EAST AYRSHIRE COUNCIL COUNCIL 12 MARCH 2015 EAST AYRSHIRE LEISURE TRUST BUSINESS PLAN UPDATE APRIL 2015

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "EAST AYRSHIRE COUNCIL COUNCIL 12 MARCH 2015 EAST AYRSHIRE LEISURE TRUST BUSINESS PLAN UPDATE APRIL 2015"

Transcription

1 EAST AYRSHIRE COUNCIL COUNCIL 12 MARCH 2015 EAST AYRSHIRE LEISURE TRUST BUSINESS PLAN UPDATE APRIL 2015 Report by the Acting Executive Director of Neighbourhood Services PURPOSE OF REPORT 1. The purpose of this report is to present for approval the Business Plan update for East Ayrshire Leisure for the period April 2015 to March BACKGROUND 2. East Ayrshire Leisure took responsibility for a range of Leisure, Culture, Community and Countryside Services on 1 st July The initial 3 year period of operation is governed by a 3 year Business Plan and service agreements between the Council and the Trust which were approved by Council on 13 June The updated Business Plan for East Ayrshire Leisure, which is attached as Appendix 1 to this report, was approved by the Trust Board on 17 February 2015 and covers the period from April 2015 to March BUSINESS PLAN 4. The Business Plan document follows the format established for the initial 3 year plan and shows how resources will be used to deliver the range of services that fall within the Trust s remit setting clear aims and targets through detailed action plans will be another transitional year for East Ayrshire Leisure as the facility remit is redesigned in response to progress made with the Council s Community Asset Transfer and Asset Rationalisation Programmes. The Trust has undertaken detailed service reviews which contain proposals that would allow the remaining saving target of 1,191,000 to be met across 2015/16 and 2016/17. The savings target of 300,000 for 2015/16 should be met from reductions in the number of facilities operated by the Trust as a result of Community Asset Transfers or Asset Rationalisation. 6. The Trust Board continues to update the Risk Analysis for the organisation and the revised Risk Analysis for 2015/16 includes new Risks relating to loss of operational buildings or facilities and breach of the Data Protection Act. Risk ratings for potential shortfall in National Non-Domestic Rate relief and issues relating to VAT have been reassessed and reduced as these issues have been addressed and their impact no longer presents major risks. 7. Appendix 1 of the Business Plan update gives full details of the Trust s Action Plans across all service areas. The format of the Action Plans clearly show targets and outcomes and how each action relates to the Council s major strategic plans i.e. the

2 East Ayrshire Community Plan and the Transformation Plan wherever this is appropriate. 8. The format of the Business Plan and East Ayrshire Leisure s Performance report will be reviewed in 2015/16 with a view to introducing revised formats for both documents for use from 2016/17 onwards. In each case any revised documentation will continue to meet the Council s information requirements and submission deadlines. REVIEW OF PROGRESS 9. The Leisure Trust has been in operation for almost two years, and has achieved a significant amount in that time. A number of core strengths have been demonstrated, including strong performance in areas such as games hall attendances, the reduced cost per visit in arts and museum services and the significant capital investment in the area s cultural infrastructure. Whilst the majority of people using these facilities are local residents, this has helped to increase the tourism spend within East Ayrshire from 63 million in 2012/13 to 79 million in 2013/ Nevertheless, it is clear that significant challenges lie ahead in terms of addressing areas of under-performance, maximising funding opportunities arising from the Trust s status as a recognised Scottish Charitable Incorporated Organisation (SCIO) and managing the impacts of the Community Asset Transfer programme and the Council s Transformation Strategy. 11. The Business Plan contains a set of change priorities for each of its first three years, which indicates that there is an awareness at senior level of the need to address issues such as these. In 2015, the change priorities are focussed on further development of employee engagement channels, baselining customer and staff satisfaction levels and ensuring that the challenging income and budgetary targets are met. 12. A range of performance data is used by the Leisure Trust to measure performance in accordance with statutory requirements to ensure coherent and regular reporting to stakeholders, including service planning actions, budgetary control measures, absence management, customer complaints and risk management. The table below shows performance levels as they contribute to the delivery of the Council s statutory and non-statutory performance Indicators.

3 Performance information East Ayrshire Leisure Trust: Statutory Performance Indicators, 2011/ /14 Measure 2011/ / /14 Cost per visit across Arts and Museums facilities Number of attendances per 1,000 population 2,722 2,742 2,106 for pools Number of attendances per 1,000 population 7,970 9,503 9,565 for other indoor sports/leisure facilities Number of visits to museums per 1,000 2,235 2,667 3,209 population Number of those visits that were in person per 1,525 1,433 1,427 1,000 population Number of library visits per 1,000 population 4,274 4,141 3,802 Borrowers as percentage of resident population Source: Audit Scotland 16.7% 15.5% 14.1% 13. While there has been a slight decline (0.4%) in the number of visits to museums in person over the year, the total visits/usages has increased by 20.3%. There has been an increase in the number of visits to museum web pages and the introduction of the East Ayrshire Leisure website has the potential to further support the increase in growth. A review of the museums service is currently being progressed by the Trust to explore further innovative opportunities to deliver museum services /14 saw a decline in recorded attendance at swimming pools, with figures affected by restricted access to the pool at Loudoun Academy due to substantial refurbishment work being taken forward between July 2013 and March Attendance continued to increase at a wide range of community sports and leisure facilities, including games halls, sports centres, leisure centres, football pavilions and seasonal facilities. East Ayrshire Leisure is currently reviewing sports provision in line with the Council s Asset Transfer policy. 15. Library use continues to decline in line with national trends and opportunities are being explored through the Leisure Trust to ensure that access to library services is available to those individuals who want it, including improved online access for customer borrowing. 16. Several libraries have recently been relocated to new premises, co-located wherever possible and equipped with modern computer learning suites. The way people access books and library lending services is changing and alternative services are being considered, including an E-book lending service, improved mobile services and book points.

4 Challenges 17. The main challenges facing East Ayrshire Leisure are summarised below and have influenced the preparation and updating of this Business Plan. These include the need to: Improve performance information especially around customer and non-user engagement; Develop new ways of engaging people through interactive technologies; Become more effective in how the Trust sells its services and meet customer demand for online booking and box office interaction; Develop and expand partnership working to engage target groups and those from disadvantaged areas; Maintain visitor numbers/attendances/participation levels across all facilities within the context of reduced public sector funding support; Extend the opportunity for concessionary access to facilities and programmes to meet the demands of an ageing population; Increase fully paid participation levels across Trust services within the context of the current economic climate; Meet environmental goals for energy consumption across all areas of the organisation; Maintain good employee communications through this period of continuous change; Provide staff development opportunities as part of succession planning strategies; and Identify, bid for and secure external funding to support service delivery and development. 18. The initial 3 year Business Plan is set within the context of significant reductions in the budget available from the Council and the implementation of the Community Asset Transfer and Asset rationalisation strands of the Council s Transformation Plan. It is expected that the scope of facilities and buildings managed by the Trust will significantly reduce in the three years of this business plan. 19. The Chief Executive s review of the Council s management structure, agreed by Cabinet at the meeting on 29 October 2014, recognised the need to further develop and enhance governance and reporting arrangements appropriate to the status of the Trust whilst recognising the new governance arrangements which are in place through the East Ayrshire Leisure Trust Board. It was agreed that the Contract

5 Administrator role for East Ayrshire Leisure will be assumed by the Head of Housing and Communities from 1 April However, in the interim, that role is being undertaken by the Acting Executive Director of Neighbourhood Services. From April 2015, the Depute Chief Executive (Strategic Lead: Safer Communities) will be the Council s senior point of contact in respect of the Leisure Trust. HUMAN RESOURCES IMPLICATIONS 20. There are no Human Resources implications arising directly from this report. As the Community Asset Transfer and Asset Rationalisation programmes are implemented throughout 2015/16, East Ayrshire Leisure and East Ayrshire Council will be responsible for addressing any human resources implications where they affect their respective employees in accordance with established procedures. POLICY/LEGAL IMPLICATIONS 21. There are no policy or legal implications arising directly from this report. The Business Plan shows how the services provided by East Ayrshire Leisure link to both Local and National policies and strategies. COMMUNITY PLANNING IMPLICATIONS 22. The work undertaken by the East Ayrshire Leisure Trust links strategically to the Community Plan for the East Ayrshire area (the Council s Corporate Plan). 23. During 2014/15, a comprehensive review of the East Ayrshire Community Plan was carried out and as a result, a new Community Plan ( ) will be ready for implementation from 1 April The Community Plan is supported by three Delivery Plans, namely, Economy and Skills, Safer Communities and Wellbeing and the work of the East Ayrshire Leisure Trust will continue to be aligned to the strategic vision and the direction set out within these new documents. FINANCIAL IMPLICATIONS 24. The Business Plan shows how Council funding will be used to deliver a range of Sport, Culture, Countryside and Community Services across East Ayrshire. The 2015/16 savings target for 300,000 should be delivered through the implementation of the Council s Community Asset Transfer and Asset Rationalisation programmes and progress will be kept under review throughout the year. RISK MANAGEMENT IMPLICATIONS 25. East Ayrshire Leisure have implemented risk management arrangements which prioritise risks, rate each risk, and identifies systems and processes that are in place to reduce the risk and any actions required to mitigate the risks inherent in the business plan. Progress is reported on a regular basis to the Trust Board.

6 EQUALITY IMPACT ASSESSMENT 25. There are no specific policy issues in this Service Plan but should the work undertaken by the East Ayrshire Leisure Trust lead to a change in policy then Equality Impact Assessments will be undertaken RECOMMENDATIONS 26. It is recommended that Council: i) Approve the East Ayrshire Trust Business Plan Update April 2015; and ii) Otherwise note the content of the report. Chris McAleavey Acting Executive Director of Neighbourhood Services 4 March 2015 IMPLEMENTATION OFFICER: Head of Housing and Communities, East Ayrshire Council Anyone wishing further information please contact: Chris McAleavey, Acting Executive Director of Neighbourhood Services Telephone: or chris.mcaleavey.east-ayrshire.gov.uk

7 BUSINESS PLAN APRIL 2015 UPDATE

8 Contents Page 4 Page 7 Page 14 Page 19 Page 23 Page 32 Page 35 Page 38 Page 41 Introduction East Ayrshire Leisure The Business Plan April 2015 Update Business Planning Cycle and Reporting Background (Context and Services) Context Services Service Summary Community Planning Themes Performance Review Challenges Leading through Change Purpose Vision Mission Values The Board The Management and Staff Team Priorities 2015/16 Our People and Partners Our Employees Our Partners Priorities Service Delivery Strategic Linkages Public Performance reporting Non Statutory Performance reporting Marketing Strategic Intent Future opportunities Meeting our Objectives Assets and Resources Properties Capital Programme Equipment Museum Collections Priorities 2015/16 Legislative Background Leisure and Cultural Services Equality Health and Safety Legislation/Policy Financial Analysis Budget Overview Trading Subsidiary Stamp Duty Land Tax (SDLT) Council Support Services Agreement Governance Risk Analysis Risk Management Audit/Action Plan 2 P a g e

9 Appendices 1 East Ayrshire Leisure Action Plans 2 Interim Staff Structure at April Service and Funding Agreements Service and Finance Agreement Support Services Agreement Asset Transfer Collections Agreement 3 P a g e

10 Introduction East Ayrshire Leisure will work with partners to deliver inspiring leisure experiences across our area. 4 P a g e

11 INTRODUCTION East Ayrshire Leisure East Ayrshire Leisure is a recognised Scottish Charitable Incorporated Organisation ( SCIO). On 1 st July 2013 East Ayrshire Leisure took responsibility for the operation and management of a range of cultural, countryside and sports facilities and locations and provides sports, heritage, arts and countryside development, health and fitness and outdoor learning programmes. As a charitable organisation our main purpose is to deliver inspiring cultural, countryside, community and sport services and experiences to support East Ayrshire s communities aspirations in a way that has a focus on ensuring equality of opportunity and access for all. The Business Plan April 2015 Update This document is the updated Business Plan for East Ayrshire Leisure and forms our response to the Services and Finance Agreement, Asset Transfer Agreement, Collections Agreement, Finance and Corporate support Agreement with East Ayrshire Council, and with all of our key stakeholders. The Business Plan sets out: Easy Ayrshire Leisure s vision and objectives The structure and constitution of Board The organisation, our people, customers and services provided The framework in which East Ayrshire Leisure will operate Relationships with key stakeholders The strategic intent of East Ayrshire Leisure Key delivery targets and programme of activities Projected income and expenditure Risk management Performance monitoring 5 P a g e

12 Business Planning Cycle and Reporting This Business Plan is for the period 1 st July 2013 end of March 2016 and it sets out the performance targets over this period. The East Ayrshire Leisure Board will receive progress and performance reports on a quarterly basis following consideration by the Performance and Audit Sub-Committee. East Ayrshire Council requires the Trust to submit an annual Business Plan and an Annual Report. The Annual Report will contain the Audited Accounts and details of performance and progress relating to targets and objectives set in the Business Plan. The initial 3 year Business Plan is set with the context of significant reductions in the budget available from East Ayrshire Council and the implementation of the Community Asset Transfer and Asset Rationalisation strands of the Council s Transformation Plan. It is expected that the scope of facilities and buildings managed by the Trust will significantly reduce in the 3 years of this business plan. 6 P a g e

13 Background (Context and Services) East Ayrshire Leisure will make a full contribution to the life of the area and develop creative responses to the issues that face the area. 7 P a g e

14 BACKGROUND (Context and Services) Context This Business Plan outlines the activities to be undertaken by East Ayrshire Leisure as agreed between the Board and the Council. The plan outlines the range of services and the priority actions required to achieve specific goals and objectives of the Council and its Community Planning Partners expressed in the Community Plan, the Council s sovereign planning document. The services delivered by East Ayrshire Leisure will be set within the context of the core legislative framework. Most notably, this legislation includes the following: The Public Libraries Consolidation (Scotland) Act 1887, The Local Government (Scotland) Act 1973, The Local Government (Scotland) Act 1994, and the Land Reform (Scotland) Act All East Ayrshire Leisure services also have a duty to comply with relevant equalities legislation, including the Human Rights Act 1998 and the Equality Act The Council has a Leisure and Cultural Strategy, produced and developed by Leisure Services officers and approved by Council in This strategy, along with the various other strategies and plans, underpin Leisure and Community Service provision and each strategy needs regular updating. East Ayrshire Leisure will work with the Council to ensure that the Leisure and Cultural Strategy remains current and reflects local priorities. The Council is currently implementing a Transformation Strategy which includes a commitment to providing Leisure and community facilities in accordance with a hub strategy. This hub based approach runs alongside a commitment to support community asset transfer and community management of facilities and services. These initiatives will underpin the overall approach to asset rationalisation and will be taken into account as the Trust develops its financial savings proposals. Operating as a Charitable Trust allows the opportunity to bid for funds that are not available to Local Authorities. While competition for these funds is increasing the Trust will look to support service delivery and development with external funding wherever appropriate. Services Many of our services are delivered directly through our facilities such as museums, parks, sports centres and libraries. We also focus on taking our services directly into the community through sport participation, cultural development and countryside development activities. 8 P a g e

15 EAST AYRSHIRE LEISURE SERVICE SUMMARY CULTURE FUNCTIONS Collection Care And Management Cultural Development Art Gallery And Museum Management Exhibitions + Events + Entertainment Programme Education And Learning Conferencing And Catering Management Of Palace And Grand Hall Complex Public Lending Library Services Imprint Book Festival And Other Library Events Reader Development - Support For Literacy In The Community Young People s Services Bookbug, Storytelling, Events. Reference And Community Information Services Life-Long Learning Free Internet Access, Tutor Led ICT Training Specialist Services E.G. For Visually Impaired Local And Family History Services Curricular Support For Schools MAIN VENUES AND FACILITIES Dean Castle Museum Dick Institute Museum And Art Gallery Baird Museum And Art Gallery Doon Valley Museum Burns House Museum Palace And Grand Hall Complex Dick Institute Library And Learning Centre 18 Community Libraries 2 Mobile Libraries Cumnock Town Hall SPORT AND COMMUNITY VENUES FUNCTIONS Management And Development of Sports/Games Halls Management And Development of Community Halls Management And Development of Sport Pitches, Pavilions And Golf Courses Management And Development of Ayrshire Athletics Arena Event Promotion MAIN VENUES AND FACILITIES 8 Sports/Games Halls Stewarton Sports Centre Ayrshire Athletics Arena Community Halls Auchinleck Leisure Centre (Dual Use) Loudoun Leisure Centre (Dual Use) Doon Valley Leisure Centre Sports Centre (Dual Use) St Joseph s Leisure Centre Grange Leisure Centre Golf Courses Annanhill, Caprington And Doon Valley 9 P a g e

