PAPER B

EDUCATION, COMMUNITY DEVELOPMENT AND LIFELONG LEARNING SELECT COMMITTEE - 13 APRIL 2004

COMMUNITY DEVELOPMENT BEST VALUE REVIEW – MONITORING OF IMPROVEMENT PLANS

HEAD OF COMMUNITY DEVELOPMENT

REASON FOR SELECT COMMITTEE CONSIDERATION

Members have requested a six-monthly update on progress with the implementation of the improvement plan associated with the review.

ACTION REQUIRED BY THE SELECT COMMITTEE

To receive the report on the progress made with the implementation of the improvement plan.

BACKGROUND

The Best Value Review of the Community Development was completed in July 2003. It was considered by this Committee at its meeting of 21 July 2003 and was endorsed by the Executive in September 2003.

The individual parts of Community Development subject to review were:

The Library Service

The Museums Service (including Dinosaur Isle)

The Records Office

The Schools Music Service

The Arts Service (including theatres)

The Parks Service

The Sports and Recreation Service

Ventnor Botanic Garden

The reviews of each service considered each of the 4 ‘C’s in relation to that service area and also included an analysis by a critical friend and visits to see examples of good practice in the service areas. Members and officers alike were involved with the visiting programme. The individual service reviews were completed by March 2003, following consideration by a Best Value Appraisal Group in January 2003.

Following completion of the service reviews, the IdeA were commissioned to act as a “critical friend” to Community Development as a whole. Using both the reviews and face to face interviews with Officers and Members, the IdeA report was able to comment on the overall effectiveness of the services, both individually and collectively as Community Development. The IdeA report and the individual service reviews were central to the production of the “high level” review of Community Development as a whole was endorsed by the Executive.

The best value improvement plan showing an update of the work completed against each of the actions is shown in Annex 1.

RELEVANT PLANS ETC

The Best Value Review identified a clear aim for the collective work of the services which form the Community Development department:-

“To enhance the quality of life of Isle of Wight residents through the provision of cultural experiences and opportunities and the development of cultural values; and to use cultural services to assist in underpinning the Island’s tourism industry”.

The adoption of this aim and also the eight objectives which underpin it, demonstrates that the Community Development services support 5 of the 6 corporate objectives; the only exception being that which relates to improving public transport and the highways infrastructure.

With respect to the Community Strategy, it can also be demonstrated that the Community Development Services underpin each of its 7 themes.

The Best Value Review has also been a key document to inform the production of the Island’s Cultural Strategy.

CONSULTATION PROCESS

All of the service reviews and indeed the overall review have made use of extensive consultation, as described in the review documentation.

FINANCIAL, LEGAL, CRIME AND DISORDER IMPLICATIONS

Are described in the review documentation.

ANNEXES ATTACHED

Updated Best Value Improvement Plan

BACKGROUND PAPERS USED IN THE PREPARATION OF THIS REPORT

The Community Development Best Value Review has been sent separately to Members.

Contact Point : John Metcalfe, F 3825 e-mail [email protected]

