Strategic Plan 2026-2031

Our vision

We want Tiverton to be a thriving, welcoming and ambitious market town, proud of its heritage, confident in its future, and a great place to live, work and visit.

Tiverton Town Council is developing its first Strategic Plan to provide a clear direction for the future of the town and the work of the Council. This plan brings together the ideas, ambitions and priorities of the Council, and sets out how we will work to deliver meaningful improvements for Tiverton over the coming five years.

At its heart, this plan is about moving from good ideas to real delivery. Tiverton benefits from strong community spirit, committed councillors, and a shared desire to leave the town in a better condition than we found it. This plan provides the framework to bring together those ideas into a clear set of priorities, enabling the Council to act more strategically, consistently and effectively.

The Council recognises that Tiverton is shaped not just by formal decisions, but by the quality of its everyday places — its parks, streets, public spaces and town centre, and the distinct character of the places within it. Small, well-targeted improvements to these spaces can have a significant impact on residents’ quality of life and the overall perception of the town.

This Strategic Plan is structured around five key priorities: creating a vibrant town centre and local economy, delivering great spaces and community services, building a strong and connected community, supporting young people to thrive, and ensuring we are a council that delivers. Together, these priorities provide a clear and balanced framework for the Council’s work over the coming years.

We recognise that the Town Council does not act alone. Many of the outcomes we want to achieve will require partnership working with upper tier councils, local organisations, businesses, and community groups. This plan therefore sets out both what the Council can directly deliver and where it will work with others to achieve shared ambitions.

A key priority for the Council will be to take greater ownership and stewardship of local community assets and services where appropriate, ensuring they are well-managed, sustainable, and responsive to community needs. Alongside this, we are committed to strengthening engagement with residents — particularly young people and those who struggle to be heard — to ensure that the future of Tiverton is shaped by those who live here.

Provide a framework for delivery

Having an agreed Strategic Plan provides a clear framework for Tiverton Town Council to work within. It enables the Council to operate in a more consistent, coordinated and purposeful way, moving from reacting to individual issues towards proactively shaping the future of the town.

The plan brings together the ideas, priorities and ambitions identified through councillor discussions and strategic workshops, creating a shared direction that supports better decision-making and more effective delivery.

Clarify the role of the Town Council

The Strategic Plan helps to provide a clearer understanding of what the Town Council does, and what it does not do. While the Council plays an important role in local leadership, many services and decisions sit with other councils and organisations.

By setting out where the Town Council will lead, where it will work in partnership, and where it will advocate on behalf of the community, the plan helps manage expectations and ensures greater transparency about how change can be delivered.

Bring together ideas and turn into action

Tiverton Town Council regularly considers a wide range of ideas, projects and opportunities. This Strategic Plan provides a structure to bring those together into a coherent framework, ensuring they are aligned, prioritised and capable of being delivered.

Rather than a collection of disconnected initiatives, this plan sets out how different areas of work, from the town centre and community spaces to events, young people and local services, all fit together to achieve shared outcomes for Tiverton.

Commitment to the community

This plan sets out the Council’s commitment to making a positive difference in Tiverton. It reflects the shared ambition of councillors to leave the town in a better condition than they found it, and to act as responsible stewards of its places, services and future.

It also recognises the importance of community input. The priorities within the plan are shaped by local knowledge, experience and engagement, and the Council will continue to involve residents, community groups and partners in shaping and delivering its work.

A living document that supports accountability

The Strategic Plan is intended to be a living, working document. It will guide the Council’s decisions and investment over time, while remaining flexible enough to respond to changing circumstances and new opportunities.

Progress against the plan will be monitored and reported regularly, ensuring that both councillors and residents can see what is being delivered. By making the plan publicly available, the Council is committing to openness, accountability and continuous improvement in how it serves the town.

Our core priorities

These five priorities set out the Council’s framework for improving Tiverton over the coming years. They focus on the areas where the Council can take action, influence change, and support the town’s development.

The Council is committed to ensuring that these priorities are delivered in a way that reflects Tiverton’s values as a welcoming, inclusive and respectful town. We will seek to ensure that people from all backgrounds feel safe, valued and able to participate in community and civic life, recognising that our diversity strengthens the town and enriches the communities we serve.

