PAPER C

Committee : EDUCATION, COMMUNITY DEVELOPMENT AND LIFELONG LEARNING SELECT COMMITTEE

Date : 29 AUGUST 2002

Title : SERVICE PLANS AND PERFORMANCE INDICATORS – COMMUNITY DEVELOPMENT

REPORT OF THE STRATEGIC DIRECTOR OF EDUCATION & COMMUNITY DEVELOPMENT

SUMMARY / PURPOSE:

This report summarises information on the 2002/03 Service Plan for Community Development together with information and commentary on past performance in 2001/02.

BACKGROUND

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 :

• Details of services provided
• Resources
• Staff structure
• Service aims, objectives, tasks and targets

Following preparation of a Corporate Plan (draft approved for consultation at Executive on July 2^nd 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:

• Better than average and improving
• Better than average and worsening
• Worse than average and improving
• Worse than average and worsening

SERVICE PLAN

Attached to this report (Annex 1), members will find summary information for the following service areas:

· Library Service	· Museums Service
· Museums Schools Service	· County Records Office
· Ventnor Botanic Garden	· Sport & Recreation Development
· Arts Development & Theatres	· School’ Music Service
· Branstone Farm	·

The information provided in Annex 1 includes:

• Numerical indicators, targets & standards & comparisons (Section 7 of the Plan)
• Performance achievements (Sections 8.1 and 8.2 of the Plan)
• Service aims, objectives, tasks and targets (Section 11 of the Plan)

Members should note the following:

• There are 7 objectives set out for Community Development services as shown in Anne 3 herewith.
• A Best Value Review (BVR) of Community Development is currently ongoing and which will be used to develop new PI’s in the coming years.
• The production of an Island Cultural Strategy is a key piece of work for the services in the current year.
• The directorate objectives referred to in section 11 of the plan are those of the Education & Community Development Directorate and the Corporate Objectives are those currently in existence.
• Section 11 also includes objectives for Wight Leisure and also Parks and Gardens which became part of the directorate in October 2001 but are not within of this Committee.

Members are invited to comment upon the Service Plan. Areas for enquiry may include:

• Does it support achievement of the Council’s mission “to improve Island life”?
• Does it give a clear view of the service aims and targets?
• Are the targets sufficiently “stretching” and do they meet identified priorities and needs?
• Does it provide sufficient information to inform members decisions on budget priorities?

PERFORMANCE INDICATORS

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:

1. Better than average and improving

BV115 – The Council is already spending well within the lower quartile for this indicator. This is as result of the fact that its gross spend per head of population is almost half that of comparator Council’s. For this reason it is unlikely to be able to meet PLS 18 without additional funds (see Annex 1)

2. Better than average and worsening

BV117 – The fall in performance is only in the order of 0.11 visits per 1000 population and is within the upper quartile performance targets.

BV170c – The fall is due to the slack period between the closure of the geology museum and opening of Dinosaur Isle in 2001 and should rectify itself in the current year.

3. Worse than average and improving

None

4. Worse than average and worsening

None

5. Unclassified

BVPI 114 – A Cultural Strategy is due at the end of the year.

BVPI 116 – 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.

BVPI 170 – Improving performance follows the opening of Dinosaur Isle.

BVPI 119 will next be assessed in 2004, when it is hoped that resident’s satisfaction with Community Development Services will have reached the top quartile when compared to English Counties.

FINANCIAL IMPLICATIONS

None as a direct result of this report.

RECOMMENDATIONS

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

BACKGROUND PAPERS

Best Value Performance Plan, 2001/02

Community Development Service Plan 2002/03

Contact point: John Metcalfe

DAVID PETTIT

Strategic Director of Education & 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)

7.1 Best Value 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
LIBRARY SERVICE
BVPI 115: Gross cost per physical visit to public libraries	£1.48	£1.45	£1.40	£3.09	£3.66 / £2.69	£3.03	£3.75 / £2.51
BVPI 117: No. of physical visits to public library premises per 1,000 population	8.11	8.0	8.20	4.6	5.7 / 4.2	5.1	6.4 / 4.4
BVPI 118a: Percentage of library users who found the books they wanted. ^2	61	N/A	N/A	61	66 / 55	60	67 / 57
BVPI 118b: Percentage of library users who were satisfied with the reservation arrangements. ^2	89	N/A	N/A	92	95 / 82	92	97 / 85
BVPI 118c: Percentage of library users who found the information they wanted. ^2	77	N/A	N/A	74	79 / 70	75	79 / 71