JOHN METCALFE

Head of Community Development

Annex 1

PIP No	Improvement Action	Service Area & Responsibility	Revenue	Capital	Target Date	Expected Outcome	Update
1	COMMUNITY DEVELOPMENT ORGANISATIONAL STRUCTURE The adaptation of the Community Development organisation structure to create grouped services with ‘section’ heads (IdeA Report)	Head of CD &T	£45,000	n/a	October 1^st 2003	Greater co-ordination and synergy of purpose of Community Development activities. More focused and targeted Community Development activity	Re-structure complete January 2004 . Note: The new Council re-structuring currently being proposed will affect this action.
2	COUNCIL CROSS-CUTTING LINKS Increase and improve internal and cross-Directorate links & partnerships: - Join or create specific cross-service project teams in relation to Community Development activities that are most relevant to the Council’s strategic priorities	Head of CD &T and new ‘section’ heads and Community Development Officer	nil	n/a	December 31^st 2003	Improved knowledge of new strategic priorities, better implementation of PIP and improved service planning Better intra and inter- Directorate working	Detailed list of partnership working currently being compiled for inclusion in the 2004/05 Service Plan
3	PIP IMPLEMENTATION Organise a project team to deliver the PIP. Examine the existing organisational structure of Community Development to ensure that a co-ordinating role can be fulfilled by a CD officer to: monitor the PIP, progress planned improvement initiatives and actions across Community Development and contribute to Council-wide Improvement Plans and other activities that are relevant to Community Development	Resources: Head of CD &T in conjunction with Strategic Director Project Team: New ‘Section’ heads and Community Development Officer	Potential	Council Annual Capital Budget	October 31^st 2003	High quality implementation of PIP and increased contribution by Community Development to the Council’s strategic priorities and plans	New Senior Management Team are now responsible for monitoring PIP with Head of CD /Community Development Officer fulfilling the co-ordination role. All performance targets and actions for all CD services now in one document for monitoring purposes
4	CAPITAL EXPENDITURE PLANNING Development of a co-ordinated Community Development Capital Expenditure Plan	Head of CD &T, new ‘section’ heads and Community Development Officer	Potential: Links to 3	n/a	April 2004 (for 2005/6 budget cycle onwards)	More clearly defined and evaluated capital expenditure bids which are prioritised against Community Development and Council Best Value Improvement Plans and Council strategies	Begins April 2004
5	ANNUAL SERVICE ACTION PLANS Prepare 2005/6 Service Plan to ensure each ‘service’ plan reflects the priorities of the overall Community Development Best Value Review and PIP and Council Strategies	Heads of Service	nil	n/a	February 2004 for 2004/5	Greater focus on addressing Council and Community Development priorities highlighting the best use of available resources and any potential resource implications for the Council	New Performance Management Plans now in use which link to the Service Plan and BV Performance Improvement Plan
6	INVESTIGATE ALTERNATIVE METHODS OF DELIVERING THE SERVICE OR PARTS OF IT Consider Trust, contracting and partnership/agency options	Head of CD &T and ‘Section’ Heads with external support	External support necessary as for Wight Leisure	n/a	Progressive programme to be planned	Objective testing of the efficient, effective and economic delivery of services to ensure services provides Best Value. Better informed management regardless of the outcome	Develop programme once outcome of Council re-structure known.
7	Develop a Facilities Strategy across all of Community Development and Wight Leisure through the establishment of a Council Project Team	Head of CD &T and all ‘Section’ Heads in conjunction with cross-Council representatives	Potential to be at least cost neutral	Potentially significant – subject to Council priorities and resources	Completion for consideration in capital programme for 2005/6	The completion of a Facilities Development and Rationalisation Plan - objective analysis of facility limitations and demands for new and/or improved provision, judged against policy objectives, supply and demand factors, site and location considerations, capital sources [Council and external grant] and revenue finance profiles	Develop programme once outcome of Council re-structure known.
8	Review the marketing of each service and identify improvements and co-ordinated activities that can form a joint Community Development Marketing Plan (with links to Wight Leisure)	Service Heads with appropriate external advice	Better use of existing budgets as a priority	n/a	Marketing Plan in Place for 2004/5	Improved marketing effectiveness to create greater resident and tourist awareness	Initial marketing meetings in place for April 2004. Budget to be identified from within each service. Revenue bid for 2005/06?
9	Evaluate the tourist-friendly characteristics of the principal facilities and review charging policies for those visited by tourists and consider resident discounts	Heads of Service with possible external advice/support	Potential benefits	n/a	Completion prior to setting 2004/5 charges	greater benefit from tourism primary and secondary income, whilst preserving charging and access benefits for residents	Begins April 2004
