PAPER C3
Committee : ECONOMIC DEVELOPMENT, PLANNING,
TOURISM AND LEISURE SERVICES SELECT COMMITTEE
Date : 22 AUGUST 2002
REPORT OF THE STRATEGIC DIRECTOR OF EDUCATION AND
COMMUNITY DEVELOPMENT
SUMMARY / PURPOSE:
This report summarises information
on Parks, Gardens & Beaches and also Wight Leisure that is contained in the
2002/03 Service Plan for Community Development together with information and
commentary on past performance in 2001/02.
Service Plans have been prepared
to a standard format for all major service areas within the authority. The
Plans contain a range of information including :
Following preparation of a
Corporate Plan (draft approved for consultation at Executive on July 2nd
2002), a revised Service Plan format is to be introduced for the next financial
year – this will ensure that service activities directly link to the approved
corporate goals.
The Council also collects a
diverse range of information regarding service performance through both
national and local Performance Indicators (PIs) which are published each year
in the Best Value Performance Plan (BVPP). In the 2001/02 BVPP, a “traffic
light” system has been introduced to classify PIs by the following categories :
Attached to this report (Annex 1),
members will find summary information for the following service areas :
|
WIGHT LEISURE |
PARKS, GARDENS & BEACHES
|
|
·
Five indoor facilities ·
Eight outdoor all year round facilities ·
Eight outdoor seasonal facilities ·
Four outreach services ·
42 Events (per calendar year)) ·
1.8 million recorded users ·
387 staff at peak season ·
£7m property portfolio |
·
Maintenance of 250+ separate parks, gardens &
open spaces covering 180 Ha ·
Management of 64 miles of coastline containing 130
emergency equipment points ·
Cleaning of 11 miles of beach producing 600+ tonnes
of rubbish pa ·
Management of 170 trading concessions ·
Management of 35 playgrounds, 1100 public seats and
87 shelters ·
13 Seaside awards pa |
The information provided in Annex
1 includes :
Members should note the following
:
Members are invited to comment
upon the Service Plan. Areas for enquiry may include :
Also attached to this report
(Annex 2), are the Performance Indicators for the Select Committees’ areas of
responsibility. These have been categorised into the 4 “traffic light”
groupings described earlier. A fifth category (“unclassified) has been added to
include those PIs where it is not possible to make a performance judgement.
The following comments should be
noted :
There is only
one Best Value Performance Indicator, measured in 2000/01 that is associated
with these services, BVPI 116 and that is to be deleted in the current year
(2002/03). The Council’s performance against this indicator is detailed in
Annex 1 although it should be noted that the estimate for 2001/02 is not as
shown and should be £48.68.
The next time
that BVPI 119 will be assessed is in 2004, when it is hoped that residents satisfaction
with sports and leisure will have reached the top quartile when compared to
English Counties and their satisfaction with parks and open spaces will be
above the median for the same comparators
None as a direct result of this
report.
That the Committee : 1.
Consider and comment upon the Service Plan 2.
Consider and comment upon the Performance
Indicators for the service and identifies priority areas for improvement
Best Value Performance Plan,
2001/02
Community Development Service Plan
2002/03
Contact Point : John Metcalfe
D PETTIT
Strategic
Director of Education and Community Development
ANNEX 1:
THE FOLLOWING ARE RELEVANT EXTRACTS FROM THE COMMUNITY DEVELOPMENT SERVICE PLAN
7. STATEMENT
OF PERFORMANCE 1 - NUMERIC INDICATORS, TARGETS AND STANDARDS
7.1 Best
Value Performance Indicators
|
Performance Indicator and Source |
Performance |
Benchmarking –
Actuals 00/01 |
|||||
|
All English
Unitary Councils |
All English
Councils |
||||||
|
Actual 00/01 |
Estimate 01/02 |
Target 02/03 |
Median |
Upper / Lower Quartile |
Median |
Upper / Lower Quartile |
|
|
OVERALL |
|||||||
|
BVPI 114: Does the Council have a cultural strategy? 1 |
No |
No |
Yes (Dec
2003) |
Average
% Yes – 21% |
Average
% Yes – 17% |
||
|
BVPI 116: Spend per head of population on cultural &
recreational facilities & activities. |
£35.34 |
£36.13 |
N/A Deleted |
£48.71 |
£61.49 /
£38.96 |
£23.48 |
£36.10 /
£15.54 |
|
BVPI 119: Percentage of residents satisfied with cultural
& recreational services. 2 (a) Sports & leisure facilities (b) Museums & galleries (c) Libraries (d) Theatres
& concert halls (e) Parks
& open spaces |
(a) 59 (b) 45 (c) 73 (d) 56 (e) 67 |
N/A |
N/A |
(a) 58 (b) 54 (c) 70 (d) 58 (e) 68 |
(a) 62 / 51 (b) 59 / 46 (c) 74 / 66 (d) 67 / 51 (e) 73 / 63 |
(a) 53 (b) 48 (c) 70 (d) 51 (e) 63 |
(a) 59 / 47 (b) 56 / 40 (c) 75 / 65 (d) 60 / 41 (e) 69 / 57 |
1 Significantly more detailed for
2002/03
2 Indicates measured every 3 years (last done
in 2001)
7. STATEMENT
OF PERFORMANCE 1 - NUMERIC INDICATORS, TARGETS AND STANDARDS
7.2 Audit
Commission Performance Indicators
Note: The
Audit Commission stopped comparing certain areas of performance at the end of
2000/01 and replaced the indicators with a pilot scheme based on 32 new quality
of life (QoL) indicators the first data to be collected during 2001/02.
