Housing & Communities Committee
1st November, 2011
Agenda Item No. 17(b)
Leisure & Cultural
Services
Planning & Performance Report
Autumn 2011
Making Fife a great place to live, work and visit!
Page 1 of 18
Leisure & Cultural Services Context Statement
Leisure & Cultural Services has delivered another year of solid performance, including
the continuing provision of quality services via a number of trusts, maintaining Blue Flag
status for our beaches, securing Green Flags for two of our parks, increasing museums
attendances, broadening the reach of our libraries, building on the community legacy of
Celebrating Fife 2010 and delivering major capital investment in the sporting & cultural
infrastructure of Fife. Nevertheless, the Service faces significant financial challenges in
the years ahead and this plan reflects the actions we need to take to respond to these.
The key challenge will be to continue to provide high quality services to customers &
communities whilst achieving efficiencies and further exploring new methods of delivery.
Steve Grimmond
Executive Director
Housing & Communities
Grant Ward
Head of Leisure & Cultural Services
Page 2 of 18
Section 1. Introduction
Leisure and Cultural Services
Mission:
Leisure & Cultural Services supports, provides & promotes opportunities
throughout Fife for individuals, groups and local communities to engage
in sport, leisure, cultural & learning activities that positively contribute to
health and wellbeing and the overall quality of life.
Lead Officer:
Grant Ward, Head of Leisure & Cultural Services
Priorities
The current Council Plan defines the ‘Big 8’ priorities that the Council will focus upon through to
2013. Of these, Leisure & Cultural Services has the lead responsibility for:
 Improving sport, leisure and cultural opportunities
It also has a key supporting role in relation to:
 Improving educational attainment and achievement for all
 Improving local conditions for economic development
 Making Fife the leading green Council
 Becoming a top performing Council
Leisure & Cultural Services addresses the delivery of these priorities as follows:
A. Improving health & wellbeing by providing sports & recreational facilities & activities
B. Improving the environment for people to access parks, green spaces and countryside
C. Improving leisure, learning and wellbeing opportunities via the provision of cultural
services, information & other opportunities.
D. Provide effective management of strategic assets & resources
This report provides an update on progress and performance for Leisure and Cultural Services.
Taking each of the four key work streams in turn, the next section of the report will summarise
the following:





Key Challenges
Progress & Achievements
Current Performance
Next Steps
Resource Implications
Further detail is provided in the form of two appendices to the report. These are as follows:
 Appendix 1 provides workforce and financial information.
 Appendix 2 provides the Service Scorecard, updated to Quarter 1 2011/2012.
Page 3 of 18
Section 1. Strategy Map
Leisure & Cultural Services supports, provides and promotes opportunities throughout Fife for individuals, groups and
local communities to engage in sport, leisure, cultural and learning activities that positively contribute to health and
wellbeing and the overall quality of life.
Improve health & wellbeing by
providing sports & recreational
facilities and activities (A).
Improve the environment for people
to access parks, green spaces & the
wider countryside (B).
Improve leisure, learning & wellbeing
via provision of cultural information,
services & other opportunities (C).
Provide ‘fit for purpose’ sport & recreation
facilities in partnership with the Fife Sports
& Leisure Trust & Fife Golf Trust (A1).
Manage/promote access to parks & green space,
including sports pitches & play areas (B1).
Manage & promote access to library, museum
and heritage services and facilities in Fife (C1).
Deliver & support both generic and sports
specific development programmes & work
in partnership with Active Schools (A2).
Support/promote access to Fife’s beaches, coast
& countryside in partnership with the Fife Coast &
Countryside Trust (B2).
Facilitate a range of theatre/arts programmes
in partnership with The Byre Theatre, ON at
Fife and Fife Contemporary Arts & Crafts (C2).
Support the provision of physical activity
programmes & a sustainable legacy from
London 2012 & Glasgow 2014 (A3).
Sustain/improve Fife’s natural heritage & support
delivery of Fife’s Local Biodiversity Action Plan (B3).
Support the development of cultural & tourism
opportunities in partnership with Fife’s Cultural
Consortium and events organisers (C3).
Deliver & support a wide range of outdoor
education & learning programmes in Fife
and beyond (A4).
Manage/support bereavement services, including
the provision of cemeteries & crematoria (B4).
Support individual & community participation in
library, cultural & heritage activities (C4).
Effective Management of Service Assets & Resources in Support of Service Delivery (D)
Mgmt. of People
Resources (D1)
Mgmt. of Financial Mgmt. of Buildings & Facilities Mgmt. of ICT &
Resources (D2)
(incl. energy mgmt.) (D3)
Information (D4)
Page 4 of 18
Mgmt. of Vehicles
& Equipment (D5)
Mgmt. of
Risk
(D6)
Mgmt. of
Partnerships
(D7)
Section 2. Progress Update
A. Improve health & wellbeing by providing sports & recreational
facilities and activities
Challenges:
 To increase participation in sport and physical activity in spite of a downward national trend in
attendances and diminishing resources.
 To secure further capital investment for leisure & cultural facilities beyond ‘Future of Leisure’
commitments to refurbished/new buildings in Dunfermline, Glenrothes & Kirkcaldy.
 To use & develop robust national and local participation data for benchmarking purposes.
Progress & Achievements:
 The refurbishment of Carnegie Leisure Centre is on track for completion in October 2011. A
‘soft’ opening is planned for late November 2011, with the official opening likely to take place
in February 2012.
 Work has started on the brand new £21m sports & leisure facility for Glenrothes. Work is
progressing well and the project should complete in April 2013.
 The main contractor has been appointed for the new sports & leisure facility in Kirkcaldy and
work should start on site in mid-November 2011. Completion is expected in summer 2013.
 Full responsibility for the management & operation of the seven Fife Council golf courses has
been transferred to the Fife Golf Trust.
 A consolidated Active Fife coaching & training programme has been produced for 2011/2012
& has been widely circulated to sports clubs, coaches & the wider public.
 An event was held in September 2011 to recognise the increasing number of sports clubs in
Fife who have been accredited via ‘Club Fife’. This scheme recognises clubs that operate in
a structured, safe & child friendly way and have the potential to further develop and expand.
 Senior school pupils have continued to secure coaching awards and have gone on to coach
in local sports clubs. Expanding the number and quality of coaches & volunteers is a key
target for Active Fife and is building future capacity into sport in Fife.
 Work is continuing via the cross-sector Physical Activity Strategy Group to encourage greater
levels of physical activity in Fife. Key targets for 2011/2012 include early years, teenage girls,
women and older adults.
Performance:
 The number of attendances at sports centres & swimming pools operated by the Fife Sports
& Leisure Trust in 2010/2011 increased by 6.2% on 2009/2010 (notwithstanding the Beacon
Leisure Centre & Carnegie Leisure Centre having been closed for refurbishment).
 There has been a modest increase in participation levels for Tayside & Fife’s Regional Sports
Partnership eight key sports in 2011/2012, in part due to expanded summer programmes.
Next Steps:
 Continue to progress the delivery of refurbished/new sports & leisure facilities in Dunfermline,
Glenrothes & Kirkcaldy.
 Seek to deliver a new full-size 3G synthetic turf pitch (STP) in partnership with sportscotland
& Dunfermline Athletic Football Club at Pitreavie Playing Fields, Dunfermline.
 Take forward plans in partnership with the Burntisland Sports Group for a new MUGA/STP in
Burntisland.
 Assess the feasibility for a major refurbishment of Cupar Sports Centre together with the Fife
Sports & Leisure Trust.
 As an active member of the fledgling Tayside & Fife Regional Sports Partnership, continue to
monitor participation levels in the eight key sports in Fife.
 Continue to deliver programmes aimed at increasing physical activity levels among women &
teenage girls, including piloting a new training course to support this activity in early 2012.
Page 5 of 18
Section 2. Progress Update
Resource Implications:
The significant financial challenges ahead for the Council will continue to have a major impact on
our ability to maintain and develop the quantity and quality of sports & leisure provision in Fife.
The need to deliver an anticipated 20% saving over the next three financial years will require:



The delivery of further & significant efficiency savings by the Fife Golf Trust and Fife Sports &
Leisure Trust with their consequent impact on service delivery and development.
Further reductions in the funding for sports and physical activity programmes, including those
delivered by Active Fife and the Fife Sports & Leisure Trust.
A review of fees & charges by the Fife Golf Trust and Fife Sports & Leisure Trust.
Page 6 of 18
Section 2. Progress Update
B. Improve the environment for people to access parks, green spaces&
the wider countryside
Challenges:
 To safeguard & enhance the natural environment of Fife in accordance with the Fife Local
Biodiversity Action Plan and Scottish Biodiversity Strategy.
 To adopt and deliver Fife’s Core Path Plan and Core Path Network.
 To respond to the challenges of environmental sustainability and carbon reduction.
Progress & Achievements:
 Plans for a major refurbishment of Pittencrieff Park are progressing well and the Stage Two
submission to the Heritage Lottery Fund (HLF) was submitted in August 2011. A decision is
expected by the UK HLF Board in mid-December 2011.
 A £1m refurbishment of the Glen Pavilion (Pittencrieff Park) in partnership with the Carnegie
Dunfermline Trust will commence in November 2011 and should be completed in May 2012.
 Seven allotment sites have been improved & planning consent has been granted for four new
sites in Fife. Plans for a further seven new allotments are being developed and a review of
allotment waiting lists has been carried out to reduce the numbers on the waiting list.
 Progress has been made on the devolvement of the management and operation of the seven
bowling greens still managed directly by the Council. Approval to lease these facilities to the
in situ clubs was given by PFAM on 22nd September 2011. Implementation is 1st April 2012.
 A review of service standards & targets for the delivery of grounds maintenance via the
seven Areas has been undertaken. These will need to be kept under review given the scale
of the budget reductions expected over the next three financial years.
 A GIS-based system which allows plotting of potential biodiversity sites has been developed
and successfully implemented.
 Progress is being made on the development of biodiversity action plans for all parks & green
spaces with the aim of increasing the amount of land given over to biodiversity year on year.
Performance:
 Work is continuing with internal and external stakeholders around biodiversity with a view to
increasing the variety of habitats within our parks & open spaces. The biodiversity target for
2011/2012 is 2939.79 Ha. (an increase of 1.6% on 2010/2011).
Next Steps:
 Secure Stage Two funding from HLF and start on the major refurbishment of Pittencrieff Park
in partnership with the Carnegie Dunfermline Trust.
 Continue to progress the provision of new and refurbished allotment sites throughout Fife.
 Consider the transfer of further countryside functions to the Fife Coast & Countryside Trust,
including Beaches & Coast and Lochore Meadows Country Park.
 Work in partnership with University of St. Andrews, Friends of the Botanic Garden/Education
Trust to secure a sustainable future for the Botanic Garden in St. Andrews.
 Ongoing dialogue with St. Andrews Community Council about the potential for a communityled alternative delivery model for Craigtoun Country Park.
Resource Implications:
The significant financial challenges ahead for the Council will continue to have a major impact on
our ability to maintain and develop the quantity & quality of parks & countryside provision in Fife.
The need to deliver an anticipated 20% saving over the next three financial years will require:


A reduction in the number of management, operational and support staff and a focus on core
maintenance work such as grass cutting, pruning & weeding.
An increase in fees & charges for Bereavement Services bringing the Council further into line
with other local authorities and privately-operated crematoria.
Page 7 of 18
Section 2. Progress Update
C. Improve leisure, learning & wellbeing via provision of cultural services,
information & other opportunities
Challenges:
 To further develop Fife’s Cultural Consortium in partnership with Creative Scotland’s ‘Place’
programme and build on the positive legacy of Celebrating Fife 2010: Our Year of Culture.
 To manage increasing customer & community expectations within the context of a reduction in
resources, in particular relating to technological developments for library, museum and archive
services and the implementation of the customer service management model.
 To raise awareness of & increase opportunities for wider participation in library & information,
museum, heritage and archive services, as well as cultural activities, events and festivals.
 To ensure the successful delivery of major capital projects, i.e. the proposed new Dunfermline
Museum & Art Gallery and the refurbishment of the Lochgelly Centre and Kirkcaldy Museum &
Art Gallery.
Progress and Achievements:
 Improvements to facilities at Methil, Leven, Burntisland & Valleyfield, integrating library, local
office and community facilities, are progressing. Methil Library & Local Office opened in April
2011, with similar projects underway at the likes of Kelty, Leven & Newburgh.
 Methil Library & Local Office was the first in Fife to offer a fully integrated reception point with
libraries & local office staff being able to deliver integrated front-line customer services. This
approach has also been adopted at Inverkeithing Civic Centre and will be at the new Leven
Library & Local Office which is scheduled to open in early November 2011.
 The £2.3m refurbishment of the Lochgelly Centre, incorporating library, heritage services and
a local office enquiry point, is nearing completion and is due to open in early 2012.
 Phase one of a major £2.5m re-design and refurbishment of Kirkcaldy Museum, Art Gallery &
Library was completed in 2010. The plans for phase two are currently being finalised & work
is scheduled to start in early 2012. The integrity of the existing building will be maintained, but
there will be significant improvements for both museum displays & library services, as well as
more flexible café & retail spaces and a visitor information point operated by Visit Scotland.
 The final suite of reports regarding Celebrating Fife 2010 were considered by the Housing &
Communities Committee in May 2011 and confirmed earlier indications of the success of the
year’s activities. An economic impact assessment undertaken by colleagues in Enterprise &
Protective Services calculated an £8.2m benefit to the economy of Fife. The event also had a
positive impact on local communities, with increased confidence, capacity & wellbeing being
reported from the hundreds of smaller, community-led events that received advice & funding.
 Following a successful Stage One bid to the Heritage Lottery Fund, the Dunfermline Museum
& Art Gallery project is progressing to final design and application for full planning consent. It
is intended to submit a full Stage Two application in mid-2012 to secure the £2.8m allocated
to the project.
 Support continues to be provided to a number of major events in Fife which, individually and
collectively, are delivering direct economic benefits & raising the profile of the Kingdom. 80%
of applications received thus far have been successful.
Performance :
 The number of visits to Council-funded or part-funded museums in 2010/2011 was 318,725,
an increase of 3.5% on the previous year and a good result considering some very low visitor
numbers during the prolonged period of adverse weather over the winter.
 St. Andrews Museum held a record-breaking summer exhibition, with ‘MacTaggart’s Scottish
Shorelines’ attracting some 30,000 visitors. ‘Animal Magic’ at Kirkcaldy Museum & Art Gallery
also proved to be popular family-friendly exhibition during the summer months.
 40% of Fife’s population are currently library members and can access online information and
learning, as well as book lending, reading groups and events.
Page 8 of 18
Section 2. Progress Update


A small reduction in library visits & ICT usage are attributable to the lengthy closure of Methil
Library & last winter’s adverse weather. 1,707,906 library visits & 266,824 computer sessions
represented a 2% reduction on the previous year.
The significant take-up by primary schools of project book loans and museum objects/visits
demonstrates the value of these services. 98% of schools used the project loans service and
55% used museum services.
Next Steps:
 Continue to take forward the Dunfermline Museum & Art Gallery project with the intention of
submitting a successful Stage Two application to the Heritage Lottery Fund in 2012.
 Deliver the second phase of the refurbishment of Kirkcaldy Museum, Art Gallery & Library,
including the co-location with Visit Scotland.
 Complete the options appraisal for the alternative management of libraries, arts, museums &
archives, including the potential for a single cultural trust for Fife.
 Implement the key areas for improvement identified in the Public Library Quality Improvement
Matrix & Museums Galleries Scotland Quality Improvement System & continue to use these
self-assessment tools to improve service quality in Fife.
Resource Implications:
The significant financial challenges ahead for the Council will continue to have a major impact on
our ability to maintain and develop the quantity & quality of cultural provision in Fife. The need to
deliver an anticipated 20% saving over the next three financial years may be assisted by
implementing a new delivery (Trust) model for libraries, arts, museums & archives, but will also
require significant review of the options for future service delivery and development across the
libraries, museums, cultural partnerships, archives and ON at Fife networks.
Page 9 of 18
Section 2. Progress Update
D. Provide effective management of strategic assets and resources
Challenges:








To complete the review of Leisure & Cultural Services while ensuring business continuity
and consistently high standards of service delivery are maintained throughout the
restructuring process and transition period.
To re-align key business functions and processes to take account of an integrated
strategic approach to service delivery through a devolved Area framework.
To improve planning and performance management including embedding risk and
business continuity planning processes within the Service.
To ensure an appropriately skilled, informed and well lead workforce that displays a
positive approach to attendance management.
To continue to drive up performance through strong performance management and
improved scrutiny arrangements.
To continue to develop communication, marketing and engagement frameworks with our
customers and stakeholders.
To reduce carbon emissions and tackling climate change in line with Council and national
targets.
To ensure our decisions take appropriate account of equalities considerations and that
we continue to comply with national legislation and recognised good practice.
Progress and Achievements:





Implementation of the Directorate structural review to Team Leader level and completion
of the first phase of the NoI stage.
Continuation of the development of budgets to area level.
Review of 2011 Impact Statements for the current budget process.
Completion of the Directorate carbon audit.
Successful Directorate performance in the recent HMIe Child Protection Inspection.
Performance:

A review of performance indicators and the collection process will be undertaken this
year. This is due in the main to the introduction of trusts, but also the restructure of the
Housing & Communities Directorate. Customer and People sections of the scorecard are
still reporting Community Service figures instead of separating these out between Leisure
& Cultural and Local & Communities Services. The review is intended to provide a more
robust form of quality assurance and avoid duplication and double counting.
Next Steps
We will



Continue to develop the performance framework including the refinement of scorecards
and establishment of Covalent performance systems within the Service.
Complete the implementation of the corporate learning management system (CLMS) to
monitor outcomes.
Implement an action plan in response to the Directorate carbon audit.
Resource Implications:

The bulk of this activity will be supported by the Directorates Resource Division. It is
recognised that some areas are currently minimally resourced, and also that corporate
reviews have implications on the way the Resource Services Division carries out its
business. Taking cognisance of the corporate context, the Resource Services Division
will, as a matter of course, continuously review the business need, the way it carries out
Page 10 of 18
Section 2. Progress Update
its business and the resource required, and will re-allocate resources to address priority
areas, deliver key objectives, improve service delivery and achieve efficiencies as
required.
Page 11 of 18
Appendix 1: Workforce and Financial Information
Workforce Information
Workforce size & distribution across job families as at March 2011
Please note that there are no previous year comparisons due to the restructure of
Services within the new directorate.
Workforce size & distribution across job families & grades
Job Family/
FTE
Headcount
Grade
Employee group
(contracts)
Admin & Clerical 3
17.589
25
ANFC3
Admin & Clerical 4
9
10
ANFC4
Admin & Clerical 5
3
3
ANFC5
Admin & Clerical 6
1
1
ANFC6
Admin & Clerical 7
4.3
6
ANFC7
Craft
8
8
ANFC8
Chief Officer
1
1
ANFC9
Para Professional 1
15.014
23
ANFC10
Para Professional 2
129.218
236
ANFC11
Para Professional 3
38.789
45
ANFC12
Para Professional 4
18
20
CO40
Para Professional 5
16.9
MA51
19
Professional 1
25
28
MA53
Professional 2
14.8
WKFC1
16
Service Manager 1
1
WKFC2
1
Service Manager 2
4
WKFC3
4
Team Manager 1
1.5
WKFC4
2
Team Manager 2
20
WKFC5
20
Team Manager 3
8
WKFC6
8
Technical 1
4.61
CRAFT PC1
10
Technical 2
10.735
CRAFT PC2
12
Technical 3
6.734
9
CRAFT PCC
Technical 4
95.042
96
Technical 5
153.09
154
Technical 6
64
64
Totals
670.321
821
Job Family/ Employee group
FTE
ADMIN & CLERICAL
CHIEF OFFICIAL
CRAFT
PARA PROFESSIONAL
PROFESSIONAL
SERVICE MANAGER
TEAM MANAGER
TECHNICAL
Total FTE Establishment
34.90
1.00
8.00
217.92
39.80
5.00
29.50
334.21
670.331
FTE
137.507
63
2
4
2
Headcount
(contracts)
56
246
59
22
53
17
21
8
1
4
1
2
4
10
5
7
96
138
63
2
4
2
670.321
821
40.919
138.218
52.372
20
46.2
15.3
21
8
1
4
1
2
4
3.582
3.18
6.001
95.042
Head Count = 821 (+ 129 Seasonal) = 950 *Note 1
Note 1 – This figure does not include Parks & Countryside Seasonal Workers (see breakdown
below):
Page 12 of 18
Appendix 1: Workforce and Financial Information
2011 Seasonal Appointments
Job Family/
Employee group
Admin & Clerical 3
Technical 1
Technical 2
Technical 3
Technical 5
Total:
Posts
3
2
15
106
3
129
Grade
ANFC3
ANFC5
WKFC1
WKFC2
WKFC3
Page 13 of 18
3
3
2
15
106
129
Appendix 1: Workforce and Financial Information
Financial Information
Budget Distribution by Service Plan Workstream 09/10
(£’000)
Actual
10/11
Actual
11/12
Budget
Sporting and Other Recreational Activities
11,989
13,016
11,613
Parks, Green Spaces and Countryside
26,221
17,348
17,966
Cultural Activities
18,463
18,601
16,012
Total Budget
56,673
48,965
45,591
Revenue Budget
Breakdown by Subjective (£m)
2007/08
Actual
2008/09
Actual
2009/10
Actual
2010/11
Actual
2011/12
Budget
Employee Costs
28,322
20,787
21,431
21,762
19,107
Premises Related Expenditure
7,472
6,014
6,037
3,911
4,654
Transport Related Expenditure
2,662
2,727
2,765
3,017
2,871
Supplies & Services
6,660
5,563
5,312
5,460
4,008
Third Party Payments
2,032
9,219
10,244
9,542
8,769
Support Services
1,764
1,346
1,463
1,257
1,087
Capital Financing Costs
610
994
310
322
442
Total Expenditure
49,522
46,650
47,562
45,271
40,938
Income
(15,169)
(11,508)
(12,684)
(10,506)
(8,228)
Service Managed Budget
34,353
35,142
34,878
34,765
32,710
Corporately Managed Budgets
10,716
14,376
21,795
14,200
12,881
Net Expenditure
45,069
49,518
56,673
48,965
45,591
Capital Budget 2009/12 (£’000) – Capital Sub-Theme
09/10
Actual
10/11
Actual
11/12
Budget
Vulnerable People
78
52
8
Economic Development
125
491
94
Sport & Leisure
9,954
15,339
18,270
Green Council
439
1,163
791
Performing Council
1,007
209
1,390
Total Budget
11,603
17,254
20,553
Page 14 of 18
Appendix 2 Performance Scorecard
Result
Ref. No. Indicator
2008/09
Result
2009/10
Result
2010/11
Result
1st Qtr
Result
2011/12
Target
A. Improving health and wellbeing by providing sports and other recreational facilities and activities
Key Business Results
CPI-119
CPI-120
No. of attendances per 1,000 population for all
pools (SPI) (CI)
No. of attendances per 1,000 population for
indoor sport and leisure facilities excluding pools
in a combined complex (SPI) (CI)
Current
Status
G
3,150
2,617
2,703
270,503
2700
3,812
3,173
3,990
371,040
3800
83%
Biennial
90%
82%
Biennial
85%
96%
Biennial
95%
A
R