Each priority highlights a key area of work, from the town centre and public spaces to community life, young people and how the Council operates.

1. Vibrant town centre and local economy. A lively and attractive town centre is essential to a thriving community. The Council will support regular activity and events to increase footfall, attract visitors and build confidence in the town. We will promote Tiverton’s heritage, natural assets and distinct character, while supporting a diverse mix of uses. Working with partners, the Council will help strengthen the local economy and ensure the town centre remains a welcoming and active place for residents and visitors.
2. Great spaces and community services. Everyday spaces such as parks, open areas and public facilities have a significant impact on quality of life. The Council will focus on improving these spaces so they are accessible, well-maintained and welcoming. We will take a more active role in the stewardship of community assets where appropriate, ensuring they are sustainable and well used. By making practical improvements and enhancing environmental quality, the Council will help create a more attractive and usable town.
3. Strong and connected community. A strong community is built through participation, shared experiences and a sense of belonging. The Council will support regular events and activities that bring people together, celebrate our shared diversity, and strengthen community life. We will celebrate Tiverton’s identity by recognising its people, culture and heritage, and by telling the town’s story. By working with local groups and improving communication, the Council will help create a more connected and inclusive town.
4. Supporting young people to thrive. Young people are central to Tiverton’s future. The Council will work with schools, youth groups and partners to better understand their needs and aspirations. We will support the development of a youth-led forum, giving young people a meaningful voice in shaping the town. Alongside this, we will support opportunities for participation and advocate for improved youth provision, helping ensure young people feel valued and connected.
5. A council that delivers. Delivering this plan requires a clear and structured approach. The Council will strengthen how it identifies, prioritises and delivers projects, ensuring resources are focused on agreed priorities. We will maintain effective governance, ensure the right capacity and skills are in place, and use funding effectively. Progress will be monitored and reported openly, ensuring accountability and helping the Council turn ambition into real outcomes.

Priority 1: Vibrant town centre and local economy

Tiverton Town Council is committed to supporting a strong and resilient local economy, centred on a lively, attractive and well-used town centre.

A successful town centre is not defined solely by retail, but by the overall experience it offers — a place where people choose to spend time, meet others, and return regularly. The Council will therefore focus on increasing activity, footfall and confidence in the town by supporting a programme of regular events, initiatives and improvements that bring people into Tiverton and encourage them to stay.

We will work with partners to strengthen the town centre’s role as the heart of the community, supporting local businesses, promoting independent retail, and encouraging a greater diversity of uses. This includes working collaboratively with upper tier councils, local business groups, volunteer groups and other stakeholders to build on existing initiatives and ensure a coordinated approach to the town centre’s future.

Tiverton’s identity as a historic market town is a key strength. The Council will promote and celebrate the town’s heritage, natural assets and distinct character, including the River Exe, the Grand Western Canal and the Town Leat, using these features to help tell Tiverton’s story and create reasons for people to visit and return.

The Council recognises that accessibility is essential to a thriving local economy. We will advocate for improvements to walking and cycling routes, safer and more sustainable travel options, and better connections to public transport, helping to ensure the town is easy to access for residents, visitors and businesses.

While the Town Council does not control all aspects of economic development, we will use our role as a local partner to influence, support and champion initiatives that contribute to a vibrant and prosperous Tiverton.

Our key objectives

• Support a lively and attractive town centre through regular activity, events and initiatives that increase footfall and attract people into the town.
• Promote Tiverton as a destination by celebrating its heritage, natural assets and distinct place-based character.
• Encourage a diverse and active town centre, supporting a mix of retail, leisure, cultural and community uses.
• Work with partners to strengthen the local economy and support local businesses, including independent retail and emerging enterprises.
• Advocate for improved accessibility, including walking, cycling and better connections to public transport.
• Prioritise sustainable improvements to the town centre.

Priority 2: Great spaces and community services

The Council recognises that the places residents use every day — parks, open spaces, playgrounds, public conveniences and streets — have a significant impact on quality of life. Well-managed, welcoming and accessible environments contribute to health, wellbeing, community pride and the overall perception of the town.

