The Island Context

On this page you will find:

The Island Context

Isle of Wight AONB cannot be considered in isolation from the rest of the Isle of Wight.  The very fact that the AONB consists of five distinct parcels of designated landscape spread out across the whole of the Island means that there is a strong interrelationship between the designated and the non-designated areas.  This interrelationship is: visual, in respect of views to and from the AONB (its setting) often including non-designated countryside or settlements; economic, in terms of the draw of the designated landscape for tourism and as a setting for other rural and land-based industries; and social, in that it provides recreational space for many larger communities immediately adjacent to the area.

This proximity to the most populated areas of the Island means that the AONB is easily accessed, having the ability to play a positive part in the health and wellbeing of the whole local community and contribute to the wider Isle of Wight economy.

The Isle of Wight Biosphere

The Isle of Wight AONB, in recognition of the intimate relationship between those areas both inside and outside the designation, promoted a nomination to UNESCO for World Biosphere Reserve status for the Isle of Wight. The submission was accepted, and the designation awarded on 19th June 2019. This international designation acts as an accolade for the Island’s community as a whole and recognises their commitment to sustainable development into the future.

The Isle of Wight Council has adopted the governance of the IW Biosphere Reserve and attends the UK Man and Biosphere Committee. A Biosphere Steering Committee has been established, independent of the local authority, to garner wide support for the designation and its development. www.iwbiosphere.org.uk

An important aspect of the Biosphere designation is the adoption and monitoring of the Island’s progress against the United Nations’ Sustainable Development Goals (SDGs THE 17 GOALS | Sustainable Development (un.org)). Many of the 17 goals reflect the aims and objectives in this Plan such as :

6: Clean Water and Sanitation

7. Affordable and clean energy

11: Sustainable Communities

13: Climate Action

15: Life on Land

These actions have led many to look at the principle of ‘Doughnut Economics’. In this theory, devised by the economist Kate Raworth in 2012 , reflecting the UN SDGs, suggests that we can no longer ignore the capacity of earth’s limited resources to allow continued economic growth measured by GDP (Gross Domestic Product). A new sustainable model is suggested whereby economic growth is checked by the damage that is being done to natural resources by the economic activity16.

‘Healthy Places for Healthy People to Lead Healthy Lives’

The Isle of Wight Health and Well Being Strategy 2022 – 202717 sets out the strategy for improving the health of the Island population, based on the need identified in the Joint Strategic Needs Assessment. Many things influence health and wellbeing such as the lives we lead, our social contacts, the environment around us, our jobs and homes and the health and care services that support us.

The ambition is to create healthy places for healthy people to lead healthy lives across the Island focussing on three priorities:

  • Healthy Places – healthy homes
  • Healthy People – mental health and emotional wellbeing
  • Healthy Lives – physical health

Together, the Health and Well-Being Strategy and the Health and Care Plan (2022-25), which sets out the strategy to achieve clinical and financial sustainability, have a joint aim to ensure that people on the Island live healthy and independent lives.

Recent research(18,19) has shown that access to landscape and nature can improve both mental and physical health and Isle of Wight AONB, amongst other places of natural beauty, can provide the opportunity for residents and visitors to experience real health benefits.

Economic Strategy

Solent 2050: An Economic Strategy for the Solent – The Solent Local Enterprise Partnership (Solent LEP)20

This is a partnership organisation between the business community, the further and higher education sector, three unitary authorities, eight district councils and one county council, all of whom are actively working together to secure a more prosperous and sustainable future for the Solent area.

The Solent LEP’s vision8 is (in the period to 2050) to be the globally leading maritime cluster and at the forefront of innovations to adapt to climate change, with towns and cities that are fantastic place to live, trade and with opportunities for all our communities to flourish. There are currently seven Strategic Priorities for the Solent LEP:

  • A world-leading marine and maritime economy
  • Pioneering approaches to climate change adaptation and decarbonisation
  • The UK’s capital of coastal renaissance
  • A thriving visitor, creative and cultural economy
  • Developing a world-class talent base
  • An outstanding business environment
  • Health and wellbeing at the heart of economic success

An important element of this strategy is the establishment of a Solent Freeport described as an opportunity to bring 32,000 jobs and £ 1.35billion investment into the Solent area.

A Solent Growth and Prosperity Strategy (SGPS) is currently being formulated (Oct 2024) with Isle of Wight Council, Portsmouth City Council and Southampton City Council. The aim of the SGPS is to provide an overarching framework for city region led growth, across the Functional Economic area and will sit in a hierarchy, above place-based local growth, and prosperity plans. It is envisaged that an Isle of Wight Growth and Prosperity Strategy will emerge from this process.

Isle of Wight Regeneration Strategy

The Draft 2018-2030 Regeneration Strategy for the Isle of Wight aims to set out how the Isle of Wight Council aims to ensure the economic future of the Island and create the Island that is a great place to grow up, live, work and visit.

Seven major elements of the Strategy have been identified:

  • Physical Regeneration.
  • Housing.
  • Infrastructure.
  • Using public assets as pump primers.
  • Skills and business development.
  • Area regeneration.
  • Communications, engagement, and partnership working.

There will also be initiatives required to undertake monitoring, evaluation and resourcing this regeneration.

Whilst many of the projects outlined in the Strategy do not directly impact on the landscape designation, the outcomes include the revised Local Development Framework (see below) and will seek to provide opportunities for sustainable economic growth in a climate of public service sector reductions in capacity, skills, and knowledge. When consultation has been completed and the Strategy adopted, it will replace the IW Economic Development Plan (detailed above).

Island Planning Strategy – The Island’s Local Development Framework22

The impact of development on the character of the landscape and settlements within the AONB is one of the most significant issues for AONB management. The planning process is the main regulator of development pressure within the AONB.  

