Subject: LEARNING AND LEISURE COMMITTEE SERVICES … · 2015-01-09 · Subject: LEARNING AND LEISURE SERVICES - SERVICE PLAN 201 211 3 Date: 6 JANUARY 2012 ... This comprises a narrative

To: LEARNING & LEISURE SERVICES COMMITTEE

From: EXECUTIVE DIRECTOR

Subject: LEARNING AND LEISURE SERVICES - SERVICE PLAN 201 211 3

Date: 6 JANUARY 2012

INTRODUCTION

Ref: CP/LW/MS

The purpose of this report is to provide the committee with details of the background to the 2012/13 Service Plan and to request approval of the attached plan for Learning and Leisure Services (Appendix A).

RECOMMENDATIONS

The Learning and Leisure Services Committee is requested to:-

i. approve the Service Plan 2012/13 for Learning and Leisure Services attached as Appendix A; and

ii. note the content of the report.

Christine Pollock Executive Director Learninn and Leisure Services

Local Government Access to Information Act: on this report please contact Linda Wilson, Quality Improvement Officer (Tel: 01236 812224)

1

20

NORTH LANARKSHIRE COUNCIL - LEARNING AND LEISURE SERVICES

LEARNING AND LEISURE SERVICES: SERVICE PLAN 2012113

Report by Executive Director

1. INTRODUCTION

The purpose of this report is to provide the committee with details of the background to the 2012/13 Service Plan and to request approval of the attached plan for Learning and Leisure Services (Appendix A).

2. BACKGROUND

2.1 Service Planning Process 201 2/13

2.1 . I For many years the availability of firm 3-year budgets from the Government allowed the Council to operate an integrated financial and service planning approach, which saw services’ revenue budgets and Service Plans being considered together within a single report. Unfortunately, the trend of providing only single year funding experienced over recent years continues for 201 2-201 5, with the Scottish Government Spending Review announcement of 8 December providing firm funding for 201 2-1 3 and with indicative funding only for 201 3/14 and 2014/15.

2.1.2 In addition, and following approval of the f55m savings package for 2011/12 to 2012113 in December last year, services are currently finalising the actions necessary to deliver their estimated 2012/13 savings. It is therefore not possible within this committee cycle to provide Members with full details of the service’s base revenue budget for 2012/13. Such details, including final allocation of approved 201 2/13 efficiency savings, will instead be submitted to a future committee meeting for information and noting.

2.2 Learning and Leisure Services: Service Plan 2012113

2.2.1 The Council’s revised service planning arrangements were considered and approved by the Policy and Resources Committee at its meeting on 16 June 201 1. Service Plans will continue to be reported to Committee by exception on a six monthly basis and Performance Portfolios will be reported by exception on a quarterly basis.

2.2.2 The format of the Service Plan largely remains the same and comprises the following three elements:

Strategic Focus from the Executive Director

This comprises a narrative overview detailing the major local and national factors affecting the service for the period of the Service Plan.

Service Focus

Part 1: Service Activity which relates to Themed Working Group Actions (and the Single Outcome Ag reem en t)

Part 2: Other Service Activity and/or core business activity

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Performance Po rtfol io

The Performance Portfolio is designed to capture performance information at Head of Service level, giving ‘at a glance’ information for each Service within the authority. This includes financial information and a range of performance measures featuring key performance measures, customer measures and people measures, including past performance and projected targets for 201 211 3.

2.3 A copy of the Service Plan for Learning and Leisure Services is attached as Appendix A to this report.

3. RECOMMENDATIONS

The Learning and Leisure Services Committee is requested to:

(i) approve the Service Plan 2012/13 for Learning and Leisure Services attached as Appendix A; and

(ii) note the content of the report.

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Appendix A

Learning and Leisure Services Service Plan 2012/13

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Appendix A

Strategic context for the service North Lanarkshire Learning and Leisure Services aims to provide the highest quality services to all our residents not only through nursery and school education, but also childcare, community learning and development, libraries, information services, sports development, creative services and museums and heritage centres. We respond to the learning and leisure needs of our community and using an integrated approach with NL Partnership organisations we deliver a quality range of front-line services. The third phase of our overarching strategy Raising Achievement For All states that “people have an unlimited ability to learn” and ‘lour job is to remove the barriers which get in the way of achievement”.

Children’s education is governed by a range of legislation including the Standards in Scotland’s Schools etc. Act 2000, which states that “it shall be the right of every child of school age to be provided with school education by, or virtue of arrangements made, or entered into, by an education authority” and that it is “the duty of the authority to secure that the education is directed to the development of the personality, talents, and mental and physical abilities of the child or young person to their fullest potential.” The Validated Self-Evaluation Report, HMlE & North Lanarkshire Council, 27 July 201 0, confirmed that LLS “demonstrated excellent practice in the delivery of education services” and was “very well placed to manage the future challenges posed by efficiency savings and the successful implementation of Curriculum for Excellence”.

Our library services provide educational, recreational and information resources for loan and for reference, in print or electronically to anyone who lives, works, or studies in the area. Learning through technology centres (based in Motherwell, Wishaw, Coatbridge, and Cumbernauld libraries) provide free access to internet enabled computers for any member of the community or visitors and offer accredited learning courses.

Our Museums and Heritage service looks after and promotes the cultural, social, and industrial heritage of the area through the museums’ collections, events, and exhibitions. We aim to safeguard North Lanarkshire’s heritage for future generations, and to educate and stimulate both the local community and visitors through the creative use of the collections and facilities.

We also work in partnership with North Lanarkshire Leisure (NLL), and other partners, to deliver and improve sport, leisure, and health opportunities throughout North Lanarkshire. NLL was established in 2006 and is governed by a board of trustees and non-executive directors.

Challenges > Education authorities must address Gaelic medium education, the involvement of parents and

equal opportunities in their annual service planning process. In North Lanarkshire these are incorporated into the Learning and Leisure Services (LLS) improvement priorities, service plan key outcomes and portfolios. 0 LLS provides Gaelic medium education to the children of parents who request it. Full

provision is available from pre-school to P7 and is available at secondary level up to Advanced Higher. Gaelic language learning from beginner to advanced level is available for adults through Community Learning and Development. We have now developed a Gaelic Film School based in the Cumbernauld area. Our Gaelic Language Plan promotes and encourages the visibility of the Gaelic language in North Lanarkshire, and we have submitted it to Bord na Gaidhlig for approval.

0 We are committed to promoting parental involvement. We acknowledge the value and

24

Appendix A

importance of parents to the educational process and recognise that when schools and families work together children do better. Parental involvement has been and continues to be a key element of the authority’s Raising Achievement for All policy.

e The Equalities working group action plan sets out and prioritises the work that the LLS needs to undertake to deliver on the outcomes of the Council’s Equality Strategy. Senior managers must consult on one specific area of equality each year through their improvement plans to ensure services are fairer and more inclusive.

> To guide and support our implementation of Curriculum for Excellence (CfE) over the next few years, we have drawn up a strategic plan to taken account of the strengths and development needs emerging from the 201 0 CfE self-evaluation exercise conducted across all establishments. We have also taken close account of our overarching strategy, Raising Achievement for All: Experiences to Last a Lifetime; national developments; the substantial degree of development work already being carried out within our own authority; and the responsibility to bring about transformational change in the educational experiences we offer our young people, at the very time we are charged with making massive cuts in public spending.