Tiverton Town Council is committed to improving the quality, accessibility and long-term sustainability of the town’s community spaces and services.

A key priority for the Council will be to take a more active role in the ownership, management and stewardship of local assets where it is appropriate and sustainable to do so. This will allow decisions to be made closer to the community, ensure spaces are maintained to a high standard, and enable improvements that reflect local needs and priorities.

In doing so, the Council will focus not only on maintaining assets, but on making the best possible use of them. This includes improving facilities, increasing accessibility, supporting a wider range of users, and ensuring that spaces are safe, inclusive and welcoming for all ages.

We will also seek to enhance the environmental quality of Tiverton’s public spaces. This includes supporting biodiversity, improving green infrastructure and contributing to a more sustainable town, while ensuring that environmental improvements are practical, visible and integrated into the spaces people use every day.

The Council will work with partners to support the transfer or shared management of assets where this offers clear benefits to the community and represents value for money. Any such decisions will be based on careful assessment of long-term costs, responsibilities and outcomes.

The Council aims to ensure that Tiverton’s community spaces and services are not only protected, but actively improved, creating a town that is more attractive, more usable and better equipped to meet the diverse needs of its residents.

Great spaces shape everyday life — from parks and play areas to the streets people use daily — and by improving, caring for and making the best use of these places, we can create a town that is more welcoming, more inclusive, and better for everyone who lives in, works in, and visits Tiverton.

Our key objectives

• Take greater ownership and responsibility for community assets and services where this is sustainable and beneficial to the town.
• Improve the quality, accessibility and usability of parks, open spaces, playgrounds and public facilities.
• Make full and effective use of the town’s assets, supporting a wider range of activities and users all year round.
• Focus on enhancing everyday spaces to deliver visible improvements to residents’ quality of life. Ensure community spaces are safe, inclusive and welcoming for people of all ages and backgrounds.
• Enhance biodiversity and environmental quality across the town in a practical and visible way.

Priority 3: Strong and connected community

The Town Council is committed to strengthening community life by creating a more connected, active and engaged town.

A strong community is built not only through services, but through shared experiences, participation and a sense of belonging. We will support opportunities for people to come together regularly, recognising that consistent activity rather than occasional events is key to building lasting community connections and civic pride.

We will develop and support a programme of events, activities and initiatives that bring people into the town, encourage participation, and make Tiverton a more vibrant and welcoming place.

This will include working with local organisations, volunteers and partners to build on existing successes and to create new opportunities that reflect the interests and diversity of the community.

The Council will play an active role in celebrating Tiverton’s identity by recognising the achievements of its people, promoting local culture, and telling the town’s story in a way that reflects its heritage, character and future ambitions. This includes making better use of the town’s unique features — including its historic environment, river, canal and public spaces — as focal points for the community.

We will also focus on strengthening links between community groups, volunteers and Council-led initiatives, helping to create a more joined-up and collaborative approach. By supporting and enabling community-led activity, the Council can help build capacity within the town and ensure that local energy and ideas are translated into meaningful outcomes.

The Council will improve how it communicates and engages with residents, ensuring that people are better informed about what the Council does, how to get involved, and how their views can be heard. Engagement will be meaningful and structured, ensuring that feedback is listened to and reflected in decision-making.

By taking these actions we aim to foster a stronger sense of community, where people feel connected to their town, proud of where they live, and able to play a role in shaping Tiverton’s future.

Our key objectives

• Support regular events, activities and initiatives that bring people together and strengthen community life.
• Tell the story of Tiverton in a way that reflects its heritage, character and future ambitions.
• Work with community groups, volunteers and partners to deliver a coordinated and inclusive programme of activity.
• Strengthen connections between organisations, groups and Council-led projects to create a more joined-up approach.
• Improve communication and engagement with residents, ensuring people are informed, involved and able to contribute.
• Support and enable community-led initiatives and volunteering.

Priority 4: Supporting young people to thrive

Young people are a vital part of Tiverton’s present and future, yet their voices are not always heard in traditional decision-making processes. The Council will take a more proactive approach to engaging with younger residents, working with schools, youth groups and community organisations to better understand their needs, priorities and aspirations.