16 COUNTRYSIDE FUNCTIONS Countryside Ranger Service Countryside Development And Access Management Of Path Network Dean Castle Country Park Management Outdoor Education MARKETING & DEVELOPMENT FUNCTIONS Marketing & Communications Publicity & Promotional Activity Customer Development Branding, Corporate Id, Design & Advertising Press & PR Customer Feedback & Complaints Handling Monitoring & Evaluation Web Development & Digital Communications Market Research, Performance Monitoring & Data Analysis Sponsorship And Fundraising CENTRAL SUPPORT MAIN VENUES AND FACILITIES Dean Castle Country Park Core Path Network River Ayr Way MAIN VENUES AND FACILITIES The Palace Complex (Temporary Offices) FUNCTIONS Administration & Support Services OSCR Compliance Financial Management & Budget Monitoring Vat Compliance HR Policy Development Recruitment & Development Information Management & Administration Health And Safety Freedom Of Information Credit Control Income Management Cash Receipting Treasury Management Information Governance Records Management MAIN VENUES AND FACILITIES Western Road (Temporary Offices) 10 P a g e

17 Performance Context The table below shows performance levels as they contribute to the delivery of objectives across the main themes of the East Ayrshire Community Plan. COMMUNITY PLANNING THEMES PERFORMANCE REVIEW CULTURE PROMOTING LIFELONG LEARNING THEME PERFORMANCE 12/13 13/14 DELIVERING COMMUNITY REGENERATION Attendance Dick Institute Museums and Art Gallery Attendance Palace Theatre /Grand Hall Attendance Baird Burns Monument Centre Attendance Doon Valley Museum Total staff cost as % total cost Cost per visit across arts and museum facilities Attendance Burns House Museum Attendance Dean Castle Attendance all venues No. of tickets sales per 1000 population sold at Palace and Grand Hall No. of visits to council funded or part funded museums that were in person per 1000 population Visits to/usage of council funded or part funded museums per 1000 population Number of visits to Number of visits to Number of visitors to Libraries Number of Visits to Council Libraries per 1000 population % of the resident population who are Library borrowers Number of times learning centre terminals are used per 1000 pop Percentage of resident population who use learning centres EALRIS time taken to satisfy requests (days) Library additions per 1000 population Adult Library additions per 1000 population Children Library stock per 1000 population Adult Library stock per 1000 population Children Significant capital investment has been made to our Cultural infrastructure during the past 6 years Tourism spend (Steam) Visits to East Ayrshire (EAC Tourism) 131, ,086 1,601 13,420 1,656 85% ,987 33, , ,432 2, , ,804 3, % % , Ongoing 62.9M , ,293 2,229 13,089 1,222 88% ,664 28, , ,717 * 206, ,759 3, % % , Ongoing 79.1M 1,073,000 * (19/12/13 31/03/14) 11 P a g e

18 SPORT IMPROVING HEALTH AND WELL BEING THEME PERFORMANCE 12/13 13/14 DELIVERING COMMUNITY REGENERATION COUNTRYSIDE PROMOTING LIFELONG LEARNING Games Hall attendance Games Hall Revenue Attendance at Indoor sport & leisure facilities (excluding pools) per 1000 population Swimming Pool attendance Doon Valley Leisure Centre 28,769 Swimming pool attendance per 1000 population 2,742 Number of rounds of golf played. 44, , , , ,547 9,429 29,960 2,742 44,735 THEME PERFORMANCE 12/13 13/14 DELIVERING COMMUNITY REGENERATION Environmental education numbers Ranger Event Numbers Users of River Ayr Way Visitor Centre Numbers DCCP visitor numbers 3, ,428 13, , , , ,099 1,270,365 1,296,297 Challenges The main challenges facing East Ayrshire Leisure are summarised below and have influenced the preparation and updating of this Business Plan and include the need to: Improve performance information especially around customer and non user engagement; Develop new ways of engaging people through interactive technologies; Become more effective in how we sell our services and meet customer demand for online booking and box office interaction; Develop and expand partnership working to engage target groups and those from disadvantaged areas; Maintain visitor numbers/attendances/participation levels across our facilities within the context of reduced public sector funding support; Extend the opportunity for concessionary access to our facilities and programmes to meet the demands of an ageing population; 12 P a g e

19 Increase fully paid participation levels across our services within the context of the current economic climate; Meeting environmental goals for our energy consumption across all areas of our organisation; Maintain good employee communications through this period of continuous change; Provide staff development opportunities as part of our succession planning strategies. Identifying, bidding for and securing external funding to support service delivery and development in an increasingly competitive environment. 13 P a g e

20 Leading through change Strong Leadership is critical to the success of East Ayrshire Leisure. The Board and Management Team will drive the changes needed to achieve our aims and objectives. 14 P a g e

21 East Ayrshire Leisure - Purpose East Ayrshire Leisure is a Scottish Charitable Incorporated Organisation (SCIO) and will meet the requirements of the Office of the Scottish Charity Regulator (OSCR) to ensure that charitable status is retained. The purposes of the new organisation include: To advance the arts, heritage, culture and science; To advance public participation in sport; To provide recreational facilities and organise recreational activities with such facilities/activities being made available to members of the public at large with the object of improving their conditions of life activities for the whole community with the aim of improving quality of life; To advance education; To advance health; To advance citizenship and/or community development (which may include the promotion of civic responsibility, volunteering, the voluntary sector and/or and the efficiency and effectiveness of charities); To relieve those in need by reason of age, ill health, disability, financial hardship or other disadvantage; To promote, establish, operate and/or support other similar schemes and projects which further charitable purposes; East Ayrshire Leisure Vision East Ayrshire Leisure reflects the vision of the Community Planning Partnership. Our own vision therefore responds to the area s Community Plan and the goals of East Ayrshire Council. The vision for East Ayrshire Leisure is to help East Ayrshire become: An area full of life, with a strong cultural, sporting and natural identity which reflects the unique character of the place and its people; an area where cultural, sport and countryside activities play a central role in social, economic and urban/rural development; an area where new and creative initiatives across the cultural, sporting and countryside fields flourish, for the benefit of both residents and visitors. 15 P a g e

22 East Ayrshire Leisure Mission The vision outlined above provides the focus for East Ayrshire Leisure s operations going forward; how we go about delivering the vision is articulated in our Mission: To provide and support high quality, innovative, cultural, sports, countryside and community services for the benefit of East Ayrshire residents and visitors to the area, which meet the council s social, cultural, environmental and economic objectives. East Ayrshire Leisure - Values East Ayrshire Leisure s core values will be based on being: Collaborative and Creative Innovative and Inspirational Proactive and Professional Open and Honest Passionate and Proud The principles by which we operate and carry out our business will be driven by a desire to do what is best for the community and in so doing: We will be driven by a commitment to deliver high quality services for the people of East Ayrshire Creativity and innovation will be at the heart of our thinking We will build partnerships and thrive on collaboration We will invest in the formation of a highly motivated, customer focused and skilled employees We will promote equality, access and diversity across our programmes East Ayrshire Leisure The Board The 13 Trustees who make up the Board will lead the organisation and have ultimate responsibility for ensuring compliance with OSCR regulations and the terms of the Agreement with East Ayrshire Council. The 13 Trustees will consist of five nominees from East Ayrshire Council and six Independent Trustees, one of whom is a Trade Union representative and two senior officers of East Ayrshire Council who will act as Trustees without voting rights. The organisation s Constitution will be kept under regular review. East Ayrshire Leisure The Management and Staff Team The Management Team and interim Staff Structures are outlined in Appendix 2. Developing and improving leadership and management capacity throughout the organisation will be a key objective of our organisation. The staff team that transferred to East Ayrshire Leisure underwent a restructure on transfer and this will be subject to further review in the coming years as facilities and operational requirements are refined to best meet the needs of the communities in line with financial pressures and operational imperatives. 16 P a g e

23 In the previous year the re-designated post of Health and Safety (Properties) Officer was established in the staff structure reporting to the Central Services Manager, this post has been effective in establishing and monitoring Health and Safety standards across the Trust. There are currently two temporary part-time posts in the Marketing and Development Team i.e. Performance and Research Officer, and Digital Marketing Officer. These posts have also proved effective in improving our marketing efficiency and effectiveness. If resources allow, it is intended to extend these temporary appointments into 2015/16. The Board have agreed that the method of providing financial services and reports should be reviewed in 2015/16, this may lead to changes to the staff structure within the Central Support Team. Resources for business planning, performance monitoring and policy development are very limited within the Trust and this is an area that will be addressed initially by a temporary appointment if resources allow. The Board has presented service reviews and service redesign proposals to the Council for consideration and approval. These proposals contain new, permanent management and staff structures which will be introduced when the new facility, building and service remit has been agreed and is in place. Total staff numbers at 1 st January 2015 were - Number of staff working more than 30 hrs per week: Number of staff working less than 30 hrs per week: 307 Total P a g e

24 LEADING THROUGH CHANGE PRIORITIES 2013 AND Establish management team by 1 st July 2013 Complete N/A Establish 13 person Trustees by 30 th June 2013 Complete Complete N/A Board and management team working closely together Ongoing Ongoing Ongoing Management team are working closely with all parts of organisation Ongoing Ongoing Regular employee communication channels developed further Ongoing Ongoing Targets are set and reviewed by the Board to achieve: Maintain current visits and admissions levels Ongoing Ongoing Increased participation across our venues Ongoing Ongoing Baseline customer satisfaction and ongoing improvement targets set Progressing Baseline employee satisfaction and ongoing improvement targets set Progressing Income targets met ongoing, now revised Ongoing Progressing Budget targets achieved Achieved Progressing LEADING THROUGH CHANGE PRIORITIES 2015 Board and Management Team working closely and effectively Regular employee communication channels developed further Targets are set and reviewed by the Board to achieve: Maintain current visits and admissions levels Increased participation across our venues Baseline customer satisfaction and ongoing improvement targets set Baseline employee satisfaction and ongoing improvement targets set Income targets met and subject to review Budget targets achieved and subject to review Temporary staff utilised to assist with priority tasks as resources allow 18 P a g e

25 OUR PEOPLE AND PARTNERS East Ayrshire Leisure will create a structure where our people can contribute to their own and the organisation s success. Partnerships will be central to our programmes and these will be driven by customer needs and requirements. 19 P a g e

26 Our Employees Our employees are our most significant and valued resource. Over 200 posts and over 400 employees transferred under the TUPE process from East Ayrshire Council to East Ayrshire Leisure. The backdrop of public sector budget constraints has meant a very rigorous approach to managing employee turnover and absence which East Ayrshire Leisure will continue. Average number of days lost due to absence during 2013/14 was 5.32 per employee. As budget reduction targets become more challenging we need to ensure we remain competitive and that we r e t a i n our staff when the employment market improves. Putting in place an Employee Development Plan linked to our East Ayrshire General Employee Review process that allows people to develop the talent and skills necessary to deliver our business objectives will be a priority for East Ayrshire Leisure. We will establish mechanisms for employee engagement in addition to formal consultation. This will include conducting a regular employee survey to provide a measure of how staff are feeling with the aim of consistently monitoring satisfaction during a period of change and preparing an action plan for improvement. Underpinning this Business Plan are Team Plans. Teams Plans cover detailed operational outputs, targets to be achieved and identify resources and responsibilities within the teams. This will be supported by the continued use of East Ayrshire General Employee Review (EAGER) to support professional development and improve operational effectiveness. Our Partners East Ayrshire Council East Ayrshire Council established East Ayrshire Leisure and the organisation s success is of primary importance to the Council. A S e rv i c e s a n d F i n a n c e Agreement provides core funding to East Ayrshire Leisure. For a period of three years the Council will provide support services such as Finance, Legal and HR through Service Level Agreements (SLA). For East Ayrshire Leisure to deliver maximum benefit to the people of the East Ayrshire area it must continue to work in partnership with the Council to ensure that shared objectives and priorities are achieved. Other Key Partners The list below is not exhaustive but serves to give an indication of our key partners. Partnership working is largely undertaken on an i n f o r m a l basis; however some formal agreements are in place 20 P a g e

27 PARTNER GENERAL Other Local Authorities/Trusts Ayrshire Colleges Ayrshire Tourism Eventscotland Visit Scotland Heritage Lottery Fund CULTURE Creative Scotland Historic Scotland Museums Galleries Scotland National Museums of Scotland National Galleries of Scotland Centrestage Eventscotland Town Centre Management National libraries of Scotland National Archives Ayrshire Archives Amateur Theatre companies SLIC Scottish Book Trust COUNTRYSIDE Scottish Natural Heritage SEPA Forestry Commission Scotland Froglife Scotland Scottish Wildlife Trust East Ayrshire Woodlands Private landowners SPORT Sports clubs Scottish sports governing bodies Sport Scotland Galleon Centre Visions East Ayrshire Sports Council MARKETING AND DEVELOPMENT Culture Republic Project Scotland Arts Marketing Association (AMA) University of West Scotland (UWS) SERVICE AND RELATIONSHIP Working together on cross boundary programmes Educational opportunities Advice and collaboration around tourism marketing Funder for programmes and events Funder of programmes and events Funder of programmes, buildings and marketing Funder of programmes, buildings and marketing Providing statutory advice around historic properties Funder of programmes and collection development Support for programmes and collection development Support for programmes and collection development Programme partner Funder for programmes and events Programme partner around regeneration initiatives Support for programmes and events Support and advice around archives Manage the Council s relationship around archive retention and storage Support performances through using Palace Local Authority Library network Support for literature development Advice and funding Advice Advice and funding Funding and programme development Funding and programme development Advice and support Support for programmes Programme collaboration Funding and programme development Funding and programme development Support and collaboration Support and collaboration Support and collaboration Audience Development and market research consortium, providing advice, support, workshops, data analysis and benchmarking Charity working with young people to increase youth employability, providing volunteers and mentoring Audience Development Agency specialising in the arts, providing advice and training Working together on events promotion, filming and journalism Strengthening Partnerships East Ayrshire Leisure intends to explore opportunities to strengthen partnership work with other agencies, to explore options for strategic linkages and to prioritise specific themes identified in the action plan. This will help us to develop new funding streams and engage target audiences through joined up approaches to service delivery and marketing and promotion. 21 P a g e

28 OUR PEOPLE AND PARTNERS PRIORITIES 2014 AND 2015 UPDATE Survey all our employees in 2014/15 and biannually thereafter In Progress Understand employees perceptions and respond through improvement In Progress An Employee Development Plan is in place by 2015 In Progress A better understanding of customer segments and needs In Progress A framework for collaboration and dialogue with Council is established 2013/14 Complete Strong external partnerships developed around areas of service delivery. In Progress It is proposed that these priorities are retained for P a g e

29 Service Delivery Through strategic planning and creative programming we will deliver cost - effective and inspirational leisure opportunities for the communities of East Ayrshire. 23 P a g e

30 Strategic Linkages East Ayrshire Leisure, in developing and maintaining this Business Plan and the Team Plans that flows from it, will continually seek to meet the priorities of the Community Plan and the Single Outcome Agreement. East Ayrshire Leisure will deliver services that reflect the underlying themes. East Ayrshire Leisure will also provide, on an annual basis, the information necessary for the Council to measure is performance against commitments as defined by East Ayrshire s Community Plan, including relevant Thematic Action Plans, and reported annually through the East Ayrshire Community Planning Partnership Single Outcome Agreement: NOTE The East Ayrshire Community Plan has been reviewed and updated. The new vision is as follows: East Ayrshire is a place with strong, safe and vibrant communities where everyone has a good quality of life and access to opportunities, choices and high quality services which are sustainable, accessible and meet people s needs. There are 3 new Delivery Plans: - Economy and Skills - Wellbeing - Safer Communities The Delivery Plans are currently being drafted and will be approved by the Community Planning Partnership in due course 24 P a g e

