Directorate: ADULT AND COMMUNITY SERVICES
Service Area: COMMUNITY DEVELOPMENT AND LEISURE
Produced by: JOHN METCALFE
5. TOP PRIORITIES FOR THE ANNUAL ACTION STATEMENT 2005/06
Task |
Target/Success Factors |
|
Maintaining and enhancing the levels of physical activity among Island
residents within Council funded or supported facilities. |
To have an established a baseline position with regard to levels of
activity (04/05) To
have realised a % increase in the levels of activity being undertaken. |
|
Maintaining and enhancing the levels of cultural activity among Island residents within Council funded or supported facilities. |
To have an established and baseline
position with regard to levels of activity (04/05) To have realised a % increase in the levels of activity undertaken. |
|
Maintaining
and enhancing the levels of “first step learning” activity among Island
residents within Council funded or supported facilities. |
To have an established a baseline position with regard to levels of
activity (04/05) To
have realised a % increase in the levels of activity being undertaken. |
|
To plan for and commence the process
of integrating the “Leisure Access” One Card across all Community Development and Leisure Service areas. |
Improve public accessibility, eliminate duplication of systems, meet
e-government targets and provide timely and up-to-date user information to
inform decisions in relation to service development. This should also lead to measurable increase in use of “One Card” scheme. |
|
To actively promote the
development of an all-Island History Centre. |
To have completed a mapping exercise of IWC and key partner activities
and services, including their public use, to clarify market demand for all the
historically-related public services on the Island. To focus, in this context, on the re-alignment of IWC historical services, across service boundaries as necessary, to create a seamless front end service, which meets public needs and which enables a faster, more flexible and more focused service to customers. This to be carried out in advance of any proposed History/Discovery/Heritage Centre. |
7. HOW WILL YOUR SERVICE CONTRIBUTE TOWARDS
ACHIEVEMENT OF THE FOLLOWING CORPORATE PRIORITIES IN 2005/06?
a) E Government:
Libraries
·
Full catalogue available on line;
searchable, plus facilities to order, renew and reserve books
·
24 Hour telephone renewals line
·
Use of contact centre for basic
calls (Wef 04/05)
Museums
·
Reviewing opportunities to use One
Card for museums access
·
Island tourism and museum websites
linked to broaden cultural audiences
·
Websites to carry broader range of
information on museums
·
Museum databases being developed
for on-line access
Museum School Service
·
Development of website and CD Roms
to support teachers to enhance learning in schools
·
Information on service, including
searchable catalogue, available on line
·
Requests for loan/teaching
received via email or website
Record Office
·
Part of collection digitised and
available online as part of the Family Learning (TrEACL) project
Sports Unit
·
Continuous Professional development
programme now has interactive website and CD Roms to support learning
·
Telephone bookings are accepted
for training and activity sessions
·
Arts unit now has website with
theatres
·
Neighbourhood Arts programme in
Ventnor uses IT as a vehicle to support creation of Town magazine (Laptops used
by community groups)
·
Telephone bookings for theatres
and courses accepted
·
Online booking facilities for Ryde
Theatre
·
Pilot e-learning interactive CD
Roms on Foundation and Intermediate Carnival Skills courses
·
Develop ICT elements within
project work
·
Training in new technology and
creative media for Arts Unit team
Wight Leisure
·
Main leisure facilities now have
Electronic Fund Transfer
·
Website which includes information
on all Wight Leisure facilities
·
Telephone booking and payment
facility for One Card holders
·
Online ticket sales facility
available for events (this was a significant factor with the 2004 music
festival)
·
Extension of FLEX system to Rew
Valley
·
Review opportunities to extend the
One Card to all services delivered by Community Development
Adult & Community Learning
·
Development and delivery of ACL E
Learning Strategy
·
Implementation of Treacl Project
·
E guide training for ACL staff
·
ACL connection to Janet Network
·
Reviewing opportunities to develop
One Card for learning activities
b) Diversity:
Museums
·
All mainstream museum sites fully
accessible wherever possible to potential users (CCM exempt?)