¹ Significantly more detailed for 2002/03

² Indicates measured every 3 years (last done in 2001)

7.1 Best Value 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
MUSEUMS SERVICE (includes museums schools service)
BVPI 113: Number of pupils visiting museums and galleries in organised school groups	10,596	10,300	See BVPI 170c	none	none	none	none
BVPI 169: (a) The number of museums operated by the authority and (b) The percentage of that figure which are registered under the museums registration scheme administered by Resource.	N/A N/A	4 100	N/A N/A	New for 01/02 (was ACPI I3a); Deleted for 02/03 New for 01/02 (was ACPI I3b); Deleted for 02/03
BVPI 170: (a) The number of visits to/usages of museums per 1,000 population (b) The number of those visits that were in person per 1,000 population (c) The number of pupils visiting museums and galleries in organised school groups	N/A N/A See BVPI 113	720 670 See BVPI 113	1,030 960 14,200	New for 01/02 (was ACPI I4a) New for 02/03 (was ACPI I4b) See BVPI 113

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
LIBRARY SERVICE
ACPI I6: The number of library books & other items issued per 1,000 population.	9.8	No longer collected		7.3	7.8 / 5.9	7.3	8.2 / 6.0
MUSEUMS
ACPI I3: (a) The number of museums operated or supported by the Council (b) The number of those museums that are registered under the Museums & Galleries Commission registration scheme	(a) 4 (b) 4	See BVPI 169 See BVPI 169

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
ACPI I4: (a) The number of visits to/usages of museums in I3a per 1,000 population (b) The number of those visits that were in person per 1,000 population	(a) 369 (b) 321	See BVPI 170 See BVPI 170		(a) 456 (b) 421	(a) 1337/ 284 (b) 890/ 250	(a) 297 (b) 224	(a) 608/ 128 (b) 506/ 98
ACPI I5: The net cost per visit/usage of museums	£6.23	No longer collected		6.3	8.56 / 4.12	6.21	9.15 / 4.15

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
LIBRARY SERVICE – National Public Library Standards (PLS)
PLS 1. Households living within specified distance of static library	67%	67%	88%	88% 88%	Class Upper Quartile Standard
PLS 3. Opening hours per 1,000 population	184.7	185	185	122.5 128	Class Upper Quartile Standard
PLS 4. % of larger libraries open >45 hours/week	100%	100%	100%	100% 100%	Class Upper Quartile Standard
PLS 5. % of libraries open >10 hours/week having online catalogue	100%	100%	100%	100% 100%	Class Upper Quartile Standard
PLS 6i. No. of electronic work stations available to users, per 1,000 population	0.086	0.71	1.41	0.306 0.6	Class Upper Quartile Standard
PLS 6ii. % of static service points open >10 hours a week providing public Internet access	18.2%	18.2%	100%	100% 100%	Class Upper Quartile Standard
PLS 7. Normal book issue period	3 weeks	3 weeks	3 weeks	3 weeks	Minimum standard
PLS 8. No. of books library users can borrow at one time.	30	30	30	8	Minimum standard
PLS 9i. % of requests for books met within 7 days	58%	60%	62%	47% 50%	Class Upper Quartile Standard

7.3 Other and Local Performance Indicators (cont’d)

Performance Indicator and Source	Performance			Benchmarking
	Actual 00/01	Estimate 01/02	Target April 04	Comparative Performance 01/02	Source of Comparison
PLS 9ii. % of requests for books met within 15 days	72%	73%	74%	70% 70%	Class Upper Quartile Standard
PLS 9iii. % of requests for books met within 30 days	80%	82%	86%	85% 85%	Class Upper Quartile Standard
PLS 11. No. of library visits per 1,000 population	7,999	8,000	8,000	5,986 6,300	Class Upper Quartile Standard
PLS 12i. % of adult users reporting success in obtaining a specific book	61.2%	62	65%	65%	Three year target
PLS 12ii. % of child users reporting success in obtaining a specific book	NA	65%	65%	65%	Three year target
PLS 13i. % of adult users reporting success in gaining info. as result of enquiry	77.1%	78%	79%	75%	Three year target
PLS 13ii. % of child library users reporting success in gaining info. as result of enquiry	70.5%	72%	75%	75%	Three year target
PLS 14i. % of adult users rating knowledge of staff as "good" or "very good"	95.9%	96%	96%	95%	Three year target
PLS 14ii. % of child users rating knowledge of staff as "good" or "very good"	87.3%	90%	96%	95%	Three year target
PLS 15i. % of adult users rating helpfulness of staff as "good" or "very good"	97.7%	98%	98%	95%	Three year target