> The service is currently considering externalisation of cultural and related services and carried out a phase 1 options appraisal. 2012/13 will see the completion of phase 2, the business planning stage and if agreed by Council to proceed further, will also see an implementation plan being realised. Externalisation of cultural and related services will release an estimated financial saving of f800,OOO per annum.

Key improvements over the period 2012113 In line with Service and People First and the transformation programme, the three service areas have identified the key improvement agenda for 201211 3.

Education Quality and Development e

e

e

e

e

e

e

e

e

e

e

e

e

e

Maintain vocational education school-based provision in partnership with colleges Continue to develop the use of Glow to support learning and teaching in all establishments Continue to increase the number of pupils achieving accreditation in 12 wider achievement awards Continue to improve attainment in national qualifications Increase the percentage of school leavers entering employment, education or training Fully implement Curriculum for Excellence across all sectors to ensure better outcomes for learners Implement a new strategy for early years and child care to ensure identified priorities are effectively addressed in line with the Early Years Framework Review the allocation of support for children with Additional Support Needs to maximise efficient deployment and meet their needs more effectively (GIRFEC) Develop effective strategies to support children and young people with severe and complex learning needs to be included in their school, home and community Ensure delivery of MCMC / 16+ Learning Choices agenda to enable learners to experience CfE entitlements Further develop nutrition in schools, supporting healthy lifestyles Continue to develop leadership capacity across the service Build capacity in schools and nurseries to support inclusion and GIRFEC Implement the Parenting Strategy to support-parents / carers including those of the most

25

Appendix A

vulnerable young children Embed strategies and interventions to promote the emotional wellbeing of all children and those most vulnerable in line with Curriculum for Excellence and GIRFEC

Resources Review the LLS estate management plan to ensure effective management and utilisation of assets

a Continue to deliver the LLS capital programme to maintain the LLS estate Continue to deliver Schools and Centres 21 projects on budget and on schedule Reduce energy consumption in all LLS establishments Establish a consistent approach to health and safety in LLS establishments across all sectors

a Review procurement of transport for children and young people with Additional Support Needs to ensure Best Value Contribute to the Clyde Valley Shared Service Programme to achieve efficiencies Review the NLC Delegated Scheme of Management to ensure management of resources is deployed at the correct level Meet efficiency savings targets as part of NLC efficiency savings programme Improve absence management to achieve targets for teachers and single status staff

Community Information and Learning a

a

a

a

a

a

a

a

a

a

a

a

a

a

a

a

a

Integrate LogintoLearn and Learning in Lanarkshire websites Widen access to, and increase usage of, LogintoLearn online information and learning materials Increase the number of successfully completed youth accredited learning programmes Increase the number of students and adults gaining national qualifications Maintain the number of parents completing parenting programmes Increase the number of learners successfully completing individual learning programmes Extend the range of learning opportunities available through the 16+ Learning Choices initiative Strengthen community based infrastructure Improve the library experience for children and young people in school and the community Conserve the industrial history collection at Summerlee: Museum of Scottish Industrial Life Increase access and participation in cultural activity linked to 2012 Year of Creative Sco t I a nd Increase the number of alternative accredited learning opportunities for young people Increase levels and range of Sport and Physical Activity participation opportunities Improve positive engagement with vulnerable communities Increase positive outcomes linked to participation in sport and cultural activities Implement the NLP Sport & Physical Activity Framework Review and update the Council’s Cultural Strategy

LLS contribution to achieving the vision and outcomes in the Single Outcome Agreement and Corporate Plan Christine Pollock, Executive Director, chairs the Lifelong Learning Priority Theme Working Group and senior officers represent LLS on the other priority theme working groups and sub-groups. Through our 14 service priorities, informed by our stakeholders, the LLS service plan contributes

26

Appendix A

to the work of the Priority Theme Working Groups to achieve the outcomes in the Single Outcome Agreement and the Corporate Plan until 201 3/14.

LLS contributes to all the strategic measures of success and outcomes for the priority theme Lifelong Learning:

0 Improved access to quality learning opportunities 0

0

0 Improved access to E-learning

0

0

0

0

0

0

0

Improved buildings and facilities fit for 2Ist Century learning purpose Improved curriculum and expanded vocational education opportunities

0 Raising achievement for all Increased number of learners achieving accreditation outwith national qualifications Improved learner accreditation within national qualifications Increased participation in alternative curricula options Increased number of learning opportunities for adults

Increased number of young people in education, employment or training Improved support to progress people towards learning and training opportunities and sustainable em ploy men t Increased skill levels to improve productivity in work

0 Creating opportunities for all

LLS supports the strategic measures of success and outcomes from the other priority themes: 0 Environment 0 Health and Wellbeing 0 Regeneration 0 Developing the Organisation

LLS leads and co-ordinates the development of the North Lanarkshire Partnership’s Sport and Physical Activity framework on behalf of the Strategic Board, working through the Health and Wellbeing Group.

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Appendix A

Structure of Learning and Leisure Services

Executive Director 3 Heads of Service: 0 Head of Education Quality and Development

0 3 Education Officers - Support for Learning; Quality Improvement Service; and Early Years and Child Care

0 Head of Resources 3 Education Officers - Contracts and Provisions; Personnel; and Budget

0

3 Managers - Infrastructure and Development; Community Learning and Libraries; and Creative Services and Museums and Heritage

0

Head of Community Information and Learning 0

HEAD OF RESOURCES 1 Estate management 1 Schools and Centres 21

and capital programme 1 PPP contract

management 1 Energy management 1 Financial planning 1 Workforce planning 1 Transport 1 Health and safety 1 Security 1 Contract commissioning 1 Devolved School

Management 1 Management of

efficiency programme 1 Admissions policy 1 Education Maintenance

Allowance 1 Absence management 1 Industrial relations 1 Workforce development 1 HR policy implementation

HEAD OF EDUCATION QUALITY & DEVELOPMENT 1 Early years and childcare 1 Nursery, primary, secondary

1 Child protection 1 Additional Support for

education

Learning including special schools, teaching units and specialist support units

1 Specialist placements 1 Quality Improvement Service

including ICT and literacy support

1 Curriculum 0-18 years 1 Continuous professional

development 1 Psychological Services 1 Children’s services planning 1 Performance management

1 School improvement 1 Gaelic Language Plan 1 Raising Achievement for All

and Best Value

HEAD OF COMMUNITY INFORMATION & LEARNING

1 Information Services 1 Technician Support Services 1 ICT I Glow infrastructure 1 Community Learning and

Development Service 1 Creative Services 1 Museums and Heritage 1 Community Facilities 1 Sports development in schools

I Active schools 1 Kilbowie Outdoor Education

Centre 1 Customer services 1 Equalities 1 Infrastructure and

1 North Lanarkshire Leisure

1 Single Source Trust Scheme

Libraries

Development

Trust (NLL)

Some of our key partners include Transform North Lanarkshire (TNL); Skills Development Scotland; Motherwell, Coatbridge and Cumbernauld colleges; Prince’s Trust, Skill Force, Routes to Work and Voluntary Action North Lanarkshire.