10	Evaluate options to develop an Island History Centre	A cross-Council Museums; Records; Heritage; Archaeology Working Group [links to PIP No.7]	To be assessed	Capital and HLF Grant Application implications	Completion for initial consideration in 2005	Objective and informed feasibility study and outline business plan for the proposed, potential concept	Bid for IWC funding unsuccessful. No other budgets exist for feasibility study.
11	Enhancements to Library Service buildings	Head of CD &T and Head of Library Service		£400,000	Already underway	Improved image and attraction to residents	Survey of public carried out but results will be in at end of April 2004. Sites have been prioritised and project planning is underway for a rolling programme of sites to be refurbished (2 per year)
12	Capitalise on the expertise and status of Ventnor Botanic Gardens by developing its potential as a centre for horticultural excellence	Head of Service in association with Sparshott College and appropriate advice and support	Potenial benefits	N/A	October 2004	Increase profile of, and interest in, Botanic Gardens with a view two-way benefits – external for horticultural training and internal in terms of grants and extra labour	Partnership has proved successful with 26 candidates studying for, and sitting the RHS General exam during 2003/04
13	Review theatre provision in Ryde and Shanklin and examine rationalisation options	Head of CD &T, Arts Officer and Community Development Officer	Cost neutral	To be considered	March 2004	A more efficient and economic theatre service which will also provide experience for the proposed Facilities Strategy	All theatres now back in house with reduced funding. Not possible to improve product without new funding streams identified.
14	Improved communication of Best Practice and developments in Community Education to members and the community generally. Seek out Best Practice elsewhere to inform and improve delivery of IOW services	Head of CD &T and Service Heads	nil	n/a	From November 2004	Greater understanding of the range, values and all the benefits of the Community Development services	Begins April 2004
15	Assess viability of extending successful Botanic Gardens ‘Friends’ Scheme, in appropriate forms, to other facilities	Head of CD &T and Heads of Service – links with Marketing PIP	Within existing budgets	n/a	Linked to Marketing Plan	Extend benefits achieved by Botanic Gardens to other facilities where feasible	Approaches have been made to various relevant organisations on the Island to ascertain interest in helping set up a Friends scheme at Dinosaur Isle but no volunteers forthcoming at present. Broader marketing will now take place to encourage general public interest.
16	Implement Green Flag Awards for major parks	Head of Parks Service	Within existing budgets	n/a		Improved Parks environments	Appley Park, Ryde is being put forward for a Green Flag Award. Some Ryde SRB funding is being used for bringing the park up to standard.
17	Better Benchmarking against more similar operations in some service areas	Service and Section Heads as appropriate – Museums Service first	Within existing budgets	n/a	During 2004	Better and more helpful resource and performance comparisons for the Isle of Wight Council
18	Address recent small falls in customer satisfaction	Heads of Service as appropriate	Within existing budgets	n/a	During 2003/2004	Re-establish and surpass, if possible, previous satisfaction levels	Complete
19	Assess in detail apparent urgent need for additional administrative support in Arts Unit	Head of CD &T; Head of ‘Section’ and Head of Service	Any budget implication to be considered in 2004/5 cycle	n/a	August – September 2003	Improvement in effectiveness of existing resource commitments to engage all sections of the community and increased potential to attract and manage even more grant funding	Complete No budget allocated in 2004/05 cycle
20	Improve liaison between schools and the Music Service including re-establishing the Schools/Music Service Partnership Forum	Head of Music Service with appropriate support from Community Development	None immediately	n/a	Seek to establish by June 2004	Even more effective use of an already excellent service, creating increased opportunity for a wider audience within the community	A meeting between schools and the Music Service is planned to take place to begin the process.
21	To improve and develop community use of school sports facilities	Head of Service	To be assessed on merits of each site for 2004/5/6 budget years	Any implications subject to feasibility assessment for each site	Site by site from January 2004	Greater community use and benefits of existing facilities with increased access use of ‘doorstep’ provision	Development plans approved for 2 new Multi Use Games Areas at Ventnor Middle School and Sandown High School - £560,000 capital investment to develop extended community development. Awaiting decision on Osborne Middle School (£360,000 development). Sports Unit have also been working in partnership with other Island schools offering them advice and guidance for opening up their sports facilities for community use