7.3 Other and Local Performance Indicators (cont’d)

Performance Indicator and Source	Performance			Benchmarking
	Actual 00/01	Estimate 01/02	Target April 04	Comparative Performance 01/02	Source of Comparison
PLS 15ii. % of child users rating helpfulness of staff as "good" or "very good"	87.3%	90%	96%	95%	Three year target
PLS 17. Stock items added through purchase per 1,000 population	211	211	216	228 216	Class Upper Quartile Standard
PLS 18. Time taken to replenish lending stock	10.8 years	10.8 years	8.5 years	12.9 years 8.5 years	Class Upper Quartile Standard
PLS 19ii. No. of staff per 1,000 population with appropriate ICT qualifications	0	0.25	0.6	NA	NA

7.3 Other and Local Performance Indicators (cont’d)

Performance Indicator and Source	Performance			Benchmarking
	Actual 00/01	Estimate 01/02	Target 02/03	Comparative Performance (Date)	Source of Comparison
MUSEUMS SERVICE (INCLUDING MUSEUMS SCHOOLS SERVICE)
Number of museums operated by the authority	4	4	4
Percentage of that number which are Registered	100	100	100
Number of visits/usages of museums per 1000 population	369	720	1,000	Refer to BVPI 170 and ACPI I4
Number of visits that were in person per 1000 population	321	670	940	Refer to BVPI 170 and ACPI I4
Net cost of museums per 1000 population (£)	2,304	3,000	2,000
Net cost of museums per visitor (£)	6.23	4.67	2.11	Refer to ACPI I5
Number of pupils visiting museums in organised groups	5,497	5,000	5,500
Percentage of LEA schools using the Museums Schools Service	93	88	100	None Identified at present
Number of school classes taught by the Museums Schools Service	249	227	230	None Identified at present

7.3 Other and Local Performance Indicators (cont’d)

Performance Indicator and Source	Performance			Benchmarking
	Actual 00/01	Estimate 01/02	Target O2/03	Comparative Performance (Date)	Source of Comparison
VENTNOR BOTANIC GARDEN
Total Visits per annum	298,524	210,000	280,00	From the approved business plan	None Identified at present
Number of specialist seminars per annum	4	6	10	From the approved business plan	None Identified at present
Number of Temporary exhibitions per annum	1	1	1	From the approved business plan	None Identified at present
Number of Accessions to plant collection per annum	290	300	300	From the approved business plan	None Identified at present
Organisation of botanical conference	0	1	2	From the approved business plan	None Identified at present
SPORTS & RECREATION DEVELOPMENT
Publication of Sports Strategy or plan	N/a	Yes	Completed & communicated April 2002	March 2002	National Unitary Authorities (NUB) Benchmarking Group
Spend per head on sports	N/a	£3.11	£3.00	March 2002	National Unitary Authorities (NUB) Benchmarking Group
Total number of organisations funded by Authority	N/a	40	40	March 2002	National Unitary Authorities (NUB) Benchmarking Group
Total funding awarded to organisations providing sport.	N/a	£113,000	£110,000	March 2002	National Unitary Authorities (NUB) Benchmarking Group

7.3 Other and Local Performance Indicators (cont’d)

Performance Indicator and Source	Performance			Benchmarking
	Actual 00/01	Estimate 01/02	Target 02/03	Comparative Performance (Date)	Source of Comparison
% of schools providing at least 40 hours community access (primary)	N/a	0%	%	March 2002	National Unitary Authorities (NUB) Benchmarking Group
% of all schools providing at least 40 hours community access (secondary)	N/a	40%	40%	March 2002	National Unitary Authorities (NUB) Benchmarking Group
% of residents satisfied with sports provision	N/a	54%	50%	Summer 2002	National Unitary Authorities (NUB) Benchmarking Group
Has the unit obtained recognised quality award	N/a	No	March 2003	March 2002	National Unitary Authorities (NUB) Benchmarking Group
% of residents over 45 satisfied with sports provision (Satisfaction Surveys uses 45+ age bands)		67%	70%	March 2002	National Unitary Authorities (NUB) Benchmarking Group
% of residents from black, Asian and other ethnic groups satisfied with sports provision.		40%	50%	March 2002	National Unitary Authorities (NUB) Benchmarking Group
% of residents with disabilities satisfied with sports provision		50%	55%	March 2002	National Unitary Authorities (NUB) Benchmarking Group
% of residents from social groups D/E satisfied with sports provision		N/a	N/a	N/a	National Unitary Authorities (NUB) Benchmarking Group