National context The Scottish Government has five strategic objectives:

1. Wealthier and Fairer 2. Healthier 3. Safer and Stronger 4. Smarter 5. Greener

The National Concordat sets out the terms of the relationship between the Scottish Government and local government. North Lanarkshire Council has agreed a Single Outcome Agreement until 2014 while delivering a specific set of commitments. The Agreement is based on a set of 15 national outcomes with a range of indicators together with local outcomes and indicators. ,.

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Appendix A

The Scottish Government have mapped out the national context for education and lifelong learning which local authorities have the responsibility to respond to. The smarter strategic objective is to expand opportunities for people in Scotland to succeed from nurture through to lifelong learning ensuring higher and more widely shared achievements. A smarter Scotland is critical to delivering the Government's purpose of achieving sustainable economic growth. By making Scotland smarter, we will lay the foundations for the future wellbeing and achievement of our children and young people, increase skill levels across the population and better channel the outputs of our universities and colleges into sustainable wealth creation, especially participation, productivity and economic growth. A smarter Scotland will help drive wealth creation and equity by putting opportunities to succeed within everyone's reach and making full use of people's skills. Investing in and applying learning will help to generate the attitudes, ideas and technologies which protect and improve health, wellbeing and the environment. A smarter Scotland will also underpin greater social and economic cohesion, by ensuring that education plays a key role in building stronger and more resilient families and communities. We aim to deliver a Smarter Scotland through all 15 national outcomes, with a focus on the following:

We are better educated, more skilled and more successful, renowned for our research

Sustainable economic growth can only be achieved if we use the skills of our people to best effect. Skills development runs through our lifelong learning agenda, spanning our new approach to the early years of children's lives, the reforms to our school curriculum, improvements in the skills of our workforce, and thinking ahead to the future of further and higher education in Scotland. Our young people are successful learners, confident individuals, effective contributors and responsible citizens From an early age children and young people are developing the four 'capacities' listed in the Outcome. When they make the transition into adulthood, these capacities are well established. The ambition is universal: the goal is to raise achievement across the population and for the gap between those who are the most and least successful to be reduced. Possession of these capacities enables children, young people and (subsequently) adults to thrive from an early age, and make a positive contribution in the 21st century. Our children have the best start in life and are ready to succeed It is during our very earliest years and even pre-birth that a large part of the pattern for our future adult life is set. The messages from research across a wide variety of fields, such as physical and mental health, education, justice and economics are clear: investment in a child's early years pays dividends for that child. This is true in terms of his or her educational outcomes, health outcomes, and future life prospects. Investment in the early years also pays dividends for society as a whole, not only in social capital but also in economic terms. We have improved the life chances for children, young people and families at risk Disadvantages experienced from birth will impact adversely the life chances of our children. By the time they reach their third birthday, children from deprived backgrounds can be as much as a year behind their peers in cognitive and social development. The impact of this disadvantage can be seen throughout an individual's life, in poor health, employment and social outcomes. This Government's Purpose is to make Scotland a more successful nation from which all of Scotland's people, both now and in the future, can benefit. To achieve this and enhance our ability to compete, we need to tackle some of the significant inequalities which persist in Scotland. Tackling risks early and building the resilience of children, young people and families will improve the educational, health and employment outcomes of our people.

and innovation

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Appendix A

Strategic objectives: > Curriculum for Excellence Over 2012/13, LLS together with all NLC educational establishments will continue to implement Curriculum for Excellence (CfE) through the CfE strategic plan, which focuses on five main priorities:

0 Enhance learners’ experiences by continuing to promote and develop learning and teaching approaches in line with CfE design principles

0 Meet all learners’ needs by using the framework of the CfE experiences and outcomes as the framework for planning, assessing and reporting progress

0 Meet learners’ needs by developing effective transition arrangements to ensure continuity and progression of learning across all stages and sectors

0 Provide personal support to ensure that all learners are able to develop skills for learning, skills for life and skills for work through a rich and challenging educational experience

0 Provide all learners with programmes of study in S4-5 which deliver the senior phase of the C u rricu I u m for Excel lence

Woven through the plan is North Lanarkshire’s commitment to ensure all learners receive the six national CfE entitlements:

1. Every child and young person is entitled to experience a curriculum which is coherent from 3 to 18

2. Every child and young person is entitled to experience a broad general education (up to end of S3)

3. Every young person is entitled to experience a senior phase where he or she can continue to develop the four capacities and also obtain qualifications (S4-6 and ages 16- 18 out of school)

4. Every child and young person is entitled to develop skills for learning, life and work, with a continuous focus on literacy and numeracy, and health and wellbeing

5. Every child and young person is entitled to personal support and challenge to enable them to gain as much as possible from the opportunities which CfE can provide

6. Every young person is entitled to support in moving into a positive and sustained destination (post 16)

In addition, the work of 11 CfE work streams will continue to impact significantly on the success of its implementation. These cover:

0 Personal Social and Health Education / Personal Support 0 Secondary curricular structures 0 Reporting and profiling 0 Planning / On Track with Learning 0 Inter-disciplinary learning 0 Learning and Teaching 0 Assessment and moderation 0 More Choices More Chances

Leadership 0 ICT /G low

Outdoor learning

k Quality Improvement Framework The principles in our Framework for Quality Improvement will continue to inform every aspect of CfE development, and major areas of quality assurance. As we move into an era of unprecedented challenge for public services, the focus will be the building of capacity across the entire system to take it forward. With our focus on learners, we will express our improvement priorities as outcomes for learners and report on performance by self-evaluating the impact of

30

Appendix A

these improvements using HMlE quality indicators.

> Efficiency Programme The service identified its 201 1-2014 savings proposals taking account of an agreed strategic rationale, and incorporated these into the council’s efficiency savings for implementation over the three year period on a phased basis. The recommended savings are those considered to have the least overall negative impact on these criteria:

0 Meeting statutory responsibilities, including the provision of efficient education provision and high standards

0 Promoting council priorities, including lifelong learning 0 Promoting high attainment, school improvement and curricular change 0 Maintaining a wide education experience 0 Commitment to the targeting of resources on disadvantaged and vulnerable groups

prioritising early intervention strategies

P Leisure Estate 2012/13 will see the completion of Motherwell Concert Hall and Theatre redevelopment and the completion of the Sir John Wilson Town Hall refurbishment. The Council’s archives service will relocate from Lenziemill in Cumbernauld to the building housing Motherwell Heritage Centre and Summerlee Museum will undergo further redevelopment work particularly relating to the display and interpretation on the large industrial objects, the canal and the Scheduled Ancient Monument ironworks site.

Customer focus informing priori ties LLS service planning and improvement agenda were informed by our stakeholders at a range of events in 2007/08 to identify LLS priorities for 2008-2012. We extended these to 2014 in line with the extended Corporate Plan and SOA. All key actions or outcomes for 201 2/13 support these. The priorities match into the Corporate Plan and Community Plan outcomes in the Lifelong Learning priority theme which in turn is part of the North Lanarkshire Council SOA with the Scottish Government. They also contribute to the outcomes and strategic measures of success in the remaining priority themes in the corporate and community plans. The 14 LLS priorities are:

1. To work in partnership to provide better access to learning for all 2. To implement Curriculum for Excellence for all learners, promoting the use of ICT 3. To improve learning pathways to employment 4. To close the attainment gap 5. To promote quality learning to improve outcomes for all learners 6. To develop the ‘Schools and Centres 21’ Estate Management Programme 7. To support staff through high quality, continuous professional development 8. To deliver programmes supporting health, well-being and care 9. To support inclusive practices and positive behaviour strategies 10. To promote parental involvement engaging parentdcarers in their children’s learning 1 1 .To enhance quality assurance systems including Best Value, the quality framework,

12.To develop and deliver an arts and culture strategy 13. To promote community planning and partnership working to build community capacity 14. To care for our environment

Each year LLS headquarters consults with headteachers, heads of centres and other customers on the quality of its delivery of centrally-provided services. Services are selected for inclusion on a rotational basis and service providers must publish their intended corrective action for any satisfaction response rates below 80%. We report on the annual survey every year in the LLS Service Improvement Report, and feed back to establishments on any actions taken as a result

performance monitoring and efficiency requirements

31

Appendix A

of poor satisfaction.