Tiverton Town Council is committed to ensuring that young people are supported, represented and actively involved in shaping the future of the town.

A key priority will be to support the creation of an independent Youth Forum, supported by the Town Council but led by young people themselves. This will provide a meaningful and structured way for younger residents to contribute ideas, influence local priorities, and take part in shaping projects that affect them.

By creating opportunities for young people to take part, lead initiatives and access support, we can help build confidence, skills and ambition — ensuring the next generation feels connected to their town and able to succeed within it.

The Council will support opportunities for young people to take part in community life, including volunteering, events and local initiatives. By creating pathways for participation, we aim to help young people build confidence, develop skills and feel a stronger connection to their town and community.

We recognise that access to appropriate services and opportunities is critical to young people’s wellbeing and long-term prospects.

The Council will work with partners to support the development and strengthening of youth provision in Tiverton, including youth activities, safe spaces and support services, and will advocate for improved post-16 education and training opportunities within the town.

We aim to ensure that Tiverton is a place where young people feel valued, supported and able to contribute — not only as future residents, but as active participants in the town of today.

Our key objectives

• Support the creation of an independent Youth Forum or Youth Council, enabling young people to have a meaningful voice in the town.
• Work with schools, youth groups and partners to better understand and respond to the needs of young people.
• Provide opportunities for young people to take part in community life, including volunteering, events and local initiatives.
• Support the development of youth provision, including activities, services and safe spaces for young people.
• Advocate for improved post-16 education and training opportunities within Tiverton.
• Ensure that young people are considered in the design and use of public spaces and community facilities.

Priority 5: A council that delivers

To deliver this Strategic Plan, Tiverton Town Council will ensure that it has the capacity, structures and processes in place to act effectively, make informed decisions, and deliver meaningful outcomes for the community.

A key priority for the Council is to move from ideas to delivery. This requires a clear and consistent approach to identifying, prioritising and managing projects that align with the Council’s strategic objectives.

The Council will establish and maintain a structured framework for strategic projects, ensuring that proposals are properly assessed, prioritised and delivered in a transparent and accountable way that takes into consideration the needs of our community.

This will ensure that resources are focused on agreed priorities, that projects are supported by clear evidence and business cases, and that risks, costs and long-term responsibilities are properly understood before decisions are made.

The Council will review its governance arrangements, including committee structures and schemes of delegation, to ensure they are clear, effective and aligned with the delivery of the Strategic Plan. This will help ensure that decisions are taken at the right level, responsibilities are clearly defined, and councillors and officers are able to work together effectively.

We will also ensure that the Council has the staffing, skills and financial resources required to deliver its priorities. This includes making best use of available budgets, seeking external funding opportunities where available, and ensuring that resources are deployed in a way that maximises impact for the town.

Transparency and accountability will be central to this approach. The Council will communicate clearly about its priorities, decisions and progress, ensuring residents can understand how public money is being used and what is being delivered.

Progress against the Strategic Plan will be monitored and reported regularly, allowing the Council to review performance and adapt where necessary.

Tiverton Town Council will strengthen its role as a capable, responsive and effective local authority, able to deliver on its ambitions and provide strong leadership for the town.

Successful delivery will depend not only on setting priorities, but on maintaining momentum over time.

The Council will adopt a disciplined approach to implementation, with clear milestones and regular review points. This will help ensure that agreed projects continue to progress between formal decisions, that obstacles are identified early, and that the Council remains focused on practical outcomes rather than aspiration alone.

Good governance is not only about structure, but about clarity, accountability and consistency. The Council will develop a clear approach to monitoring progress, measuring success and learning from experience.

Our key objectives

• Establish a clear framework for identifying, prioritising and delivering strategic projects aligned with the Strategic Plan, using financial resources effectively and seeking external funding where appropriate.
• Ensure the Council has the staffing, skills and resources required to deliver its priorities.
• Provide clear, transparent communication about the Council’s work, priorities and decisions.
• Ensure that decisions are informed by evidence, clear objectives, and an understanding of costs, risks and long-term responsibilities.
• Review and maintain effective governance arrangements, including committee structures and schemes of delegation.
• Monitor and report progress against the Strategic Plan, ensuring accountability and continuous improvement.