7.3 Other and Local Performance Indicators (cont’d)

Performance Indicator and Source	Performance			Benchmarking
	Actual 00/01	Estimate 01/02	Target 02/03	Comparative Performance (Date)	Source of Comparison
ARTS DEVELOPMENT & THEATRES
Total audience numbers attending Ryde Theatre	20,724	21,000	24,000	None Identified at present
Subsidy per person Attending	£3.57	£2.86	£2.50	None Identified at present
Total audience numbers attending Shanklin Theatre	50,000	50,000	50,000	None Identified at present
Subsidy per person Attending	£1.68	£1.68	£1.68	None Identified at present
Number of people using the Quay Arts Centre	28,472	40,000	44,000	None Identified at present
Subsidy per person Attending	£1.93	£1.38	£1.36	None Identified at present
Number of Commissions of New Work	20	10	10	None Identified at present
Number of Training Sessions for Artists	37	20	20	None Identified at present

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:
Libraries	Museums Service
· 98% 0f schools buy back into the School’s Library Service · Replace two mobile libraries with satellite internet access · Increase number of items loans by 7% as against a fall nationally · Awarded £420,000 by New Opportunities Fund to implement the People’s Network · Establish presence on Council website with first transactional service the authority provides	· Completion and opening of Dinosaur isle. · Dinosaur Isle visitor and financial targets achieved in first three months of operating. · Adoption of revised Acquisitions & Disposal Policy · Adoption of Collections Management Plan. · Completion of Registration application · Partnership with English Heritage on resources and training courses for teachers
County Records Office	Ventnor Botanic Garden
· 1901 census made available · Participated in adult and family learning programmes · Secured funding for records management post · Acquisition of 20^th century magistrates records	· Completion of the landscaping of the Mediterranean Terrace using 100% recycled materials · Extended use of Visitor Centre rooms through exhibition, lectures and conference bookings · Securing two national conferences for 2002/2003
Sport & Recreation Development	Arts development & Theatres
· First draft of playing pitch strategy · 6 successful Awards for All grants · Service Level Agreement nearing completion · Active Communities objectives met · £1.4 million NOF Award · Active Sport Lottery money released – new groups formed	· New Arts Strategy for the Island adopted · Secured £61,500 for public art projects and strengthened position of Island 2000 as a result · Delivered large scale carnival development project as part of Ryde Art Works project · Developed Social Inclusion pilot project in Ventnor in association with Dot to Dot and Southern Arts · Secured the continuation of Arts Away Rural Touring Project

8.1 Over the last 12 Months (cont’d)

Achievements:
Schools’ Music Service	Branstone Farm
· Expansion of remissions scheme · Introduction of longer group lessons for all bowed string/ woodwind tuition (all sectors) · Substantial increase in no. of children learning shortage instruments · Further expansion of Senior County Music Award/Bursary scheme · DfEs recognise Solent Music Project as a good example of LEA collaboration	· Continued success in providing work experience for disaffected pupils · School bookings remained at peak

8.1 Over the last 12 Months (cont’d)

Areas for Improvement:
Libraries	Museums Service
· Prepare for Best Value and IIP · Implement the People’s Network · Meet the needs of the Public Library Standards · Appoint Reader Development Librarian and establish programme · Tender for library book supply – approval by members	· Computerised documentation of collections · Develop market research · Raise visitor numbers at Guildhall · Development of loan collections to resource QCA schemes of work · Revision of teaching programmes to resource QCA schemes of work
County Records Office	Ventnor Botanic Garden
· No progress on development of a new record office · Need for greater computerisation of finding aids and archive management system	· Resolve issues of lift failure · Improve awareness of facility to coach companies
Sport & Recreation Development	Arts development & Theatres
· Work towards Quest (quality award) – local performance indicators produced · Non service user consultation processes · Link PDP’s to service plans and service targets	· Monitoring of long standing theatres contracts
Schools’ Music Service	Branstone Farm
· Extend group lesson duration for all instrumental / vocal tuition · Greater take up by schools of fee remission / shortage instrument subsidies · Increase attendance levels, especially in middle and high schools sectors · Increase Music Centre membership	· Increase in classroom area to accommodate increasing class/group sizes.