As well as centrally-led consultation, LLS places a significant emphasis on devolved responsibility for consultation on headteachers, heads of centres and other services. Each carries out consultation in a variety of ways with a variety of service users responding to local ci rcu m st a n ces i n cl u d i ng : o CLD undertakes consultation twice a year with adult learners and young people who attend youth

groups and sessions o Libraries undertake an annual satisfaction survey with customers and a Vision, Values and Aims

consultation will take place with children and young people o Creative Services carries out regular surveys with participants at community arts classes. A group of

Arts Ambassadors will continue to be consulted on the development of Sir John Wilson Town Hall o Museums continuously consult visitors on all aspects of the service o Sport and Outdoor Education will undertake focus groups and stakeholder interviews as part of the

national quality improvement framework How Good is Our Culture and Sport (subject to outcome of the externalisation exercise) Contracts and Provisions consult quarterly on parental satisfaction with transport for children with additional support needs The PPP management team consult weekly on the delivery of the PPP contract The Quality Improvement Service asks participants to evaluate their CPD course experiences

o

o o

Long standing focus groups include: o Consultative Committee on the Curriculum (involving headteachers), informing NLC implementation

of Curriculum for Excellence o Parents' Consultative Group (and Parent Councils in schools), informing NLC approach to support

for parents o NL Pupil Council (and school pupil councils), informing NLC and national approaches on issues

pertaining to children and young people in school and in the community o Meetings of Principal Teachers of subjects and faculties with the Quality Improvement Service,

providing support and challenge to subject areas to improve learner achievement and attainment

In the draft 201 1 Residents Survey report, customer satisfaction is summarised in section two, the Quality of Service Provision in North Lanarkshire. A number of services were rated highly including primary and secondary education (87%) and council sport & leisure facilities (82%). Of these services, libraries and council sport & leisure facilities have seen the greatest increase in perceived quality with libraries increasing from 81% in 2010 to 87% in 201 1 and council sport & leisure facilities increasing from 74% to 82% (possibly reflective of the investments made in leisure facilities in the area). Indeed the proportion of libraries 'very good' has notably increased from 18% to 27%. Other services which have seen an increase since 201 0 in terms of service quality include concert halls, theatres and cultural centres (up 4% points to 73%).

Se1 f-eva I ua tion The two main complementary self-evaluation toolkits used by LLS are Quality Management in Education 2 (QMIE2) from HMlE and the Public Service Improvement Framework (PSIF) from the Improvement Service. While PSlF is used council-wide and covers all aspects of general public service provision, QMlE concentrates on education provision. In 201 1/12, the authority delivered the first year of the action plan (mainly included in the service plan) following the Validated Self-Evaluation (VSE) exercise with HMlE in 2010, and the people measures within PSlF which QMlE does not cover (work undertaken outwith the service plan). By 2012/13, the 201 1/12 action plans for VSE and PSlF should be completed and performance reported in accordance with the corporate performance reporting framework.

Through the Quality Improvement Framework (QIF), now embedded in all schools and centres,

32

Appendix A

each self-evaluates and reports annually performance against quality indicators. The Quality Improvement Service validates both the process and the impact of the improvements made. We plan to extend this good practice model to other parts of Learning and Leisure Services in 2012/13.

schools Comparator authorities

In 201 2/13 we will undertake any improvement actions recommended from the More Choices More Chances (MCMC) VSE exercise late in 201 1/12. We will also consider developing a self- evaluation calendar to ensure we continue to build on and enhance our capacity to improve, further developing the VSE approach.

93% 92% 77% 47% 43% 30% 19%

In first quarter of 2012/13, LLS is scheduled to undergo an external assessment for Investors in People.

(average) National data (average)

Benchmarking - Pupil Attainment in National Qualifications We benchmark performance showing year-on-year trends, performance targets and comparisons against national data and our comparator authorities: Clackmannanshire, East Ayrshire, Falkirk, North Ayrshire and West Lothian. Educational attainment levels in North Lanarkshire have consistently improved over the last 11 years, with performance reported in 201 1 the best to date, comparing favourably with our comparator authorities. We are now positioned overall at approximately the mid-way point. We have raised our attainment performance targets again for 201 211 3. Performance for 201 1 is summarised below.

92% 79% 50% 47% 33% 22% 93yo

I p:t%rrkshire I 93% 1 92% I 78% I 46% I 43% I 28% I 18%

Benchmarking - Museums In 2009 we benchmarked with four other museums: one larger local authority service, one neighbouring local authority service, one with a similar collection and a non local authority museum covering a different subject area with a different organisational/funding structure. Overall the exercise was extremely positive and we compared very favourably over a number of questions which focused on the following themes:

0 Social inclusion and outreach 0 Education and lifelong learning 0 Exhibitions and collections development 0 Customer and business development 0 Staffing and structure

The exercise also highlighted areas for future improvement and as a result we re-prioritised resources to the learning and access team.

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Appendix A

Impact of Savings The service is required to deliver a savings package outlined in the committee report ‘Financial Savings Options 201 1/12 - 2012/13’ which was previously agreed at Policy & Resources committee on 14 December 2010. The key aim underpinning the proposals is the protection of front line service delivery wherever possible and this approach is reflected across the approved savings package. The savings are disaggregated across corporate work streams including wo r kfo rce deploy men t , service priori tisat ion, asset ma nag emen t and p rocu remen t .

The finalised savings package will be incorporated into the services 2012/13 budget. The ongoing implementation of the savings will be regularly reviewed and reported in accordance with the established 4 weekly budget monitoring procedures.

Best Value Service Learning and Leisure Services provides Best Value, as performance overall is continuing to improve despite the need to make significant savings as part of the council’s efficiencies and transformation programmes, and the government’s austerity measures. The percentage of key performance indicators, which could be measured using trend data, and which have improved or maintained performance since 2009/10 or 201 0/11 is 74% out of a total of 46 indicators.

In order to carry out a robust and reliable comparative appraisal of service quality in terms of Best Value, we will participate in an initiative to identify possible partner authorities and together investigate a possible approach to compare inputs and outcomes for an agreed number of common performance indicators. Currently there are no mechanisms or processes in place for this. Also, there is insufficient reliable data published nationally.

