PAPER D
ECONOMIC DEVELOPMENT, PLANNING, TOURISM AND LEISURE SELECT COMMITTEE - 2
SEPTEMBER 2004
PROGRESS REPORT ON THE WORK OF THE WIGHT LEISURE PROJECT BOARD
JOINT REPORT OF THE PORTFOLIO HOLDER FOR TOURISM AND LEISURE AND THE
CHAIR OF THE PROJECT BOARD
REASON FOR SELECT COMMITTEE CONSIDERATION
The Committee wishes to monitor the progress of the Project Board and
ensure that it adheres to its projected timetable.
ACTION REQUIRED BY THE SELECT COMMITTEE
1. The
Board would welcome the Committee’s views as to its proposals for the future of
the core, secondary and especially the “other” services, (as in Annex 2).
2. To
note that the Board is compliant with its projected timescale for completing
its work.
BACKGROUND
A progress report on the work of the Project Group was last considered
by the Committee at its meeting of 1 July 2004. The Committee was also consulted at an informal meeting on the
report of the Board’s work which was presented to the Executive on 28 July
2004; its views being made known to the Executive as part of the deliberations
over the report.
The Executive agreed all of the recommendations made in the report with
the exception of that which suggested that the core and secondary leisure
services continue to be provided by the Council in the same Community
Development and Leisure Services Unit.
In this regard the Executive preferred that it would want to consider
the method of delivery of all 3 service categories en bloc, rather than as separate
items.
The activities agreed within each of the 3 categories of service are
reproduced at Annex 1 to this report for ease of reference.
As a result of the Executive’s decisions, the Project Board was
required to identify and make recommendations to the Executive on the future
delivery and methods of delivery for all services by the end of September
2004. The final report is scheduled in
the Executive’s Forward Plan for 6 October 2004.
The Board has now been able to give some thought to this task required
of it and the result of its deliberations is shown in Annex 2. This table sets out its views as to where
and how all of the activity areas currently within Wight Leisure could/should
be delivered in the future. It is
important to note that the Board has not yet had the opportunity to consult on
any of its proposed options which are shown in order of preference (option 2
being the most preferred). It has
acknowledged the need to consult under the Parish Protocol on its proposals and
will be taking steps to do so.
One other important aspect to note of the table in Annex 2, is that if
none of the options are agreed and settled by December 2004, then some of the
activity areas will need to close by default as the time will have passed to
recruit staff for the coming year.
The consideration of the risks to the Council from continuing to
provide the core and secondary services through a Community Development and
Leisure Service Unit is an associated but as yet, unreported piece of work
undertaken by the Board. The risk
analysis so far completed has been advised upon by the Audit Section, and is
reproduced at Annex 3.
The major point of note in Annex 3 is that the impact of not
implementing the options set out in Annex 2, is thought to be significant and
detrimental to the future economic, effective and efficient delivery and
development of the core and secondary services. The Board is still to receive complete a similar risk assessment
with regard to the “other services”, this having only just been compiled by
officers.
The Board remains on target to complete its work by the end of
September, although it should be pointed out that the implementation of the
options, in respect of the other services in Annex 2 may take a little longer
to achieve. This however is seen as a
management, rather than policy development role.
The Committee will also recall that at its informal meeting it agreed
to give some guidance to the Project Board in respect of the future management
arrangements at the Medina Dual Use Centre.
In this regard it will be considering the relevance of the existing dual
use agreement with the High School. An
initial scooping meeting has already been held in respect of this work.
RELEVANT PLANS,
POLICIES, STRATEGIES AND PERFORMANCE INDICATORS
One of the aspirations of the community strategy, under the theme of
“Improving Access to Services and Facilities” is to “encourage physically
and/or mentally stimulating activities as a route to staying healthy and a
foundation for a full and active life”.
The Council’s own key objective of improving health, housing and the
quality of life for all identifies the promotion of healthy living as being of
particular importance and refers to encouraging the uptake of physically and
mentally stimulating activities, as referred to above, as a key priority.
Working with the tourism industry to promote the Island as an all-year
holiday destination, particularly seeking to develop sustainable tourism
initiatives and improving standards of customer care in the industry is a
particular priority for the Council within the context of its objective to
encourage job creation and economic prosperity.
Services provided by the Council through Community Development and
Leisure and the areas for improvement identified in the best value improvement
plans in particular, can be seen to clearly link with these strategic themes,
objectives and aspirations.
The completion of the Wight Leisure Review and implementation of its
findings are part of the Council’s declared priorities for 2004/05, as set out
in the Annual Action Statement.
CONSULTATION PROCESS
The Board continues to be well advised by the senior managers within
Wight Leisure. A further meeting with the Staff Consultative Committee of Wight
Leisure is planned for 25 August 2004.
A verbal update of this meeting can be given to the Committee.
FINANCIAL, LEGAL,
CRIME AND DISORDER IMPLICATIONS
A reduction in the range and scale of leisure services supported by the
Council to a more focused approach will lead to some efficiency savings being
generated in the overall management of the services. The scale of saving is currently being determined and will be
factored into the budget setting process for 2005/06.
Most of the services grouped under Community Development and Leisure
are discretionary. There is, nevertheless,
a need to procure their delivery in such a way as to deliver best value
services as defined in the 1999 Local Government Act. The advent of the Local Government Act 2000 and the prudential
borrowing code will assist in the lawful, innovative development of the
service.
APPENDICES
ATTACHED
1.
Service Area
agreed categories
2.
Options for the
future delivery of all services
3.
Analysis of the
risks associated with having the core and secondary services delivered by a
Community Development and Leisure Services Unit
BACKGROUND PAPERS
USED IN THE PREPARATION OF THIS REPORT
- Detailed analysis of the “Other
Services” (prepared by Wight Leisure Senior Managers)
- Notes of the Project Board held 10
August 2004
- “Re-integration of Wight Leisure with
the Council” report to the Executive, 28 July 2004
Contact Point :
John Metcalfe, ( 3825
e-mail [email protected]
JOHN FLEMING
Portfolio Holder for Tourism and Leisure