8.2 Over the last 1 to 3 years (1998/99 to 2000/01))

Achievements:
Libraries	Museums Service
· Establishment of stock management policy · Implementation of integrated library management system across the whole Island · Restructuring of Schools’ and Children’s Library Service · Annual Library Plan – satisfactory rating from DCMS · Supplier selection of stock · Refitting of Lending Library in Lord Louis Library · Extension of video loan service to more branches, and lending of computer games and DVDs	· Partnership with Tourism to run the Museum of Island History. · Eligibility criteria met to access V & A Purchase Grant Fund. · Funding secured for Dinosaur Isle project · Museums Strategy adopted
County Records Office	Ventnor Botanic Garden
· Licence renewed by PRO (Sept 01) for 3 years only · Achieved highest ever number of visitors to the office · Knowledge & helpfulness of staff commended in national survey	· Design and construction of Visitor Centre · Expansion of nursery production facility and reduction of its running costs.
Sport & Recreation Development	Arts development & Theatres
· Developing work programme structure · Staff focus on specific areas of work, Active Schools, Community & Sport · Corporate Partnerships	· Rescue package for the Quay Arts Centre negotiated with funding partners · Successful Arts for Everyone bid made (£400,000)
Schools’ Music Service	Branstone Farm
· Significant improvement in liaison between schools and IWMS · Establishment of Solent Music Project world music programme / combined instrumental INSET programme · Restructuring of IW Music Centre · Additional funding secured from DfEE Standards Fund for further new initiatives · Supportive OFSTED inspection (June 1999)	· Continued support from both Island and mainland schools for the service provided · A significant number of schools now book over 12 months in advance

8.2 Over the last 1 to 3 years (1998/99 to 2000/01))

Areas for Improvement:
Libraries	Museums Service
· Extension of integrated library management system to all service points · Improved stock management · Improved communication within service · Training of staff in ICT	· Computerised documentation of collections · Upgrade large object storage · Communications with schools, teachers & Advisors · Presentation of loan material
County Records Office	Ventnor Botanic Garden
· Increasing backlog in cataloguing · No conservation policy · Need to reach greater proportion of the community	· Under investment in Garden infrastructure leading to degradation of buildings and paths
Sport & Recreation Development	Arts development & Theatres
· Strategic Plan · Co-ordination of National Initiatives	· Update Arts Strategy
Schools’ Music Service	Branstone Farm
· Staff development / methodologies · Greater inclusion & access · Maintaining attendance levels	· Classroom space is limiting practical activities

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
1.	Extend the range of learning resources available to the community by implementing the ‘Peoples’ Network’ internet access scheme in the library service.	· All libraries offer free public access to the internet	Dec. 2002	Head of Libraries	3/12/15/ 23/29 56	C2 / C3 / C7
2.	To provide an additional learning resource at Ventnor Botanic Garden by Investigating the potential to create a national glasshouse collection.	· Compile outline plan · Consultation on plan · Review/revise plan · Discussions with funding bodies · Commence detailed work to implement	Sept. 2002 Dec. 2002 January 2002 May 2003 June 2003	Curator of VBG	3/12/15/ 24/29/55	C2 / C3 / C7
3.	Work with the library service to computerise the reference library and plant accession records at Ventnor Botanic Garden and make available on line.	· Library database available · Plant accessions database available · Databases online	June 2002 Sept. 2002 Dece. 2002	Curator of VBG	12/16/ 23/24/55	C2 / C3 / C7
4.	Establish accredited training schemes at Ventnor Botanic Garden.	· City & Guild 9383 (NVQ 2) course commences · Royal Horticultural Society course commences	April 2002 Sept 2002	Curator of VBG	3/4/12/15 29	C2 / C3 / C7