34 I

Appendix A

vocational education at a time of financial constraint Maintain the number of sDecial needs schools offerincl

Head of Education Quality and Development

Michael Dolan PNL 201 3 Stephen Moore / April 2012 - March

Part 1 -Corporate / Single Outcome Agreement Outcomes

- vocational education at a time of financial constraint Maintain the number of S3/S4 pupils in vocational education programmes at a time of financial constraint

Michael Dolan PNL 201 3

Michael Dolan PNL 201 3 Stephen Moore / April 2012 - March

C

April 201 2 - March 201 3


Support schools to develop their use of Glow in line with School Improvement Plans. Continue to develop the North Lanarkshire site on Glow to reflect the purposes and principles of C u rricu I u m for Excellence

Morag Hay

Morag Hay

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Appendix A

--. .--. Key Service Action 2012/13 (outcome) Increase the number of young people gaining accreditation in 12 wider achievement awards in schools

N

~~ _ _ _ _ _ ~

5. To promote quality learning to improve outcomes for all

Lead Officer Timescales

Pauline O’Neill April 201 2 - March 201 3

I Pauline O’Neill I April 2012 - March 2013 1 Increase the number of ASDAN awards for pupils at schnnl

94%

47%

Pupils attaining English and Maths @ level 3 or better by end of S6 as % of original S4 cohort - 3 year average Pupils attaining 5 awards or more @ level 5 or better by end of S6 as % of original S4 cohort - 3 year average Pupils attaining 3 awards or more @ level 6 or better by end of S6 as YO of 9 n O L

Minimise the number of incidents of pupil exclusion: Anne Donaldson , Jim April 2012 - March Phillips (PNL) 201 3 a) Primary

b) Secondary Improve pupil attendance

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Appendix A

Increase the percentage of school leavers from Expanded Learning Opportunities programme entering positive destinations - 3-year average Increase percentage of school leavers from the Flexible Learning Initiative entering positive destinations - 3-year averaae

April 2012 - March 201 3


Vincent Jack

Karen Walker

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Appendix A

Head of Education Quality and Development

Part 2 -Other Service Priorities

1 Anne Donaldson April 2012 - March 2014 independent providers to ensure delivery of services which are responsive to needs of children

Discuss with Legal Services to draw up draft SLA / framework LLS committee approves to allow all contracts to be issued bv March 2014

Anne Donaldson April 201 - March 201

Anne Donaldson April 2012 - March 2014

rice Priority

Service Action 201 2/13 (outcome) Lead Officer Timescales

2. To implement Curriculum for Excellence for all learners, promoting the use of ICT

s to ensure better outcomes for all April 2012 - March 2013

David Craig April 2012 - March 2013 Respond to identified CfE needs across all sectors through appropriate CPD. Support schools, centres and learning communities I I to develop CfE at local level, to work together more effectively to meet learners’ needs:

1. Bellshill and Coatbridge 2. Motherwell, Wishaw and Shotts

Joe McAvoy 2. Stewart Murray 3. Alison Cameron


April 2012 - March 2013

I David Craig 1 April 201 2 - March 201 3 Working groups evaluate and report on the impact nf adinns -. --..-..- Service Action 2012113 (outcome) Lead Officer Timescales Secondary School Sector develops and implements a model of curricular structure that meets the needs of all learners embracing principles of CfE. stones - Roll up Lead Officer Timescales Working Group to develop a range of models to support delivery of CfE entitlements at secondary -+--A Greenfaulds HS

John May’ HT Greenfaulds HS April 2012 - March 2013

John May’ HT April 2012 - March 2013 atayc I I Service Action 2012113 (outcome) Lead Officer Timescales

Alison MacDonald April 2012 - March 2014 Extend approaches to literacy development to support CfE and active learning and meet

38

Appendix A

I I agenda to enable learners to experience CfE I Jane Liddell April 201 2 - March 201 3

Appendix A

h high quality continuous

work to support leadership


nutrition in schools, supporting April 2012 - March 2013




40

Appendix A

Alison MacDonald and young people with severe and-complex learning needs to be included in their school, home and communitv

I N I Review the allocation of support for children with I I


1 Anne Donaldson April 2012 - March 2014 Additional Support Needs to-maximise efficient deployment and meet their needs more effectively

Milestones - Roll up N Develop knowledge and expertise in assessing,

intervening and advising on management of severe challenging behaviour

practice in relation to challenging behaviour Partnership with NHS and HSW colleagues reflects a focus on challenging behaviour to support these young people

Identify for schools to develop Policy and

N


Alison MacDonald April 2012 - March 2014

Alison MacDonald April 201 2 - March 201 3


Service Priority 10. To promote parental involvement engaging parents I carers in their children's learning

Key Service Action 2012/13 (outcome) N Develop, promote and implement effective early

intervention strategies for the most vulnerable young children

Milestones - Roll up

41



Lead Officer Timescales N Service delivery model to early years reflects 5

core functions Alison MacDonald April 2012 - March 20,4

Appendix A


42

Appendix A

Performance Results & Target Projections - Head of Education Quality and Development

Financial Information

Unit Cost Information 2009110 Result

201 011 1 Result

Year to Projected 2011112 2012113 Rationale Dateat 30 I 2011112 I Target 1 Target 1 SeD 2011 Result

NIA I N/A I Expect I Expect I Needs-led service and subject to Annual increase increase population movement and immigration

Cost per pupil of Support for Learning: English as an Additional Language (EAL) Service for those who require it Cost per participant of Quality Improvement Service: In-service courses

f237.54 f 242.56

NIA I N/A I I I Continued use of community facilities and Annual Maintain Maintain reduced catering f31.07 f 18.47

Cost per FTE place (including birth to 3) of Early Years and Childcare

The Advisory Floor Rate element is N/A Expect controlled by Scottish Government and is

Annual increase not expected to rise. Expect increase due f4751 '.I8 f451 '.I8 to inflation.

NIA f4,484.38

Sey Performance Results (Q - Quarterly meas re A - Annual meas ire) Rationale for target Thresholds Indicator 200911 0

Result Projected 2011112 2011112 Target Result

201 211 3 Target

Sep 201 1

87.1% 93.1 '/o % of Co-ordinated Support Plan

within 16 weeks standard requests turned around 94.1 '/o 95% Maintaining a challenging target 5% points On track 95%

On track 94.1%

On track 89.1%

Continue to expect rise in pupil attendance 5% points 94.2% I Pupil attendance - Primary

Schools 94.6%

schools 89.9%

94.2% 95%

89.5% 90.3% Continue to expect rise in pupil attendance

5% points 89.2% I 100% I Continue to expect 100% 1 5% points

% of correspondence from MSPslMPslElected Members 100% -loo% I -loo% 100% 100%

96.14% I 96.77% TBC I Target set by Revenue Services I 5%

Appendix A

Continue to expect improved attainment 5% points

Expect very little deviation from this high figure % point

Key Performance Results (Q - Qua Indicator Rationale for target 2009/10

Result 201 011 1 Result

Year to Date at 30 Sep 201 1

Thresholds Projected 2011/12 Result

2011/12 Target

201 2/13 Target

National Qualification Awards at selected Levels - 3 year average Pupils attaining English and Maths @ level 3 or better by end of S6 as YO of original S4 cohort - 3 year average National Qualification Awards at

N/A Annual 92.9% 93.4% On Track 93.6% 94%

selected Levels - 3 year average Pupils attaining 5 awards or more @ level 5 or better by end of S6 as YO of original S4 cohort National Qualification Awards at selected Levels - 3 year average Pupils attaining 3 awards or more @ level 6 of better by end of S6 as % of original S4 cohort Pupils attaining nationally recognised qualifications in

