 2009, and The Children Act 1989 Representations Procedure (England).
The overall aim of this guide, therefore, is to give clear guidance about how the council portrays itself. The guide describes the logo of the Isle of Wight Council, how it has evolved from the previous version and how it should be applied to stationery, publications, presentations, signage, uniforms and vehicle livery. It contains sample templates for letters, memos, faxes, agendas and minutes, which are available digitally on the intranet.
Council Tax leaflet issued with council tax bills for 2009-10
Council tax leaflet issued with council tax bills for 2007-08
Council tax leaflet issued with council tax bills 2006-07
Council tax leaflet issued with council tax bills 2005-06
Council tax leaflet issued with council tax bills 2004-05
Council tax leaflet issued with council tax bills 2003-04
Council tax leaflet issued with council tax bills 2002-03
The Corporate Plan 2011-2013 is the core strategic planning document for the authority, setting out the eight key priorities for the next two years.
This Plan shows details of how the Council will reduce carbon emissions from its buildings and services by 6% per year.
Council tax leaflet 2011-12
Contains information about the councils budget for 2012/13 and how it is funded, what element is made up from council tax charges, how these are calculated including parish council and police authority precepts.
Local Authorities are required under the Childcare Act 2006, Section 6 to ensure that there is sufficient, quality, flexible, sustainable childcare for parents and carers The Childcare Act 2006 defines childcare sufficiency as ‘sufficient to meet the requirement of parents in the (Local Authority’s) area who require childcare in order to enable them:
a) To take up or remain in work
b) To undertake education or training which could reasonably be expected to assist them to obtain work.
c) May have regard to any childcare which they expect to be available outside their area.
In order to meet the sufficiency duty local authorities are required to undertake a detailed assessment of the supply of, and demand for, childcare in their area. Qa Research was commissioned to undertake the Childcare Sufficiency Assessment on behalf of the Local Authority. The assessment included research and consultation with parents / carers, children and young people, employers, and providers.
This document presents the key findings of the assessment in line with nine indicators of sufficiency:
The Child Poverty Act 2010 enshrined in law the commitment to eradicate child poverty in the UK by 2020 and placed a duty on local authorities to:
•work with relevant agencies and named partners such as: Police, transport authorities, Primary Care Trust, Job Centre Plus - to reduce and mitigate the effects of poverty;
•prepare and publish a local Child Poverty Needs Assessment - to understand the drivers of child poverty and characteristics of those living in poverty;
•prepare and publish a Joint Child Poverty Needs Strategy - setting out the measures the Local Authority and named partners propose to take to reduce and mitigate the effects of child poverty
The Needs Assessment:
•will provide evidence and context for developing a strategic approach to child poverty by providing a deeper understanding of:
•the extent and distribution of child poverty on the Isle of Wight;
•the key drivers and characteristics of families living in poverty;
•the strengths, weaknesses, opportunities and threats to tackling child poverty
This organisational chart shows the children's safeguarding structure with direct reporting lines to commissioning managers within the Community Wellbeing and Social Care directorate.
This report reflects the importance that the Isle of Wight Council gives to ensuring that its children in public care are safe, cared for and achieving well.
The Capability Procedure can be used where a member of staff is failing to carry out their responsibilities or duties in a satisfactory manner, either due to a lack of ability, aptitude, inadequate training, or lack of experience. The purpose of the Capability Procedure is to provide a framework through which managers can work with employees to achieve, maintain and improve their performance, and to encourage and support where necessary.