31 Public Performance Reporting In accordance with statutory requirements, performance information relevant to the services covered by East Ayrshire Leisure will be incorporated within the Council s arrangements for public performance reporting to ensure coherent and regular reporting to stakeholders. East Ayrshire Leisure will provide to the Council all necessary information which allows it to measure performance against all previously identified statutory and non- statutory performance indicators. This will be done by East Ayrshire Leisure populating EPMS (the Council s Electronic Performance Management System) or providing the Council with the necessary information to allow it do so. East Ayrshire Leisure will also display public performance reports on its website at annually. In addition, the Council will require other business performance information in support of its corporate reporting requirements including, budgetary control, absence management, customer complaints, and other actions associated with service plans. 25 P a g e

32 East Ayrshire Leisure will also provide performance indicators in respect of the Audit Scotland suite of Statutory Performance Indicators, namely: Number of attendances per 1,000 population for all pools 2009/ / / / /14 East 2,393 2,517 2,722 2,742 2,241 Ayrshire Scotland 3,446 3,320 3,466 3,585 N/A Number of attendances per 1,000 population for indoor sports and leisure facilities excluding pools in a combined complex 2009/ / / / /14 East 7,070 7,391 7,970 9,503 9,429 Ayrshire Scotland 4,890 5,431 5,655 6,239 N/A Number of visits to/usages of council funded or part funded museums expressed per 1,000 population 2009/ / / / /14 East 2,184 2,231 2,235 2,667 3,208 Ayrshire Scotland 1,917 1,837 2,314 2,180 N/A Number of visits that were in person expressed per 1,000 population 2009/ / / / /14 East 1,589 1,580 1,525 1,433 1,427 Ayrshire Scotland 1,386 1,268 1,547 1,492 N/A Number of visits to libraries expressed per 1,000 population 2009/ / / / /14 East 4,748 4,624 4,274 4,141 3,869 Ayrshire Scotland 5,983 6,114 6,127 6,274 N/A Note: Scotland figures not available until February P a g e

33 Non Statutory Performance Reporting East Ayrshire Leisure will report on, or develop systems for reporting on, the following non statutory performance indicators on a 4 weekly basis (unless otherwise stated): ABSENCE Average number of days lost due to staff absence during 2013/14 was: Number of Employees Total Days Lost Average Days Lost per Employee East Ayrshire Leisure CULTURE including Cultural Development/Collection Care/Palace and Grand Hall Complex/Libraries The Culture Teams deliver a range of innovative arts, museums and library services for the benefit of East Ayrshire residents and visitors to the area which meet the Council s social, cultural and economic objectives. Team Plans detail the key tasks of each staff team and the teams work in partnership with a wide range of community and funding organisations to ensure programmes are delivered and opportunity and participation is realised. The team manages a wide range of buildings from which it delivers its development programmes. The aims and performance indicators utilised to measures the success of Cultural Development, Collection Care and Palace and Grand Hall Complex and Libraries are as follows: Section Culture Aims To increase participation by young people in cultural activities To develop creative learning zones (education workshops spaces in venues) that are inspirational and feed aspirations To develop creative communities in East Ayrshire in partnership with the cultural teams. To improve awareness of East Ayrshire's cultural offer and increase visitors and participatory levels. 27 P a g e

34 To upgrade cultural facilities to enhance the quality of visitor experience To encourage greater interaction from all sections of the community with the cultural programmes To provide maximum physical and intellectual access to all our cultural services/collections To provide free & subsidised access to all cultural venues and performances To provide new skills for the community through our cultural services Ensure that Libraries play a key role in communities Provide a wide and balanced range of library materials for all groups. Promote access to information to enable users to make informed choices. Indicators Total staff cost as % total cost Cost per visit across arts and museum facilities Attendance all arts and museum venues No. of tickets sales per 1000 population sold at Palace and Grand Hall No. of visits to council funded or part funded museums that were in person per 1000 population Visits to/usage of council funded or part funded museums per 1000 population Number of visits to Number of visits to Number of visitors to Libraries Number of Visits to Council Libraries per 1000 population % of the resident population who are Library borrowers Number of times learning centre terminals are used per 1000 population Percentage of resident population who use learning centres EALRIS time taken to satisfy requests (days) Library additions per 1000 population - Adult Library additions per 1000 population - Children Library stock per 1000 population - Adult Library stock per 1000 population - Children SPORT including sport and facility management/ayrshire Athletics Arena The Sport team is responsible for the management of Games Halls, Sports Centres, Community Halls, Golf Courses, Football Pavilions and event programmes. Team Plans detail the key tasks of each staff team and the teams works in partnership with a variety of agencies such as schools, Police Scotland and East Ayrshire Sport Council Clubs to ensure services are widely available and enhanced wherever possible. The aims and performance indicators utilised to measure the success of the Sport and Community Venues Service are as follows: 28 P a g e

35 Section Sport Aims To manage and maintain a range of community facilities including sports, educational and community facilities To provide a range of activities within facilities that meet local demand To provide a range of activities that meet the sporting, play, social and educational aspirations of individuals, organisations and communities To provide access to sports pitches for the people of East Ayrshire To maintain golf facilities to a high standard Indicators Games Hall attendance Games Hall Revenue Attendance at Indoor sport & leisure facilities (excluding pools) per 1000 population Swimming Pool attendance Doon Valley Leisure Centre Swimming pool attendance per 1000 population (in conjunction with Galleon) Number of rounds of golf played. COUNTRYSIDE including Countryside Development Countryside Development team provides high quality, innovative, countryside development services for the benefit of East Ayrshire residents and visitors to the area which meet the Council's social, cultural and economic objectives. Countryside Development manages the Dean Castle Country Park and the access to the countryside across East Ayrshire through the path network and including the River Ayr Way. The Ranger service provides a range of dynamic education and outreach opportunities for people of all ages. The aims and performance indicators utilised to measures the success of the Culture and Countryside Service are as follows: Section Countryside Aims To increase participation by young people in the Countryside activities To develop learning zones that are inspirational and feed aspirations To improve awareness of East Ayrshire's countryside offer To upgrade Countryside facilities to enhance the quality of visitor experience To encourage greater interaction from all sections of the community with Countryside programmes To provide new skills for the community through the Countryside development activities To promote and protect the natural environment for residents and visitors to East Ayrshire Indicators Environmental education numbers Ranger Event Numbers Users of River Ayr Way Visitor Centre Numbers DCCP visitor numbers 29 P a g e

36 Marketing Supporting our service delivery is our various marketing strategies. A critical factor in our success will be our ability to develop robust customer analysis information that can test the success of our programmes and indicate new ways in which we should be developing our service as we move forward. The Marketing Plan is a critical document that will be reviewed separately annually and will be linked directly to the Business Plan. It shows how we will target our marketing resources to meet the action plan outcomes. Strategic Intent Reflecting East Ayrshire Leisure s vision and objectives set out above we have identified annual activity priorities which go beyond the life of this Business Plan. We feel it is important from the outset to be looking forwards and to articulate how we intend the organisation to develop within its governance framework, operating environment and partnerships. Priority outcomes for the first four years are outlined in the following table. In the first 9 months: PROGRESS YEAR /14 The Trust Board agrees new Management structure. A performance monitoring and review framework will operate that meets both the Board and the Council s requirements. Our Board will be trained and have gained a good understanding of the Trust s operating environment and will be supporting organisational development. A framework for collaboration and ongoing dialogue with Council Colleagues at both strategic and operational levels will generate a shared approach. Our objectives will be fully communicated with our employees, stakeholders and customers. Surveys will establish a baseline for monitoring employee and customer satisfaction. We will have gained a better understanding of our customer segmentation 2014/15 We will have identified and prioritised external funding opportunities A dedicated website for the Trust will be operational Our Marketing Plan will be implemented Our senior management team will be regularly meeting employees in their workplace Our employees will be contributing to an Employee Development Plan will be in place throughout the organisation A review of the Culture & Leisure Strategy will have focused on equalities impact and assets and will plan strategic delivery for the next 10 years Our Board will be active in reviewing and managing our risk register A review of external funding priorities will have produced a Funding Strategy and applications will have commenced This Business Plan will be reviewed at end of year Continue to support national initiatives Complete Complete Complete Complete Ongoing Ongoing Ongoing Ongoing Complete Complete Ongoing Ongoing Ongoing Complete Ongoing Complete Ongoing 30 P a g e

37 PROGRESS YEAR /15 Work with Council colleagues will have reviewed and tested SLA performance and we will be clear how we intend to secure support services A Sustainability Plan will give coherence and focus to our work to reduce carbon emissions, help tackle climate change and contribute to area plans Our employee survey will be demonstrating positive outcomes and increased satisfaction levels This Business Plan will have been reviewed, utilising a self assessment framework and updated. Detailed facilities review with the Council will be completed and outcomes agreed Continue to support national Initiatives like Homecoming and Commonwealth games Ongoing No Progress Ongoing Ongoing Ongoing Ongoing Our customer survey will be giving consistent positive feedback and we can demonstrate that we are meeting customer needs. Our objectives will be fully communicated with our employees, stakeholders and customers Surveys will establish a baseline for monitoring employee and customer satisfaction We will have gained a better understanding of our customer segmentation 2014/15 We will have identified and prioritised external funding opportunities YEAR 3 Our senior management team will be regularly meeting employees in their 2015/16 workplace Our employees will be contributing to an Employee Development Plan will be in place throughout the organisation A review of the Leisure & Culture Strategy will have focused on equalities impact and assets and will plan strategic delivery for the next 10 years This Business Plan will be reviewed at end of year Continue to support national Initiatives Future Opportunities Future opportunities may exist for the Council and/or the Board to consider extending the remit of East Ayrshire Leisure to encompass new areas of service delivery. East Ayrshire Leisure will work in partnership with the Council to identify new opportunities for future development and review. Meeting our Objectives The critical objectives for East Ayrshire Leisure are set out in this Business Plan Priority and headline actions and outputs to meet these objectives are set out in the East Ayrshire Leisure Action Plans in Appendix 1. This Action Plan will be updated on an annual basis, and is underpinned by Team operational plans. 31 P a g e

38 Assets and Resources Managing and caring for our buildings, collections, natural resources and equipment in a well planned and sustainable way is critical to our service delivery. 32 P a g e

39 ASSETS and RESOURCES Properties East Ayrshire Leisure has 25 year leases in place for each of its properties. These properties continue to be in the ownership of East Ayrshire Council and the Council remain responsible for repair and maintenance. The stock of properties is currently under review and the Council s Asset Rationalisation and Community Asset Transfer programmes, alongside the Trust s own service review and redesign proposals will see the number of properties managed by the Trust potentially reduce through 2015/16. The Council has a major capital investment programme and there are projects being developed, particularly new school campuses that may see new community facilities built that will become the responsibility of the Trust in due course. Capital Programme In terms of current capital programme schemes there are 2 which will run into 2015/16: - Dean Castle and Dean Castle Country Park projects which will improve, repair and regenerate facilities if external funding is awarded. - Cumnock Town Hall refurbishment work should be completed in Spring Equipment East Ayrshire Leisure has access to a wide range of specialist equipment and vehicles that support service delivery, including mobile libraries, grounds maintenance equipment, computers and sports equipment. Full inventories are kept for all facilities. Ownership of equipment did not transfer in July 2013 and rests with East Ayrshire Council. Museum Collections East Ayrshire Council owns significant museum collection assets which are held within its museums, libraries and archives and is responsible for the management and maintenance of any assets given on loan. East Ayrshire Leisure has been granted licence to use through the Collections Agreement these assets and will maintain and preserve them on behalf of the Council. 33 P a g e

40 ASSET AND RESOURCE PRIORITIES 2014/15 PROGRESS All property leases completed by April 2014 Complete Current Capital Investment Plans are completed by March 2016 Ongoing ASSET AND RESOURCE PRIORITIES 2015/16 Current Capital investment projects to be completed or underway by March Stock of buildings to be reduced to match available budget by March P a g e

41 Legislative Background Developing, consulting on and delivering policy relating to leisure activities is one of our main responsibilities. 35 P a g e

42 LEGISLATIVE CONTEXT LEISURE AND CULTURAL SERVICES East Ayrshire Leisure is responsible for developing and delivering strategies on behalf of East Ayrshire Council and for advising the Council on development of policy in relation to all aspects of cultural, countryside and sports provision in its broadest sense. The strategies are accompanied by action plans which have informed the setting of priorities for East Ayrshire Leisure and underpin this Business Plan. The following key areas of legislation have allowed East Ayrshire Council to develop policies and strategies that in turn drive high quality service provision: The Local Government Scotland Act 2003 gives Councils renewed powers and responsibilities, including, the power to advance well-being (considering economic, social and environmental influences on a community). Much of the work of Leisure Services is aimed at promoting community wellbeing and improving the quality of life in East Ayrshire. There is scope within this legislation to use innovative means to address local challenges. For example, the use of sport, play and activity to combat poor health; walking and well maintained parks and open space to improve perceived quality of life and appreciation of the environment; sport as diversion from anti-social behaviour; Libraries to help gain qualifications; arts and museums to learn about culture and history. The Local Government and Planning (Scotland) Act 1982; sections 14 to 17. Section 14(1), as amended by Section 128 of the Local Government etc (Scotland) Act 1994 gave Councils powers to ensure that there is an adequate provision of facilities for the inhabitants of the area for recreational, sporting, cultural and social activities. The Public Libraries Consolidation (Scotland) Act 1887, section 10, gives local authorities power to purchase, rent or construct libraries, museums and galleries, and to maintain and furnish those buildings. Section 21 gives authorities power, amongst other things, to purchase books, works of art, maps and other articles, to lend out books and other items and to preserve and sell books and other items. The Act also requires local authorities to "manage, regulate and control all libraries or museums or galleries" and creates restrictions as to how they may charge for these facilities. The Local Government (Scotland) Act 1973, in section 163(2), places local authorities under a duty to "secure the provision of adequate library facilities for all persons resident in their area". The Local Government etc. (Scotland) Act 1994, section 53, requires local authorities to make "proper arrangements" for the preservation and management of their records, in consultation with the Keeper of the Records of Scotland. Section 54 addresses the use, acquisition and disposal of records (which will include culturally significant archives). Section 54(1)(d) in particular gives authorities power to hold exhibitions of records and conduct lectures about them. 36 P a g e

43 Land Reform (Scotland) Act 2003 provides for a right of access to land for recreational and educational activity among other things. The act also puts an onus on responsible access. Thus access rights are responsible, if they are exercised so as not to cause unreasonable interference with any of the rights (whether access rights, rights associated with the ownership of land or any others) of any other person. There is also a reciprocal onus on land owners: It is the duty of every owner of land in respect of which access rights are exercisable: to use and manage the land; and otherwise to conduct the ownership of it, in a way which, as respects those rights, is responsible. Additionally, it is the duty of the local authority to assert, protect and keep open and free from obstruction or encroachment any route, waterway or other means by which access rights may reasonably be exercised. Lastly, It is the duty of the local authority, not later than 3 years after the coming into force of this section, to draw up a plan for a system of paths ( core paths ) sufficient for the purpose of giving the public reasonable access throughout their area. Equality All East Ayrshire Leisure services also have a duty to comply with relevant equalities legislation, including the Human Rights Act 1998 and the Equality Act Health and Safety Legislation/Policy All services have a duty to comply with, where appropriate: Health and Safety at Work Act (1974) Use of Work Equipment Regulations (1998) EAC Corporate Policy on Health, Safety and Welfare (2008) The Environmental Noise Regulations (2006) The Management of Health and Safety Regulations (1999) The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR) (1995) Noise at Work Regulation 37 P a g e

44 Financial Analysis Robust financial management is critical to our success and we will forward plan to optimise budgets and seek new funds to support our strategies. 38 P a g e