NIA Annual

NIA Annual

46.2% On Track 47% 47% 44.3%

26.8%

I I

5% points Continue to expect improved attain men t 28.4% On Track 28.7% 29%

Continue to expect improved attainment - moving to a three- year average in line with other national attainment indicators

NIA Annual 87.1% 90.7% On Track 90% 91 % vocational education - 3 year

average 5% points

Early Years admissions (Nursery Provision): Uptake of entitlement 3 vear olds

NIA Annual

NIA Annual

NIA 97.3% On Track

On Track

97.5%

100%

97.6%

100% Early Years admissions (Nursery Provision): Uptake of entitlement 4 year olds (pre-school year)

Maintain due to cohort of children who attend NL early years

establishments reside in Glasgow Health Board area

Continue to expect 100% However, HMlE have raised the

bar regarding Curriculum for Excellence and self-evaluation to

be more challenging

NIA 103.8% 1% point

Positive HMIE Inspection Reports: Schools

NIA Annual

Expect behind 91.3% 88.2% 100% 100% -10% points

Appendix A

Indicator 2009/10 201 011 1 Resu It Resu It

Percentage of customers who are satisfied with the overall service - % of participants satisfied or highly satisfied with QIS courses

99.7% 99.7% On track 100% 100%

Percentage of complainants satisfied with the handling of their complaint

NIA NIA NIA 100% 100%

Percentage of complaints

days responded to within 14 calendar 100% 100% 100% 100% 100%

Key Performance Results (Q - Quarterly meas Year to

Date at 30 Sep 201 1

Projected 2011112 Result

Rationale for target Thresholds Indicator 2009110 Result

201 011 1 Result

201 1 I1 2 201 211 3 Target Target

100% Continue to expect 100% -10% points Positive HMlE Inspection Reports: Earlv vears oo% NIA

Annual

NIA Annual

100%

Due Dec

201 1

261

1816

100% 100%

85% 86% Expect behind

Expect reduced performance due to high unemployment in NL

Percentage of school leavers entering employment, education 86% or training - 3 year average

10% points

Number of incidents of pupil exclusion: Primary Schools

Expect exceeding

Reverse indicator - reduce target to be more challenging. Average

over last 11 years = 366

Reverse indicator - reduce target to be more challenging. Average

over last 11 years = 2636

NIA Annual

NIA Annual

10% points 251

I

Expect exceeding 2254 Number of incidents of pupil

exclusion: Secondary Schools 10% points

4 c

Customer Results Q (Quarterly measure A - Annual rneasui

Year to Date at 30 Sep 201 I

Rationale for target Thresholds

N/A Annual Continue to expect 100% 2% points

Target set corporately NIA due to limited number of complaints - aqreed at CWG

NIA NIA

5% 100% Target set corporately

Appendix A

I

Milestones - Roll up

Key Service Action 2012113 (outcome)

Head of Resources

Part 1 : Corporate / Single Outcome Agreement Outcomes



ge of schools which are graded very good (A) or good (B) for



I

Key Service Action 2012113 (outcome) I


C Continue to deliver LLS capital programme to 1 Paul Corrigan 1 April 2012 - March 2013 1 maintain the LLS estate

I

Milestones - Roll up -

1 Julie Heron 1 April 201 2 - March 201 3 N Continue to deliver Schools and Centres 21 1 projects on budget and on schedule

N 1 Complete remaining 7 projects on schedule I Julie Heron I April 201 2 - March 201 3 I

46

Appendix A

Key Service Action 2012/13 (outcome) Lead Officer

C heme I Environment I

Timescales

Negative impact on the environment is reduced through the

122,931 tonnes

Service Priority

Environment Action 201 211 3 Lead Officer Timescales

1. To work in partnership to provide better access to learning for all

I TBC by Environment I April 201 2 - March 201 3 I CWG TBC by Environment CWG

Key Service Action 2012/13 (outcome) N Review procurement of transport for children and

young people with Additional Support Needs to ensure Best Value

Milestones - Roll up N I Report to LLS Strategic Management Team


Paul Corrigan April 2012 - March 201 3

Paul Corrigan April 2012 - March 201 3

Head of Resources

Part 2 - Other Service Priorit ies

I Management Programme

Service Action 2012113 (outcome) Lead Officer Timescales Establish consistent approach to health and

Establish working groups within secondary sector I I I 1 April 2012 - March 2013 to review existing risk assessments and increase

awareness of necessity for compliance with legal Allison Whyte

obligations Increase awareness of necessity for compliance 1 Allison Whyte 1 April 201 2 - March 201 3 with legal obligations in primarysector by progressing review of risk assessments through cluster groups

47

Appendix A


I I I

Key Service Action 2012113 (outcome) I Leadofficer I Tim esca I es efficiency savings targets as

1 Ellen Doherty April 2012 - March 2013 the COSLA action plan (due early 2012) to improve and develop the teacher workforce

I I for 21'' centurv I I I

48

Appendix A

Result

Performance Results & Target Projections - Head of Resources

Date at 30 2011l12 Target Sep 201 1 Result


Average number of school days taken to make headteacher and depute headteacher appointments (from advert to appointment) % of correspondence from

within 14 calendar days. Percentage of invoices paid within 30 calendar days of receipt Percentage of primary schools with occupancy levels above 75%

MSPslMPslElected Members replied to

Unit Cost Information

N/A new

93.9%

94.1%

55.6%

Result I 2009/10

28 48

f 5000

f6337

Primary education - per pupil

Secondary education - per pupil

School transport - mainstream - per entitled DuDil

60 Expect exceeding

f 3366

f2914

School transport - ASN (external contracts) - per entitled pupil School transport - ASN (internal contracts) - per entitled pupil

93.1%

95.67%

62.3%

P

100% 100% 100%

95.48% On track 94.72%

N/AAnnual On track 56%

Q 1 A

Good I very good grading for PPP contract delivery as a percentage of all gradings in returns from headteachers and manaaers

97.9%

al measure) 2010/11 I Yearto I Projected I 2011112

97.6% 1 Ontrack I 93% 97% I

201 211 3 Target

98%

45

100%

TBC

63%

Rationale for target

Increase in line with trend data

Reverse indicator -reduce in line with trend data

Expect 100% performance rate

Set by Revenue Services

Increase based on trend data

Thresholds

4% points

10 days

5% points

5%

4% points

Appendix A

re A -Anr 200911 0 Indicator 201 011 1

Result Year to

Date at 30 Sep 2011

N/A Annual

N/A Annual

Projected 2011112 Result

On track

100%

2011112 2012113 Rationale for target Target Target

Thresholds Result

Percentage of secondary schools with occupancy levels above 75% Efficiency savings achieved as a percentage of the service target Budget devolved to schools as a percentage of the total school sector

45.8% 45.8% 4% points Maintain based on trend data 50% 54%

100% 100% 4% points Expect 100% performance rate 100% 100%

Maintain based on trend data

91.2% 90.9% N/A Annual On track 4% points expenditure Actual Capital Expenditure as a

91.7% 100.1% N/A Annual On track Expect 100% 100% 100%

96% 96% Maintain until trend data

10% points

4% points

4% points

percentage of planned expenditure First time enrolments in schools of first choice as percentage of all enrolments: Primary First time enrolrnents in schools of first choice as percentage of all enrolments: Secondarv

