APPENDIX 3

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

· 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