11.1 Cont’d….

Tasks		Targets and Dates (end of)		Responsible Officer	Objectives to Which This Task Contributes
5.	Extend the range of learning activities available to the community through the library service	· Computerise the reference libray and local study collections and make available on line. · Establish homework clubs in 2 libraries	March 2003 Sept. 2002	Head of Libraries	3/4/12/ 15/29/	C1 / C2 / C3 / C7
6.	Increase the number of school children participating in ‘enrichment activities’	· Provide an extension of the classroom at Branstone Farm.	April 2003	Farm Warden	12	C1 / C2 / C3 / C7
7.	Develop and promote the coaching for teachers programme of courses	· 10 courses completed attended by a minumum of 50 teachers	July 2003	Sports and Recreation Officer	5/
8.	Extend the range and scope of museum based learning opportunities	· Make application to HLF · Funding available · Extension to the service commences	Oct. 2002 May 2003 Sept. 2003	Museums Schools Officer	3/4/12/ 15/29/	C2 / C7
9.	Increase the number of school children participating in music tuition by extending the remissions scheme and minority instruments subsidies	· 50 % of schools to take up one or both subsidies. · 100% take up of one or both subsidies.	Dec. 2002 July 2004	Head of Music	12/29	C1 / C2 / C3 / C7
10.	Establish a charitable trust to increase the availability of school based music tuition.	· Draft documentation · Final documentation and trustees agreed · Trust Operable	July 2002 Dec 2002 April 2002	Head of Music	12/29	C1 / C2 / C3 / C7
11.	Raise the standards of all children attending music service tuition	· Increase group lesson duration to 25 minutes for all vocal and instrumental tuition	July 2003	Head of Music	3/12/29	C2

11.1 Cont’d….

Tasks		Targets and Dates (end of)		Responsible Officer	Objectives to Which This Task Contributes
					Directorate	Corporate
12.	To support the growth of a strong, dynamic and sustainable independent arts sector by developing training opportunities for artists.	· Make applications for funding to develop training scheme · Implement scheme	April 2002 Sept. 2002	Arts Development Officer	3/12/15/ 29	C2 / C3 / C7
13.	Introduce a reader development programme of events and projects for adults	· Appoint Reader Development Librarian · Complete baseline audit. · Draft programme · Programme commences	June 2002 Sept. 2002 Dec. 2002 March 2003	Head of Libraries	3/4/12/15 29	C1 / C2 / C3 / C7
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
15.	Develop additional learning opportunities & new locations within the Adult & Community Learning Programme	· Creative ICT courses to be provided by Platform 1 · Basic Skills courses to be provided in museums, sports, Arts	Sept. 2002 January 2003	Lifelong Learning Officer	5/13/15	C1 / C2 / C3 / 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
16.	To deliver an active sports programme in partnership with local organisations that enables more young people to participate in sport more frequently, improve their skills and compete at all levels	· 250 children involved in the programme · 20 coaches educated	March 2003 March 2003	Sports and Recreation Officer	15/20/29 30	C2 / C4 / C7
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

11.3 To create stronger communities.

[By reinforcing neighborhood networks to achieve common goals]

Tasks		Targets and Dates (end of)		Responsible Officer	Objectives to Which This Task Contributes
					Directorate	Corporate
18.	Promote the use of sport as a means of improving health, increasing educational attainment and creating safer better communities, by achieving Sport Action Zone status for the Island’s most economically deprived areas.	· Establish a muti agency task group to scope a potential bid. · Complete stage 1 bid · Complete final bid · Begin implementation of scheme.	April 2002	Sports and Recreation Officer	15/25/30 56/	C1 / C2 / C3 / C4 / C7
19.	To take advantage of the new opportunities for PE and sport to achieve improvements in PE, school sport and school-community links.	· Complete a baseline audit of school and community sports need. · Complete stage 1 bid · Complete final bid · Begin implementation of scheme.	March 2002 April 2002 Nov. 2002 July 2003	Sports and Recreation Officer	5/12/15 25/30 56/	C1 / C2 / C4 / C7
20.	Promote the use of the arts as a means of improving health, increasing educational attainment and creating safer better communities, by delivering a an arts based pilot project in the Ventnor area	· Complete project	December 2002	Arts Development Officer	5/12/15 25/30 56/	C1 / C2 / C3 / C4 / C7

11.4 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.