The Planning and Compulsory Purchase Act 200423 (as amended) introduced a system of plan-making – the Local Development Framework (LDF).  It is not a single plan, but an overall term for a number of separate documents known as Development Plan Documents (DPD), which may be prepared at different times. The Island Plan (the Isle of Wight’s LDF) provides the basis on which planning decisions are made. The Isle of Wight Council Core Strategy (including Minerals & Waste) and Development Management DPD, set out how, in spatial planning terms, the Island will develop up to 2027.  The Island Plan Core Strategy was adopted by the Isle of Wight Council on 21 March 2012 and includes policy DM12 that references the IWAONB Management Plan.  A new and updated Island Plan – the draft Island Planning Strategy (IPS) – is now being taken forward and will align with the Levelling Up and Regeneration Bill (from 2023) and revision of the NPPF (December 2023). The Draft IPS includes a dedicated AONB planning policy (EV11).

The AONB Management Plan forms one of the key supporting documents referenced within the new Island Planning Strategy. This Management Plan seeks to add value to that process through its policies.

Isle of Wight AONB Planning Policy (EV11)

(for inclusion in the Island Planning Strategy 2024)

The impact of individual proposals and their cumulative effect on Isle of Wight AONB will be carefully assessed. Development proposals should demonstrate how they:

  • conserve and enhance the natural beauty and locally distinctive features of the AONB; and
  • reinforce and respond to, rather than detracts from, the distinctive character and special qualities of the AONB; and
  • would not, either individually or cumulatively, undermine the integrity or the predominantly open and undeveloped, special scenic and rural character of the AONB; and
  • would be appropriate to the economic, social and environmental wellbeing of the area or is desirable for the understanding and enjoyment of the area (where this is consistent with the primary purpose of conserving and enhancing natural beauty); and
  • contribute to the achieving the aims and delivery of the Isle of Wight AONB Management Plan;
  • consider the conservation and enhancement of wildlife and cultural heritage.

Where in exceptional circumstances and for wider planning reasons, planning permission is approved without the above criteria being met, then compensation for remediation and improvement of damaged designated landscapes will be sought to the features that form the special character of the Isle of Wight AONB.

Isle of Wight Education Strategy 2024 to 202324

In July 2024 the Isle of Wight Council produced its Education Strategy. This includes ‘Priority Two – Enriching curricular experiences with meaningful pathways to adulthood’ which states that the curriculum should be developed outside school, based on the natural environment and linked to their communities. As a result of this there is a commitment to develop opportunities to consider the impact of sustainability through climate education, green skills and career opportunities. The importance of climate education and sustainability is emphasised in the last pages of the document.

Mission zero – climate and environment strategy 2021 – 204025

In September 2021 the Isle of Wight Council published their Climate and Environment Strategy setting out the local authority’s aspirations and targets to achieve net-carbon zero in its own operations and as an island. The Strategy includes strategic outcomes for the Strategy; a review of the carbon footprint of the Isle of Wight; recommendations and an Action Plan with a target for the Island to be net-carbon zero by 2040. The Strategy details objectives and outputs for a variety of sectors including education and training, health, tourism, business, transport, renewable energy, housing and the environment including waste management.

Although all the Strategy is cross-cutting, Objective 5A seeks to ‘offset a minimum of 10% (55,820 tCO2) of baseline carbon emissions from the Isle of Wight baseline through planting, rewilding, and habitat restoration schemes’. These targets are supported by the local and national targets apportioned to this Plan and future work of the Isle of Wight National Landscape Partnership.

Adapting to the Influence of Climate Change

Research into the implications of the predicted climate change scenarios on the environment, community and economy of the Isle of Wight was undertaken in 201126. It specifically discusses the recommended role of the Isle of Wight Council as a lead strategic body but also sets out the key issues and suggested adaptations that may be needed:

The principal risks to the Island from climate change have been identified as:

  • Impact of fluvial flooding and extreme weather events on communities.
  • Impact of sea level rise, flooding and coastal erosion on the built environment and land use.
  • Impact on communities and businesses of water shortages caused by drought conditions.
  • Threats to human health due to new environmental conditions.
  • Limited capability of Island species and habitats to adapt to a changing climate and extreme events.
  • Economic instability caused by lack of sufficient adaptation particularly within the agricultural sector.
  • Impact on infrastructure and transport threatening business continuity.
  • Impact of extreme events on continuity of the Island’s energy supply.
  • Impacts of extreme weather on cross Solent supply chain: food, fuel, medicine.

Other considerations could include:

  • Limited capability of Island species and habitats to adapt to competition with ‘new’ species.
  • Impact on freshwater habitats of water shortages caused low flows and resultant water shortages during drought conditions.

The adaptation actions deemed as most critical to the safety of Island residents and continuity of public services are:

  • Conduct climate vulnerability mapping to identify priority at‐risk sites, settlements, developments, and properties across the Island.
  • Continue to monitor the state of the Island’s coastline, coastal infrastructure, and community.
  • Introduce appropriate climate change adaptation fully in all new and reviewed Isle of Wight Council strategic policies and programmes and minimise future risk through effective implementation.
  • Increase awareness amongst communities of how a changing climate will affect daily life and how they might adapt and prepare for sustained disturbance to routines and the acute impacts of extreme weather events.
  • Develop a freely accessible Island‐wide resource of comprehensive information and expertise on climate adaptation.

Anthropogenic climate change is a key influencing factor in the longer-term and can be taken as being relevant to all the topics in this plan.  Many of the risks and adaptation actions listed in the Isle of Wight Climate Adaptation Report and other similar reports are mentioned in the later topic chapters of this Management Plan.

Back to top