South Lanarkshire Leisure and Culture. Business Plan 2016/17

Transcription

1 South Lanarkshire Leisure and Culture Business Plan 2016/17

2 Contents Introduction 3 Financial Resources 2016/17 4 Key Themes 5 The Golden Thread 10 Priorities 2016/17 11 Outcome Delivery Plan 2016/17 13 SDR/92 2

3 Providing opportunities to enrich people s lives. Introduction Welcome to South Lanarkshire Leisure and Culture s (SLLC) 2016/17 Business Plan. This plan has been designed to identify the actions and priorities for the coming year, with background and performance information relating to SLLC contained in a separate document titled Who we are and what we do. 2016/17 is another year of change and challenge. The continued requirement to operate with reducing funding has resulted in a review to identify changes in how and if services will be provided in the future while ensuring appropriate resources for the services we continue to provide. Meanwhile the Health and Social Care Partnership begins this year and we would hope to provide significant supporting activities in this core area of our business. Finally each section of the business has their key service priorities identified in the plan. All this is aimed at providing continuous improvement in all our dealings with customers, partners and stakeholders and ensuring that visitors and residents will have more opportunities to take part in cultural and leisure activities and consequently enjoy the benefits of a healthy lifestyle. Gerry Campbell, General Manager, South Lanarkshire Leisure and Culture South Lanarkshire Leisure and Culture Business Plan 2016/17 3

4 Financial Resources 2016/17 The level of grant support provided to local government by the Scottish Government remains a reducing one in real terms. In this challenging economic climate, local authorities anticipate further budget reductions over the next three financial years. The level of financial settlement for SLC has a direct impact on the service fee payable to SLLC for managing leisure and culture services on their behalf. The continued savings requirements have led to a 24% reduction in the SLC Service fee from 2013/14 to 2016/17, in addition income performance over that period has been impacted by significant reductions, especially from gym memberships. This has led to a requirement to restructure the budgets to properly represent the new spending profiles and the full details of each service and site can be found in our detailed budgets. The unrestricted fund budget is shown below: Budget 2016/ /17 000s Expenditure 36,430 Income 17,965 SLC Service Fee 18,465 In setting the budget for 2016/17 savings of 1.28m were implemented to bring the base Service Fee to m. In addition to these savings funding for Coalburn Leisure Centre has ceased and achieving some income targets will be difficult at a time of reducing attendances. Changes fall into the following broad categories: Targeted price increases generating increased income Staffing restructure Closure of under-utilised services Each has risks and in developing the SLLC priorities and Outcome Delivery Plan it has been recognised: That the base SLC Service Fee will be m That there will be fewer managers and staff to deliver the services In an environment of increasing competition and reducing attendances the 51% of our total income which comes from paying customers is volatile. Recent performance demonstrates that we must continue to develop and reorganise our business to ensure that we are able to provide the key services to the agreed standards over the coming years. The priorities for the year 2016/17 have been agreed and while we must retain flexibility to respond to the key themes highlighted, the priorities must remain our focus as demonstrated in the Outcome Delivery Plan. The Marketing Plan and associated action plan are also an essential element of our efforts to ensure we achieve our income targets. 4

5 Providing opportunities to enrich people s lives. Key Themes 2016/17 In developing the Service Priorities a number of key themes have been taken into account. Each of these themes has the capacity to alter resourcing plans to such an extent that other priorities may be affected and because of their importance they are highlighted: 1. Health 1.1 Health and Wellbeing SLLC delivers a range of health related services in conjunction with NHS Lanarkshire and also supports a number of consistent themes with NHS Lanarkshire, as noted in their Public Health Annual Report for 2014/15, in particular: The Health Inequalities Action Plan and themes SLLC is supporting this theme through the Fairhill Integration Pilot Lanarkshire s Cancer Plan SLLC is supporting the Lanarkshire Cancer Improvement plan through the McMillan Cancer project in Libraries Cardiac Rehabilitation SLLC referral programmes and Physical Activity Prescription pilot These services however have been part of an SLLC wide generic programme and have never been targeted to reflect the specific demographic or health inequalities and health needs of a local area. It is anticipated that SLLC will work closely with Health and Social Care partners and NHS Lanarkshire to review and develop health intervention programmes which reflect the health needs of the community. A recommendation of the recently produced SLLC Health Impact Assessment noted that NHS Lanarkshire and SLLC should focus on collecting data locally so that need can be identified and resources targeted appropriately. This would also enable any resulting change in physical activity levels to be recorded. It is well documented that the greatest health gains relating to physical activity are likely to be attained by people whose physical activity levels are below the recommended levels. Targeting inactive people is a challenge and this is something that NHS Lanarkshire and SLLC will continue to collaborate on. 1.2 Health and Social Care Partnership New Scottish legislation which integrates the delivery of health and social services in the community has the potential to significantly impact how and to whom we deliver many of our services. We will continue to have close contact with all parties and key priorities are to continue to contribute to the national and local health and wellbeing agenda and demonstrate our importance in delivering health and wellbeing outcomes within the community. South Lanarkshire Leisure and Culture Business Plan 2016/17 5