Tasks		Targets and Dates (end of)		Responsible Officer	Objectives to Which This Task Contributes
					Directorate	Corporate
21.	Complete the feasibility study into the potential restoration of the historic landscape of Northwood Park.	· Appoint consultancy · Interim report due · Final report due.	August 2002 Nov. 2002 Feb. 2003	Curator of VBG	16/24/60	C4 / C6 / C7
22.	Review the accessibility and suitability of the Record Office and consider the development of a new facility.	· Prepare consultancy brief & agree funding. · Appoint consultancy · Final report due.	July 2002 Sept. 2002 Mar. 2003	County Archivist	16/17/24 30/56/57	C2 / C4 / C7
23.	Improve the physical access to all of the Council’s cultural collections by the development of new gallery spaces at the Guildhall	· Submit funding bids. · IWC and grant funding approved. · Complete building works · Open facility	August 2002 October 2002 May 2003 July 2003	Museums Officer	16/24/30/56/57	C2 / C4 / C7
24.	Improve the physical access to the Council’s large cultural collections at Cothey Bottom by opening it up as an Educational store	· Submit funding bids. · IWC and grant funding approved. · Complete building works · Open facility	October 2002 April 2003 Sept. 2003 Nov. 2003	Museums Officer	16/24/30/56/57	C2 / C4 / C7
25.	Computerise the collections’ databases for the museums service and the Records Office and make available on line.	· Identify Council and grant funding · Recruit staff · Catalogue collections · Make available on line	Nov. 2002 March 2003 Dec. 2003 March 2004	Museums Officer/ County Archivist	17/24/30/57	C2 / C4 / C7

11.4 Cont’d….

Tasks		Targets and Dates (end of)		Responsible Officer	Objectives to Which This Task Contributes
					Directorate	Corporate
26.	Open St Thomas’ Heritage Centre to the public.	· Building handed over to IWC. · Install displays and open to public · Management group established	Aug. 2002 Oct. 2002 January 2002	Museums Officer	25/30/46/57	C2 / C4 / C7
27.	Promote the role of the arts in environmental and urban regeneration by securing a service level agreement with Island 2000 to deliver the public art strategy.	· Complete SLA · Deliver public art schemes at · Seaview Duver · B & Q Site	April 2002 July 2002 March 2003	Arts Development Officer	24/46/52/55/58	C2 / C4 / C7
28.	Ensure the preservation of key local government records that may be at risk of destruction	· Appoint research assistant · Undertake audit of existing records identifying key records to be maintained. · Prepare records management policy for the Council	July 2002 May 2004 June 2004	County Archivist	16/17/24/57/	C2 / C4 / C7

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
29.	Prepare an all Island cultural and leisure strategy	· Review results of MORI 6 · Complete other consultation (public, visitor, young people) · Build draft strategy. · Consult on draft strategy. · Publish final strategy	June 2002 June 2002 August 2002 October 2002 Dec. 2002	Assistant Director (Community Development)	58	C1 / C2 / C3 / C4 / C6 / C7
30.	Undertake a Best Value Review of the Community Development Services	· Complete citizens panel research · Complete Challenge Events · Comparison with others completed · Review user data and trends · Build Draft Report · Consult on draft · Final Report	June 2002 July 2002 August 2002 August 2002 Sept. 2002 October 2002 Dec. 2002	Assistant Director (Community Development)	45/55/58/59	C1 / C2 / C3 / C4 / C6 / C7
31.	Review the Council’s current provision of libraries relative to the national minimum library standards	· Prepare report for Select Committee · Implement Action Plan	Sept. 2002 Jan. 2003	Head of Libraries	45/55/58/59	C2 / C3 / C6 / C7

11.5 Cont’d….

Tasks		Targets and Dates (end of)		Responsible Officer	Objectives to Which This Task Contributes
					Directorate	Corporate
32.	Review the Council’s current support for Island theatres.	· Complete audit of existing provision · Establish local need · Prepare options appraisal · Decision by Members	April 2002 August 2002 Nov. 2002 January 2002	Arts Development Officer	25/30/46/55/58/59	C2 / C3 / C6 / C7
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
34.	Review the management structure of Ventnor Botanic Garden to secure its long term development.	· Interim report due · Final report due	July 2002 Sept. 2002	Curator of VBG	55/56/59	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