45 FINANCIAL ANALYSIS BUDGET OVERVIEW The summary budget of East Ayrshire Leisure is provided in Table A below. TABLE A 2013/ / / /17 Total Budget (excl Savings) 7,092,010 5,994,230 6,085,860 5,878,560 Savings Target (803,000) (100,000) (300,000) (891,000) Total Budget 6,289,010 5,894,230 5,785,860 4,987,560 TABLE B (Savings) / Additional Costs 2013/ / / /17 Non-Domestic Rates Reliefs (887,000) VAT - Net Savings (39,000) NNDR Joint use facilities (50,000) Additional Income by year 3 (20,000) (20,000) Additional Recurring Costs 100,000 Voluntary Severance within Library (60,000) Service Additional Managed Savings (111,000) (115,300) (133,000) * Income Shortfall 387,300 Transfer to Reserves 80,000 (80,000) Library Review (165,000) Voluntary Severance within Cultural & (23,000) Countryside Additional Income Bar (20,000) Review of Community Facilities/Assets (67,000) * (871,000) Projected Annual Savings / (1,047,000) 144,000 (300,000) * (891,000) Efficiencies Estimated Shortfall due to 1 July 244,000 (244,000) start Projected Annual Savings / Efficiencies (803,000) (100,000) (300,000) * (891,000) Savings Targets per EAC *Denotes to be confirmed 803, , ,000 * 891, P a g e

46 Trading Subsidiary A wholly owned trading subsidiary may be established by East Ayrshire Leisure to allow non- primary purpose trading to be undertaken without affecting the charitable status of East Ayrshire Leisure. This company would donate its profits to East Ayrshire Leisure through gift aid arrangements. All donations of profit must be used for charitable purposes by East Ayrshire Leisure in order to maintain their tax-exempt status. The Trading Subsidiary would be VAT grouped with East Ayrshire Leisure. At present there is no requirement to establish a Trading Subsidiary. Stamp Duty Land tax (SDLT) In principle SDLT should be charged on the market value of the leases granted to the East Ayrshire Leisure. However, a potential liability to SDLT should only arise if the aggregate market value of the leases exceeds 150,000. In any event, as East Ayrshire Leisure will be a charitable body then provided it intends to hold the leases for use in the furtherance of its charitable purposes, then the grant of the leases should be exempt from SDLT. It should be noted that SDLT charities relief has to be claimed by submitting a land transaction return which will be done at the appropriate time, and that it can be withdrawn in certain circumstances. Council Support Services Agreement For the first 3 years of operation, support services, such as Finance, Human Resources and Legal services will continue to be provided to East Ayrshire Leisure by the Council. This approach will allow consideration to be given to the optimum level of support required, with due regard to best value whilst also providing an opportunity for the Council to adjust its own level of support service as East Ayrshire Leisure moves towards the possible alternative delivery of these functions. The budget for Central Support services which the Council will provide to East Ayrshire Leisure is as follows: EAST AYRSHIRE COUNCIL CENTRAL SUPPORT SERVICE 2013/14 FINANCE 54,000 HUMAN RESOURCES 65,000 CORPORATE INFRASTRUCTURE 40,000 LEGAL, PROCUREMENT & REGULATORY 45,000 CHIEF EXECUTIVE 8,400 TOTAL CENTRAL SERVICE COSTS FROM EAC 212,400 Governance East Ayrshire Leisure will adopt financial regulations and guidance for financial management in terms approved by the Council and will adopt the Council s principles and policies in terms of governance. 40 P a g e

47 Risk Analysis Demonstrating that we actively manage our organisation based on a full understanding of the risks involved. 41 P a g e

48 East Ayrshire Leisure will manage Risk in a proactive manner, by prioritising areas of concern and dealing with them continuously. The objectives of this audit are to identify areas of greatest concern, prioritising them and highlighting actions to address any weaknesses that are identified. The following audit will be used as an action plan for this purpose and should be completed on the following basis: Risk - this column lists areas of major concern for the Trust that could damage its credibility or its ability to trade. Risk rating - this column records the rating placed on each Risk, this is judged according to current knowledge and experience that the assessor has in the area of concern and may be altered once specialists in the specific field have been consulted, The score should range from 0 (lowest risk) to 5 (highest risk). Risk ratings should consider both the likelihood and impact of the risk. Priority - the assessor should indicate whether actions on the Risk are urgent or not using the indicators of high, medium or low. Reason for risk rating and priority - the assessor should explain why the Risk exists and if appropriate why the Priority indicator has been assessed at the level set against each Risk. Strengths/Weaknesses/Actions - The assessor should identify systems and processes that are in place to reduce the risk and/or weaknesses that enhance the risk and any associated actions that can/will be put in place.

49 RISK East Ayrshire Leisure Risk Rating 0 (Low) to 5 (High) Priority (High, Medium, Low) Reason for Risk Rating and Priority. Shortfall in forecast NNDR relief 3 L NNDR relief processes are now complete. Resubmission will be required in 5 years time. Reduction in service payments from EAC 5 H This is an area of high risk as the Council, which provides the service payments to the Trust, is under severe pressures to reduce its overall spend. The Board has carried out detailed service reviews and has submitted savings proposals to meet the Council targets. Fraud and Misappropriation of Trust Resources 3 M This is a medium risk area. The Trust is a new organisation and major misappropriation of the Trusts funds and assets could have a considerable effect on the organisations ability to trade. However, the Trust has the protection of support from the Council in the medium term, which should ensure risk is well managed during the first 3 years of operation. The area is of medium priority as the Trust is adhering to the Accountancy Policy Bulletins of the Council and is compliant with the Council s Procurement policies. There is a Strengths/Weaknesses/Actions Strengths: Expert assistance available from East Ayrshire Council s Estates Management team to argue the case. Weaknesses: Little direct control over the process, or the timescales involved. Actions: Re-submission required in 5 years, no immediate action required. Strengths: The Trust should be able to continue trading on a lower budget whilst providing reduced services and there are comprehensive Service Level Agreements in place which will be regularly reviewed to ensure that service delivery expectations match the available budget. Weaknesses: The Trust has limited resources available to it and would find it difficult to identify alternative funding sources or generate additional income to offset any reductions in Council funding. Actions: Funding regularly reviewed by Trust Board and continuous dialogue with East Ayrshire Council. Strengths: The Trust is currently utilising the tried and tested systems and procedures of the Council, which have been developed in line with best practice across the public sector. The Trust has the capability to benchmark with other well established Leisure Trusts to ascertain what providers of service and mechanisms are in the market place and tried and tested. Weaknesses: The current support is only guaranteed for a three year interim period from 1 st July Action: Start benchmarking process with other Leisure

50 RISK Falling income levels due to the economic climate Risk Rating 0 (Low) to 5 (High) Priority (High, Medium, Low) Reason for Risk Rating and Priority. likelihood that the risk will reduce in the short term as the organisation s systems are audited. 4 H The overall risk rating for this area is high as the ability of the Trust to generate income directly relates to the amount of income residents have at their disposal. In many respects Leisure is viewed as a luxury item and in times of economic downturn such items become a low priority to individuals and families. A reduction in the amount of income generated by the Trust will result in the organisation reducing its expenditure and investment in other areas to meet budget targets. Strengths/Weaknesses/Actions Trusts to ascertain which systems and methods they employ for the period beyond Strengths: The Trust will have the ability to develop new income streams and review charging policies. The Trust has a dedicated marketing team to support service development and delivery. Weaknesses: East Ayrshire Council have historically charged at the lower end for services in comparison with many other Scottish Leisure Service providers and steep increases may have an adverse effect on the reputation of the Trust and customer numbers. Actions: Ensure the Business Plan includes effective pricing strategies which have been developed to reflect Trust priorities. Health and Safety Legislation, Standards and Procedures 3 M In the short to medium term this area is rated as a medium risk as the Trust now has its own Health and Safety Officer (Properties), and support from the Council s Health and Safety Team. Strengths: Trust now has its own Health and Safety Manager (Properties) supported by EAC Health and Safety Team and adhere to the Councils safety standards. Managers trained to IOSH Managing Safely standard. East Ayrshire Leisure have initiated regular 6 weekly health and safety meetings attended by the Chief Executive EAC s Safety Advisor and key managers. The forum discusses key Health & Safety issues with a view to reducing risk wherever it is identified. Weaknesses: The current support is only guaranteed for a three year interim period from 1 st July Actions: Benchmark with other leisure trusts to ascertain how their Health and Safety is managed.

51 RISK IT systems loss from any cause for an extended period Risk Rating 0 (Low) to 5 (High) Priority (High, Medium, Low) Reason for Risk Rating and Priority. 3 M In the short to medium term this area is rated as a medium risk as the Trust is fully supported by the Councils Corporate Infrastructure Services. Loss of operational base(s) 3 L This area is rated a medium risk as the Trust has sufficient facilities to relocate staff in an emergency. In some instances there would be service disruptions, however the organisation would be able to operate a service and relocate staff. It is a medium priority due to the fact that all services within the Trust have Business Continuity Plans in Place and on the whole these are still appropriate and functional. Loss of fleet/fuel supplies for any reason 3 M This is rated as a medium risk as the Trust has few vehicles and can hire in additional vehicles should faults occurs in the fleet. However, the Mobile Libraries are ageing and coming to the end of their useful life. Should supply of fuel not be available from current outlets the organisation can source other suppliers or if fuel supply is restricted programmes within facilities can be adjusted to ensure continuity of appropriate services. However, loss of fuel for an extended period may affect the ability of staff to attend their place of work. Strengths/Weaknesses/Actions Strengths: Systems currently backed up by EAC Corporate Infrastructure and sufficient paper systems and telephony can be put in place to ensure business continuity. Weaknesses: The current support is only guaranteed for a three year interim period from 1 st July Actions: Benchmark with other leisure trusts to ascertain how their IT is managed. Strengths: Staff are able to relocate to alternative facilities and the short term use of other local facilities is feasibility in most cases. Weaknesses: An emergency situation may reduce the local services the Trust can offer; replacement facilities are not always available. Actions: A comprehensive review of Business Continuity Planning will be required after completion of the Asset Review. Strengths: Readjustment of programming within facilities to ensure fuel is used sparingly is relatively straightforward. The trust has no major heavy goods vehicles and can hire in vehicles as necessary or seek alternative fuel providers. Weaknesses: The current Mobile Libraries are nearing the end of their useful life. The Trust s services may not be considered as a high priority in an emergency situation relating to fuel. Actions: Develop an alternative delivery plan to ensure local services can quickly adapt to any emerging situation.

52 RISK Risk Rating 0 (Low) to 5 (High) Priority (High, Medium, Low) Reason for Risk Rating and Priority. Uninsured Legal/Contractual Risk 2 L This is a low area of risk as the Trust has comprehensive insurance against potential liabilities and adheres to the Councils APB s and Procurement directives. Loss of experienced staff 2 L This is a low risk as there are sufficient experienced staff within the Trust who can take on redundant roles or be trained to fill the requirements of vacated posts. Failure to comply with VAT requirements 2 L This is a low risk as a great deal of work has been done to implement VAT requirements and our first external audit of accounts did not identify any VAT issues. Risk is of medium priority as staff new to the implications of VAT have time to gain experience in this area. Protection of children and vulnerable adults 3 L This is a medium risk as there are systems in place such as Protection of Vulnerable Groups checks and stringent conditions of let in place. However, an adverse incident would damage the Trusts reputation. The priority is low due to the fact that there have been no major incidents in facilities, whilst the current administration systems have been in place. Strengths/Weaknesses/Actions Strengths: Trust adheres to procurement protocols and APB s. Weaknesses: The current support is only guaranteed for a three year interim period from 1 st July Actions: Benchmark with other leisure trusts to ascertain how legal and procurement processes are managed. Strengths: The Trust has a number of staff who are capable of adapting to various roles. Additional training can be accessed if and where necessary. Weaknesses: Voluntary Severance may be dictated by budget restrictions, rather than, operational requirements. Actions: Ensure a balanced approach is in place to ensure sufficient expertise is retained. Strengths: The Trust has access to the Council s VAT advisors. A number of Trustees and Trust staff have knowledge of VAT, which can be utilised by the organisation. Weaknesses: Little control over taxation. Actions: Continuous dialogue with VAT advisors. Strengths: Staff undergo Disclosure checks and spot checks are made on the documentation held by individuals/groups leasing facilities. Staff undergo PVG training and support from Council officials is available. Weaknesses: The Trust does not directly employ a dedicated PVG officer. Actions: Continually review current processes in conjunction with Council specialists.

53 RISK Loss or damage to historic collections or buildings Loss of buildings or facilities due to bad weather, maintenance issues or any other cause Risk Rating 0 (Low) to 5 (High) Priority (High, Medium, Low) Reason for Risk Rating and Priority. 5 H This is a high risk as the materials held and the historic buildings managed by the trust have immeasurable historic and cultural value. Loss or irreparable damage to this stock would have severe implications for the credibility of the Trust. It is of high priority that this area is addressed as current condition of buildings can be problematic. 4 M This area is a high risk as recent experience with bad weather and maintenance issues has shown that facilities can be lost for these reasons i.e. St Joseph s Leisure Centre SGP, Patna Library. While these closures do not always mean loss of income, they do mean loss of service and inconvenience to customers. Breach of Data Protection Act 4 M This is an area of High risk as a number of high profile companies have recently had their secure data systems breached. It is an area of Medium priority as the Trust works within the systems of East Ayrshire Council, which to date has not suffered any such breaches. Strengths/Weaknesses/Actions Strengths: The Trust has dedicated manager in place to ensure the collection and estate is managed appropriately. The Trust has an SLA with the Council and repairs are prioritised. Contractors carry appropriate insurance. Weaknesses: Repairs are carried out by a third party and there can be quality issues. Damaged items could be irreplaceable or irreparable. Actions: Continuous review of repair processes and dialogue with the Councils contract administrator. Strengths: Most buildings are able to withstand poor weather. Maintenance standards are generally acceptable. Weaknesses: Some facilities have recurring problems during poor weather. Repairs and maintenance programmes are the responsibility of the Council and have to be prioritised. Actions: Rationalisation of buildings will ensure that the condition of the retained stock of buildings will be improved. Regular liaison with EAC will ensure that Trust priorities are recognised and acted on. Strengths: The Trust currently adheres to protocols of East Ayrshire Council. Weaknesses: Data us stored in a variety of ways including hard copy, computers and mobile phones. Actions: Regular consultation with Council Risk Manager and Corporate Infrastructure on development of secure systems of work.