6 2. Integrated Delivery of Services Pilot - South Lanarkshire Lifestyle Fairhill Health Impact Assessment From April 2015 SLLC adopted a new framework of operational management for all SLLC services hosted at Fairhill. The primary focus of implementing this framework is to assist in moving beyond physical co-location to fully integrating services which will be achieved through increased partnership working (internal and external) whilst also raising awareness of the facility within the local community. It is also intended that this new framework will improve communication and co-ordination between partners; provide increased opportunities to access pooled knowledge and resources as well as the opportunity to be more service user focused. A manager has been appointed to oversee the daily operations of the facility and all associated services delivered by SLLC. Budgets which were previously allocated to the individual services are now operating under a pooled budget to ensure improved collaborative working between services. A data collation/scoping exercise will be carried out in 2016 for both South Lanarkshire and the Fairhill community, details of which will be shared with Integrated Health and Social Care partners to provide information which highlights the health inequalities across South Lanarkshire and specifically within the local area of Fairhill. It is anticipated that this information will enable SLLC to review health initiatives/projects currently delivered in the Fairhill area. This scoping exercise is an opportunity to ensure that our combined leisure and cultural provision and deployment of resources has the optimum impact in terms of health inequalities and encouraging more physical activity. It will also set out clear objectives for informing and shaping the future programming of SLLC health interventions within the Fairhill area. 3. Service Review SLC is conducting a full review of SLLC. The review has a savings outcome to achieve however the other aims of the review are to define the services to be delivered on SLC s behalf by SLLC and to ensure that SLLC s delivery of services is providing value for money to SLC. Investment to ensure successful delivery of the services will be considered. The review s objectives are to: Gain a detailed understanding of the nature, scope and scale of SLLC services provided Clarify priorities of delivery Identify areas in provision where savings can be achieved Realise savings through more efficient and effective delivery Examine the savings requirements identified by SLC In addition to this the key aims/outcomes from the Service Review are: Service/operational The review will consider and report on all SLLC services and identify potential changes to delivery models and arrangements, including any changes to strategy as required. A benchmarking exercise will also be undertaken to allow comparisons with alternative examples of delivery and the identification of good practice. 6

7 Providing opportunities to enrich people s lives. Employees Ensure the most effective operational structure as a result of the review recommendations. The aim is to ensure that employees are working in the right places, targeting the right people, and linking to the right services to deliver the most effective service. Outcomes will be developed during the review. 4. Review of Service Level Agreements (SLA s) SLC and SLLC are developing a Memorandum of Understanding which will provide the detail of the agreements between us. Within the Memorandum of Understanding will be the details of the Service Level Agreements with each of the different sections of the Council that we procure services from. As the Memorandum of Understanding is a legal agreement between the parties, each of the SLA s will require review. This will be achieved by developing the current SLA s with our partners in SLC. This will represent a significant time resource as many of the current SLA s are not defined to the level required for the Memorandum of Understanding. Strong links have been maintained with internal departments of SLC and SLLC will continue to make use of all existing resources and services. In addition to the SLA s we have with SLC there are a number of agreements that we currently have with NHS Lanarkshire which will be affected by the implementation of the Health and Social Care Partnership. 5. Requirements for Capital Investment Although significant investment has been made by the Council in the assets managed by SLLC, a number of the facilities with the largest attendances and greatest variety are in need of significant investment with failure to invest resulting in unintended closures. In carrying out the Service Review the Council will take account of the Asset Discussion papers produced by the Property Investment Group and an investment plan will be required over short, medium and long term. 6. Workforce Planning Workforce planning is a key priority for the coming year and we will develop our strategy and action plan addressing: Lean staffing and management structures, ensuring we are operating efficiently and effectively in an ever changing environment An empowered front-line workforce, equipped with skills and knowledge necessary to deliver a seamless service A workforce able to operate flexibly, both in terms of meeting customer demand and across a range of service areas Maximising the potential of information technology and working in a modern and flexible way, with the business acumen to respond to changing demands The skills management we will need to operate in a supportive environment of encouraging employee engagement and looking after employee wellbeing South Lanarkshire Leisure and Culture Business Plan 2016/17 7