The Tiverton Neighbourhood Plan

The Council’s Strategic Plan and the Tiverton Neighbourhood Plan serve distinct but often complementary roles in shaping the future of the town.

This Strategic Plan sets out the Council’s core objectives, priorities and areas of focus across a wide range of services and activities. It is concerned with what the Council is seeking to achieve for Tiverton and how it will organise itself to deliver those outcomes. It is not a planning policy document and does not seek to guide or determine land use, development or planning decisions.

The Tiverton Neighbourhood Plan, by contrast, is a statutory planning document forming part of the development plan. It provides the policy framework used to guide and determine planning applications, including matters such as housing, design, environment and infrastructure. It reflects the community’s vision for how Tiverton should grow and develop over time.

• The Strategic Plan defines the Council’s priorities, direction and delivery approach.
• The Neighbourhood Plan defines planning policy and guides development decisions.

While separate in purpose, the two documents are closely aligned in intent. Both are rooted in the priorities of Tiverton’s residents and both contribute to the long-term wellbeing of the town. The Council will ensure that its strategic objectives are consistent with, and supportive of, the principles set out in the Neighbourhood Plan where relevant.

At the same time, the Strategic Plan extends beyond planning. It covers areas such as community engagement, service delivery, organisational effectiveness and local leadership — matters which sit outside the scope of the Neighbourhood Plan but are essential to achieving the town’s wider ambitions.

We recognise this clear distinction, and through ensuring alignment where appropriate, the Council can provide coherent leadership — using the Neighbourhood Plan to guide development, and the Strategic Plan to drive delivery and broader outcomes for Tiverton.

What success looks like

Success will be measured not by what is agreed, but by what is delivered, how effectively the Council operates, and the difference this makes to the town and its residents.

A successful Council will be one that is focused, accountable and able to demonstrate clear progress against its priorities. It will deliver on its commitments, make informed and timely decisions, and use its resources in a way that achieves tangible outcomes for Tiverton.

Success will also be reflected in the Council’s ability to maintain public confidence — through transparent decision-making, clear communication, and a visible track record of delivery. Residents should be able to see what the Council is doing, understand why decisions are being made, and recognise the impact of its work in their communities.

In organisational terms, success means a Council that is well-run and resilient. Governance arrangements will be clear and effective, roles and responsibilities well understood, and councillors and officers working constructively together. The Council will be able to manage risk appropriately, respond to challenges, and sustain delivery over time.

To ensure that progress can be clearly understood and evaluated, the Council will adopt a proportionate and practical approach to performance measurement. This will focus on a small number of meaningful indicators, supported by regular reporting and review.

Delivery and progress

• Delivering projects that make a visible difference to Tiverton.
• Turning strategic priorities into completed projects and lasting improvements.
• Demonstrating measurable progress against the Council’s Strategic Plan.

Decision-making

• Well-informed decisions supported by clear evidence.
• Timely decisions that enable projects to progress effectively.
• A transparent decision-making process that is understood by councillors and residents.

Financial stewardship

• Delivering projects on time and within approved budgets.
• Making the best use of Council resources to achieve agreed priorities.
• Securing external funding and partnership investment wherever possible.

Community engagement

• Meaningful opportunities for residents to shape the future of Tiverton.
• Clear, accessible and easy-to-understand Council communications.
• Decisions that are informed by community engagement and local feedback.

Organisational effectiveness

• Clear leadership, with committees working together towards shared priorities. Staff and councillors supported to deliver the Council’s priorities.
• Effective partnership working that adds value for the community.
• Learning from experience to continually improve how the Council delivers projects and services.

Impact on the town

• Visible improvements that enhance the places people live, work and visit.
• Better outcomes that reflect local priorities, community needs and resident aspirations.
• A stronger sense of pride, belonging and confidence in Tiverton’s future.

Monitoring and review

Progress against these measures will be monitored regularly and reported in a clear and accessible way. This will allow the Council to track delivery, identify areas where additional focus is needed, and make informed adjustments where circumstances change.