54 APPENDIX 1 EAST AYRSHIRE LEISURE ACTION PLANS

55 EAST AYRSHIRE LEISURE ACTION PLANS 2015/16 PAGE 1 CORPORATE Aim CP1: To ensure that an effective partnership with East Ayrshire Council is in place ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES/ THEMES PROGRESS CP 1.1 CP 1.2 Review existing Service and Finance and Service Level Agreement with EAC To support the Council's Community Asset Transfer and Asset Rationalisation Programme Agreements are reviewed for implementation by April 2016 Scope of facility/service remit matches the available budget Agreements are fit for purpose April 2015 EAC Trust is a financially sustainable organisation Aim CP2: To set and meet budget and performance targets across the range of Trust Services March 2016 EAC Business Plan EAC Transformation Plan EAC Transformation Plan ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS CP 2.1 CP 2.2 Business Plan to be approved by Board and Council Team Plans developed for all service areas Business Plan agreed by both organisations Team / Individual plans in place Business Plan in place and quarterly performance monitoring reports produced Effective management of resources and prioritisation Aim CP3: To advise EAC on Leisure, Culture and Countryside policies and strategies March 2015 then EAC quarterly reporting May 2015 N/A Business Plan ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS CP 3.1 To review all EAC policies and strategies relating to Leisure, Culture and Countryside Services Develop a review timetable with EAC based on life of current policies and strategies Aim CP4: To ensure that the Board and the Mangement Team work effectively together All policies and strategies up to date March 16 EAC Community Plan - underlying principles ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS CP 4.1 CP 4.2 Board and Sub-Committee meet regularly Trustee/Team Leader sessions organised Regular programme of meetings takes place Effective decision making and consideration of issues by the Board 4 sessions to be organised during the year Trustees knowledge of service areas developed Meeting programme agreed April 16 Programme agreed by May 15 EAC Administration N/A Business Plan Business Plan CP 4.3 Review Trust Constitution Constitution reviewed following publication of OSCR document Constitution updated and meets OSCR requirements September 2014 EAC Business Plan Aim CP5: To ensure that Trust staff have the skills and knowledge to carry out their duties effectively ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS CP 5.1 Carry out annual employee reviews in line with the East Ayrshire General Employee Review (EAGER) process A minimum of 90% of staff have an indivdual or group EAGER carried out Individual training/development priorities established March 2016 completion EAC HR Policies CP 5.2 Regular, effective communication taking place between staff and Managers Team meeting procedures in place Managers visit sites regularly Effective Communication. Staff understand Trust's vision and values March 2016 N/A Business Plan

56 PAGE 2 Aim CP6: To minimise the environmental impact of the Trust's services ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS CP 6.1 Review with EAC environmental efficiency targets for each building managed by the Trust Set achievable targets for each facility Reduced environmental impact of services and reduce costs March 2016 EAC Community Plan underlying principles Aim CP7: To develop partnership working to support service delivery and improvement ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS CP 7.1 Seek appropraite partnership wokring opportunities Partnership options considered for new projects and service development Effective partnership agreements in place wherever appopraite March 2016 EAC / National Governing Bodies / Community Groups Business Plan underlying principles Community Plan Aim CP8: To minimise risk to staff and public through effective risk management ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS CP 8.1 Board to consider and approve Risk Register as part of Businees Planning process Risk Register agreed and reviewed regularly Board has considered major risks and has appropraite plans in place to reduce them April 2016 N/A Business Plan CP 8.2 Health and Safety polices in place across the Trust All staff have access to appropriate training information and guidance in health and safety matters Staff are approprirately trainined in Health and Safety management March 2016 EAC External Training providers Business Plan Aim CP9: To maximise funding from external sources wherever possible ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS CP 9.1 Ensure that opportunities for access to external funding are explored to support delivery and development Options for external funding are identified and bids submitted Additional finance support available for service delivery and development March 2016 External funding bodies Business Plan Aim CP10: To effectively market, promote and develop Trust services ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS CP 10.1 Marketing Plan approved by the Board and regularly reviewed Marketing Plan reviewed annually by the Board Effective programme in place to support service delivery and development March 2016 N/A Marketing Plan Aim CP11: To operate efficient and effective systems and procedures for finance, HR and administration ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS CP 11.1 Develop and implement effective systems and procedures Systems and procedures updated regularly to meet Trust requirements Systems and procedures remain effective and appropraite to Trust needs March 2016 EAC External Auditors

57 CULTURE Aim 1: To increase participation in cultural activity across East Ayrshire PAGE 3 ACTION NO CU 1.1 ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS Increase current levels of participation in workshops, events and programmes across cultural programmes. Increase current participatory visits across cultural programmes during life of Business Plan using 2012/13 as baseline. Increase current community engagement levels Reviewed annually EAC, Creative Scotland, HLF, Trusts, MGS Promoting Lifelong Learning Outcome Agreement 3, 4, 5 Cultural Development Team Plan, Collection Care, Palace and Grand Hall Team Plan, Library Team Plan and Marketing Plan,East Ayrshire Tourism Strategy CU 1.2 Maintain the number of school visits to cultural facilities Maintain current levels school visits across cultural programmes by during life of Business Plan using 2012/13 as baseline. Maintain current level of enagement with cultural buildings and activities from young people. reviewed annually EAC, Creative Scotland, HLF, Trusts, MGS Promoting Lifelong Learning Outcome Agreement 3, 4, 5 Cultural Development Team Plan, Collection Care, Palace and Grand Hall Team Plan, Library Team Plan and Marketing Plan,East Ayrshire Tourism Strategy Aim 2: To maintain visitor/ audience/user numbers to our cultural facilities and events ACTION NO CU 2.1 ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS Maintain visitor/audience/user numbers to all cultural facilities and events. Design and deliver annual programmes of events/exhibitions/book buying strategies that can maintain visitor/audiences/user numbers across all our cultural facilities during life of plan from baseline of 2012/13. An annual programme of events/exhibitions/workshops/reader development activities that utilise our cultural facilities and also ensure book Reviewed stock is renewed annually delivered annually EAC, Creative Scotland, HLF, Trusts, MGS,Book Trust Promoting Lifelong Learning Outcome Agreement 3, 4 Cultural Development Team Plan, Collection Care, Palace and Grand Hall Team Plan, Library Team Plan and Marketing Plan,East Ayrshire Tourism Strategy CU 2.2 Continue to invest in high profile Design and develop exhibitions, events and exhibition and event programmes across festivals that draw visitors/audiences into our cultural venues. the area using 2012/13 as our baseline. Profile of East Ayrshire is raised as an important cultural destination. Reviewed annually EAC, Creative Scotland, HLF, Trusts, MGS,Book Trust Promoting Lifelong Learning Outcome Agreement 3, 4 Cultural Development Team Plan, Collection Care, Palace and Grand Hall Team Plan, Library Team Plan and Marketing Plan,East Ayrshire Tourism Strategy

58 PAGE 4 Aim 3: To increase access to our collections ACTION NO CU 3.1 ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS Increase online access to our collection resources Increased number of visits to our collection resources by 10% during life of Business Plan using 2012/13 as baseline. Greater awareness of our collection resources by residents and global visitors. Reviewed annually EAC, Creative Scotland, HLF, Trusts, MGS Promoting Lifelong Learning Outcome Agreement 3, 4 Collection Care Team Plan, Cultural Development, Library Team Plan CU 3.2 Increase number of collections on public display. Continue to rotate collections on display using 2012/13 as baseline. Public has greater access to collection display/event programme based on 2012/13 baseline performance. Reviewed annually EAC, Creative Scotland, HLF, Trusts, MGS Promoting Lifelong Learning Outcome Agreement 3, 4 Collection Care Team Plan, Cultural Development, Library Team Plan CU 3.3 Ensure that we continue to meet our accreditation standards Complet annual review/healthcheck maintain accreditation status Reviewed annually EAC, MGS Promoting Lifelong Learning Outcome Agreement 3, 4 Collection Care Team Plan CU 3.4 Move towards completion of rapid inventory of all our collections Full inventory created on database by Ist January 2018 in line with collection accreditation scheme All collections documented and available electronically Reviewed annually Museums Galleries Scotland ACE Promoting Lifelong Learning Collection Care Team Plan and Library Team Plan Aim 4: To develop creative communities in East Ayrshire in partnership with the cultural teams ACTION NO CU 4.1 ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS Develop cultural partnerships across East Ayrshire. Create two partnerships each year that support our programmes. Greater support for artists/writers and cultural producers across the area and integrate with our core programmes. EAC, Creative Scotland, HLF, Trusts, MGS Promoting Lifelong Learning Outcome Agreement 2, 3, 13 Cultural Development Team Plan, Collection Care, Palace and Grand Hall Team Plan, Library Team Plan CU 4.3 Develop residency opportunities with professional artists/writers 1 artist in residency working with 3 community groups linked to cultural programme Residency opportunities developed each year Reviewed annually EAC, Creative Scotland, HLF, Trusts, MGS, Scottish Book Trust Delivering Community Regeneration Outcome Agreement 12 Cultural Development Team Plan, Collection Care, Palace and Grand Hall Team Plan, Library Team Plan.

59 PAGE 5 Aim 5: To upgrade and maintain cultural facilities to enhance the quality of visitor experience ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS CU 5.1 Maintain external quality accreditation for our cultural visitor facilities. Achieve VisitScotland gradings for each of External verification of quality our listed venues each year.maintain 4 star maintained grades for Dean Castle, Burns House Museum, The Baird, Burns Monument Centre and 3 star grades for The Dick and Doon Valley reviewed annually VisitScotland Delivering Community Regeneration Outcome Agreement 3, 4, 5, 12 Visit Scotland Quality Assurance Scheme Scottish Government: A Tourism Framework for Change (2006) CU 5.2 Investigate use of Public Libraries Quality Improvement Matrix (PLQIM) Take part in pilot SLIC scheme and achieve accreditation by 2016 Continuous Improvement Secured SLIC Underlying Principles, SOA 15 Continuous Improvement Action Plan CU 5.3 Continue to invest in cultural buildings and develop planned maintenance/capital investment programmes. Complete all other planned building refurbishment by 2016 Produce capital plan that identifies future areas for investment Buildings refurbished to a high quality standard Submit funding bids to external funders by 2014 for the Dick and other buildings. Develop a maintenance plan and Programme of phased improvements programme of phased investment in cultural made across all cultural buildings. buildings Reviewed annually EAC, Creative Scotland, HLF, Trusts, MGS HLF, Scottish Book Trust, Trusts, Creative Scotland EAC, Creative Scotland, HLF, Trusts, MGS Delivering Community Regeneration Outcome Agreement 12 Cultural Development Team Plan, Collection Care, Palace and Grand Hall Team Plan, Library Team Plan Delivering Community Regeneration Outcome Agreement 3, 4, 5, 12 Cultural Development Team Plan, Collection Care, Palace and Grand Hall Team Plan, Library Team Plan Aim 6: To provide free and subsidised access to all cultural venues and performances ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS CU 6.1 Offer discounted ticketing for accessing cultural facilities and events. Discounted tickets available for targeted groups for all events, reviewed annually. Increased audiences from under represented groups Reviewed annually EAC Improving Health and Wellbeing Promoting Lifelong Learning Outcome Agreement 3, 4, 5, 7, 8 Marketing Plan and Palace and Grand Hall Team Plan, Cultural Development, Library Team Plan CU 6.2 Provide free access to all our museum, galleries and library facilities Provide free access to all our buildings; review uptake annually Full access for all sections of the community Reviewed annually EAC, Creative Scotland, HLF, Trusts, MGS Improving Health and Wellbeing Outcome Agreement 3, 4, 5, 7, 8 Cultural Development Team Plan, Collection Care, Palace and Grand Hall Team Plan, Library Team Plan Aim 7: To provide new skills for the community through cultural planning ACTION NO CU 7.1 ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS Encourage community groups to develop and manage their own projects Create strong community foundations through working with 2 community groups per year that will help support cultural development Opportunities for community groups developed Reviewed annually Community groups Promoting Lifelong Learning Outcome Agreement 2, 3, 4, 5 Cultural Development Team Plan, Collection Care, Palace and Grand Hall Team Plan, Library Team Plan

60 PAGE 6 Aim 8: Provide art in public places ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS CU 8.1 Work with EAC to develop public art in public spaces with the community in specified locations. Implement and pursue the development of one public art piece each year. New public art programme implemented Reviewed annually EAC Delivering Community Regeneration Outcome Agreement 1, 3, 10 Local Plan Aim 9: To ensure our cultural venues play a key role in our communities ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS CU 9.1 Provide access to information Maintain current levels of information access across the range of cultural facilities using 2012/13 as baseline. Individuals enabled to make to make informed decisions and lead fullfilling lives. Reviewed annually EAC Delivering Community Regeneration Outcome Agreement 1, 3, 10 Library Team Plan Aim 10: To promote Life-long Learning across cultural facilities ACTION NO CU 10.1 ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS Create, deliver and support formal and informal learning opportunities. Maintain programmes that provide access to relevant literacy, numeracy and IT support based on 2012/13 baseline perfromance. Maintain current levels of engagement with our life-long learning programmes. Reviewed annually EAC Delivering Community Regeneration Outcome Agreement 1, 3, 10 Library Team Plan

61 SPORT Aim 1: To manage and maintain a range of sport and community facilities PAGE 7 ACTION ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + PLANS / PRIORITIES / THEMES PROGRESS NO FUNDERS SP 1.1 Provide facilities that are accessible and welcoming to all Minimum opening of 5 days per week Improving Health and Wellbeing Improving Community Safety Promoting Lifelong Learning Outcome Agreements 5, 6, 7 Capital Programme Reaching Higher Letʼs Make Scotland More Active SP 1.2 SP 1.3 Investigate options to support Continue to monitor facility conditions and refurbishment or replacement of existing submit recommendation for improvements facilities ensuring they are fit for purpose and capital bids Ensure facilities perform to a high standard of customer satisfaction. Meet with partners to ensure high standards through benchmaking; to be reviewed annually Communities have access to well managed facilities meeting their needs 2013/16 EAC Benchmarking group Improving Health and Wellbeing Delivering Community Regeneration Improving Community Safety Outcome Agreements 5, 6, 7, 8 Capital Programme Reaching Higher Letʼs Make Scotland More Active Improving Health and Wellbeing Promoting Lifelong Learning Improving Community Safety Outcome Agreements 5, 6, 7, 8 Capital Programme Reaching Higher Letʼs Make Scotland More Active SP1.4 Support East Ayrshire Council with the direct management of new sport/community facilities New facilities have appropriate, effective management arrangements EAC Improving Health and Wellbeing Delivering Community Regeneration Improving Community Safety Outcome Agreements 5, 6, 7, 8 Capital Programme Reaching Higher Letʼs Make Scotland More Active Aim 2: To increase participation across all our sports facilities ACTION NO SP 2.1 SP 2.2 ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + Develop programmes of activity that meet local demand. Implement monthly membership for gym access and fitness classes/programmes Maintain current participation/usage levels Programmes provided to meet the across all sports facilities using 2012/13 as needs of communities within East baseline. Ayrshire 2013/16 FUNDERS EAC Sporta Leisure Networking Group PLANS / PRIORITIES / THEMES Improving Health and Wellbeing Promoting Lifelong Learning Improving Community Safety Outcome Agreements 5, 6, 7 Reaching Higher Let's Make Scotland More Active PROGRESS SP 2.3 Support local Community Sport Hub Ensure that the Community Sports Hub clubs to meet the local sporting demand programme is effectively rolled out in East and increase sporting opportunities Ayrshire. Sustainable local sports clubs accessing East Ayrshire Leisure facilities. EAC, SportScotland, EAC Sports Council Affiliated Clubs Improving Health and Wellbeing Let's Make Scotland More Active, Active Scotland Framework

62 PAGE 8 Aim 3: To provide a range of high quality sporting and social events for the people of East Ayrshire ACTION NO SP3.1 ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS Organise an annual fireworks event at Kay Park, Kilmarnock Attract a minimum of 20,000 visitors to the event Contribute to the reduction of fireworks related injuries target for East Ayrshire PLANS / PRIORITIES / THEMES Health and Wellbeing Promoting Lifelong Learning Improving Community Safety Outcome Agreements 9, 11 Tourism Strategy PROGRESS SP3.2 To organise a range of high profile sporting events throughout East Ayrshire Host and organise a minimum of 8 major sporting events each year. Comprehensive community events programme established Sportscotland, Eventscotland, EAC, Sports National Governing Bodies Improving Health and Wellbeing Promoting Lifelong Learning Improving Community Safety Outcome Agreements 5, 6, 7 Reaching Higher Let's Make Scotland More Active Tourism Strategy SP3.3 Underlying Principles Aim 4: To provide access to sport pitches for the people of East Ayrshire ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS Maintain a programme of team Registration once per annum registrations/pitch bookings for synthetic & grass pitches PLANS / PRIORITIES / THEMES PROGRESS SP4.1 Maintain and develop booking system. Make available 40 weeks per year with the exception of inclement weather or circumstances outwith our control. Sports pitches and community spaces accessible to residents and visitors 2013/16 Football Teams, Sports National Governing Bodies, local groups and organisations Improving Health and Wellbeing Improving Community Safety Promoting Lifelong Learning Outcome Agreements 5, 6, 7 Reaching Higher Let's Make Scotland More Active EA Children's Service Plan Openspace Strategy SP 4.2 Ensure East Ayrshire Leisure Pavilions are safe and accessible. Carry out annual inspections of all changing facilities. 2013/16 EAC Improving Health and Wellbeing Improving Community Safety Promoting Lifelong Learning Delivering Community Regeneration Outcome Agreements 5, 6, 7 Reaching Higher Let's Make Scotland More Active