N/A new 98.79% N/A Annual

N/A Annual

On track

On track 96% I 96% I Maintain until trend data NIA new

1 :7.5

98.99%

1 :7 Availability of functional computers in

Maintain based on trend data 1:7.5 1 1:7.5 I schools expressed as computer : pupil

ratio: Primary Availability of functional computers in

N/A Annual On track 2

Maintain based on trend data 1.5 I 1:5 I schools expressed as computer : pupil 1 :5 1 :5 N/A Annual On track 2

ratio: Secondarv

Appendix A

Sickness absence, local government employees - average number of working

appear in one portfolio as breakdown is Executive Director level]

Sickness absence, teachers - average number of working days lost per FTE employee Percentage of staff within the service who have completed a PRD within the last 12 months - for whole of LLS

days lost per FTE employee [should only

People Results: (Q - Quarterly measure A - Annual mear ul

11.2

8.69

91 %

I 2009/10 + nternal Measures

I Result

I

201 011 1 Result

10.17

8.75

86%

tnnial)

Year to Date at 30 Sep

201 1

4.51

2.50

NIA Annual

On track 9.80 TBC

On track I 7.58 I TBC

90%


Target set corporately

Target set corporately

Target less than 100% due to vacancies and turnover

rates and to bring all of LLS into line with target set for

teachers

Thresholds

5%

5%

5% points

Appendix A

Head of Community Information and Learning Part 1 : Corporate / Single Outcome Agreement Outcomes

learnina in Learnina Centres Increase the number of web-pages accessed in

Number of successfully completed youth accredited learning pi Lifelong Learning Action 201 U1 3 Increase the number of Duke of Edinburgh awards

a) Bronze b) Silver c) Gold

Maintain the number of participants completing Community Education Validation and Endorsement (CeVe) accredited courses Increase the number of NL Challenae awards:

201 3

April 2012 - March Liz Fergus

Liz Feraus Atxi12012 - March

52

Appendix A

a) Sapphire b) Emerald c) Ruby d) Diamond

Increase the number of other Youth Accredited Learning Proarammes

201 3

April 2012 - March 201 3 Liz Fergus

Advanced accreditations in Learnina Centres

April 2012 - March 2013 Bill Davidson Maintain number of parents completing parenting prog rammes

Bill Davidson

53

Appendix A

destinations Key Service Action 2012/13 (outcome)

ort inclusive practices and positive behaviour


C

C Extend the range of learning opportunities available I John Tierney I 2012 - March 2013 I 1 throuah the 16+ learnina choices initiative

Further develop the range of agencies involved in the provision of 16+ activity programme John Tierney April 2012 - March 2013

" " Milestones - Roll up I Leadofficer I Timescales

Head of Head of Community information and Learning

N Improve communication and dialogue between 1 local planning forums, youth and adult forums and Barbara Philliben April 2012 - March 2013

--Conserve industrial history collection at I I Jillian Ferrie April 201 2 - March 201 3 Summerlee providing greater viewing access for

visitors due to creation of external exhibition

54

Appendix A

N

and storage area with interpretation for the rr collect ion of national I y sig n if i cant industrial machinery and tools within Summerlee Museum. Increase visitor figures Jillian Ferrie April 201 2 - March 201 3

Service Priority 2. To implement ‘A Curriculum for Excellence’ for all learners, promoting the use of ICT

PAC hardware

Key Service Action 2012/13 (outcome) N Develop new standardised PAC (public access)

build to facilitate delivery of service to the public

I N I Improve quality of community based learning I Barbara Philliben I April 2012 - March 2013 I


Alison Marshall April 201 2 - March 201 3

5 5

Appendix A

N Increase in young people accessing planned learning opportunities in Sport & Physical Activity in and out of School including an increase in take up of employablility related Sport and Physical Activitv learnina omortunities

Fiona Sinclair April 201 2 - March 201 3

Fiona Sinclair April 201 2 - March 201 3 N Put in place Integrated Learning package for Sport and Physical Activity

N Package delivering more higher quality coaches 1 and volunteers across NLC and Community-led 1 Fiona Sinclair April 201 2 - March 201 3

Service Priority

Key Service Action 201 2/13 (outcome)

6. To develop the “Schools and Centres 21” Estate Management Programme

I Lead Officer

Lorna Milligan N Transfer existing community provision to new Coltness Campus

N Transfer existing community provision to new St Lorna Milligan Ambrose Campus

I Lorna Milligan N Transfer existing community provision to new I Chrvston Camws

N Review number of schools operating at any I Lorna Milligan one time









56

Appendix A

Service Priority 8. To deliver programmes supporting health, wellbeing and care

N N e w baselines established for Sport and Physical n Activity participation levels, including under- I lan Murdoch

Key Service Action 2012113 (outcome) C Increase levels and range of Sport and Physical

Activity participation opportunities Milestones - Roll up



lan Murdoch



N

C I Improve positive engagement with vulnerable

represented groups Increased throughput at Kilbowie Outdoor Centre lan Murdoch April 201 2 - March 201 3

I communities Milestones - Roll up

and implement an action plan to support the positive engagement with vulnerable communities identified through the data profiling Droiect

practices - and

Ba rba ra Phi II i ben

Barbara Philliben

positive behaviour

Timescales

April 201 2 - March 201 3 I


Service Priority 11. To enhance quality assurance systems including Best Value, the quality framework, performance monitoring and efficiency requirements

Key Service Action 2012113 (outcome) Lead Officer Timescales N

Milestones - Roll up Lead Officer Timescales N

Increase positive outcomes linked to participation in sport and cultural activity

Formation of How Good is Our Culture and Sport working group and action plan

Jillian Ferric April 2012 - March 2013

Jillian Ferric April 2012 - March 2013

I Jillian Ferrie 1 April 201 2 - March 201 3 I plan developed by cross service working

57

Appendix A

NLP partner agencies to SPA Framework Performance Manage men t system Integrate NLC/NLL Outcome Agreement repotting into HGIOCS centred Performance Management Framework HGIOCS evaluation re-run with Improvements

N

N evident

lain Campbell

lain Campbell


April 2012 - March 201 3 - - .--. .. Key Service Action 2012113 (outcome) N Develop a detailed business plan and transition

roadmap for the externalisation of Cultural and related services


April 2012 - March 201 3 Lizanne McMurrich

Service Priority

place with all partner support secured

13. To promote community planning and partnership working to build community capacity

58

N Embed Sport & Outdoor Education ri Servicelprovision within Community Planning I lan Murdoch April 2012 - March 2013

Appendix A

Performance Results & Target Projections - Head of Community Information and Learning


Unit Cost Information I 1

Cost per attendee at entertainment performances excluding income

Cost per attendee at entertainment performances including income

I

Result

€10.48

€6.06

Result

Unable to complete

due to venue

closures

Unable to complete

due to venue

closures

Date at 30 Sea 2011

N/A Annual

N/A Annual

Fojected 2011/12 Result

Unable to complete

due to venue

closures

Unable to complete

due to venue

closures

201 111 2 Target

Unable to complete due to venue closures

Unable to complete due to venue closures

2012113 Target

Expect increase

Expect increase

Rationale

Our 3 venues including Bellshill

Cultural Centre will not be fully open until

mid-late 2012 and therefore attendances

will be lower than 0911 0 - the last fully comparable year.