Customer Results
CPI-127
CPI-128
CPI-129
Percentage of Fife Residents who are satisfied
with Sports and Leisure Facilities (Biennial
Residents Survey) (CI)
Percentage of Customers rating Sports Centres,
Swimming Pools & Sports Development as
Excellent/ V.Good/ Good (Leisure and Cultural
Customer Survey) (CI)
Percentage of Customers rating Municipal Golf
Courses as Excellent/ V.Good/ Good (Leisure
and Cultural Customer Survey) (CI)
B. Improving our environment for people to access parks, green spaces and countryside
Key Business Results
LCUL-5
Total ‘Green Waste’ sent to landfill (tonnes)
CPI-54
The area of council owned or managed land
managed for biodiversity (Ha) (CI)
G

4739.24
3,539.70 632
n/a
<10%

2,800.03 2,843
2,892
Annual
2,940
Customer Results
CPI-56
Customer satisfaction with parks, open spaces
and countryside (Biennial Residents Survey) (CI)
89%
Biennial
90%
CPI-57
Percentage of Customers rating Parks & Open
Spaces as Excellent / V.Good / Good (Leisure
and Cultural Customer Survey) (CI)
Percentage of Customers rating Countryside,
Beaches & Coastline as Excellent / V.Good /
Good (Leisure and Cultural Customer Survey)
(CI)
89%
Biennial
85%
98%
Biennial
90%
CPI-58
A
R
Appendix 2 Performance Scorecard
Result
Ref. No. Indicator
2008/09
Result
2009/10
Result
2010/11
Result
1st Qtr
Result
2011/12
Target
C. Improving leisure, learning health and wellbeing opportunities by providing cultural services, opportunities, information
and activities
Key Business Results
LCUL-1
LCUL-2
LCUL-3
LCUL-4
CPI-121
CPI-122
CPI-123
CPI-124
CPI-125
Current
Status
G
Adult Library Stock, actual additions per 1,000
population (SPI)
Children’s Library Stock, actual additions per
1,000 population (SPI)
No. of library Learning Centre and learning
access point users as a percentage of the
population (SPI)
No. of times the terminals are used per 1,000
population (SPI)
The numbers of visits to and usages of Councilfunded or part-funded museums per 1,000
population (including virtual visits) (SPI) (CI)
197.31
184.43
159.74
51.58
171

112.42
97.18
83.81
83.81
88.73

7.79%
7.8%
7.61%
7.61%
7.70%

777.3
750
734
1.9
715

726
941
903
246
770

No. of museum visits that were in person per
1,000 population (CI)
No. of Library visits per 1,000 population (SPI)
(CI)
% of the resident population that are borrowers
from public libraries (SPI) (CI)
No. of theatre attendances per 1000 population
(CI)
712
852
877
235
702
4,936
4,843
4,699
1,139
4677
18.5%
18.3%
17.51%
10.56%
17.06

476
420
365
Annual
480

66%
Biennial
85%

97%
Biennial
97%

94%
Biennial
90%

98%
Biennial
90%



Customer Results
CPI-126
CPI-130
CPI-131
CPI-132
A
Percentage of Fife Residents who are satisfied
with Cultural Facilities (Biennial Residents
Survey) (CI)
Percentage of Customers rating Theatres & Arts
Development as Excellent/ V.Good/ Good
(Leisure and Cultural Customer Survey) (CI)
Percentage of Customers rating Museums as
Excellent/ V.Good/ Good (Leisure and Cultural
Customer Survey) (CI)
Percentage of Customers rating Libraries as
Excellent/ V.Good/ Good (Leisure and Cultural
Customer Survey) (CI)
R
Appendix 2 Performance Scorecard
Result
Ref. No. Indicator
2008/09
Result
2009/10
Result
2010/11
Result
1st Qtr
Result
2011/12
Target
D. Effective Management of Assets & Resources
People Results
CPI-133
CPI-134
CPI-135
CPI-136
CPI-139
CPI-140
CPI-141
CPI-142
CPI-143
Employee perception of leadership: index based
on a basket of 17 LCUL employee survey
questions
Employee perception of communication: index
based on a basket of 19 LCUL employee survey
questions
Employee perception of achievement culture:
index based on a basket of 17 LCUL employee
survey questions
Employee perception of employee development:
index based on a basket of 10 LCUL employee
survey questions
Average number of working days per LCUL
employee lost through sickness absence for : All
other employees (SPI)
Total number of days lost through long term
sickness absence as a percentage of total
working days available for all LCUL employees
on a rolling year basis.
Total Expenditure on LCUL training &
development as a percentage of payroll spend
Percentage of the highest paid earners among
LCUL employees, that are women : Top 2%
Percentage of the highest paid earners among
LCUL employees, that are women Top 5%
G
71.9%
-
-
-
-
68.1%
-
-
-
-
73.4%
-
-
-
-
64.4%
-
-
-
-
8.78
9.44
9.77
2.07
9.56
2.11%
2.33%
2.48
4.12
2.43
1.14%
0.87%
0.36%
Annual
>1%
39.39%
28.57%
40.91
Annual
50%
51.76%
41.67%
46.38
Annual
50%
69.27
66.97
66.53
Qtr2
57.14
20879
19666
19459
Qtr2
17314
637.44
633.87
692.6
Qtr2
621.67
210
209
228
Qtr2
204
600.78
597.83
577.61
Qtr2
504.17
Management of Assets & Resources Results
CPI-43
CPI-46
Total LCUL energy consumption (Million kWh)
Total LCUL energy consumption – Carbon
emissions (Tonnes)
Total business mileage claimed by LCUL
employees (Excl. fleet)
Total business mileage claimed by LCUL
employees – Carbon emissions (Tonnes – Excl.
fleet)
CPI-47
Total LCUL fleet fuel consumption (1,000’s litres)
CPI-44
CPI-45
Current
Status
A
R


Appendix 2 Performance Scorecard
Result
Ref. No. Indicator
CPI-48
CPI-146
Total LCUL fleet fuel consumption – Carbon
emissions (tonnes)
No. of formal Leisure and Cultural Services
complaints
2008/09
Result
2009/10
Result
2010/11
Result
1st Qtr
Result
2011/12
Target
Current
Status
1572
1616
1603
377
1,310

414
357
382
88
99.83%
98.20%
96.52
lagging
n/a
97.5%102.5%
82.80%
55.79%
58.11%
lagging
100%
CPI-152
Revenue Expenditure Vs Budget – LCUL
CPI-153
Capital Expenditure Vs Budget – LCUL
CPI-156
Percentage of LCUL PCs under 5 years old
73.92%
57.91%
30.77%
Annual
80%
CPI-159
Invoices paid within 30 calendar days as a
percentage of all invoices paid
88.00%
89.97%
91.3%
86.17%
92.33%