63 PAGE 9 Aim 5: Provide a programme of sports development opportunities for East Ayrshire ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + THEMES PLANS / PRIORITIES / THEMES PROGRESS SP 5.1 Design and deliver a comprehensive sport and activity programme incorporating developmental coaching and player pathways Continue to develop key sports and activities for Athletics, Swimming, Badminton, Football, Golf and Fitness Increased numbers of people participating and progressing in sports Reviewed activities. Improved sporting pathway annually and appetite for sport in the community and within schools Scottishathletics, Improving Health and Wellbeing badmintonscotland, Scottish FA, SOA 4, 5 & 6 Kilmarnock Football Club, Scottish Reaching Higher Golf Union, Local Golf Clubs, Let's Make Scotland More scottishswimming, Other Scottish Active Governing Bodies of Sport EA Children's Service Plan Leisure & Sport Facility Operators EAC Vibrant Communities East Ayrshire Sports Council & Affiliated Clubs Sportscotland SP 5.2 Develop & maintain a link through Community Sports Hub Steering Groups with Local Sports Clubs and Centre Supervisors Aim 6: To promote equitable participation in sport More sport offered within a balanced timetable at Auchinleck Community Sports Hub, Grange Community Sports Hub and St Joseph's Community Sports Hub 2015/16 EAC, SportScotland, EAC Sports Council Affiliated Clubs, Kilmarnock FC, Auchinleck Talbot FC Let's Make Scotland More Active, Active Scotland Framework ACTION NO SP 6.1 SP 6.2 SP 6.3 ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS PLANS / PRIORITIES / THEMES Support diversionary sports programmes which provide positive alternatives for young people Provide opportunities for those with a disability to participate in sport and phyiscal activities Community Sports Hub's will be inclusive and will support the local need of sports clubs/organisations. Provide subsidised facility access for Premier Night Leagues during term time and other diversionary programmes coordinated by EAC. Provide facility access and programmes for those with a disability. Provide facility access to Community Sports Hub affiliated sports clubs and organisations Increased numbers of young people participating in diversionary/sport activities Increased opportunities for those with a disability to participate in sport and phyiscal activities Increased opportunities to participate in sport and physical activity with no restrictions. 2013/16 Reviewed annually Kilmarnock Football Club, Scottish FA Strathclyde Police EA Anti-social Behaviour Team EAC Vibrant Communities EA Youth Strategy and Rathbone Training Agency Leisure & Sport Facility Operators East Ayrshire Sports Council & Affiliated Clubs 2015/16 EAC, SportScotland, EAC Sports Council Affiliated Clubs Improving Community Safety Improving Health and Wellbeing SOA 4, 5, 6, 8 & 9 Reaching Higher Let's Make Scotland More Active It's A Criminal Waster Preventing Offending by Young People - A Framework For Action EA Anti-Social BehaviourStrategy EA Children's Service Plan EA Supporting Meaningful and Real Transition for Young People (MC2) Improving Health and Wellbeing SOA 4, 5, 6, 8 & 9 Reaching Higher Let's Make Scotland More Active It's A Criminal Waster Preventing Offending by Young People - A Framework For Action EA Anti-Social Behaviour Strategy EA Children's Service Plan EA Supporting Meaningful and Real Transition for Young People (MC2) Improving Health & Wellbeing Let's Make Scotland More Active, Active Scotland Framework PROGRESS

64 PAGE 10 COUNTRYSIDE Aim 1: To provide a high quality nature based tourist attractions for residents and visitors to East Ayrshire ACTION NO CO 1.1 CO 1.2 ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS Obtain external verification of Dean Castle Country Park by Visit Scotland Implement Dean Castle Country Park Management and Development Plan Maintain 4 star award with inspections every 2 years Secure external funding for implementation of projects within the management and development plan by 2016 External verification of quality maintained Improvements delivered and increased visitor experience achieved reviewed every 2 years VisitScotland Heritage Lottery Fund Forestry Commission Scotland Historic Scotland SEPA Scottish Natural Heritage Energy Advice Unit VisitScotland Underlying principles Promoting Lifelong Learning Outcome Agreement 3, 4, 5 and 12 Visit Scotland Quality Assurance Scheme Scottish Government: A Tourism Framework for Change (2006) Environment and Rural Affairs Department Business Plan Greenspace Quality Guide 2008 East Ayrshire Open Space Strategy (pending) Enjoying the Outdoors 2008: Scottish Natural Heritage Policy on recreation including Country Park CO 1.3 Continue to develop the River Ayr Way as a major tourist attraction and community facility for the area Maintain visitor numbers each year from our 2012/13 baseline Increased use of the River Ayr Way South Ayrshire Council Scottish Wildlife Trust Private Landowners Scottish Natural Heritage VisitScotland East Ayrshire Tourism Strategy Ayrshire Structure Plan East Ayrshire Local Plan, Marketing Plan and Team Plan CO 1.4 Continue to support the Access Planning Group for Whitelee Windfarm Secure funding to extend River Ayr Way around Glenbuck Loch and into South Lanarkshire, providing an additional 30km linking to New Lanark World Heritage Site Install 44 mile posts along the route and interpretation Implement Whitelee Access Strategy Increased use of the River Ayr Way Increased use of the River Ayr Way Improved visitor experience improved access to Whitelee Windfarm Provding connections from Whitelle Windfarm to key sites along the wider path network South Lanarkshire Council Scottish Wildife Trust Scottish Natural Heritage Muirkirk Enterprise Group Douglas Community group Douglas Estates 2015 Infinis Windfarms South Ayrshire Council Scottish Wildlife Trust Private Landowners Scottish Natural Heritage VisitScotland South Lanarkshire Council East Renfrewshire Council Scottish Power Forestry Commission Scotland Scottish Water East Ayrshire Tourism Strategy Ayrshire Structure Plan East Ayrshire Local Plan, Marketing Plan and Team Plan East Ayrshire Tourism Strategy Ayrshire Structure Plan East Ayrshire Local Plan, Marketing Plan and Team Plan East Ayrshire Tourism Strategy Ayrshire Structure Plan East Ayrshire Local Plan, Marketing Plan and Team Plan

65 PAGE 11 Aim 2: To Improve accessibility of the countryside path network and DCCP ACTION NO ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS CO 2.1 Improve the accessibility of buildings and paths within DCCP. Upgrade Visitor Centre to create Education Centre, Restore laundry Houses to create cafe and civic space, demolish field centre to create sustainable visitor centre in line with DDA Accessible services developed Heritage Lottery Fund Forestry Commission Scotland Historic Scotland SEPA Scottish Natural Heritage Energy Advice Unit VisitScotland Improving Health and Well being Promoting Lifelong Learning Outcome Agreement 6 Disability Discrimination Act CO 2.2 Ensure path network, local Nature Reserve and community sites are accessible Carry out quarterly monitoring of core path network and produce five year improvement plan. Accessible services developed Aim 3: To increase participation in Countryside Development activites across East Ayrshire Improving Health and Well being Promoting Lifelong Learning Outcome Agreement 6 Enjoying the Outdoors 2008: Scottish Natural Heritage Policy on recreation Land Reform Scotland Act 2003 East Ayrshire Local Plan Ayrshire Structure Plan East Ayrshire Outdoor Access Strategy East Ayrshire Core Path Plan ACTION NO CO 3.1 CO 3.2 ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS Encourage schools to use the Maintain levels of pupils participating by Countryside Ranger Service to support each year using 2012/13 as baseline. programmes of study within the Scottish Curriculum for Excellence Provide Training for Educational establishments in the use of the Environmental Education pack in local greenspaces Development of a programme of in- service courses for teachers and other education providers with 2 sessions per year Greater awareness of the Country Park, wider countryside sites, Core Reviewed Path Network, Whitelee Windfarm and annually Scottish Outdoor Access Code Environmental education is integrated into the wider curriculum and devivered directly by education providers EAC Education and Social Services EAC Education and Social Services Delivering Community Regeneration Promoting Lifelong Learning Outcome Agreement 4, 12, 14 Scottish Curriculum for Excellence 5-14 curriculum for Scottish Schools Learning for our Future: Scotlandʼs First Action Plan for the UN Decade of Education for Sustainable Development CO 3.4 Promote the Country Park to further education and higher educational providers Offer a minimum of 2 placement and learning opportunities per annum Stronger links with further education and higher education providers developed Further education and higher education providers Delivering Community Regeneration Promoting Lifelong Learning Outcome Agreement 4, 12, 14 Further and Adult Education Business Plan Skills for Scotland: A Lifelong Skills Strategy CO 3.5 CO 3.6 CO 3.7 Provide a full programme of events in the 15 events per year Increased awareness and enjoyment country park and wider countryside of the countryside Organise and run informal environmental Minimum of 20 meetings per year of the Young people more involved in the education clubs for children of P1 to S6 Squirrel Club (P1 - P7) and the Junior implementation of the Country Park levels Ranger Club (S1 - S6) Management Plan Promote the Scottish Outdoor Access Code 3 experiential learning programmes for P6 children based on the Outdoor Access Code per annum Greater awareness of personal responsibilities when accessing the countryside created Scottish Natural Heritage Delivering Community Regeneration Promoting Lifelong Learning Outcome Agreement 4, 12, 14 Young peopleʼs interaction with natural heritage through outdoor learning. Perth: Scottish Natural Heritage Delivering Community Regeneration Promoting Lifelong Learning Outcome Agreement 4, 12, 14 Land Reform Scotland Act 2003

66 PAGE 12 Aim 4: To improve the health of local people and visitors through involvement in Countryside events and improved access to the countryside ACTION ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS NO CO 4.1 Support communities in organising outdoor festivals to promote doorstep and progressive walks to encourage greater physical activity 1 outdoor festivals supported throughout East Ayrshire per annum Increased awareness of walking for health Leisure Development Community Groups Promoting Lifelong Learning Improving Health and Wellbeing Outcome Agreement 6, 12 East Ayrshire Tourism Strategy CO 4.2 Support learning projects in becoming involved in community conservation tasks Minimum of 2 leadership programmes provided per annum Improved sociability and opportunities developed John Muir Trust Promoting Lifelong Learning Imroving Health and Wellbeing Outcome Agreement 6, 12 Skills for Scotland: A Lifelong Skills Strategy Aim 5: To promote, protect and improve access to the natural environment for residents and visitors to East Ayrshire ACTION ACTION TARGETS OUTCOMES TIMESCALES KEY PARTNERS + FUNDERS PLANS / PRIORITIES / THEMES PROGRESS NO CO 5.1 Comply with duties under Land Reform Act 2003 Hold 4 meetings of the Outdoor Access Forum annually Imstall signage throughout core path network Reasonable access for all communities throughout East Ayrshire created and documented Improve access and awareness of core path netwokr Eac Roads Promoting Lifelong Learning Delivering Community Regeneration Outcome Agreement 10, 12 Land Reform Act 2003 Promoting Lifelong Learning Delivering Community Regeneration Outcome Agreement 10, 12 Land Reform Act 2003 CO 5.2 CO 5.3 Develop community path network projects Contribute to the National Wildlife Monitoring Programme Implement range of path and cycle route Improve access, tourism and health networks across East Ayrshire during life of opportunites. Business Plan Carry out range of annual wildlife surveys including owl, butterfly and badgers. East Ayrshire Biodiversity figures contribute to National Surveys 2013/16 Private Landowners, IVP,Local Authorities, Sustrans, Scottish Promoting Lifelong Learning Delivering Community Regeneration Power, Scottish Water, SNH, EAC Outcome Agreement 10, Reviewed annually Butterfly Society, badger Society, National Ornithological Society Core Path Plan Promoting Lifelong Learning Delivering Community Regeneration Outcome Agreement 10,12 Ayrshire Biodiversity Action Plan CO 5.4 Implement the local Biodiversity Action Plan Carry out annual biodiversity studies focusing on key identified areas including bogs,watervoles,hedgrows and farm birds. Conservation of locally important habitats Reviewed annually Scottish Natural Heritage private landowners Scottish Agricultural College, EAC, RSPB, Rivers trust. Promoting Lifelong Learning Delivering Community Regeneration Outcome Agreement 10,12 Ayrshire Biodiversity Action Plan

67 APPENDIX 2 INTERIM EAST AYRSHIRE LEISURE STAFF STRUCTURE APRIL 2015

68 INTERIM STAFF STRUCTURE

69 EAST AYRSHIRE LEISURE BOARD CHIEF EXECUTIVE 1FTE SECRETARY 0.80 FTE CENTRAL SUPPORT MANAGER MARKETING + DEVELOPMENT MANAGER SPORT + COMMUNITY VENUE MANAGER CULTURAL AND COUNTRYSIDE MANAGER 1FTE 1FTE 1FTE 1FTE

70 CENTRAL SUPPORT MANAGER 1FTE SYSTEMS + PROCESSES FINANCE + HR HEALTH & SAFETY CASUAL ADMINISTRATION OFFICER 1FTE CLERICAL ASSISTANTS BUSINESS SUPPORT OFFICER 1FTE HEALTH & SAFETY & PREMISES OFFICER 1FTE SENIOR CLERICAL ASSISTANT SENIOR CLERICAL ASSISTANT HR OFFICER 1FTE FINANCE OFFICER 1FTE 1FTE 1FTE SENIOR CLERICAL ASSISTANT 1FTE CLERICAL ASSISTANT.57 FTE SENIOR CLERICAL ASSISTANT.5FTE SENIOR CLERICAL ASSISTANT 1FTE

71 MARKETING & DEVELOPMENT MANAGER CUSTOMER DEVELOPMENT DESIGN MARKET INTELLIGENCE DIGITAL CUSTOMER DEVELOPMENT OFFICER VISUAL COMMUNICATIONS OFFICER PERFORMANCE & RESEARCH OFFICER DIGITAL MARKETING OFFICER I FTE I FTE P/T 25 HRS TEMP P/T 20 HRS TEMP CUSTOMER DEVELOPMENT CO-ORDINATOR I FTE SENIOR CUSTOMER DEVELOPMENT ASSISTANT I FTE CUSTOMER DEVELOPMENT ASSISTANT I FTE CASUAL VISUAL COMMUNICATIONS OFFICER BANK REGISTER

72 CULTURAL AND COUNTRYSIDE MANAGER TEAM LEADER - COUNTRYSIDE DEVELOPMENT TEAM LEADER - LIBRARIES TEAM LEADER - PALACE COMPLEX TEAM LEADER - CULTURAL DEVELOPMENT TEAM LEADER - COLLECTION CARE

73 TEAM LEADER - COLLECTION CARE COLLECTION CARE CO-ORDINATOR VENUE MANAGEMENT COLLECTION CARE CO-ORDINATOR COLLECTION CARE CO- ORDINATOR (DEAN + BURNS) VISITOR SERVICES ASSISTANT DEAN CASTLE 1.2 FTE (CASUAL) VISITOR SERVICES ASSISTANT DEAN CASTLE.4 FTE X (Seasonal) VISITOR SERVICES ASSISTANT DEAN CASTLE 2.5 FTE VISITOR SERVICES ASSISTANT BURNS HOUSE COLLECTION CARE ASSISTANT CLEANERS DEAN CASTLE 1.3 FTE

74 TEAM LEADER - PALACE COMPLEX TRADING ACTIVITIES STAGE MANAGEMENT BOX OFFICE AND BOOKINGS VENUE MANAGEMENT HOSPITALITY OFFICER 0.5 FTE STAGE CO-ORDINATOR CUSTOMER SERVICES CO-ORDINATOR (Box Office) VISITOR SERVICES ASSISTANT CARETAKER.8 FTE Cumnock Town Hall OPERATIONS OFFICER VISITOR SERVICES ASSISTANT CASUAL STAGE STAFF DEPUTY STAGE CO-ORDINATOR CUSTOMER SERVICES ASSISTANT 2 FTE CASUAL STAGE LIGHTING ASSISTANT.2 FTE CASUAL STAGE SOUND ASSISTANT.2 FTE CASUAL CUSTOMER SERVICES ASSISTANT.2 FTE CLEANERS PALACE 2. VISITOR SERVICES ASSISTANTS.4 FTE (CASUAL) CASUAL USHERS 1.2 FTE (CASUAL) FRONT OF HOUSE ASSISTANT.3 (CASUAL)

75 TEAM LEADER - CULTURAL DEVELOPMENT CULTURAL DEVELOPMENT VENUE MANAGEMENT CULTURAL DEVELOPMENT CO-ORDINATOR (Performing Arts) VISUAL ARTS CO- ORDINATOR CULTURAL DEVELOPMENT OFFICER (Heritage) CULTURAL DEVELOPMENT CO- ORDINATOR (DICK + BAIRD + DOON) VISITOR SERVICES ASSISTANT THE DICK 2 FTE VISITOR SERVICES ASSISTANT DOON VALLEY.6 FTE VISITOR SERVICES ASSISTANT THE BAIRD.6 FTE CULTURAL DEVELOPMENT ASSISTANT CLEANERS DICK 1. CULTURAL DEVELOPMENT CO- ORDINATOR (Access + Display) VISITOR SERVICES ASSISTANT BMC 2.5 FTE VISITOR SERVICES ASSISTANTS.4 FTE (CASUAL) CLEANERS BAIRD + DOON 0.10 FTE VISITOR SERVICES ASSISTANTS.4 FTE (CASUAL)

76 TEAM LEADER - COUNTRYSIDE DEVELOPMENT COUNTRYSIDE DEVELOPMENT VENUE/COUNTRYSIDE MANAGEMNT COUNTRYSIDE ACCESS COUNTRYSIDE DEVELOPMENT OFFICER COUNTRYSIDE ARBORIST/TREE CLIMBER VISITOR SERVICES ASSISTANT VISITOR CENTRE VISITOR SERVICES ASSISTANT DOWER HOUSE COUNTRYSIDE MAINTENANCE CO-ORDINATOR URBAN FARM CO-ORDINATOR COUNTRYSIDE ACCESS OFFICER COUNTRYSIDE RANGER COUNTRYSIDE RANGER CULTURAL + COUNTRYSIDE MAINTENANCE ASSISTANTS (SEASONAL) COUNTRYSIDE MAINTENANCE ASSISTANT URBAN FARM ASSISTANT.57 FTE WHITELEE COUNTRYSIDE RANGER (External funded) COUNTRYSIDE RANGER (Seasonal).5 FTE COUNTRYSIDE RANGER VISITOR SERVICES ASSISTANT.9 FTE (SEASONAL 26 WKS HRS AND VISITOR SERVICES ASSISTANTS.2 FTE (CASUAL)

Guildford Institute Strategic Plan to 2020

Guildford Institute Strategic Plan to 2020 Guildford Institute Strategic Plan to 2020 Foreword The objects of the Institute are set out in its Memorandum of Association [Art3]. They may be summarised as follows: To promote and advance the education

More information

LONDON BOROUGH OF HAVERING

LONDON BOROUGH OF HAVERING LONDON BOROUGH OF HAVERING CORPORATE ASSET MANAGEMENT PLAN 2015-2019 Sections LONDON BOROUGH OF HAVERING CORPORATE ASSET MANAGEMENT PLAN CONTENTS 1 Introduction and Context 2 Corporate Vision 3 Policy

More information

Housing, Environmental and Economic Development. HEED Strategic Plan

Housing, Environmental and Economic Development. HEED Strategic Plan Housing, Environmental and Economic Development HEED Strategic Plan 2014-18 Foreword The Housing, Environmental and Economic Development department delivers a wide range of services, including housing,

More information

THE COMMUNITY LEARNING AND DEVELOPMENT SERVICE (CLD)

THE COMMUNITY LEARNING AND DEVELOPMENT SERVICE (CLD) THE COMMUNITY LEARNING AND DEVELOPMENT SERVICE (CLD) The Service is located in the Department of Educational and Social Services and has three national priorities which link to Community Planning and the

More information

Bath and North East Somerset Council - Resources Directorate Plan 2016/17 to 2019/20

Bath and North East Somerset Council - Resources Directorate Plan 2016/17 to 2019/20 Bath and North East Somerset Council - Resources Directorate Plan 2016/17 to 2019/20 Introduction This plan sets out the future direction of the Resources Directorate over the next 3 years. Legal & Democratic

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

People Strategy 2013/17

People Strategy 2013/17 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised

More information

Stratford on Avon District Council. The Human Resources Strategy

Stratford on Avon District Council. The Human Resources Strategy Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resource

More information

Freelance Creative Facilitator. Job Pack

Freelance Creative Facilitator. Job Pack Greater Manchester Arts Centre Ltd. Freelance Creative Facilitator Job Pack GMAC is funded by Page 1 of 13 Job Title FREELANCE CREATIVE FACILITATOR Duration of contract This freelance contract will cover

More information

Heading: Council Service and Management Structures Education and Children and Criminal Justice Social Work Services

Heading: Council Service and Management Structures Education and Children and Criminal Justice Social Work Services Item 9 To: Council On: 26 June 2014 Report by: Chief Executive Heading: Council Service and Management Structures Education and Children and Criminal Justice Social Work Services 1. Summary 1.1. The purpose

More information

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management)

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management) NES Item 8d December 2011 NES/11/111 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper People & Organisational Development Strategy 2. Author(s) of Paper Dorothy Wright Director

More information

MARKETING AND CORPORATE COMMUNICATION STRATEGY 2011-2014

MARKETING AND CORPORATE COMMUNICATION STRATEGY 2011-2014 MARKETING AND CORPORATE COMMUNICATION STRATEGY 2011-2014 Author: George Hotchkiss, Assistant Principal, Enterprise & Organisational Development Impact Assessment Date: 2 September 2010 Date: August 2011

More information

Transitional Strategic Plan Youth Work Ireland 2013 & 2014

Transitional Strategic Plan Youth Work Ireland 2013 & 2014 Transitional Strategic Plan Youth Work Ireland 2013 & 2014 February 2013 PROLOGUE Welcome to Youth Work Ireland s Transitional Strategic Plan 2013 and 2014. As our Board evaluated the outcomes and impacts

More information

Introduction. Chris Harrop, Chief Executive

Introduction. Chris Harrop, Chief Executive Page 1 of 10 Introduction I am proud to be the Chief Executive of the Walton Centre NHS Foundation Trust with its reputation for excellent patient care, quality services and sustainability. Over the last

More information

Strategic Guidance for Community Planning Partnerships: Community Learning and Development

Strategic Guidance for Community Planning Partnerships: Community Learning and Development Strategic Guidance for Community Planning Partnerships: Community Learning and Development COMMUNITY LEARNING AND DEVELOPMENT: STRATEGIC GUIDANCE FOR COMMUNITY PLANNING PARTNERSHIPS EXECUTIVE SUMMARY This

More information

Cerebral Palsy Sport. Fundraising and Business Development Manager. Applicants Information Pack

Cerebral Palsy Sport. Fundraising and Business Development Manager. Applicants Information Pack Cerebral Palsy Sport Fundraising and Business Development Manager Applicants Information Pack Dear Applicant Thank you for showing interest in applying for the post of Fundraising and Business Development

More information

AUDIT & PERFORMANCE REVIEW COMMITTEE ON 26 TH SEPTEMBER 2007

AUDIT & PERFORMANCE REVIEW COMMITTEE ON 26 TH SEPTEMBER 2007 PAGE: 1 REPORT TO: SUBJECT: BY: AUDIT & PERFORMANCE REVIEW COMMITTEE ON 26 TH SEPTEMBER 2007 ASSET MANAGEMENT CHIEF FINANCIAL OFFICER 1. REASON FOR REPORT 1.1 To provide the Audit and Performance Review

More information

PAPER B. Purpose. 4. Specifically the report makes proposals for :-

PAPER B. Purpose. 4. Specifically the report makes proposals for :- PAPER B Committee CABINET Date 10 TH FEBRUARY 2009 Title MEDIUM TERM REVENUE AND CAPITAL BUDGET STRATEGY 2009/10-2011/12 AND COUNCIL TAX 2009/10 Report Author Purpose Dave Burbage, Director of Resources

More information

Communications strategy refresh. January 2012. 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc

Communications strategy refresh. January 2012. 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc Communications strategy refresh January 2012 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc Contents 1. Introduction p 3 a. SNH: corporate aims and objectives b. SNH and communications

More information

City of Edinburgh Council Governance Arrangements

City of Edinburgh Council Governance Arrangements City of Edinburgh Governance Arrangements 1. Political Representation 1.1 Full Parties Number of lors Percentage Conservative 11 19% 20 34% Liberal Democrat 3 5% Green Party 6 10% Scottish National Party

More information

The City of Edinburgh Council Business plan 2015 18. A thriving, sustainable capital city

The City of Edinburgh Council Business plan 2015 18. A thriving, sustainable capital city The City of Edinburgh Council Business plan 2015 18 A thriving, sustainable capital city Introduction This business plan sets out the strategic direction and priorities for the City of Edinburgh Council

More information

Derbyshire County Council Senior Salaries 2014/2015

Derbyshire County Council Senior Salaries 2014/2015 Dept Chief Executives Job Title Chief Executive Responsibilities including services and functions the individual is responsible for Responsible for all aspects of the overall running of the Council and

More information

Northern Ireland Environment Agency Corporate Social Responsibility

Northern Ireland Environment Agency Corporate Social Responsibility Northern Ireland Environment Agency Corporate Social Responsibility September 2011 Introduction This document has been prepared by the Northern Ireland Environment Agency (NIEA) in line with general NICS

More information

Design for Independent Schools

Design for Independent Schools Design for Independent Schools Developing Your School Re-Format is an award-winning architecture and design studio which has been specialising in buildings for the education sector for twenty years. We

More information

AGENDA ITEM 5 AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY

AGENDA ITEM 5 AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY Report by the Head of Roads Ayrshire Roads Alliance PURPOSE OF REPORT 1. The purpose of this report

More information

Aberdeen City Council self evaluation 2010 Public Library Quality Improvement Matrix (PLQIM)

Aberdeen City Council self evaluation 2010 Public Library Quality Improvement Matrix (PLQIM) Scottish Library & Information Council Aberdeen City Council self evaluation 2010 Public Library Quality Improvement Matrix (PLQIM) Summary In March 2010 Aberdeen City Library and Information Service s

More information

Tunbridge Wells Borough Council Decisions taken by the Cabinet on Thursday, 25 June 2015. That the report be noted. REASON(S) FOR DECISION:

Tunbridge Wells Borough Council Decisions taken by the Cabinet on Thursday, 25 June 2015. That the report be noted. REASON(S) FOR DECISION: Tunbridge Wells Borough Council s taken by the Cabinet on Thursday, 25 June 2015 Part A Items considered in public 10 Annual Report on the Use of RIPA by Tunbridge Wells That the report be noted. 11 Quarter

More information

EAST AYRSHIRE COUNCIL COUNCIL MEETING: 25 JUNE 2009 SIX MONTHLY UPDATE ON CABINET ACTIVITIES. Report by the Leader of the Council

EAST AYRSHIRE COUNCIL COUNCIL MEETING: 25 JUNE 2009 SIX MONTHLY UPDATE ON CABINET ACTIVITIES. Report by the Leader of the Council 1. INTRODUCTION EAST AYRSHIRE COUNCIL COUNCIL MEETING: 25 JUNE 2009 SIX MONTHLY UPDATE ON CABINET ACTIVITIES Report by the Leader of the Council 1.1 As the second year of the Council nears an end I am

More information

3. What examples are there of good practice to encourage and maintain volunteers in community sport?

3. What examples are there of good practice to encourage and maintain volunteers in community sport? Inquiry into Support for Community Sport Ayr United Football Academy Ayr United Football Academy (www.aufa.org.uk) has been incorporated as an entirely autonomous not for profit limited company and is

More information

Christchurch City Council. Human Resources. Activity Management Plan. Long Term Plan 2015 2025. 15 December 2014. Human Resources

Christchurch City Council. Human Resources. Activity Management Plan. Long Term Plan 2015 2025. 15 December 2014. Human Resources Human Resources Activity Management Plan Long Term Plan 2015 2025 15 December 2014 Human Resources Quality Assurance Statement Christchurch City Council Civic Offices 53 Hereford Street PO Box 73015 Christchurch

More information

EAST AYRSHIRE COUNCIL CABINET 24 JUNE 2015

EAST AYRSHIRE COUNCIL CABINET 24 JUNE 2015 EAST AYRSHIRE COUNCIL CABINET 24 JUNE 2015 BUSINESS GATEWAY PROGRAMME FUTURE DELIVERY Depute Chief Executive and Chief Financial Officer: Economy and Skills PURPOSE 1. The purpose of this report is to

More information

Research and information management strategy 2015-18. Using research and managing information to ensure delivery of the Commission s objectives

Research and information management strategy 2015-18. Using research and managing information to ensure delivery of the Commission s objectives Research and information management strategy 2015-18 Using research and managing information to ensure delivery of the Commission s objectives 1 1. Introduction This strategy sets out a range of research

More information

NWFED Business Plan

NWFED Business Plan Mission The NWFED is an independent membership body, bringing museum people together across the North West region. NWFED Business Plan 2015-18 The NWFED supports professionals, volunteers and people who

More information

INTEGRATED PLANNING AND REPORTING

INTEGRATED PLANNING AND REPORTING Government of Western Australia Department of Local Government INTEGRATED PLANNING AND REPORTING Framework and Guidelines Integrated Planning and Reporting Framework and Guidelines p1. Contents Foreword

More information

Human Resources Report 2014 and People Strategy

Human Resources Report 2014 and People Strategy 24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked

More information

Corporate Governance Service Business Plan 2011-2016. Modernising Services

Corporate Governance Service Business Plan 2011-2016. Modernising Services Corporate Governance Service Business Plan 2011-2016 Modernising Services Index 1. Executive Summary 3 2. Vision and Strategy 4 3. Service Overview 3.1 What Services do we and Will we Deliver? 5 3.2 How

More information

CHARITIES SORP (FRS 102)

CHARITIES SORP (FRS 102) CHARITIES SORP (FRS 102) Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable

More information

Portfolio Holder Decision Making Session FUTURE MANAGEMENT OF BISHOP S CASTLE LIBRARY

Portfolio Holder Decision Making Session FUTURE MANAGEMENT OF BISHOP S CASTLE LIBRARY Portfolio Holder Decision Making Session Portfolio Holder for Business, ip&e, Culture and Commissioning (North) Monday 21 st September, 2pm, Item 1 Public/Private FUTURE MANAGEMENT OF BISHOP S CASTLE LIBRARY

More information

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

Organisational Development Strategy

Organisational Development Strategy Organisational Development Strategy 20 August 2013 Version 6.0 1 River Clyde Homes Vision Our vision is to provide quality, affordable homes, in neighbourhoods we can be proud of and to deliver excellent

More information

Creative Scotland April 2015 March 2018 Regular funding Application Guidance

Creative Scotland April 2015 March 2018 Regular funding Application Guidance Creative Scotland April 2015 March 2018 Regular funding Application Guidance Regular funding will replace Foundation Funding, Projects Forming Programmes and Annual Client Funding from April 2015. This

More information

NORTH AYRSHIRE COUNCIL CORPORATE ASSET MANAGEMENT STRATEGY 2013-2023 JANUARY 2013

NORTH AYRSHIRE COUNCIL CORPORATE ASSET MANAGEMENT STRATEGY 2013-2023 JANUARY 2013 APPENDIX 1 NORTH AYRSHIRE COUNCIL CORPORATE ASSET MANAGEMENT STRATEGY 2013-2023 JANUARY 2013 Page 1 of 10 1. INTRODUCTION It is widely recognised that asset management is a core component of effective

More information

The Community Infrastructure Levy: advice note for culture, arts and planning professionals

The Community Infrastructure Levy: advice note for culture, arts and planning professionals The Community Infrastructure Levy: advice note for culture, arts and planning professionals Martin J Elson, Emeritus Professor in Planning, Oxford Brookes University April 2012 Contents Aims of the advice

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

Ayrshire and Arran Tourism Partnership Plan Reviewed April 2007

Ayrshire and Arran Tourism Partnership Plan Reviewed April 2007 Ayrshire and Arran Tourism Partnership Plan Reviewed April 2007 1 AYRSHIRE & ARRAN TOURISM PARTNERSHIP PLAN AND THE TOURISM FRAMEWORK FOR CHANGE 2006-2009 Introduction In March 2004 the Minister for Culture,

More information

Glasgow s Tourism action PLAN to 2016

Glasgow s Tourism action PLAN to 2016 Glasgow s Tourism action PLAN to 2016 Image and Brand Strengthen and maximize the economic impact and value of Glasgow: Scotland with style by developing and implementing brand strategy GCMB & 1-5 years

More information

PROCUREMENT INVESTING IN CAMDEN

PROCUREMENT INVESTING IN CAMDEN PROCUREMENT INVESTING IN CAMDEN Procurement Strategy 2012-2015 London Borough of Camden Contents Front Page Page 1 Contents Page 2 Introduction Page 3 Camden Plan-Procurement contribution Page 4 01 Social

More information

Director of Income Generation job description and person specification

Director of Income Generation job description and person specification Director of Income Generation job description and person specification Job title Reporting to Key relationships Responsible for Director of Income Generation Chief Executive Internal: CEO, Executive Strategy

More information

If you have any access needs in relation to your application and interview then please let us know in advance.

