INTERNATIONAL COUNTRYSIDE STEWARDSHIP EXCHANGE
THE ISLE OF WIGHT, ENGLAND, UNITED KINGDOM

EXECUTIVE SUMMARY OF THE EXCHANGE

Introduction

The Isle of Wight, just off the southern English coast, is a well-known holiday and retirement location famous for its maritime heritage, spectacular coastline and rich landscape. Over three-quarters of the island is designated as of high environmental value. However, to the local communities there is the need to make a living in an area with poor transport links and a lower than average GDP. Within this context, and flowing from the work of the Area of Outstanding Natural Beauty (AONB) staff, the Island 2000 Trust is attempting to promote sustainable development, building a healthy local economy whilst enhancing the island’s unique heritage. Island 2000 Trust is a not-for-profit environmental trust founded in 1997. Its objective is to integrate landscape, economy and community priorities for sustainable island development. The Management Board of the Trust represents a local and regional alliance between the public, private and voluntary sectors.

Key Issues

Key Issues The team was tasked with investigating three main issues:-

· To recommend a method of working for the newly-formed Island 2000 Trust.
· To consider the implications of the variety of designations which have been placed on much of the island’s landscape for its sustainable development.
· To suggest a method of monitoring and evaluation of Trust projects.

Observations

Two important contextual factors are the international influences on the island’s economy and the developing appreciation of the power of integrated approaches to problem solving.

The island’s advantages include an enviable environment, designated for its cultural and landscape quality; an established tourism profile and a strong skills base. Problems include low GDP and wage levels within the region, high outward labour movement and a population people distorted by high retirement levels. Transport costs are also an issue Ð as on any island.

Important decision-making is seen by some as remote from the island. There is an apparent lack of an independent and accessible voice giving an “island wide” overview of policy as it relates to environment and advising on the different plans for the island’s future. Partly this reflects many different local agendas. Many of the designations aren’t well understood by many local people who see them as outside impositions. However, they still could be used to recognise and enable good land husbandry. The island community is a resourceful one and current initiatives show that many recognise the value of island-wide co-operation. However, there is a need to agree on what is the essence of the island’s character that is to be protected and that this be reflected in future development and conservation.

Recommendations and the Future

Vision for the Island 2000 Trust

Much of what has already been put in train needs to be built on and expanded. The team agree that the vision for the Trust should be “to demonstrate the linkages between landscape, economy and community on the Isle of Wight”. The Trust should raise its profile and encourage a wide understanding and commitment to this vision. It should work on an island wide basis, though also be responsible for implementing the AONB management plan in partnership with other actors. This shift in focus has implications for current work plans, structure and funding of the Trust. The Exchange Team proposes three primary roles for the Trust:- · Building partnerships among all actors, community, public agencies and private enterprise. · Act as a catalyst for new ideas and support pilot projects. · Document and communicate good practice and lessons learned, promoting better policy. There will be many potential partnerships. Pilot projects could include The Sunshine Fare and Natural Assets projects, demonstrating links between landscape and economy. However, the Trust should also implement projects directly, taking the lead in innovation.

Work Programme

The Trust has outlined, in its Memorandum of Association, four broad objectives, and the team believes these need developing into the following more specific objectives.

· Building Partnerships – with particular emphasis on the AONB and Heritage Coast areas.
· Valuing Landscapes – demonstrate that landscape has value for local people.
· Involving Local People – exploring alternative approaches to community participation.
· Integrated Approaches – demonstrate that integrated approaches to resource management can lead to sustainable environments and economically and socially healthy communities. The above objectives should provide focus and direction to the Trust’s efforts. Within each objective there are a number of likely activities such as:

o acting as facilitator, sponsoring workshops, developing joint action plans
o assisting partnerships in accessing funds and managing grants on their behalf
o acting as a catalyst, promoting new ideas and approaches
o identifying green products for small businesses compatible with landscape management capitalising on local cultural and natural heritage
o advise businesses on their environmental impact
o support a resource economist in studying the tangible and non-tangible benefits of AONB status
o increase the community’s awareness of designations and facilitate their involvement in identification
o carry out innovative approaches to community participation such as participatory appraisal
o carry out a programme of practical, projects to illustrate the benefits of an integrated approach, possibly using the East Yar Valley as an example, or on the Heritage Coast.

The Structure of the Trust

The team strongly advocates that local public and private organisations recognise the Trust as the lead organisation building the linkages between landscape, economy and community on the island. It should become an independent organisation Rwhilst retaining valuable links with, for instance, the Isle of Wight Council. Its Board of Trustees should reflect all the community’s stakeholders and include all partners and skills necessary to implement its programme. This may mean an expansion of current membership.

The Trust needs to carry out a strategic planning process including goals, objectives, structures, systems, procedures and fund raising. This may include establishing a Director with strategic planning skills, and developing a business plan. From the planning process there may be a need to redraft the current job descriptions. To provide initial funding for the planning work and a possible director post, proposals should stress the pioneering aspect of this work, the first transition of an AONB project to a sustainable institution, which could have national significance.

In the longer term fundraising should be an intrinsic part of the Business Plan, and here charitable status with a trading subsidiary may prove an effective model for the new Trust. Monitoring and Evaluation It is difficult with present monitoring systems to easily trace whether objectives have been met. Before this issue can be addressed a defined set of objectives, strategies and activities needs to be developed as outlined above. From this should flow a set of measurable criteria against which success can be evaluated.

The Team

· Lisa Challenger, Worcester County, Maryland (USA)
· Mike Kelly, North Devon District Council (UK)
· Alison Lammas, Countryside Commission (UK)
· Amanda Mathews, Harrogate Borough Council (UK)
· Dr Nancy Pollock-Ellward, University of Guelph, Ontario (CAN)
· Charles Worte, Credit Valley Conservation Authority, Orton (CAN)
· Barbara Wyckoff-Baird, Consultant, Tacoma Park, Maryland (USA)

Where to Find Out More: Ms Rachel Nightingale, Island 2000 Trust, The Gate House, Forest Road Newport, Isle of Wight PO30 5YS Tel: 01983 822118 Fax: 01983 822812

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©2002 Glynwood Center