Museum School Service
·
Service available to all LEA
schools, with every effort made to adapt teaching styles/content to specified
requirements
Arts
·
Develop Arts and Diversity Policy
as annex to Arts Strategy to state commitment to developing an arts programme
which is culturally diverse and which celebrate difference
·
Deliver on High Profile Culturally
Diverse arts project each year to raise awareness of cultural differences and
promote tolerance and understanding
Wight Leisure
·
Concessionary scheme for both
those on low income and receiving disability benefit
·
Working with partners to address
the needs of 14 target groups
·
Programme of improvement works to
ensure that the requirements of the DDA are met
Adult & Community Learning
·
Service targets set and monitored
within Adult Learning Plan
·
Quality Improvement programme
training for staff and contracted providers
·
Creative Partnerships programme
within Family Learning Service to focus on diversity issues as a service
priority
·
Implementation of LSC funded DDA
programmes
·
Support for IWC Women into
Management group
·
Development & delivery of
programmes that effectively engage minority groups
c) People Management:
Libraries
·
All senior staff will receive some
elements of management development training in the year
Arts
·
Encourage personal and professional
development for all arts unit staff, support training and skills development
wherever possible
·
Ensure that team meetings take
place at appropriate intervals and focus on key issues and areas for
development
Wight Leisure
·
Achievement of IIP
·
Implementation of Job Evaluation
proposals
·
Effective communication with staff
through the communication policy and the staff consultative group
Adult & Community Learning
·
Implementation of IWC Performance
Review Process
·
CPD for ACL & FL
·
Quality Improvement Training
Programme
·
Implementation of ACL core
competencies framework
10. BUDGET BIDS FOR 2005/06
a) Revenue Bids
|
Reference Number |
Description – max 20
words |
Financial
Implications |
||
|
|
|
2005/6 £000 |
2006/7 £000 |
20078 £000 |
|
1 |
Marketing Strategy:
Implement consistent corporate image and branding across all service areas including the extension of the one card scheme. |
10 |
10 |
10 |
|
2 |
LIBRARIES:
Maintain existing opening hours and public accessibility at current levels. Provision made in the 04/05 budget for the library pay grade harmonisation exercise proved insufficient. The only option for funding it within existing budgets will be reducing the opening hours of the libraries, overall. |
35 |
35 |
35 |
|
3 |
Museums Schools Service: Proportion of match funding for 3 year museum education project to develop school, lifelong learning and community outreach programmes. |
3 |
3 |
3 |
|
4 |
Museums and Archives : Documentation
Officer post. Essential to manage and build databases being developed and
meet public need to access information resources |
25 |
25 |
25 |
|
5 |
RECORD OFFICE: Provide electronic access to the holdings of the County Record Office, including collection level description for all holdings |
3 |
3 |
3 |
|
6 |
ARTS: Core funding for newly established South Central Carnival Development Agency.
Contribution towards infrastructure costs during early stages of development
of a newly formed Island based, organisation of regional importance |
20 |
15 |
10 |
|
7 |
ARTS: Core funding to secure Rural Arts Officer Post and delivery of Rural Arts
Programme. End of Leader Plus and RDP funding will result in a loss of core
funding of £10,000 towards salary of Rural Arts Officer. Unable to continue
to deliver a rural arts programme if funding is not found to fill this gap. |
10 |
10 |
10 |
|
8 |
HEIGHTS AND MEDINA FITNESS
FACILITIES: Replacement
fund for equipment which is approaching the end of its useful life |
20 |
20 |
20 |
|
9 |
WIGHT LEISURE - ALL SITES: Reinstatement
of repairs and renewals fund to ensure income is maintained |
25 |
25 |
25 |
|
10 |
HEIGHTS / MEDINA Secure replacement funding for
GP Referral after the NOF funding ceases in April 2005 |
22 |
22 |
|
|
11 |
ACL / FAMILY LEARNING: Bid for growth of Family Learning to support school improvement plan and
raise standards of adult literacy and numeracy and the school performance of
the participating children |
80 |
80 |
80 |
11 RISK MANAGEMENT – DESCRIBE ALL SIGNIFICANT RISKS RELATING TO YOUR SERVICE AND HOW YOU INTEND TO MANAGE THEM
|
Ref |
Description of Risk |
Risk
Score |
Corporate
or Service |
|
1 |
Action being taken for the buildings operated by the service not being DDA compliant, may lead to closure, withdrawal of services, income shortfalls, litigation and general poor PR for the Council. |
12 |
Corporate |
|
2 |
Imposition by the Council of a 6% target increase in income from discretionary charges may lead to lower than anticipated recovery of income and failure of service to meet performance targets. This is especially relevant for Wight Leisure services. |