The intention is not to measure everything, but to measure what matters. By focusing on outcomes, delivery and accountability, the Council will ensure that this Strategic Plan remains a practical tool for guiding action and demonstrating impact.

Partnership working

Delivering our ambitions for Tiverton will require collaboration beyond the Council itself. Many of the outcomes set out in this Strategic Plan depend on working constructively with a range of partners, including upper tier councils, local businesses, community organisations, voluntary groups and residents.

The Council will take a proactive approach to partnership working, recognising that strong relationships enable better coordination, reduce duplication and make more effective use of limited resources. Where appropriate, the Council will seek to align its priorities with those of key partners, ensuring that collective effort is directed towards shared outcomes for the town.

The Council will engage early on strategic issues, contribute local insight and community knowledge, and ensure that Tiverton’s interests are clearly represented in wider discussions. At the same time, the Council will be clear about its own role and responsibilities, maintaining accountability for the decisions it takes and the services it delivers.

The Council will support and enable community-led activity. Local groups, volunteers and organisations play a vital role in the life of the town, and the Council will work alongside them to strengthen community capacity, support initiatives that align with local priorities, and help bring forward projects that may not be achievable by the Council alone.

Strong partnerships will help turn shared ambitions into practical action. By working alongside local partners the Council can unlock opportunities and achieve more ambitious projects for Tiverton than it could by working alone.

Risk and resilience

The Council recognises that delivering its Strategic Plan requires a clear understanding of risk and the ability to respond effectively to change. A proportionate and forward-looking approach to risk management will support better decision-making and help ensure that the Council’s ambitions remain achievable and sustainable.

Risks will be considered as an integral part of planning and delivery, rather than as a separate exercise. This includes assessing financial pressures, capacity constraints, legal considerations, delivery challenges and longer-term liabilities associated with projects and services.

Resilience is equally important. The Council will seek to maintain the organisational strength needed to sustain delivery over time, including sound financial management, effective use of resources, and the retention of key knowledge and skills. This will reduce reliance on individual roles and support continuity in the face of change.

The Council will also ensure that it is able to respond to unforeseen events and emerging challenges. This includes maintaining flexibility in how resources are deployed, regularly reviewing priorities where necessary, and working with partners to respond to issues that affect the town.

The Council will not avoid risk where it is necessary to achieve positive outcomes for Tiverton. Instead, it will make informed decisions, manage risks proportionately, and ensure that opportunities are balanced with responsible stewardship of public resources.

Delivering for Tiverton

This Strategic Plan sets a clear direction for Tiverton Town Council and the community it serves. It reflects the Council’s commitment to focusing on what matters most, delivering meaningful outcomes, and strengthening its role as a responsive and effective local authority.

The priorities set out in this document are intended to guide decision-making, shape the Council’s work, and ensure that effort and resources are directed towards the areas where they can have the greatest impact. Success will depend not only on the quality of the plan, but on the consistency and discipline with which it is delivered.

The Council recognises that it does not act in isolation. The future of Tiverton will be shaped through the combined efforts of residents, businesses, community organisations and partner authorities.

Ongoing engagement will therefore be central to delivery. The Council will continue to listen to residents, seek feedback, and ensure that local voices are reflected in its decisions and priorities.

The plan is not a static document. It will be monitored, reviewed and adapted where necessary to respond to changing circumstances, emerging challenges and new opportunities. This will ensure that it remains relevant and focused on outcomes.

This Strategic Plan represents more than a statement of intent; it is a commitment to action. By working openly, listening to our community, and focusing on delivery, the Council will strive to leave the town in a better condition than we found it.

We are committed to building a town where everyone feels welcome, valued, respected and able to participate in community life. By embracing the diversity of our residents and working together with our partners and communities, we will create a thriving, welcoming and ambitious Tiverton that people are proud to live in, work in and visit.

Have your say

Please tell us whether the vision feels right, whether the five priorities reflect what matters to you, and whether anything important is missing.

• Share an idea for a future project
• Download the draft plan as a PDF
• Contact us for a paper copy or another format

© 2026 Tiverton Town Council.