THE FIRST 18 MONTHS

It is important that the prescriptions for positive action set out in the Place Plan, if adopted, be put demonstrably to use as quickly as possible. In this way public confidence, community optimism and political coherence can be supported by visible activity towards a common purpose, shared between collaborating organizations. The plan is designed to provide a menu of achievable projects, each of which represents the objectives and ambitions of the whole (each project area is in this way a ‘microcosm’ of the whole plan). This approach allows progress on delivery to flex between small and large interventions, according to resource and capacity, without losing momentum. In this way it is possible to achieve a consistent and cumulative programme of public benefit both by strategic planning and by expedient action, with the use of existing budgets across the town’s partnership of organizations, or by the investment of new funding from external bodies. This is not a conventional ‘all or nothing’ masterplan, it is a device for taking immediate action.

The first 18 months of the Place Plan’s life are critical. This period takes in the next local elections and so reaches between the current county and parish administrations and those to come. Continuity across this break in local governance is essential, and by making a start now, demonstrating an active, shared and imaginative will to lead positive change, Ryde Town Council, with its partners and affiliates, can shape a better future.

1. Upgrade the Vision Statement to A Manifesto For Ryde.

2. Set out in this document statements and policies that define and celebrate Ryde, and prescribe actions for a progressive, collaborative stewardship of the town. These measures would include:

• Protecting, enriching and connecting the free, accessible public spaces of Ryde, with a special focus on green infrastructure.

• Protecting and celebrating the civic buildings of Ryde and developing, or recovering, their community purpose.

• Expanding and enhancing community stakeholding in Ryde Esplanade by balancing public and private investment.

• Protecting and expanding Ryde’s Youth Service.

• Investing in Ryde’s third sector to build a resilient community foundation in every part of the town.

• Investing to create new opportunities for people to live and work in Ryde.

• Enacting the Biosphere principles of: o Finding new and better ways to protecting the diversity and quality of the town’s natural and cultural heritage. o Finding new and better ways to put the town’s natural and cultural capital to work for the benefit of the community of Ryde. o Ensuring that the inventory of Ryde’s features of interest and importance, the details of projects, plans and programmes, and the work of RTC and its partners is made as easily and freely available as possible in order to share opportunities for positive action.

3. Create MOU Agreements designed to define proactive collaborative partnerships with key services and stakeholders for the achievement of the Manifesto goals. MOUs should be drafted, discussed and signed off with each of the following as a start (but not an end) to this work:

• The 5 transport operators as one group.

• The membership of the Ryde Regeneration Group (including Ryde Arts), also incorporating the identity and objectives of the Ryde Coastal Community Team.

• The NHS and CCG, via the Locality Hub and Integrated Care Partnership.

4. Set out a work programme that quickly initiates something in each of the action zones, combining public space and social enterprise objectives, for example:

• High Street Heritage Action Zone, delivery of HAZ programme of physical improvements, community consultation and cultural outreach, incorporating the library, youth service and Aspire locations.

• The Town Hall and Theatre project incorporating affordable workspace and creative industry.

• Western Gardens and the Interchange, combining enhanced public space, improved public access, and investment in infrastructure.

• The Harbour and Skatepark, combining commercial, leisure and youth facilities within an enhanced public realm.

• The redevelopment of Appley Tower, incorporating the marine protected area, the landscape heritage of Appley Park and the opening up of the routes to Puckpool via future Harcourt schemes.

• The identity, waymarking and promotion of Monkton Village and its employment centres as both local destination and economic base.

• The design and implementation of the ‘Swanmore Country Park’, combining the existing public space, the Sovereign and Southern Housing public spaces, the Nicholson Road development and the proposals for shared and public space at Rosemary Vineyard and Penny Feathers.

• The implementation of the LCWIP and ECP in Ryde and an active use of their leverage over walking, cycling and public realm throughout the Ryde Urban Extension.

5. New budget setting by RTC, for 2020/21, to support Place Plan delivery through:

5. New staffing arrangements that more directly align Town Clerk with a Town CEO role in leadership and delivery and planning towards greater capacity for in-house public works.

6. The integration of the HAZ post(s) and RTC’s new staffing to better link policy and delivery work.

7. The development of the 3rd Sector Compact, trialled in 20/21, to align grants and contributions to place plan delivery, for example through the creation of the annual calendar of public events and activities around funded organizations.