8 Each specific area of our business will be supported to take stock of where they are now, where they need to get to and to set actions which will deliver the required change to the workforce. This will ensure our people are flexible and equipped to deliver now and in the future. 7. Information Governance In January 2016 the Information Commissioner gave a clear message that they expect all organisations to do more to protect the data they hold. At the end of 2015 we launched the Information Strategy and the Retention/Collection Transfer and Archiving Policies. It is imperative that the action plans are now implemented throughout SLLC. In addition the data cleansing which commenced during 2015 must continue and expand to ensure all data stored by SLLC is appropriate and secure. The table below outlines the internal structure of how SLLC will embed Information Governance into the culture of SLLC for all employees. Information Governance - Internal Structure Seeks approval from Internal and External Audits Where impinge on Information Strategy Group (ISG) Implements and monitors Strategies, Procedures and Improvement Plan Information Governance passed to Reports to for approval of developed policies Information Working Group (IWG) Represented on Each Service Area 8

9 Providing opportunities to enrich people s lives. 8. Social Media Advertising, promotion and customer engagement through social media continues to expand both in use and importance. The implementation of the Social Media Strategy requires staff resources but provides cost effective promotional tools in a forum customers are familiar and comfortable with. We will achieve this by: Identifying team representatives who hold the required expertise and enthusiasm for social media Cascading our Social Media Strategy to ensure everyone is aware of what we want to accomplish with social media Developing content strategy for each service including when we are introducing new technology pilots Providing and cascading monthly stats to ensure there is a continued awareness on social media Continuing to develop our strategy and content using analytics to guide us and ensure we continually adapt to the ever changing technologies and trends Engaging with our community, become part of their society, analyse response and develop content based on engagement External consultation with experts in social media South Lanarkshire Leisure and Culture Business Plan 2016/17 9

10 9. Competition The arrival of budget gyms in June 2014 has produced a new and unprecedented level of competition for a part of our income that previously represented 25% of the total income of SLLC. This income has seen a near 30% reduction, as highlighted previously, and the competition is set to increase further over the 2016/17 period. In tackling this competition the products, service and customer journey will all be reviewed and honed. Alternative income streams are also being developed, e.g. ACE products and new birthday party packages in tandem with methods of increasing income from other traditional streams, such as swimming lessons. The Golden Thread The Business Plan is a vital part of the golden thread which links, national, local, corporate and community objectives through to individual Performance Development Reviews (PDRs) so that each staff member knows how what they do contributes to achieving SLLC s objectives. Consequently, in representing the overall business objectives agreed between SLC and SLLC, this document outlines the priorities and actions required to achieve specific goals in line with South Lanarkshire s Single Outcome Agreement, the Community Plan Stronger Together and the Council Plan, Connect. THE Golden Thread - Measured The Outcome Delivery Plan outlined in this Business Plan highlights a number of actions and measures which contribute to SLLC s objectives and which link directly in to the Council s Community Plan, Council Plan (Connect), Community and Enterprise Resources Plan (CERP). These are as follows and are reported through IMPROVe on a quarterly basis. Achieve 3.1m attendances at those facilities managed by the Sport and Physical Activity section of SLLC Maintain number of attendances per 1,000 population for swimming pools Maintain number of attendances per 1,000 population for other indoor sports and leisure facilities, excluding pools in a combined complex Maintain number of attendances at outdoor recreation and country parks at 2.14m Achieve 0.87m under 16 attendances at facilities maintained by South Lanarkshire Leisure and Culture (includes halls, school lets, outdoor and indoor leisure) Increase the numbers of over 60 s registering with the Activage scheme Increase numbers of over 60 s using South Lanarkshire Leisure and Culture facilities Maintain 2015/16 level of visitors to SLLC cultural venues Achieve 3440 visits to libraries per 1,000 population Increase number of visits to/usages of council funded or part funded museums per 1,000 population Increase number of these visits that were in person per 1,000 population Target achieved for customer satisfaction of 95% Target achieved for customer satisfaction (results from Scottish Household Survey) 10