9 |
Corporate |
|
3 |
Imposition
of budget reductions by the Council leading to service reductions and reduced
public access to cultural, leisure and learning opportunities. |
12 |
Corporate |
|
4 |
Decreased library usage due to people obtaining books, AV materials and information from sources other than public libraries. |
6 |
Service |
|
5 |
The
library’s DS Galaxy server is in need of replacement and needs upgrading. If the
server fails, none of the branch libraries can deliver an effective service. |
12 |
Service |
|
6 |
The failure to fully fund the staff restructuring in the Library
Service by an amount in addition to that allowed for in 04/05 will lead to a
reduction in library opening hours to fund the shortfall, as no other service
option is available |
12 |
Corporate |
|
7 |
Failure to secure future funding for the maintenance of the People’s Network
in the library service may cause reductions and failure in a popular and user
generating service leading to reduced accessibility of cultural and leisure
service and failure to deliver performance targets |
12 |
Service |
|
8 |
Cuts in schools funding of the Schools Library Service would lead to
the it becoming unviable, and having to close – resulting in possible
redundancies. |
12 |
Service |
|
9 |
Loss of the Council’s licence to hold public records and that the Public
Records Office removes all such records from
the Island |
12 |
Corporate |
|
10 |
Loss of private deposits from the County Record Office if the
facilities are not improved. Make the service less comprehensive and
effective for the Island as a whole |
12 |
Corporate |
|
11 |
Missed
opportunities in receiving valuable accessions to the collections caused by
insufficient storage space in which to accommodate them |
9 |
Service |
|
12 |
Loss of Active Sport external funding to
support school club links |
6 |
Service |
|
13 |
Loss
of funding for the Rural Arts programme causing programme to end |
6 |
Service |
|
14 |
Potential loss of external funding Arts Development delivery causing
failure in the service and reducing the availability of arts activity. 78% of
current arts programme is dependent on time limited external funding or
income generation. |
6 |
Service |
|
15 |
Financial failure of Ryde and Shanklin Theatres following the decision
to take them back in-house. Additional budget pressures having been caused by
the need to job evaluate staff following the transfer. May lead to reductions
in staff and opening hours. |
6 |
Service |
|
16 |
Recent 5% decline in usage of IWC funded and/or managed sports and
leisure facilities continues leading to shortfall in income and inability to
meet performance targets. |
9 |
Service |
|
17 |
The repairs and renewals budget for leisure facilities was removed a
number of years ago; limited funding is available to maintain the buildings
and facilities. Maintenance is now largely reactive with no funded, planned
preventative maintenance schedule in any building. This has resulted in an
increasing number of capital bids to address key maintenance issues. The long
term effect of not funding a PPM programme will be a decline in income and
users leading to an inability to meet performance expectations or a
catastrophic failure of plant leading to an immediate loss of income. |
9 |
Service |
|
18 |
The imposition of car park charges at the Heights / Medina / Puckpool
and Appley may have an effect on income at the leisure centres which is as
yet unknown and has not been accounted for. Overall, for existing users the effect
will be in many cases to double the price of the activity. 80% of the visits
to leisure facilities are by car. |
12 |
Service |
|
19 |
Failure of the Adult and Community Learning Service to meet the
standards required within the Common Inspection Framework as identified by an
expected inspection of the service by the Adult Learning Inspectorate in
Spring 2005. May lead to withdrawal of support and funding for the service on
the Island or the requirement for unrealistic changes to it |
9 |
Corporate |
|
20 |
Insufficient funding to develop Family Literacy Language &
Numeracy programmes. Additional funding needs to be secured to ensure the
Family Literacy Language & Numeracy programmes are delivered within
Island middle schools and increased numbers of learners achieve accreditation
to ensure the targets set within the Education PSA are met. |
8 |
Service |
|
21 |
Closure of the temperate house at Ventnor Botanic Garden due to the
age and state of repair of the building, which would lead to income shortfalls,
poor PR and failure to meet performance targets. |
6 |
Service |
|
22 |
Failure of the new catering contract to deliver current levels of
revenue to the Botanic Garden’s revenue budget following re-tender. |
6 |
Service |