11.5 Cont’d….

Tasks		Targets and Dates (end of)		Responsible Officer	Objectives to Which This Task Contributes
					Directorate	Corporate
38.	Resolve the problems of the lift at Ventnor Botanic Garden thereby improving the physical access to the gardens.	· Contract disputes resolved. · Dismantle lift & review problems · Repairs agreed · Lift working	June 2002 July 2002 August 2002 Sept. 2002	Curator of VBG	30	C6 / C7
39.	Pursue improvements in the physical access to buildings and facilities by completing a schedule of works necessary for all buildings to comply with the DDA.	· Identify schedule of required works · Secure funding · Works commence · Works completed	Dec. 2002 March 2003 April 2003 Dec. 2003	Assistant Director (Community Development)	30	C1 / C2 / C4 / C6 / C7
40.	Prepare and implement a summer exhibition at Dinosaur Isle	· ‘Extinction’ exhibition planned. · Supporting activities devised · Exhibition opens	May 2002 June 2002 July 2002 (mid)	Museums Officer	16/24/30	C2 / C7
41.	Enhance the Ryde Art Works Carnival programme to secure an increase in the numbers of participants and spectators to the betterment of the community and the town.	· Complete funding applications for Carnival development · Carnival take place	July 2002 Sept. 2002	Arts Development Officer	15/25/27/29/30	C2 / C3 / C7
42.	To secure the future of the small scale touring scheme ‘Arts Away’ by making appropriate funding applications	· Applications submitted · Scheme commences	April 2002 Sept 2003	Arts Development Officer	25/27/30	C2 / C3 / 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

11.5 Cont’d….

Tasks		Targets and Dates (end of)		Responsible Officer	Objectives to Which This Task Contributes
					Directorate	Corporate
44.	Extend the number of Community Development staff trained in basic skill tutoring	· Additional library assistants, museums staff & artists to commence training	Sept. 2002	Lifelong Learning Officer	4/12/15	C1 / C2 / C3 / C6 / C7
45.	Develop family learning within the workplace	· Develop and implement work experience programme with two Island employers for learners on the family learning programme · Develop pilot family learning programme with 1 Island employer	April 2003 Sept. 2003	Lifelong Learning Officer	4/1521/ 42	C1 / C2 / C3 / C6 / C7

11.6 To encourage participation in cultural and leisure activities as a constructive use of leisure time.

[Also as an alternative to boredom and anti social behaviour]

Tasks		Targets and Dates (end of)		Responsible Officer	Objectives to Which This Task Contributes
					Directorate	Corporate
46.	Deliver the Active Communities programme in the Ryde SRB to encourage physical activity amongst excluded communities.	· 100 children on the programme · healthy walks initiative established · 20 volunteers trained	June 2002 August 2002 March 2003	Sports and Recreation Officer	29/30/
47.	Provide a programme of events at the Roman Villa, for adults and children during non school time.	· Arrange Roman History event · Arrange weekly activities during summer holidays · Arrange a series of adult workshops	June 2002 August 2002 Sept. 2002	Museums Officer	29/30
48.	Provide a programme of holiday activities for young people	· Plan programme · Implement programme	May 2002 August 2002	Head of Libraries	20/29/30

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
51.	Increase sports opportunities for young people through coordinated physical education and out-of-school hours learning activities by delivering a School Sports Coordinator programme.	· Establish a muti agency task group to scope a potential bid. · Complete final bid · Begin implementation of scheme.	October 2002 Dec. 2002 March 2003	Sports and Recreation Officer	15/20/29/30	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

COMMUNITY DEVELOPMENT)

Better than average & improving

BV 115 The cost per physical visit to public libraries.

Better than average but worsening

BV 117 The number of physical visits per 1,000 population to public library premises.

BV 170c Number of pupils visiting museums and galleries in organised school groups.

Worse than average but improving

None

Worse than average & worsening

None

Unclassified

BV 114 The adoption by the authority of a local cultural strategy. (No)

BV 116 Spend per head of population on cultural and recreational facilities and activities.

BV 169a The number of museums operated by the authority (No comparative data (4))

BV 169b The percentage of the number of museums operated by the authority which are registered under the museums registration scheme administered by Resource (Museums, Libraries and Archives Council) (No comparative data (100%))

BV 170a The number of visits to/usages of museums per 1,000 population (No comparative data but increasing)

BV 170b The number of visits to/usages of museums that were in person per 1,000 population (No comparative data but increasing)

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.