Due to refurbishment of the 2 main venues

it is expected that maintenance costs, running costs and property costs may

increase slightly whilst employee costs

generally increase year on year

Our 3 venues will not be fully open until mid-late 2012 and

therefore attendances will be lower than

09/10 - the last fully comparable year

Whilst an increase in income from both main venues is

expected in time, initially our income target will only be

achieved in part as Sir John Wilson Town

Appendix A

Cost per visitor to libraries excluding income

Cost per visitor to libraries including income

Indicator

Q Use of Passport to Leisure (PPL) at community arts classes

I

2009110 Result

19.1%

€4.15

€3.48

201 011 1 Result

20.5%

f3.81

f 3.67


19%

NIA Annual

NIA Annual

ed 2011112 Result

20.5%

f4.27

€4.09

Expected increase in cost based on the current projected number of

visitors. Total visit count has reduced following

changes to the counting of electronic visits to the LogintoLearn website.

Expected increase based on the current projected number of visitors. Total visit count has reduced following changes to the

counting of electronic visits to the LogintoLearn

website.

Expect decrease

Expect decrease

Hall will not reopen to the public until August

2012. Fewer attendees initially in 2012 along increased

costs as detailed above lead to a

potential increase in unit cost.

Further efficiencies

Further efficiencies

,

2011/12 I 201 211 3 Target I Rationale for Thresh- Target target

18% 20%

Target realist ical I y

reflects the total number of

weekly classes that PPL is

eligible through

olds

5%

Appendix A

Kilbowie - Term time use (% uptake of the number of places offered to schools) Use of Libraries - borrowers as % of resident population % of correspondence from MSPslMPsl Elected Members replied to within 14 calendar days. Percentage of invoices

Target based on upward trend over last two

years Target based on

current performance

85.7% 87.7% On track 80% 87% 10% NIA

19.68%

100%

19.95% 20.03% On track 20% 20% 5%

Continue to expect 100%

5% points

100% 100% 100% 100% 100%

TBC Target set by

Revenue Services

paid within 30 calendar days of receipt Good / very good satisfaction gradings for ICT/Technical services as % of all gradings returned by headteachers Percentage of

89.26% 85.75% 91.47% 88.85% 5% On track

On track

Maintain - ICT support services

subject to review

5% points 83.7% 95% 98% 90% 90%

ICTITechnical tasks completed within SLA

Maintain based on trend data

5% points 97.5% On track 95% 95% NIA new

200911 0 Result

97.6%

201 011 1 Result

- specification Seasonal indicatorsltargets 201 2/13

year target


20,745

Project ed

2011/12 Result

On track

2011/12 Target


Thresh- olds

Target revised following

reassessment of data from

external servers hosting

Count of e-information uses

261,718 234.547 5% 48,952 44000

Log in to Learn Revised target

5%

Learning Centres and Learning Centre Access point users: Number of users as %

is based on- a re-assessment

of data On track 9% 2.52% I 1.17% I 0.83% I 0.77% 5.28% 8.2% 9.6% 5.03%

Appendix A

calculations to more accurately

reflect the indicator

of population

Learning Centres and Learning Centre Access point users: Number of times the terminals are accessed per 1,000 population

Number of school pupils as a % of the overall visitor numbers

Based on current

performance 5% 498.4 220 220 880 826.9 974.1 220

1%

52%

On track

NIA new

800

NIA new

220

6% New

performance measure

6% 5% NIA new NIA new NIA new 16%

92%

25,000

8%

92%

25,000

Expect similar results as

201 011 1 as we re-open our 2 refurbished

venues

% occupancy for entertainment performances provided by NLC

72.5% 5% 83.6% 86.6% 54.8% 74.6% 60% 54%

School and Community Facilities: Total number of lets

Based on trend data 10% 100,000 25,000 25,000 100,000 53,703

47.8%

On track

(47.8%) 478,463

NIA

NIA

106,159

144.9% (1 00%) 1,000,o

00

(1 00%) 1,020,o

00

School and Community Facilities: Total attendance as % of annual target Library Transactions

(25%) 255.000

(25%) 255,000

Based on trend data

(25%) 255,000

762,500

(25%) 255,000

762,500

10%

10%

Based on maintaining

current performance

3,077,O 00

2,950,l 72

1,467,4 10

3,077,O 00

762,500 762,500 NIA On track

SPIS.. .

500 612

Number of visits tolusages of council funded or part funded museums per 1,000 population

Based on trend data 10% 476 631 400 150 150 100 626 100

Appendix A

1476 1858

Q Percentage of customers who are satisfied with the overall service - Community Learning and N/A N/A 89.44%

N/A

100%

89.44%

N/A

100% Q

satisfied with the handling of their N/A N/A complaint Percentage of complaints responded to within 14 calendar 100% 100% davs

Number of visits to council funded or part funded museums in person per 1,000 population Number of visits to Libraries per 1,000 population

579 594 462 607 440 360

5352

130

1325

951

130

1325

1032

Target affected by the closure of

Toy Lending Library but

expected that 7,807 7,177 2741 On track 5352

newe-book lending will I compensate I

Based on Number of attendances per 1,000 population for pools

maintaining current 3308 2832 1974 3400 On track

On track

3628

7000

performance I I

3561

Number of attendances at other indoor sports and leisure facilities per 1,000 population

Based on maintaining

current performance

5% 61 32 6410 1809 1858 7000

Customer Results (Q - Quarterly measure A - Annual measr

Indicator I 2009110 I 2010/11

I I Result I Result

target 1: 1 Performance expected to be maintained 5% 89%

N/A

I Development -

Q I Percentage of comDlainants Target set corporate I y N/A due to limited number of complaints - agreed at CWG I 5%

I 100% I 100% Target set corporately 5%

Appendix A

Perception Measures (Data for the undernoted 6 measures is taken from the corporate staff survey result). Next survey due March 2012. Calculated at Executive Director level for

People Results (Q - Quarterly measure A - Annual measure B - Biennial)

2009110 2010111 Year to Projected Result Result Date at 30 2011112

Sep 2011 Result

2011/12 Target

2012113 Target*

I I 56% I I they contribute to their service aims and obiectives la581

vhole of LLS YO of staff satisfied with their job

% of staff who are clear about how

NIA [q31] 69% NIA NIA NIA 73% Based on previous result +I- 5%


YO of staff who agree their PRD was useful in helping them improve how they do their job [q42] % of staff aware of the council’s organisational values[ql I] YO of staff who attend regular team briefinashedate meetinas la1 61

Thresholds

NIA 66% NIA NIA

NIA 37% NIA N/A

NIA 76% NIA NIA

NIA I 75% I Based on previous result

I NIA I 60% I Based on previous result

+I- 5%

NIA

NIA

8

70% Based on previous result +I- 5%

80% Based on previous result +I- 5%

I 50% I YO of staff who agree there are effective ways to feedback their views to management within their service [a41

NIA Based on previous result 40% NIA NIA I +I- 5%

I I I r * There was no employee survey undertaken in 2010/2011 or 2011/2012. In the absence of updated results, the targets set for 2012/2013 are highly

aspirational.

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Subject: LEARNING AND LEISURE COMMITTEE SERVICES … · 2015-01-09 · Subject: LEARNING AND LEISURE SERVICES - SERVICE PLAN 201 211 3 Date: 6 JANUARY 2012 ... This comprises a narrative