11 Providing opportunities to enrich people s lives. The following agreed priorities will be delivered over the period 1 April 2016 to 31 March These should be viewed within the context that both the financial position and the Key Themes have the capacity to affect our ability to deliver the Plan. Priorities 2016/17 These are priorities to be achieved during 2016/17 in order to best deliver our services to the community. All these priorities will be measured as part of the Outcome Delivery Plan. All Services Continue to develop and implement internal and external processes in order to maximise income and control expenditure Develop new and existing partnerships to support the development of arts and cultural, leisure and learning activities Implement recommendations from Service and Efficiencies Review Develop service integration and improved cross selling across services Develop service quality and delivery in line with best value Invest in our workforce through support and training Strengthen our partnership links to attract new opportunities for funding Cultural Services Continue to review community assets Extend the programming and audience development of halls and community letting of schools Develop and utilise existing customer database to increase sales and audience development Develop strong partnership working with internal and external departments to develop cultural opportunities and increase participation in arts and culture across South Lanarkshire Continue to work in partnership to develop a programme of arts and cultural opportunities/activities aimed at promoting and improving the health and wellbeing of our communities Libraries and Museum Develop digital access to the museum collections Deliver the Pits and Ponies exhibition and associated activities in Low Parks Museum Develop access to digital library services through Wi-Fi Develop partnerships to support the health and wellbeing agenda Develop and implement Every child an active library member project South Lanarkshire Leisure and Culture Business Plan 2016/17 11

12 Outdoor Recreation and Country Parks At least maintain the present use of outdoor environment and encourage improved use through formal and informal activity Develop outdoor activity programme and associated services through partnership working Sport and Physical Activity Work with strategic partners, in particular Health and Social Care Partnership to contribute to the health inequalities agenda through locality health plans Invest in our workforce through support and training to address competition from alternative service providers Develop physical activity provision, club engagement and partnership programmes aimed at engaging all members of the community Central Support Develop and implement governance processes and procedures Continue to develop employee engagement Develop customer consultation processes and procedures Continue to develop a consistent approach to procurement practices Develop and implement the use of IT, including social media, to improve efficiency and enhance external and internal communications, activities and processes 12

13 Providing opportunities to enrich people s lives. Outcome Delivery Plan Four strategic objectives provide the focus for SLLC s activities. This section provides an overview of these objectives and the main actions we will undertake in achieving them. It also lists the key themes within the Community Plan and the Council Plan to which each objective relates. The Outcome Delivery Plan will be used for monitoring and evaluation purposes. Each action shows what will be done in the achievement of SLLC s objectives, what each action aims to achieve in the longer term and who is responsible. In many instances there is more than one person responsible for the action and in these cases a lead officer is identified. The Outcome Delivery Plan is detailed, but given the range of activity across SLLC, it is not an exhaustive list of everything we undertake. More comprehensive action plans are contained in Our Focus and the Marketing Plan. These plans cascade to facility and section levels. The Outcome Delivery Plan will be monitored regularly and a Quarterly Performance Report presented to the SLLC Board, in addition regular performance reports are also submitted to SLC. An Annual Report is also produced which contains information on SLLC s performance for stakeholders and the general public. Outcome Delivery Plan 2016/17 Key BDM CS CSM GM HRM LGBF SOA Business Development Manager (includes responsibility for Admin and Marketing) Company Secretary (includes responsibility for Business Development ICT and Finance) Cultural Services Manager General Manager Human Resources Manager Libraries and Museum, Outdoor Recreation and Country Parks Manager Sport and Physical Activity Manager (includes responsibility for Health and Safety and Technical team) Senior Management Team (All of the above) Local Government Benchmarking Framework South Lanarkshire s Single Outcome Agreement South Lanarkshire Leisure and Culture Business Plan 2016/17 13

14 Community Plan Themes: Improving health and tackling inequalities; promoting sustainable and inclusive communities and opportunities for all throughout life. Council Plan Objectives: improve and maintain health and increase physical activity; increase involvement in lifelong learning; promote participation in cultural activities and provide quality facilities to support communities; improve services for older people; tackle disadvantage and deprivation SLLC Objective 1 To become an inclusive organisation providing quality leisure, cultural and learning opportunities for all residents and visitors to South Lanarkshire. LOCAL OUTCOME Increased opportunities for participation Local Outcome Ref No Actions to Achieve Objective Responsibility Measure/Output Increased opportunities for participation Maintain annual attendances across all services (Connect 13) Promote the Activage scheme (Connect 13.2) At least maintain 2015/16 attendance Increase the number of registered users of Activage Increase attendances by over 60 s 1.3 Provide indoor and outdoor use for Under 16 s clubs in accordance with SLC s use policy At least maintain the number of registered clubs At least maintain attendances by under 16 s clubs Increase the number of accredited clubs through Club SL 1.4 Develop a programme of activities which will support equitable access for all Uptake of concession scheme Usage of concession scheme % of people with a disability registering with our facilities/ services 1.5 Develop access to digital library services Increased use of digital services within libraries using Wi-Fi and Smart devices 1.6 Implement the Every Child an Active Library Member programme 10% increase in children s library membership 1.7 Develop Cameronians Website content At least maintain uptake of museum s digital offer 1.8 Refurbish Low Parks Museum gallery space At least maintain attendances at Low Parks Museum table continued over. 14

