PAPER E
Purpose: For Decision

Committee

FULL COUNCIL

Date

24 JULY 2019

Title

CORPORATE PLAN

Report of

LEADER OF THE COUNCIL

EXECUTIVE SUMMARY
1.

This report sets out the vision and aspirations of the council’s administration in
a revised corporate plan. The plan looks over the longer term to the activities
and developments that will create an Island that is, “an inspiring place in which
to grow up, work, live and visit”. It also considers, in the context of the mediumterm financial strategy, what the council needs to do so that it can remain
financially sustainable. The plan establishes short term activities and measures
that will underpin the council’s pursuit of its vision. Members are asked to
consider the recommendations of the Cabinet in approval of the corporate plan.

BACKGROUND
2.

Full council at its meeting of 18 October 2017 approved the current corporate
plan. This set out the council’s vision and strategic priorities for 2017-2020. It
is important that the council has a corporate plan to reflect the aspirations and
desires of its political leadership; and the corporate plan needs to give due
regard to the needs of the Island and its many and varied communities as well
as the needs of the organisation to achieve financial sustainability and improve
its overall effectiveness in meeting the community’s needs.

3.

The corporate plan provides a framework for decision making, which ensures
that available resources are allocated to meet the priority needs of our
communities and what matters most to the Island. Having a clear vision for the
future, aligned with strategic priorities and activities also provides a framework
for managing the effectiveness of the organisation as a whole and individual
services. This in turn allows for good and effective scrutiny of both decisions
and performance.

4.

The Island has many challenges to face, and it has the ability to overcome
these challenges and for this reason, the corporate plan continues with the
already approved vision for the “Isle of Wight to be an inspiring place in which
to grow up, work, live and visit”. This vision continues to be underpinned by the
administration’s commitments to the Isle of Wight which are:

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5.

Providing sound financial management;
Delivering economic growth and prosperity; preserve our environment,
Protecting our community;
Planning for our future needs;

The success of the council in delivering the vision for the Isle of Wight will be
judged against the twelve outcomes that were set out in 2017 and continue to
be the outcomes included within the revised corporate plan. These outcomes
underpin the allocation of resources and the activity undertaken by the council.
Given the fluid nature of the plan, some will, out of necessity, be more important
than others, depending upon the prevailing environment in which the council
must deliver services. The outcomes are:
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A financially balanced and stable council
Businesses have confidence to invest in the Isle of Wight
Vulnerable people are supported and protected
All young people have the best start in life, so they can fulfil their potential
People have a place to call home and live with independence
People take responsibility for their own health and well-being
A well-educated and skilled community
The Isle of Wight is a leading UK visitor destination
Outstanding digital and transport connectivity
The community feel safe and the Island is resilient
The environment and unique Island characteristics are celebrated
Community needs are met by the best public services possible

6.

The corporate plan sets out the strategic priorities for the council and are
underpinned by a number of aligned and more detailed strategies and plans
that translate the vision, desired outcomes and priorities into robust, outcome
focussed delivery plans. More importantly, delivery of the priorities will require
collaboration between services across the council.

7.

The corporate plan includes an agreed set of performance indicators that will
provide the means by which to measure the success of the council’s stated
ambitions for the Island’s communities. These will be reported upon through
the quarterly performance reports to Cabinet and which will also be available to
the Corporate Scrutiny Committee for their review and challenge in assisting
the council on its improvement journey.

STRATEGIC CONTEXT
8.

This report introduces a review of the corporate plan with its associated
priorities, for consideration and adoption. If agreed, these will determine a tenyear focus for the council’s plans with accompanying short-term activities and
metrics consisted with its longer-term aspirations. This framework will inform
the allocation of the council’s resources.

CONSULTATION
9.

The plan has been prepared by the council’s administration in consultation with
Directors and senior officers. It has taken into account the environment within
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 which the council must provide its services as described by a number of data
sets, for example, the public health outcomes framework, adult social care
outcomes framework and Office for National Statistics data on population,
economy and deprivation.
FINANCIAL / BUDGET IMPLICATIONS
10. There are no specific financial implications for the council in approving the
corporate plan. The plan must be considered as a partner document to the
medium-term financial strategy and therefore has been written to align with it
and be delivered within currently available resources.
LEGAL IMPLICATIONS
11. There is no legal requirement for the council to adopt a corporate plan.
However, such a plan provides the necessary framework and context upon
which the council can direct its decision making and significantly contributes to
robust corporate governance arrangements.
EQUALITY AND DIVERSITY
12. The council as a public body is required to meet its statutory obligations under
the Equality Act 2010 to have due regard to eliminate unlawful discrimination,
promote equal opportunities between people from different groups and to foster
good relations between people who share a protected characteristic and people
who do not share it. The protected characteristics are: age, disability, gender
reassignment, marriage and civil partnership, pregnancy and maternity, race,
religion or belief, sex and sexual orientation. In the adoption of the plan, it is
not considered that there would be any negative impacts on any of the
protected characteristics, although in the delivery of individual strategies and
action plans that underpin the corporate plan, equality impact assessments will
be undertaken where necessary.
OPTIONS
13. Option 1 – To approve the corporate plan as set out in Appendix A and
recommend its adoption by Full Council, subject to any amendments proposed
by cabinet.
Option 2 – To propose and approve amendments to the corporate plan as set
out at Appendix A and recommend its adoption by Full Council.
Option 3 – To not approve the corporate plan as set out at Appendix A.
RISK MANAGEMENT
14. Failure to approve a corporate plan for the council will mean that there will be a
lack of clear direction and priorities upon which decision making can be directed
and resources allocated. It will also mean that the council is less likely to
secure improvements for the Island’s communities, fail to respond to the needs
of its residents and this will severely impact upon the council’s reputation.

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 15. Without a corporate plan there is a risk that key stakeholders and especially the
public will be unclear about the council’s aspirations and goals for the Island
and may therefore be unwilling to commit their time and energy to working with
the council for the betterment of the community. This would prove particularly
challenging as the council looks to attract new inward investment to stimulate
the economy and work more closely with its partners on, for example, the
integration of health and social care.
EVALUATION
16. It is appropriate to review the current corporate plan at this time to ensure that it
is reflective of the administration’s priorities for the council. The corporate plan
provides a clear strategic framework upon which available resources can be
directed to agreed priorities for action that our communities and staff can
understand and articulate. It also provides the basis for effective decision
making, action plans and delivery, clear performance and risk management that
contribute to ensuring successful delivery of outcomes.
17. The corporate plan is only the starting point in an effective performance
management and scrutiny framework. All other plans the council develops on
its own, or with its partners, need to align and underpin the corporate plan. It
therefore should be the basis for service, team and individual plans for each
member of staff.

RECOMMENDATION
18. Option 1 – To approve the corporate plan as set out in Appendix A and
recommend its adoption by Full Council, subject to any amendments proposed
by cabinet.

APPENDICES ATTACHED
19. Appendix A: Draft Corporate Plan 2019-2022

Contact Point:

Wendy Perera, Assistant Chief Executive and Director of Strategy
 821000 e-mail wendy.perera@iow.gov.uk

JOHN METCALFE
Chief Executive

COUNCILLOR DAVE STEWART
Leader of the Council
and Cabinet Member for Strategic Partnerships

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