Document Library A to Z


Documents beginning with the letter 'I'

The aim of this strategy is to develop a framework that is consistent in its approach in preventing, responding to and monitoring bullying across schools and the Island community

• It is recognised that a partnership is where all partners are equally important. This means mutual appreciation of each other’s roles and objectives as well as mutual acknowledgement of the constraints facing both the Statutory and the voluntary and community sector.
• The public sector acknowledges the independence and diversity of the voluntary and community sector and the Sector’s right to challenge, comment or campaign on policy and practice.
• The voluntary and community sector acknowledges the public sector’s statutory responsibilities and the constraints placed on it by central Government directives and performance indicators.
• The voluntary and community sector also recognises the decision-making role of elected members and their democratic responsibility to balance the needs of everyone on the Isle of Wight and work within the resources available.
• Both sectors will respect the confi dentiality of information, when given to it on that basis.

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.

The purpose of this Strategy is to set the course for the Island’s economy that will address our challenges and secure benefits for the Island’s communities. The South East Region has a strong regional economic strategy and framework. Our local strategy and policy framework will need to compliment this.

The Government has the objective of stimulating private sector investment to deliver the best superfast broadband network in Europe together with increased coverage across the UK by 2015. Broadband infrastructure investment is vital to supporting the government’s economic growth agenda and this includes selective investment in rural and remote locations not served by traditional market mechanisms.

An Assessment of the Economic and Environmental Impacts of the 2008 Isle of Wight Music Festival.

In April 2010 Local Authorities were required to complete a Local Economic Assessment (LEA) of their area. The aim was to provide a comprehensive picture of the local economy, pulling together a wide range of data and evidence to tell a story of place.  This guidance was revoked in July 2010, allowing local authorities greater scope to use the duty as they see fit. On this basis, the Island LEA will provide the Council and its partners with a robust analysis of local economic conditions that will be used to inform economic policies and interventions.  

In April 2010 Local Authorities were required to complete a Local Economic Assessment (LEA) of their area. The aim was to provide a comprehensive picture of the local economy, pulling together a wide range of data and evidence to tell a story of place.  This guidance was revoked in July 2010, allowing local authorities greater scope to use the duty as they see fit. On this basis, the Island LEA will provide the Council and its partners with a robust analysis of local economic conditions that will be used to inform economic policies and interventions.  

A voluntary corporate peer review challenge into the Isle of Wight Council’s overall leadership and governance, how it works – and its capacity to deliver and meet future challenges took place in April 2014.

The peer challenge - at the request of the council - was carried out through the Local Government Association (LGA), and was conducted by councillors and officers from other councils as well as the LGA.

The Isle of Wight Council has published the findings of a voluntary corporate peer challenge which concludes that the council has made sound progress over the last year, but that the council recognises it is in transition and is presented with significant challenges.

The team undertook a review of council documentation and carried out a four-day visit, holding focus groups and meetings with staff, senior officers, councillors and partner organisations – as well as feedback sessions.

Peer challenges are not inspections, but designed to help councils further their improvement agendas by inviting the views of a ‘critical friend’.

Outcomes of the high investigation by Atkins to help the Council understand the barriers and opportunities to sustain and improve the Island Line service in the context of a new South West rail franchise.  The study was commissioned before the Department for Transport’s announcement about the future of the franchise.

Outcomes of the high investigation by Atkins to help the Council understand the barriers and opportunities to sustain and improve the Island Line service in the context of a new South West rail franchise.  The study was commissioned before the Department for Transport’s announcement about the future of the franchise.

Christopher Garnett’s final report considering the possible options for Island Line.

Covering letter from the Isle of Wight Council's Chief Executive, John Metcalfe, to the Department for Transport, in response to the consultation on the South Western rail franchise; with particular reference to Island Line.

Report to identify what is the ‘Island Factor’: phase 1.

Three specific themes have been identified and evidenced within the research report, which add additional costs to the provision of local authority services and, therefore, impact the council’s ability to deliver effective and efficient services, through being an Island: self-sufficiency, the Island premium and dislocation.

This document sets out the Councils planning policies, and was adopted in March 2012. The document includes strategic policies relating to land use (including Waste and Minerals) and development management policies. It is used when determining planning applications.

This document provides information on the Isle of Wight Library Service fees and charges from April 2018

A visual map of the temporary traffic restrictions in place around the Isle of Wight Festival 2018.

Temporary traffic order for the 2018 Isle of Wight Festival, outlining temporary restrictions in place in the run up, during and post the event.

This form is to be used to apply for a place on the Isle of Wight Council Traineeship Programme. It can be used by those who wish to refer a young person aged 16-24 years old, and any young person who wishes to apply themselves.

This document contains information on the fees for burials, graves and memorials at all council managed cemeteries.

This document contains information on cremation and crematorium fees, for the Isle of Wight Crematorium managed by the Isle of Wight Council.

A robust and transparent assessment of settlement coalescence sensitivity on the Island. To help Council to identify potential for further development around key settlements.

This report provides information on the total number of staff employed by the IWC over numerous financial years. This includes information on Social Workers, FTE's, Agency Workers, Starters, Leavers, Fire Service etc.

Document outlining the temporary traffic orders in place during the 2019 Isle of Wight Festival.

The current premises licence for the 2019 Isle of Wight Festival.

Partially replaces previous Performance and Risk Management Framework

An aspiration to see the introduction of electric cargo bike delivery services was included as part of the Isle of Wight Council’s successful Access Fund bid to the Department for Transport in 2016. Funding from the Access Fund has been earmarked to “pump prime” the introduction of such an operation on the Isle of Wight in 2019-20.

The electric cargo bike project is part of a wider ‘Cycle Service Delivery’ approach which also includes a project exploring how cycles can facilitate journeys made by organisations providing domiciliary care.

Guidance for management of projects within the IWC. The framework needs to be followed for all projects.  Further guidance can be obtained from Organisational Intelligence

Guidance for the management of programmes within the IWC. 

The Parking strategy takes a long-term realistic view of what is feasible and aims to support the needs of local residents, the business community and visitors. This strategy will ensure a fair and consistent approach to all elements of parking management, charging and enforcement across the Isle of Wight. 

For Project Managers to assess the level of compliance of their projects.  Cannot also be used as a tool for independent assurance of a project

The Isle of Wight Health and Care Plan is a shared vision between the NHS and the local authority to empower people to live more independently.

This document provides a summary of the Fostering Service at the Isle of Wight Council.

Topics include: What is fostering, Who can foster and why foster with us.

Terms and conditions for the Isle of Wight Council Household garden waste subscription service - February 2020

In line with the next phase of the UK’s response to the COVID-19 pandemic, the Isle of Wight Council (IWC) is required to review and update the Local Outbreak Plan. This 2021 update plan details how the Council and its partners will respond to further outbreaks of infection and covers the key aspects.

 

The council holds and manages a great deal of personal and confidential data relating to clients, customers, the public and its employees as well as commercially sensitive information. This policy sets the standards expected in order to maintain the security of information within the council. Its’ implementation will ensure a safe and secure environment for information held both manually and electronically. In particular that this information is handled in accordance with current data protection requirements

Since 2017, as part of a Department for Transport local authority funding competition, the Isle of Wight Council has been delivering the £1.8m ‘Transforming Travel on the Isle of Wight: Transition to Transformation’ programme.

The Isle of Wight Council and its partners are delivering the Transforming Travel programme between April 2017 and July
2021. The programme is delivering a range of initiatives to enable and encourage local residents and visitors to travel around the Island sustainably – by walking, cycling, car sharing and using public transport more. The 19 projects being delivered are grouped into three thematic workstreams:
 
1: Access to Visitor Experiences – targeting visitors
travelling for leisure; embedding active travel into visitor experiences and growing the visitor economy.
2: Access to Employment, Training & Skills – targeting jobseekers and people commuting to work and training;
normalising walking and cycling and transforming access
to opportunity.
3: Access to Education & Active Communities – targeting pupils and students travelling to education, and local
residents; improving the health and wellbeing of young people and families through more active travel.

This report highlights the key findings of these projects for the third and final year of the Access Fund Programme.

 

This statement provides a summary of the financial contributions the Isle of Wight Council as local planning authority (LPA) has secured for infrastructure and affordable housing through planning obligations from new developments.