15 Providing opportunities to enrich people s lives. Local Outcome Ref No Actions to Achieve Objective Responsibility Measure/Output Increased opportunities for participation 1.9 Review the programming and audience development of halls and community letting of schools CSM At least maintain attendances and community lets in schools CSM Development teams to target Halls/schools as well as ICF s 1.10 Encourage increased and improved use of the outdoor environment through formal and informal activities At least maintain attendances at Outdoor Recreation At least maintain attendances at OLA activities At least maintain attendances at country parks Improvements in formal/ informal activities Increase opportunities/ attendances via Greenspace Officer Programmes 1.11 Improve participation in physical activity through the development of community hubs and sports clubs Increased participation at hubs Increased number of clubs using hubs 1.12 Monitor and report on service uptake by equality groups Number of Equality Impact Assessments (EIA s) carried out for all relevant policies, strategies and procedures Implement actions identified in the Equalities Outcome Plan Establish an annual suite of EO PI s 1.13 Ensure ongoing compliance with all current Health and Safety legislation Implement H&S audit programme Ensure robust Health and Safety Audits are carried out in accordance with audit programme Endeavour to reduce the number of reported accidents (pro rata) table continued over. South Lanarkshire Leisure and Culture Business Plan 2016/17 15

16 Local Outcome Ref No Actions to Achieve Objective Responsibility Measure/Output Increased opportunities for participation 1.14 Work with SLC in the provision of refurbished/new facilities Assist SLC in the continued development of community facilities Consult on the design/ operation of the new build St Patrick s Primary school and community hub Refurbishment of East Kilbride Ice Rink 1.15 Demonstrate continuous improvement and efficient and effective service delivery CSM Continue to review community assets Retain or improve external accreditations from Visitscotland, Investors in People, National Governing Bodies and Adventure and Activity Licensing, and BIAZA 16

17 Providing opportunities to enrich people s lives. Community Plan Themes: Promoting sustainable and inclusive communities and opportunities for all throughout life Council Plan Objectives: improve and maintain health and increase physical activity; increase involvement in lifelong learning; promote participation in cultural activities and provide quality facilities to support communities SLLC Objective 2. To continually improve the service to our customers by developing the effectiveness of our workforce and our working practices, as well as addressing service quality, variety and responding to changing needs, trends etc. LOCAL OUTCOME Improved service to our customers Local Outcome Ref No Actions to Achieve Objective Responsibility Measure/Output Improved service to our customers 2.1 Ensure staff both understand and are equipped to fulfill their individual roles within the organisation Ensure staff have the opportunity to complete PDR and associated training plans Implement actions arising from Our People Strategy /HRM Develop Learn on Line training and modules and continue the roll out of Learn on Line and Learning and Development activity HRM Develop the Workforce Planning Strategy HRM Further develop and implement functionality of People Connect, improved use of IT as a staff resource (e.g. People Connect, on line training) HRM Continue to review, develop and implement Best Practice procedures in HR CS Develop and implement Best Practice procedures in Finance table continued over. South Lanarkshire Leisure and Culture Business Plan 2016/17 17

18 Local Outcome Ref No Actions to Achieve Objective Responsibility Measure/Output Improved service to our customers 2.2 Develop employee engagement HRM Implement Our People Strategy Develop a Learn on Line module for Our Way of Working to allow further roll out Absence levels less than 4% 2.3 Develop the use of IT, including social media, to improve efficiency and enhance external and internal communications, activities and processes CS CS Develop the internet social media presence of SLLC Develop and produce an IT strategy Ensure the implementation of SLLC s projects within the Council s IT Service Plan Continue to develop digital access to the museum collection BDM Develop the use of our performance management systems to inform the development of the service 2.4 Develop service standards in direct response to customer feedback and through knowledge of competition and service trends to ensure that community and individual needs are met Carry out customer consultation at least once a year in each service area Develop customer consultation processes and procedures Achieve a 95% customer satisfaction rating Demonstrate improvements to the service implemented as a result of customer feedback BDM Develop a rolling programme of customer research 2.5 Continue to develop operational practices in line with continuous improvement Maintain membership of service specific benchmarking groups Sustain and improve LGBF results for SLLC table continued over. 18