If you have any access needs in relation to your application and interview then please let us know in advance. Dear Applicant Re: Hothouse Project (freelance) Thank you for your interest in the above position. Please find enclosed an application pack. This pack contains the following items: Job description including

More information

Job No. (Office Use) Directorate Corporate Services Department Programme Management Office Reports to (Job Title) If No state reason

Job No. (Office Use) Directorate Corporate Services Department Programme Management Office Reports to (Job Title) If No state reason ROLE PROFILE Transformation Programmes Manager Role Profile Job Title Transformation Programme Manager Job No. (Office Use) C6074 Grade (Office Use) Directorate Corporate Services Department Programme

More information

REPORT 4 FOR DECISION. This report will be considered in public

REPORT 4 FOR DECISION. This report will be considered in public REPORT 4 Subject: Safety Readiness for the Summer 2013 Events Programme Agenda item: Public Item 7 Report No: 4 Meeting date: 28 May 2013 Report to: Board Report of: Mark Camley, Interim Executive Director

More information

Operation of Leisure Management Contract

Operation of Leisure Management Contract Executive Report Report of Head of Parks and Leisure Author: Jonathan Sewell Tel: 01483 444729 Email: jonathan.sewell@guildford.gov.uk Lead Councillor responsible: Matt Furniss Tel: 07891 022206 Email:

More information

CORE VALUES TEAMWORK EXPERTISE RESPECT

CORE VALUES TEAMWORK EXPERTISE RESPECT Organisation Learning and Development Processes Stakeholder and Industry Visitor TOURISM NORTHERN IRELAND OPERATING PLAN 2015 / 16 MISSION: Our mission is to build the value of tourism to the economy VISION:

More information

Marketing & Audience Development Manager

Marketing & Audience Development Manager Marketing & Audience Development Manager Job Description & Person Specification Full Time Fixed Term Contract (3 Years) - Newmarket Salary: 25,000-28,000 per annum (depending on experience) Responsible

More information

Shire of Northam. Strategic Community Plan 2012-2022

Shire of Northam. Strategic Community Plan 2012-2022 commerce lifestyle heritage Shire of Northam Strategic Community Plan 2012-2022 TABLE OF CONTENTS The Strategic Community Plan is the principal planning document for the Shire of Northam and will provide

More information

How councils work: an improvement series for councillors and officers. Arm s-length external organisations (ALEOs): are you getting it right?

How councils work: an improvement series for councillors and officers. Arm s-length external organisations (ALEOs): are you getting it right? How councils work: an improvement series for councillors and officers Arm s-length external organisations (ALEOs): are you getting it right? Prepared for the Accounts Commission June 2011 The Accounts

More information

LITTLEHAMPTON TOWN COUNCIL DEPUTY TOWN CLERK & RESPONSIBLE FINANCIAL OFFICER

LITTLEHAMPTON TOWN COUNCIL DEPUTY TOWN CLERK & RESPONSIBLE FINANCIAL OFFICER LITTLEHAMPTON TOWN COUNCIL APPOINTMENT OF DEPUTY TOWN CLERK & RESPONSIBLE FINANCIAL OFFICER RECRUITMENT INFORMATION APRIL 2016 LITTLEHAMPTON TOWN COUNCIL Contents INFORMATION BOOKLET 1 Littlehampton Town

More information

ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011

ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011 ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011 1 Introduction 1.1 The Heads of Customer & Support Services, Improvement & HR and the workstream leads for

More information

Creative Employment Programme FAQs

Creative Employment Programme FAQs Creative Employment Programme FAQs 1. Creative Employment Programme What is the Creative Employment Programme? How did Creative & Cultural Skills become the National Provider for the Creative Employment

More information

Plenary Session One A New Blend of Library

Plenary Session One A New Blend of Library Plenary Session One A New Blend of Library Brian Gambles Chief Executive Library of Birmingham Development Trust A New Blend of Library Library of Birmingham Brian Gambles Overview Project Overview (Slides

More information

An introduction to Entelechy Arts

An introduction to Entelechy Arts Page 1 of 9 An introduction to Entelechy Arts Entelechy Arts is a participatory arts company based in Lewisham, south-east London. It works with people of all ages, abilities and backgrounds, who have

More information

LIONS CLUBS NEW ZEALAND MULTIPLE DISTRICT 202 FORWARD ACTION PLAN (April 2015)

LIONS CLUBS NEW ZEALAND MULTIPLE DISTRICT 202 FORWARD ACTION PLAN (April 2015) BACKGROUND ANALYSIS: LIONS CLUBS NEW ZEALAND MULTIPLE DISTRICT 202 FORWARD ACTION PLAN (April 2015) In spite of the now universal recognition that we need new members we have continued to experience an

More information

PROPOSALS Public investment in art and culture from 2018 onwards

PROPOSALS Public investment in art and culture from 2018 onwards PROPOSALS Public investment in art and culture from 2018 onwards Below we have set out our proposals across all areas of our investment. 1. One national portfolio, different bands We believe that a National

More information

SKILLED, ENGAGED & MOTIVATED STAFF

SKILLED, ENGAGED & MOTIVATED STAFF Leadership and Management Capability Flexibility of Staff SKILLED, ENGAGED & MOTIVATED STAFF Skills Assurance Reward and Recognition Scottish Court Service People Strategy 2012 2015 1 Why have a People

More information

PENRITH PERFORMING & VISUAL ARTS

PENRITH PERFORMING & VISUAL ARTS PENRITH PERFORMING & VISUAL ARTS JULY 2013- DECEMBER 2014 STRATEGIC PLAN Transitioning from a Not-for-Profit Cultural Organisation to a Creative Cultural Enterprise PPVA COMPANY VISION To be a cultural

More information

Richmond-upon-Thames Performance Management Framework

Richmond-upon-Thames Performance Management Framework Richmond-upon-Thames Performance Management Framework Introduction Everyone at the Council has a role in Performance Management. It is therefore important that we all understand what is involved. This

More information

1. Executive Summary: an overview of MSC s focus for 2009-10 and can be read as a stand-alone document.

1. Executive Summary: an overview of MSC s focus for 2009-10 and can be read as a stand-alone document. Business Plan 2009/10 Introduction The 2009-10 business year for the New Zealand Mountain Safety Council (MSC) will be interesting i.e. challenging but rewarding. The number of recent high profile incidents

More information

ABERDEEN CITY COUNCIL

ABERDEEN CITY COUNCIL ABERDEEN CITY COUNCIL COMMITTEE: Culture & Sub DATE: 10 January 2013 DIRECTOR: Gayle Gorman TITLE OF REPORT: s Grants (Under 5,000) REPORT NUMBER: 1. PURPOSE OF REPORT This report brings before applications

More information

CHARITIES SORP (FRSSE)

CHARITIES SORP (FRSSE) CHARITIES SORP (FRSSE) Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard for

More information

DRAFT ECONOMIC DEVELOPMENT STRATEGY, RETAIL AND TOURISM ACTION PLANS PUBLIC EXHIBITION

DRAFT ECONOMIC DEVELOPMENT STRATEGY, RETAIL AND TOURISM ACTION PLANS PUBLIC EXHIBITION ITEM 2. FILE NO: DRAFT ECONOMIC DEVELOPMENT STRATEGY, RETAIL AND TOURISM ACTION PLANS PUBLIC EXHIBITION S038970 SUMMARY Sydney is Australia s largest and only global city. It is the leading knowledge-based

More information

SLOUGH BOROUGH COUNCIL. Education and Children s Services Scrutiny Panel

SLOUGH BOROUGH COUNCIL. Education and Children s Services Scrutiny Panel SLOUGH BOROUGH COUNCIL REPORT TO: Education and Children s Services Scrutiny Panel DATE: Wednesday 12 March 2104 CONTACT OFFICER: Philip Wright, Head of Community Learning and Skills (For all enquiries)

More information

DEVELOPMENT & RELATIONSHIP MANAGER Job Description

DEVELOPMENT & RELATIONSHIP MANAGER Job Description About Us DEVELOPMENT & RELATIONSHIP MANAGER Job Description Phakama is a youth arts organisation that engages the heart, head and hands of people on the edges of society. We believe in the power of any

More information

Workforce Management Plan 2013-2017

Workforce Management Plan 2013-2017 Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction

More information

Responsibilities. Responsible for managing Legal Services and Procurement functions of the Council.

Responsibilities. Responsible for managing Legal Services and Procurement functions of the Council. Responsibilities Chief Executive In the role of Head of Paid Service in line with the Council s constitution be responsible for the effective management of the authority, and key strategic policy objectives

More information

Volunteer Managers National Occupational Standards

Volunteer Managers National Occupational Standards Volunteer Managers National Occupational Standards Contents 00 Forward 00 Section 1 Introduction 00 Who are these standards for? 00 Why should you use them? 00 How can you use them? 00 What s in a Standard?

More information

Mole Valley District Council Corporate Communications Strategy 2002-2005

Mole Valley District Council Corporate Communications Strategy 2002-2005 Mole Valley District Council Corporate Communications Strategy 2002-2005 CONTENTS Content Section 1: Introduction Section 2: Stakeholders Section 3: Objectives Section 4: Targets Section 5: Principles

More information

Contents. Asset Management Strategy... 1. 1.0 Background... 1. 2.0 The aims of the Council s Asset Management Strategy... 2

Contents. Asset Management Strategy... 1. 1.0 Background... 1. 2.0 The aims of the Council s Asset Management Strategy... 2 Contents Asset Management Strategy... 1 1.0 Background... 1 2.0 The aims of the Council s Asset Management Strategy... 2 3.0 The aims of a Partnership Property Strategy... 4 4.0 The property portfolio

More information

Funding Awareness: Bi-Annual Report and Development Planning January - June 2015

Funding Awareness: Bi-Annual Report and Development Planning January - June 2015 1. Executive Summary This paper sets out the achievements of the Funding Awareness Team for the period January June 2015. Funding Awareness: Bi-Annual Report and Development Planning January - June 2015

More information

Corporate Health and Safety Policy

Corporate Health and Safety Policy Corporate Health and Safety Policy Publication code: ED-1111-003 Contents Foreword 2 Health and Safety at Work Statement 3 1. Organisation and Responsibilities 5 1.1 The Board 5 1.2 Chief Executive 5 1.3

More information

introduction University of Melbourne Sport Stategic Plan 2010 2015 1

introduction University of Melbourne Sport Stategic Plan 2010 2015 1 University of Melbourne Sport Strategic Plan 2010 2015 introduction Sport has always had a special significance through the performance of sporting clubs, teams and high profile athletes that enhance the

More information

STRATEGIC COMMUNITY PLAN

STRATEGIC COMMUNITY PLAN STRATEGIC COMMUNITY PLAN 2013-2023 CONTENTS Presidents Message 1 Introduction 2 Our Planning Framework 2 How the Plan was Developed 3 Our Shire Profile 4 Our Resource Capabilities 5 Review of Our Plan

More information

Property Asset Management Plan

Property Asset Management Plan Data Label: Public Delivering Better Outcomes Property Asset Management Plan 2013/14 to 2017/18 Contents 1. Foreword Pg 2 2. Introduction & Background Pg 3 3. Corporate Plan Priorities Pg 8 4. Corporate

More information

Workforce Strategy 2015-2020

Workforce Strategy 2015-2020 Workforce Strategy 2015-2020 Introduction 1. The aim of this workforce strategy is to support delivery of the sustained transformation necessary to achieve faster, fitter, more flexible, citizen and customer

More information

SCRUTINY COMMITTEE ITEM 04 28 MARCH 2012

SCRUTINY COMMITTEE ITEM 04 28 MARCH 2012 SCRUTINY COMMITTEE ITEM 04 28 MARCH 2012 INTERNAL AUDIT PLAN Report of the: Director of Finance Contact: John Turnbull or Gillian McTaggart Urgent Decision?(yes/no) No If yes, reason urgent decision required:

More information

North Ayrshire Council. Performance Management Strategy

North Ayrshire Council. Performance Management Strategy North Ayrshire Council Performance Management Strategy February 2015 Contents 1. Foreword... 3 2. Introduction... 3 3. What is performance management?... 4 3.1 Why is it important to North Ayrshire Council?...

More information

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and Banff

More information

KEY STRATEGIC RISKS. Northumberland Sustainable Community Strategy

KEY STRATEGIC RISKS. Northumberland Sustainable Community Strategy APPENDIX 1 KEY STRATEGIC RISKS Northumberland Objectives: Northumberland Sustainable Community Strategy Northumberland County Council Objectives: Our Vision: Northumberland will be a thriving county where

More information

Job description - Business Improvement Manager

Job description - Business Improvement Manager Job description - Business Improvement Manager Main Purpose of job The post has lead responsibility for optimising operational performance within the Operations directorate, and across the Society for

More information

South Downs National Park Authority. Local Code of Corporate Governance. Version 1.01

South Downs National Park Authority. Local Code of Corporate Governance. Version 1.01 South Downs National Park Authority Local Code of Corporate Governance Version 1.01 Review Date April 2015 Responsibility Director of Corporate Services Last updated June 2014 Date approved June 2014 Approved

More information

Application Information Pack Membership Business Analyst

Application Information Pack Membership Business Analyst Application Information Pack Membership Business Analyst Introduction to Girlguiding Thank you for your interest in the role of Membership Business Analyst. This document provides information relating

More information

Appointment of Executive Director, Services and Support

Appointment of Executive Director, Services and Support Appointment of Executive Director, Services and Support 1 Executive summary More than 100,000 people live with multiple sclerosis (MS) in the UK. Every one of them shares the uncertainty of life with MS.

More information

PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND

PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND DRAFT JULY 2011 PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN

More information

QUALITY POLICY. Our mission is to provide information, advice and support to those affected by someone else s substance misuse.

QUALITY POLICY. Our mission is to provide information, advice and support to those affected by someone else s substance misuse. QUALITY POLICY 1. OVERVIEW OF SPODA 1.1 Vision Our vision is for a community where everyone living with or affected by someone else s substance misuse can achieve a quality of life that promotes social

More information

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK Report by Executive Director of Finance and Corporate Support 1. PURPOSE OF REPORT 1.1 The purpose of this report is to recommend

More information

Marketing Development Brief March 2011

Marketing Development Brief March 2011 Marketing Development Brief March 2011 Purpose of Contract The Garage Trust is a Norwich-based youth arts and social inclusion charity. Our vision is combat social exclusion and raise aspirations through

More information

and the active leisure industry AS LEVEL FACT FILE Sports Science AS Unit 2: Health, Fitness and Lifestyle Subject content link:

and the active leisure industry AS LEVEL FACT FILE Sports Science AS Unit 2: Health, Fitness and Lifestyle Subject content link: AS LEVEL FACT FILE Sports Science Subject content link: AS Unit 2: Health, Fitness and Lifestyle The Active Industry and the active leisure industry AS Unit 2: Health, Fitness and Lifestyle and the active

More information

CRAFT NORTHERN IRELAND STRATEGIC PLAN 2014 2017

CRAFT NORTHERN IRELAND STRATEGIC PLAN 2014 2017 CRAFT NORTHERN IRELAND STRATEGIC PLAN 2014 2017 Innovative Craft 2014-17 March 2014 STRATEGY 1 Context o 1.1 Craft Northern Ireland history o 1.2 Evaluation o 1.3 Other considerations in developing a new

More information

Improving Resident and Customer Services Strategy

Improving Resident and Customer Services Strategy Improving Resident and Customer Services Strategy 2014 2018 ABOUT WOKINGHAM BOROUGH & OUR CUSTOMERS Wokingham Borough Council lies at the centre of a strong regional economy and has a generally healthy,

More information

April 2011. Human Resources Strategy 2011-15 1

April 2011. Human Resources Strategy 2011-15 1 Human Resources Strategy 2011-15 April 2011 Human Resources Strategy 2011-15 1 Message from the Human Resources Manager In order to be successful, Ruapehu District Council (RDC) has to develop its human

More information

Basildon District Council Financial Planning Framework

Basildon District Council Financial Planning Framework Basildon District Council Financial Planning Framework 1. Introduction The Financial Planning Framework underpins the Council s Medium Term Financial Strategy and sets out the financial planning processes

More information