|
Performance Indicator and Source |
Performance |
Benchmarking –
Actuals 00/01 |
|||||
|
All English
Unitary Councils |
All English
Councils |
||||||
|
Actual 00/01 |
Estimate 01/02 |
Target 02/03 |
Median |
Upper / Lower Quartile |
Median |
Upper / Lower Quartile |
|
|
SWIMMING POOLS
AND SPORTS CENTRES |
|||||||
|
ACPI I1: (a) Number of
swims & other visits, including dual use facilities, per 1000 population. (b) Net cost
per swim/visit at non dual use facilities |
5,671 £1.24 |
No
longer collected |
5,797 £1.92 |
7,406 /
4596 £2.48 /
1.43 |
|
|
|
|
QoL20:
The percentage of respondents finding it easy to access key local services: - (j) sports/leisure centre |
|
Being
trialed |
Being
trialed |
|
|
|
|
7.2 Audit Commission Performance Indicators
(cont’d)
|
Performance Indicator and Source |
Performance |
Benchmarking –
Actuals 00/01 |
|||||
|
All English
Unitary Councils |
All English
Councils |
||||||
|
Actual 00/01 |
Estimate 01/02 |
Target 02/03 |
Median |
Upper / Lower Quartile |
Median |
Upper / Lower Quartile |
|
|
PLAYGROUNDS
& PARKS |
|||||||
|
ACPI I2: (a) The
number of playgrounds & play areas provided by the Council, per 1,000
children under 12 (b) The percentage
of these which conform to national standards for: - (i)
Local unequipped play areas (ii)
Local equipped play areas (iii)
Larger, neighbourhood play areas |
(a) 2.1 (bi)
0% (bii)
1% (biii)
0% |
No
longer collected |
(a) 2.3 (bi)
0 (bii)
33 (biii)
7% |
(a) 3 / 1.4 (bi)
8 / 0% (bii)
49/17 (biii)
13/O |
|
|
|
|
QoL20:
The percentage of respondents finding it easy to access key local services: - (g) publicly accessible green space e.g. park |
N/A |
Being
trialed |
Being
trialed |
|
|
|
|
|
QoL26:
Area of parks and green spaces per 1,000 population |
N/A |
Being
trialed |
Being
trialed |
|
|
|
|
7. STATEMENT OF PERFORMANCE
1 - NUMERIC INDICATORS, TARGETS AND STANDARDS
7.3 Other
and Local Performance Indicators
|
Performance Indicator and Source |
Performance |
Benchmarking |
|||||
|
Actual 00/01 |
Estimate 01/02 |
Target 01/02 |
Comparative Performance (Date) |
Source of Comparison |
|||
|
WIGHT LEISURE |
|||||||
|
Number
of visits to leisure centres and track |
798,034 |
800,000 |
842,686 |
|
|||
|
Number
of visits to seasonal facilities |
553,126 |
550,000 |
472,507 |
|
Significant
Comparison Work is to be undertaken as part of the Best Value Review and will
form the basis of future key performance indicators to enable ongoing
comparison |
|
|
|
Staff
costs as a percentage of income for leisure facilities and track |
75.9% |
75% |
73.5% |
||||
|
The
total number of visits to leisure centres and seasonal facilities per head of
population |
10.63 |
10.25 |
10.35 |
||||
|
Percentage
of survey respondents satisfied with the overall service received |
97% |
95% |
95.5% |
||||
|
Percentage
of survey respondents satisfied with the quality of facilities |
69% |
65% |
70% |
||||
|
Percentage
of survey respondents satisfied with the availability of facilities &
services |
93.6% |
93% |
93.5% |
|
|||
Note on Key performance Indicators:
All of the services within community development (as was at
1 October 2001) will be subject to a Best value Review in 2002. A key part of
that review will be to identify meaningful performance indicators for each
service area that are capable of being measured and compared on a regular
basis. These indicators will be reflected in subsequent service plans.
8. STATEMENT OF PERFORMANCE 2
NON
NUMERIC PERFORMANCE STANDARDS, SIGNIFICANT ACHIEVEMENTS OR AREAS FOR
IMPROVEMENT
8.1 Over
the last 12 Months (2001/02)
|
Achievements: |
|
|
Wight Leisure |
Parks, Gardens & Beaches |
|
·
Research, design and implementation of the leisure
access scheme – the One Card ·
Introduction of a preferential pricing policy and
strategy for targeted groups ·
Attracting in excess of £50,000 sponsorship to
support and enhance the diverse annual events programme ·
Successful NOF bid to deliver an extended “Exercise
on Prescription” programme for Sandown and Newport ·
Successful New NOF bid to develop Youth Access
Scheme extension of the One Card ·
The design and launch of the Wight Leisure and One
Card websites ·
Achieving National Training Centre status for all
three centres |
·
Integration of parks service
standards Islandwide ·
Write, issue & award parks
maintenance contracts ·
Write, issue & award beach
cleaning contracts ·
Health & Safety improvements
to Puckpool Park ·
Gained 13 seaside & 1 blue
flag award ·
Take back the responsibility for
beach safety in house |
|
Areas
for Improvement: |
|
|
Wight Leisure |
Parks, Gardens & Beaches |
|
·
Investigate partnership with travel operators to
facilitate preferential pricing ·
Introduce a scheme to provide direct provision of
transport to most disadvantaged groups ·
Develop pricing schemes to encourage wider
participation for new target groups ·
Programme of health and fitness facility
improvements to be developed ·
Develop and manage the music festival concept |
·
Computerise contract monitoring
procedures for parks ·
Improve awareness of the service ·
Achieve Blue Flag awards for
beaches ·
Achieve green flag awards for
parks ·
Improve infrastructure of parks ·
Prepare for Best Value Review |
8.2 Over
the last 1 to 3 years (1998/99 to 2000/01))
|
Achievements: |
|
|
Wight Leisure |
Parks, Gardens & Beaches |
|
·
Complete refurbishment of Waterside Pool changing
rooms and installation of a state-of-the-art locker system ·
Extension to Brown’s Clubhouse
to provide male and female toilets integrated to the main facilities and
installation of heating |
·
Establish a dedicated tree
service ·
Establish inspection regimes for
parks & beaches ·
Update transport fleet ·
Establish database of
concessionaires |
|
Areas
for Improvement: |
|
|
Wight Leisure |
Parks, Gardens & Beaches |
|
·
Investigate and develop an appropriate outreach
programme to rural and transport-disadvantaged areas, in suitable venues ·
Develop programme to increase use of school sports
facilities out of hours ·
Agree a rolling programme for compliance to DDA of
all facilities ·
Links to young people to be the
priority target group for actions ·
Quality of the
building/facilities |
·
Develop a play strategy ·
Develop a parks strategy ·
Develop byelaws to assist local
governance ·
Update office working
environment ·
Develop ICT training for staff |
11. STRATEGIC
AIMS & OBJECTIVES FOR THE SERVICE
11.1 To promote the personal development of
individuals.
[By providing opportunities for them to realise the full potential of
their creativity, skills and abilities].
|
Tasks |
Targets and Dates (end of) |
Responsible Officer |
Objectives to Which This Task Contributes |
|||
|
Directorate |
Corporate |
|||||
|
14. |
Develop a fully inclusive fitness facility at the
Westridge Centre to be part funded by the English Federation of Disabled
Sport (EFDS) |
·
Secure IWC & SRB grant funding. ·
Commence building works ·
Appoint staff ·
Open facility |
March 2002 April 2002 June 2002 August 2002 |
Managing Director of Wight Leisure |
3/12/ (note 1) |
C2 / C4 / C6 / C7 |
11.2 To support
young people to become actively involved with their communities.
|
Tasks |
Targets and Dates (end of) |
Responsible Officer |
Objectives to Which This Task Contributes |
|||
|
Directorate |
Corporate |
|||||
|
17. |
Develop pilot schemes to overcome young people’s transport
barriers to accessing leisure facilities |
·
Two pilot schemes in place |
March 2003 |
Managing Director of Wight Leisure |
15/20/29 30 (note 1) |
C1 / C2 / C5 |
11.5 To enable and provide accessible cultural
and leisure opportunities in order to support the
economic (especially tourism) and social well being of the Island.
[Where accessible is taken to mean
both physically and intellectually]
|
Tasks |
Targets and Dates (end of) |
Responsible Officer |
Objectives to Which This Task Contributes |
|||
|
Directorate |
Corporate |
|||||
|
33. |
Prepare for an audit of parks provision on the Island |
·
Develop brief for the audit ·
Secure funding for the work ·
Audit begins |
Nov 2002 January 2003 March 2003 |
Head of Parks and Beaches |
59 (note 1) |
C2 / C4 / C6 / C7 |
|
35. |
Increase the number of short stay visitors to the Island
in June by arranging a music festival event. |
·
Complete site plan ·
Complete programming ·
Build Site ·
Festival occurs ·
Review & recommendations for the 2003 |
April 2002 April 2002 May 2002 June 2002 Sept. 2002 |
Managing Director of Wight Leisure |
58 (note 1) |
C7 |
|
36. |
Review the effectiveness of the Northwood House marquee
events programme. |
·
Deliver programme ·
Review quality and cost against objectives &
budgets |
August 2002 Nov. 2002 |
Managing Director of Wight Leisure |
59 (note 1) |
C2 / C7 |
|
37. |
Implementation of the best value improvement plan for
beaches and esplanades. |
·
Complete Review ·
Funding needs met ·
First improvements implemented. |
May 2002 August 2002 Sept. 2002 |
Head of Parks and Beaches |
59 (note 1) |
C2 / C4 / C6 / C7 |
|
43. |
Implementation of the best value improvement plan for
Wight Leisure. |
·
Complete Review ·
Funding needs met ·
First improvements implemented. |
May 2002 August 2002 Sept. 2002 |
Managing Director of Wight Leisure |
45/55/58/59 |
C1 / C2 / C3 / C4 / C6 / C7 |
11.7 To encourage the uptake of physically and
mentally stimulating activities as a route to staying
healthy and a foundation for a full and active life.
|
Tasks |
Targets and Dates (end of) |
Responsible Officer |
Objectives to Which This Task
Contributes |
|||
|
Directorate |
Corporate |
|||||
|
49. |
Increase the user numbers at the Council’s sports and
leisure facilities by extending the availability of the ‘onecard’ leisure access
scheme |
·
Identify suitable target groups ·
Scheme extended |
October 2002 March 2003 |
Managing Director of Wight Leisure |
29/30 (note1) |
C1 / C2 / C4 / C6 / C7 |
|
50. |
Secure continued community access to the Medina High
School’s leisure facilities by finalising a new access agreement |
·
Agreement in Place |
Sept. 2002 |
Managing Director of Wight Leisure |
28/30 (note1) |
C2 / C4 / C6 / C7 |
Note 1: Some
of the objectives in the Education and Community Development Strategic Plan may
not always be sufficient to support the tasks of the services that became part
of the directorate in October 2001.
This will need to be corrected when the strategic plan is
rewritten. Nevertheless the tasks are
still valid as they meet both the corporate objectives and also the emerging
objectives of the Island’s cultural strategy.
ANNEX 2:
PERFORMANCE INDICATORS
None
None
None
None
Unclassified
BV 116 Spend per
head of population on cultural and recreational facilities and activities.
ANNEX 3:
COMMUNITY DEVELOPMENT OBJECTIVES
1.
To promote the personal development of individuals.
2.
To support young people to become actively involved
with their communities.
3. To create
stronger communities
4.
To protect and develop the Island’s cultural and
environmental resources and raise awareness of their importance to the overall
well being of the community.
5. To enable
and provide accessible cultural and leisure opportunities in order to support
the economic (especially tourism) and social well being of the Island.
6. To
encourage participation in cultural and leisure activities as a constructive
use of leisure time.
7.
To encourage the uptake of physically and mentally
stimulating activities as a route to staying healthy and a foundation for a
full and active life.