19 Providing opportunities to enrich people s lives. Local Outcome Ref No Actions to Achieve Objective Responsibility Measure/Output Improved service to our customers 2.6 Implement the long term vision for the provision of leisure and cultural services in South Lanarkshire Will form part of formal Service Review Continue to work with SLC in the implementation of Sports Pitch Strategy GM Deliver SLLC s business plan and review suite of measures for coverage and relevance 2.7 Investigate and improve integrated programming across all service areas ACE, Birthday Parties, Dance programmes, Fairhill Community Plan Themes: Improving health and tackling inequalities; promoting sustainable and inclusive communities and opportunities for all throughout life; ensuring sustainable economic recovery and development Council Plan Objectives: strengthen partnership working, community leadership and engagement; improve and maintain health and increase physical activity; increase involvement in lifelong learning; promote participation in cultural activities and provide quality facilities to support communities; improve services for older people SLLC Objective 3. To work in partnership with local and national agencies to promote active participation in leisure, cultural and learning activities. LOCAL OUTCOME Improved partnership working Local Outcome Ref No Actions to Achieve Objective Responsibility Measure/Output Improved partnership working 3.1 Develop new and existing partnerships to support the development of arts and cultural, leisure and learning activities Demonstrate events/ initiatives implemented through partnership working Investigate integration of services into SLLC facilities via the Health & Social Care partnership (HSCP) and private sector organisations 3.2 Attract new external funding support Maximise income received from external funding bodies 3.3 Work with partners to specifically (but not exclusively) (1) Develop cultural opportunities (2) Contribute to the health inequalities agenda (3) Develop the outdoor activity programme (4) Support the health and wellbeing agenda CSM At least maintain opportunities Improved programmes (specific measures are shown in detail in each services Outcome Delivery Plan) Data collection monitoring & evaluation of all programmes South Lanarkshire Leisure and Culture Business Plan 2016/17 19

20 Community Plan Themes: Improving health and tackling inequalities; promoting sustainable and inclusive communities and opportunities for all throughout life Council Plan Objectives: embed governance and accountability; achieve efficient and effective use of resources SLLC Objective 4. To maximise resources and operational efficiencies taking into account environmental and sustainable issues. LOCAL OUTCOME Improved value for money organisation Local Outcome Ref No Actions to Achieve Objective Responsibility Measure/Output Improved value for money organisation 4.1 Develop internal and external processes in order to maximise income and control expenditure Implement recommendations arising from the Service Review Develop service integration and improved cross selling across all services Achieve efficiency savings as identified by SLC 4.2 Continue to develop procurement practices CS Develop and implement procurement practices to improve efficiency and effectiveness 4.3 Achieve financial targets Implement the Marketing Plan Maintain golf income targets 4.4 Review health and fitness provision and the structure of the service Maximise efficiency of fitness activities and minimise loss of income 4.5 Promote high standards of governance are being exercised CS Develop and implement governance processes and procedures CS Continue to develop risk management practices and procedures CS Maintain risk register CS Audit actions delivered by due dates 4.6 Monitor the ongoing costs of the delivery of SLLC LGBF indicators table continued over. 20

21 Providing opportunities to enrich people s lives. Local Outcome Ref No Actions to Achieve Objective Responsibility Measure/Output Improved value for money organisation 4.7 Ensure efficient and effective implementation of Freedom of Information Scotland Act procedures BDM Number of FOI requests responded to within timescales 4.8 Support environmental awareness Contribute to SLC s Carbon Management Plan and Energy Strategy Maximise and monitor the energy efficiency of the major operational properties Develop SLLC s Sustainability and Environmental Policy South Lanarkshire Leisure and Culture Business Plan 2016/17 21

22 Notes 22

23 Providing opportunities to enrich people s lives. South Lanarkshire Leisure and Culture Business Plan 2016/17 23

24 If you need this information in a different format or language, please contact us to discuss how we can best meet your needs. Telephone Text phone or customer.services@southlanarkshireleisure.co.uk Further copies of this report are available in PDF format by accessing our website: