libraries, archives and adult learning divisional plan 2010/2011

Libraries, Archives & Adult Learning Division Divisional Plan 2010/11

LAALDRAFT 2303010v1 1

CONTENTS Libraries, Archives & Adult Learning

PAGES

SECTION 1 INTRODUCTION & PURPOSE 2-3

SECTION 2 MISSION & VISION 4

SECTION 3 DIVISIONAL PROFILE 5-14

SECTION 4 KEY PRIORITIES AND AMBITIONS 15

SECTION 5 PERFORMANCE MANAGEMENT 16-17

SECTION 6 ACTION PLAN 18-33

SECTION 7 REVIEW EVALUATION AND MONITORING 34

APPENDIX 35


SECTION 1 INTRODUCTION & PURPOSE

Divisional Action Plan 2010/11

Welcome to the Libraries, Archives and Adult Learning Divisional Action Plan 2010/11 As part of the Directorate of Adult, Community and Housing Services, the Libraries, Archives and Adult Learning Division is committed to providing the best quality public services for local people and creating opportunities for local people to succeed. As a Division, we recognise and value the diversity of backgrounds, skills and needs within the borough and the Directorate. In our work, we will apply the philosophy of the Council, to o Listen to what local people say o Respond to what they tell us o Be accountable to local people for our performance o Provide value for money As a Division, we will contribute to the main aims of the Council Action Plan under the six themes and embrace the leadership values in all that we do in Environment Matters; Safety Matters; Learning Matters; Regeneration Matters; Caring Matters; Quality Service Matters.

We will also work as part of the Directorate to apply the following leadership values which were the outcome of the corporate Leadership Improvement Group activity: Leadership; Integrity; Good stewardship; Democracy; Empowerment; Inclusion; Partnerships; Fairness. The Libraries, Archives and Adult Learning Division includes:

• local libraries, reading and information services for key communities and groups including children and a Home Library Service,

• the Archives and Local History Service and

• an Adult and Community Learning Team who deliver a wide range of first rung learning for adults 19+ and families including Family Learning, Personal Development, Community Development, Skills Development and Employability Learning. The service is targeted in deprived wards and neighbourhoods or with priority groups. Some community based programmes offer fee paying classes with remission on fees for those in receipt of means tested benefits.


Equality & Diversity Promoting equality and diversity is integral to the Council’s vision and values. The Council’s Equality and Diversity Policy and Equality Scheme set out the overall policy framework and strategic direction. The Directorate includes its key equality and diversity objectives within the Strategic Plan. These relate to the more detailed actions included in the Directorate’s annual equality and diversity action plan. Differentiated targets for equality groups are included in the strategic plan where appropriate. Priority equality and diversity issues for the Directorate over the next three years in summary are:

• Ensuring that all policies, services and projects are delivered in line with equality strands and outcomes

• Embedding community engagement in planning and quality improvement of services

• Recognising and valuing all faiths and communities in a way which supports the development of stronger communities and

sustains community cohesion

• Ensuring a range of housing is available to meet the needs of the community

• Ensuring high customer satisfaction rates across services for all groups

• Enabling citizens to remain independent with an improved quality of life in the community

• Reducing income deprivation and poverty among vulnerable and low income households

• Ensuring that the workforce at all levels reflects Dudley’s demography and ensuring that all staff have equal access and

opportunities

• Transforming services through partnership and more efficient ways of working.

The directorate will be drawing up the following new or substantially revised policies/services which will require equality impact assessments during 2010/11 Current policies/services which will undergo equality impact assessments within Libraries, Archives and Adult Learning during 2010/11 are:

• Libraries Strategy 2011 onwards

• Level 2 being developed for Archives service developments

• Libraries acceptable use policies for public computers

• Virtual Learning environments


SECTION 2 MISSION & VISION


As part of the Directorate of Adult, Community and Housing Services, the Libraries, Archives and Adult Learning Division we are committed to contributing towards the delivery of the Directorate’s Mission:

To help people to lead fulfilled and independent lives in homes of their choice in safe and active communities. The Division contributes to this mission through the implementation of the following service specific mission statements:

• Libraries - Dudley Public Library Service is committed to providing a library service, which is ‘open and accessible to all’.

• Archives and Local History Service - aim is ‘to preserve the history of the Dudley Metropolitan Borough for todays generation and to develop a 21st century archive service.’

• Adult & Community Learning Team – are working ‘To support the economic, social and cultural regeneration of the Borough of Dudley by engaging adults and families in learning.’

5

SECTION 3 DIVISIONAL PROFILE


Link to Directorate Structure charts: <http://insidedudley/socialservices/DACHS/admin_struc_charts.htm>

Assistant Director Libraries, Archives & Adult Learning

Kate Millin

Head of Service

(Library Operations)

Jen Beardsmore

Head of Service (Library Strategy & Development)

Jayne Wilkins

Borough Archivist

Gillian Roberts

Head of Service (Adult & Community

Learning)

Ros Partridge

6

Team Details

Assistant Director: Kate Millin Tel: 01384 814745 Email: [email protected] Location: Ednam House DMG Members Jen Beardsmore, Head of Service (Library Operations) Tel: 01384 815551 Email: jen.beardsmore@dudley,gov,uk Location: Dudley Library

Ros Partridge, Head of Adult and Community Learning Tel: 01384 813976 Email: [email protected] Location: 8 Parsons Street, Dudley

Gillian Roberts, Borough Archivist Tel: 01384 815713 Email: [email protected] Location: Archives and Local History Service,

Mount Pleasant, Coseley

Viv Webb, Deputy Head of Adult and Community Services Tel: 01384 813975 Email: [email protected] Location: 8 Parsons Street, Dudley

Jayne Wilkins, Head of Service (Library Strategy and Development) Tel: 01384 812680 Email: [email protected] Location: Dudley Library

7

WHAT DO WE KNOW ABOUT OUR WORKFORCE? What is the shape of our workforce: Figures as at 31/03/10:

Libraries. Archives and Adult Learning Age Profile:

Division Under

21 21-25

26-30

31-35

36-40

41-45

46-50

51-55

56-60

61-65

66-69

70 + H/C

Libraries, Archives & Adult Learning

18 18 28 16 33 46 70 63 57 22 7 1 381

Libraries, Archives, Adult Learning Age Profile (as at 31st March 10)

9%

12%

18%

2%0%

6%

15%

5%

5% 7%

4%

17%

Under 21 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 66-69 70 +

8

The Gender profile for Libraries, Archives and Adult Learning is:

Division Male as a % Female as a % Headcount

as at March 2010

Libraries, Archives & Adult Learning

68 18% 313 82% 381

Libraries, Archives & Adult Learning Gender profile (as at 31st March 2010)

313

68

Male

Female

Ethnicity

343

3 17 5 1 120

100

200

300

400

White Mixed Asian or Asian

British

Black or Black

British

Other Ethnic

Groups

Undisclosed

Libraries, Archives & Adult Learning Ethnicity Profile (as at 31st March 2010)

9

Disability Profile

Divisional Disabled / Non-Disabled Profile as at 31st December 2009

97.46% 98.03%96.89% 96.44%

97.38%

95.68%

91.67%

2.54% 1.97%3.11% 3.56%

2.62%

4.32%

8.33%

86.00%

88.00%

90.00%

92.00%

94.00%

96.00%

98.00%

100.00%

Building

Services

Housing

Management

Services

Libraries,

Archives & Adult

Learning

Mental Health &

Learning

Disabilities

Older People &

Adults with

Physical

Disability

Policy,

Performance &

Resources

Strategic &

Private Sector

Housing

Division

%

Non-Disabled Disabled

10

Future Workforce Requirements Service issues

• Modernisation requirements The first key modernisation area within LAAL is the Transformation of Local Government, which requires us to increase the accessibility of services and information for citizens. The second is the follow on from the Libraries Modernisation process. Major remodelling of library service over the last 2 years has resulted in a more coherent and clear structure with a clear pathway for staff based around career grades. The plan for the foreseeable future is to consolidate this structure. Also to look at how libraries can support the council in doing its business in a more creative way for example training library staff when new ICT products are introduced elsewhere in the council so that they can support customers who come in to use library computers to access these products.

Adult and Community Learning has a complex structure that is being restructured along the lines of the model used in the Library service. There is a need for closer working with Children’s’ Services and to continue close work with Future Skills Dudley (FSD), especially in light of the new arrangements now that the Skills Funding Agency has been created in April 2010 and funding for education up to the age of 19 (25 for those with learning difficulties) is transferred back to the council. There is a potential issue around the availability of funding to enable training to ensure the quality of tutors in the future. The Archives and Local History service team is a small specialist team who need to cover a range of skills, some of which still need to be developed - especially project management and outreach work. There is a limit to the skills that permanent staff can develop effectively to reach new audiences. The service delivers front line service well. Outreach work has previously been perceived as an extra to the core work and this perception must change to widen participation. To date, outreach has mainly been achieved through externally funded projects. Effective use is made of work placements of people preparing to do archives courses or those on relevant courses and Future Jobs Fund staff. Volunteers contribute to the effectiveness of the service, but systems need to be developed to give them more training and support.

• Demographic changes that impact on Service The population profile of the borough is changing with an increasing proportion of older people. This will have implications for the kind of services we provide (aging tenant profile requires more extra care and adapted housing stock, different demands on library and lifelong learning services and significantly increased demand for social care services).

• Inspection Reports, Service plans and developments The recession and the likely cutbacks to Public Services will have a significant effect on the level of workforce and service that can be delivered. The ACL team are subject to OfSTED inspection which can raise issues about staff development requirements

11

New ways of working

• New models of service delivery There is an increasing emphasis throughout the Directorate on delivery of services through contracts and partnerships with other organisations, be they construction companies, third sector organisations, private companies or other government agencies such as NHS. Libraries Modernisation requires library staff to go beyond their previously traditional role, developing their information signposting role. Within Adult and Community Learning there is the need to work with all other council departments who are funded by the Skills Funding Agency as they expect the Council to operate a single contract. In addition the development of the Council’s role as a Lead Accountable Body for informal adult learning during 2010/11 will potentially have an impact on the way the service works with partners and other training organisations in the borough Archives staff need to develop skills in outreach and project management to enable the service to reach a wider range of customers and bring in additional funding to develop the service.

• Specialist staff, generic roles, support roles, breaking down professional boundaries Developments include wider roles for Library Archives and Adult Learning staff. Managers need to be skilled at managing change for their staff. Additionally, staff will require skills in working with partners in other agencies.

• Technical skills (e.g. new computer system) The recently introduced and updated ICT systems (Self Serve, RFID) require staff to develop their competence, both with the specific systems and also with ICT generally.

Staff numbers

• Staff Numbers As at 31/12/2009: LAAL 386 (180.97 FTE) DACHS Total Workforce 3141 (2318.86 FTE)

Retention

Turnover rates (01/04/09 – 31/12/09): LAAL 6.74% DACHS Total Turnover 5.57%

12

• Where is turnover particularly high? Turnover is at a reasonable level throughout the Division. It tends to be higher in public facing positions. This is not currently an issue for LAAL.

• What specific skills are being lost? There is a long term issue of the loss of knowledge when highly experienced staff retire.

• What factors cause turnover? Retirement – the workforce profile is aging. There is concern around potential conflict between pay and grading and career grades

Training and Development Implications

• Which staff groups are affected? There is a comprehensive learning and development programme which covers essential training for staff. Additional programmes are commissioned to meet specific issues for individual staff groups.

• What areas do they need training in? o legislative requirements – Training required in relevant aspects of Health and Safety for specific groups of staff. Additional

requirements will be identified from the Health & Safety audit. Equalities training required for all staff. o qualifications requirements – Requirement for NVQ 2 & 3 for front line library staff. o essential to role – relevant Health and Safety for all levels of staff; refresher training for craft staff in key areas; safeguarding

training. o divisional service priorities – training to support the transformation of social care for libraries staff, customer care training.

Developing professional skills, commissioning skills and how it differs from provider skills in Libraries, Archives and Adult Learning. Developing staff at archives to support new service delivery particularly outreach, community engagement and education. Training and developing volunteers to effectively support the professional services, providing placement opportunities for post graduate and pre archive qualification students, developing skills in applying for developing and managing external grants, delivery of continuous professional development for part time/sessional tutors resourcing implications for the ACL staff development plan.

13

• Are there any particular development needs for specific groups?

• Developing professional skills within the library and archive services

• Encouraging more Library assistants to get their ACLIP

• Need to be developing staff to be able to step up

• IT skills

• Customer care skills training

• Practical management skills training

• Commissioning skills and how it differs from provider skills

• Management and support of volunteers

• Outreach work for staff in the division who have not got experience in this area

Recruitment Implications

• Is there a need to recruit externally (to the division)? Over the longer term, in order to develop a more balanced age profile in the workforce, we will need to continue to recruit younger people through apprenticeships. In addition some of the skill sets for this division are from particular professional areas where the only employment in the Council is within this division. The division needs to recruit externally when it has not been able to develop staff with the appropriate skills within the division.

Restructure Implications

Major remodelling of library service over the last 2 years has resulted in a more coherent and clear structure with a clear pathway for staff based around career grades. The plan for the foreseeable future is to consolidate this structure. Also to look at how the division can support the council in doing its business in amore creative way for example training library staff when new ICT products are introduced elsewhere in the council so that they can advise when customers come in to use library computers and applying an online training environment that can be used for council staff as well as ACL learners.

14

Employee Survey 2009 results and actions The Library, Archive and Adult Learning division results in the Employee Survey 2009 were very encouraging, but also outline some areas for development. Results:

• There was an improvement of 10.3% in the number of respondents who were proud to work for Dudley Council.

• 98.6% of LAAL respondents had received a Personal Review and Development meeting in the previous year and increase of 1.5% from the previous survey.

• The percentage of respondents who said the building/ base they work in enables them to do their job increased by 11.3%

• 94.5% of LAAL respondents thought that communication with their line manager/supervisor was good a 5.9% increase from the previous survey

• 90.5% of respondents felt their team responded well to new challenges - 0.8% down from the previous survey, but 90.1% felt that the management of their team was highly professional which is an improvement of 14.8%

• 58.3% of respondents felt that they were involved in the development of plans or setting of targets

• 70.4% of respondents felt that good performance is always recognised, an increase of 16.8%

• There was a 20.8% increase in the number of respondents who felt that the management of their division was highly professional to 84.1%

• 79.1% of respondents felt that the communication within the directorate is good an increase of 29.8% from the previous survey Actions:

• improve the involvement of staff in the development of the service/ business plan and targets for their teams

• improve the systems for recognition of good performance

• Continue to develop management competencies for management staff

• Continue work to improve the communication systems within the Libraries, Archives and Adult Learning Division

15

SECTION 4 KEY PRIORITIES AND AMBITIONS


Summary of priorities and ambitions

The Division is committed to providing services fit for the 21st Century. As a result each section is developing and implementing challenging programmes to transform and modernise services to meet the needs of customers and learners in the borough. The Libraries, Archives and Adult Learning Division expanded priorities for 2010/11 are to:

• Increase access to Skills for Life and Information to strengthen individuals in their local communities by the development of programmes, activities and events in all sections of the division

• Widen participation in Adult and Community Learning through ensuring that adult learning is planned and delivered in community settings to meet individual and group needs.

• Contribute to improved health and well being of adults and families through learning

• Work in partnership to implement the Dudley Borough Post 19 Learning and Skills Strategy

• Implement the Parenting Support and Family Learning Strategy (led by Dudley Children’s Partnership)

• Target engagement in learning to support economic and employability outcomes.

• Develop positive activities for adults and older people and support the implementation of Personalising Adult Social Care programme Putting People First.

• Updating the strategy for the library service including the development of a clear offer for the service and continuing the roll-out of RFID (radio frequency identification) self-service computer technology to more libraries and refurbishment of libraries as resources become available

• Develop plans to transform the Archives and Local History Service including implementing the Archives new build project, continuing the policy revision programme, developing partnerships and funding packages and provide professional expertise to help the Council in developing its Digital and Records Management Policies.

• Improving local partnership working to address community priorities and deprivation. by continuing to offer support and assistance in developing skills and employability through adult learning

• Support the Heritage, Culture and Leisure Partnership review and implementation of the Cultural Strategy

• Embed community engagement in planning and quality improvement of services using the Corporate Engagement database and strategy

• Positive engagement with children and families to support ‘Every Child matters’ outcomes by the development of programmes, activities and events in all sections of the division

16

SECTION 5 PERFORMANCE MANAGEMENT


In 2009/10 we achieved:

• The Summer Reading Scheme: met all of its targets Over 3,183 children started (target 2000) and 1,705 completed the Six Book Reading Challenge, which is 54% of starters (target 1156). This was despite the Kingswinford Library being closed for extension and refurbishment

• Carers’ Information Centres: All 13 Dudley Libraries have been designated as Carers’ information Centres. This initiative was be launched on 4th December 2009 - Carer’s Right’s Day. All library staff to be trained to be ‘Carer Aware’ using an online package.

• Reading group for adults with complex needs successfully established at Wordsley Library working with Amblecote centre, and two at Lye Library, for people with learning difficulties - one for Asian men and one for Asian women .

• Dudley Archives and Local History Service achieved a successful Transformation Fund project using oral history to build advocates with local business community and councillors and has been recommended for an Archives Pace Setters branding by The National Archives.

• Organisation of 3 community information days with partners to provide information, training opportunities and support for people without work. Over 400 people attended. Delivery and organisation / support with community partners of 4 community fun days

• Libraries and Archives were visited by Roy Clare, Chief Executive of the Museums, Libraries and Archives Council. He saw our innovative Library Links work which is now being used by the MLA as a model of good practice for other Authorities needing to modernise their Library provision. There have also been visits by a number of other library authorities to learn from our experience in modernising the library service.

• Adult and family learning campaigns such as Adult Learners Week, Family Learning Week, Black History Month, International Women’s Week, The Learning Revolution, have resulted in successful engagement of learners.

• 7000 individual learners have taken part in ACL learning programmes in over 11,000 enrolments.

• Over 1300 adult learners were aged 60+ years. Learning, in all its forms, can make a great difference to the wellbeing and quality of life after 50. People who have the opportunity to engage with others and to remain physically and socially active live longer and healthier, and make fewer demands on public services.

• I68 unemployed individuals including a number with learning disabilities were supported into employment through learning interventions.

• The Team developed the ArtSpace project, funded by the Department of Business, Innovation and Skills in partnership with Dudley Arts Council and DMBC Arts Development Team to support new models of engagement of adult learners in a high street shop in Dudley. Between January to March 2010 1962 people visited the project and 171 enrolled in learning workshops. 61 local artists were engaged in the project generated work for 30 part time arts tutors.

• Approximately 140 adult learning classes ran in all aspects of ICT delivery. Examples range from introduction to computers, courses to enhance your photographs and courses to help you get a job.

17

• Adult Community Learning had a City and Guilds External Verification visit for School Support programmes and maintained our grading and gained direct claims for the new Supporting Teaching and Learning in Schools award at both Level 2 and 3 (December 2009).

• Adult and Community Learning Team received an achievement award for the Local Employment Partnership certificate for partnership working (April 2009).

• The Adult and Community Learning Team Organised of 3 community information days with partners to provide information, training opportunities and support for people without work. Over 400 people attended. Delivery and organisation / support with community partners of 4 community fun days.

• The Adult Learning Team has been highlighted by an OFSTED report on good practice Family Learning provision Grade 2, good. (July 2009)

• The Adult Community Learning Team achieved Matrix standard for Information Advice and Guidance service provided.

• Joint working projects have been used as examples of good practice in adult learning in the Museums, Libraries and Archives report Building Learning Communities (February 2010).

• Dudley Archives obtained funding from the Museums Libraries and Archives Council (MLA) to deliver curriculum based learning resources on chainmaking in partnership with the Black Country Living Museum and High Arcal School Sedgley.

• Dudley Archives completed the Logjam survey of the service’s collection which represents the first total quantification of the Dudley MBC’s archive holdings at Dudley Archives and Local History Service.

• Volunteer hours totalling 1,514.5 were achieved at Dudley Archives and Local History Service.

• 1,851 people attended events run by Archives

• Achievement of extension to staffed library opening hours 752.5 per week, which is a net increase of 80 staffed opening hours per week.

• 55,373 people attended events and activities in Dudley Libraries for 2009/2010:

• Libraries Universal Ticket Scheme: We have joined the universal Ticket Scheme which means that any Dudley Library user can use any Library in England.

• Successful programme of event and promotion of Dudley Library Centenary celebrations. Events included, art council projects, an Edwardian tea party to celebrate the day, and author visits throughout the year.

Risk Management arrangements Risk management in Dudley M.B.C. continues to follow recognised risk management principles, they are:

� Risk identification and analysis should be undertaken at the earliest opportunity in the business processes and project assessment � Emphasis is placed upon assigning risk ownership and mitigating actions (controls) � A central, corporate risk register should be used by all directorates for recording and updating risks. � Risk controls/mitigating actions should be regularly reviewed and tested for efficacy.

18

To ensure a consistent approach and practical application of the aforementioned principles, a Risk Assurance Protocol (1) (appendix 1) is in operation. This procedure is linked to the electronic risk database (JCAD Risk) which is in operation throughout all directorates and managed and monitored via all senior management teams. This process is also aligned to the Quarterly Corporate Performance Report with a dedicated risk section and exception report applying.

19

SECTION 6 Libraries, Archives and Adult Learning Divisional Action Plan 2010/11


Jobs and Prosperity

Priority JP1 Provide employment opportunities for residents of the borough, and ensure they possess the necessary range of skills

Objective 1 To increase the number of people in the borough able to access training and job opportunities, leading to sustained employment.

Timescales ref High Level Activity OHOCOS

Start Finish Linkages to other plans Lead Officer

JP1.1a Target engagement with priority groups and in priority neighbourhoods to support employability and reduction of worklessness.

Making a positive

contribution

April 2010

March 2011

Council Plan, EDRP, Equality & Diversity Plan, Strategic Plan (JP1.1e),

Workforce & Training Plan, Post 19 Learning and Skills Strategy

Ros Partridge

JP1.1b

Work in partnership to support the development of skills for life opportunities for Dudley Council staff and potential employees.

Making a positive

contribution

April 2010

March 2011

Council Plan, EDRP, Equality & Diversity Plan, Strategic Plan (JP1.1a),

Workforce & Training Plan, Post 19 Learning and Skills Strategy

Kate Millin

JP1.1c

Support the Dudley Employment Hub through the delivery of work related programmes, including job matching.

Making a positive

contribution

April 2010

March 2011

Council Plan, EDRP, Strategic Plan (JP1.1b) Post 19 Learning and Skills

Strategy Viv Webb

JP1.1d

Provide access to and provision of information and advice to strengthen individuals in their local communities.

Making a positive

contribution

April 2010

March 2011

Council Plan, EDRP, Equality & Diversity Plan, Strategic Plan (JP1.1c), Post 19 Learning and Skills Strategy

Kate Millin

targets Key Performance Indicators

2009/10 result/forecast 2010/11 2011/12 2012/13

Lead Officer

Number of individuals in receipt of discrete information advice and guidance interviews

250 250 250 250 ACL

Maintain total number of library enquiries 155,533 187,500 187500 187500 Libraries

Maintain the number of archives enquiries 813 820 820 820 Archives

Increase funding enclosures ordered from the archives research service £2326 £2,400 £2,400 £2,400 Archives

ACL KPI 6 Number of employers supported 45 45 45 45 ACL

ACL KPI 7 Number of individuals gaining employment 100 100 100 100 ACL

ACG0012 ACG 0009

Services do not meet the needs of existing and potential customers of the Library, Archive and Adult Learning Division Adult and Community Learning fail to achieve required standards of service delivery

Kate Millin Kate Millin

20

Jobs and Prosperity

Priority JP1 Provide employment opportunities for residents of the borough, and ensure they possess the necessary range of skills

Objective 1 To increase the number of people in the borough able to access training and job opportunities, leading to sustained employment.



Directorate Priority 9 Strengthening communities through individual learning and job creation.

JP1.1e Lead the co-ordination of the Post 19 Learning and Skills Strategy Group and implement the Borough Action Plan

Making a positive

contribution

April 2010

March 2011

Council Plan, EDRP, Strategic Plan (JP1.1d) Post 19 Learning and Skills

Strategy Kate Millin

Objective 2 To broaden the skills base of Borough residents in order for them to obtain and sustain employment

JP1.2a Facilitate the provision of skills for life support and learning opportunities

Making a positive

contribution

April 2010

March 2011

EDRP, E & D, LAAL Divisional Action Plan (JP1.2a), Post 19 Learning and

Skills Strategy Kate Millin

Objective 3 To alleviate hardship suffered by households resulting from low incomes and vulnerable to changes with the economy

JP1.3a Support and encourage the development of digital literacy and use of digital resources.

Making a positive

contribution

April 2010

March 2011

Council Plan, EDRP, Equality & Diversity Plan, Strategic Plan (JP1.3a), Post 19 Learning and Skills Strategy

Jayne Wilkins/ Viv Webb


2009/10 result/forecast 2010/11 2011/12 2012/13

Lead Officer

Libraries acceptable use policies for public computers reviewed � Libraries JW

Virtual Learning environment set up for ACL � ACL

Public WiFi access pilot completed � Libraries JW

Number of adults participating in the archives computer buddy scheme Set baseline 4 6 8 Archives

Provide Future Jobs Fund placements in LAAL 107 LAAL

Number of adults on Skills for Life courses 400 400 400 400 ACL

Number of Archive graduate placements provided 4 5 6 Archives

Number of library apprentice places provided 2 2 2 2 Libraries JB

% achieving qualifications towards level 1 & 2 90% 90% 90% 90% ACL

ACG0012 Services do not meet the needs of existing and potential customers of the Library, Archive and Adult Learning Division Ros Partridge

Services do not meet the needs of existing and potential customers of the Library, Archive and Adult Learning Division Kate Millin

21

Health and Wellbeing

Priority HW 3 Tackle inequality in physical health and mental wellbeing



Objective 2 Improve access to personalised health, housing and social care services for the elderly and vulnerable

HW3.2c Ensuring the provision and delivery of health and wellbeing information through the LAAL network and opportunities through learning programmes.

Improved health

April 2010

March 2011

H & W, Equality & Diversity Plan, Strategic Plan (HW3.2c)

Kate Millin

HW3.2e Develop the methodology for capturing the impact of LAAL services on physical and mental health and wellbeing.

Making a positive

contribution

April 2010

March 2011

MH & LD Plan, Strategic Plan, Post 19 Learning and Skills Strategy

Kate Millin


2009/10 result/forecast 2010/11 2011/12 2012/13

Lead Officer

Health and well being information event held 1 1 1 Libraries JW

Successful completion of Transforming Social Care Library project � Libraries JW

Methodology of LAAL impact created � Kate Millin

Level 2 EIA being developed for Archives service developments � Archives

ACG0012 Ros Partridge


22

Health and Wellbeing

Priority HW 3 Tackle inequality in physical health and mental wellbeing

Objective 4 Improve people’s mental health and wellbeing to ensure vulnerable people are safeguarded

Directorate Priority 2 To improve arrangements for safeguarding and protecting vulnerable adults in line with the recommendations of the Adult Social Care Inspection June 2009.



HW3.2d Support those with mental ill health and learning disabilities to engage with learning and employability support

Making a positive

contribution

April 2010

March 2011

MH & LD Plan, Strategic Plan (HW3.2d), Post 19 Learning and Skills

Strategy Ros Partridge

HW3.2f Maintain process to ensure that Adult and Children’s safeguarding is managed effectively in LAAL

Making a positive

contribution

April 2010

March 2011

MH & LD Plan, Post 19 Learning and Skills Strategy

Kate Millin

HW3.2g Develop curriculum to support the learning needs of older adults

Making a positive

contribution

April 2010

March 2011

Older Peoples Strategy, Post 19 Learning and Skills Strategy

Ros Partridge


2009/10 result/forecast 2010/11 2011/12 2012/13

Lead Officer

% of adults on learning programmes with learning, physical sensory disabilities

21% 18% 18% 18% ACL

Number of adults on learning programmes with mental ill health 240 240 240 240 ACL

Number of adults age 60 plus in organised learning programmes 1300 1300 1300 1300 ACL

ACG0012 Ros Partridge


23

Heritage, Culture and Leisure

Priority CL1 Ensuring that heritage and culture is preserved, developed and promoted for all; and celebrated and used by all

Objective 1 To increase participation in leisure, recreational and cultural activities for learning, health improvement, socialising and personal growth. Timescales

ref High Level Activity OHOCOS Start Finish

Linkages to other plans Lead Officer

CL 1.1a Deliver a LAAL programme of events and activities Making a positive

contribution

April 2010

March 2011

Heritage, Culture and Leisure Partnership, Strategic Plan

(CL 1.1a) Kate Millin

CL 1.1b Increase participation in LAAL services and develop access.

Making a positive

contribution

April 2010

March 2011

Heritage, Culture and Leisure Partnership, Strategic Plan

(CL 1.1b) Kate Millin

CL 1.1c Contribute to Dudley being a "Reading Borough" with literate and fluent readers.

Making a positive

contribution April 2010

March 2011

Heritage, Culture and Leisure Partnership, Post 19 Learning and

Skills Strategy, Strategic Plan (CL 1.1c)

Jayne Wilkins

Objective 2 To increase the number of people accessing up-to-date and co-ordinated information about recreational and cultural activities and venues

CL1.2a Develop the role of libraries in delivering information. Making a positive

contribution

April 2010

March 2011

Heritage, Culture and Leisure Partnership, Strategic Plan (CL1.2a)

Jayne Wilkins

Objective 3 To increase the number of people having influence over the type and availability of recreational and cultural activities and venues

CL1.3a Support the Heritage, Culture and Leisure Partnership in implementing the Cultural Strategy.

Making a positive

contribution

April 2010

March 2011


Kate Millin

CL1.3b Develop a programme of engagement to involve Library, Archives and Adult Learning users in services and their development.

Making a positive

contribution

April 2010

March 2011

Heritage, Culture and Leisure Partnership, Post 19 Learning and Skills

Strategy, Strategic Plan (CL1.3b) Kate Millin


2009/10 result/forecast 2010/11 2011/12 2012/13

Lead Officer

Implementing the library Information Services Review. √ Libraries JW

Library customer forums set up and maintained 5 5 5 5 Libraries JB

Numbers attending library events and activities 55,373 55,000 55,000 55,000 Libraries JW/JB

Specific library engagement events delivered 7 10 10 10 Libraries JW

Library stock issues 1,547,937 1,600,000 1,600,000 1,600,000 Libraries JW/JB

ACG0012 ACG0001 ACG008 ACG0003 ACG0004 ACG0013

Services do not meet the needs of existing and potential customers of the Library, Archives and Adult Learning division. Non achievement of LAAL outcomes due to partnerships not working effectively Not achieving improvement in The National Archives self assessment score Loss of unique materials stored at archives Failure to deliver on the relocation of the archives project Failure to achieve the desired standards for children and young people in Dudley for reading, speaking and literacy skills (Every Child matters & Every Child a Talker)

Kate Millin

24


Priority CL1 Ensuring that heritage and culture is preserved, developed and promoted for all; and celebrated and used by all Timescales



Directorate Priority 3 Progress new building for archives and local history service

CL1.3c Implementing the Archives New build project Making a positive

contribution

April 2010

Dec 2012

Council Plan, LAAL Divisional Action Plan, Strategic Plan (CL1.3c) Heritage,

Culture and Leisure Partnership Kate Millin

Objective 4 To protect, preserve and develop for appropriate use the unique heritage of the borough for this and future generations

CL1.4a Archive service collecting material in line with the collection policy

Making a positive

contribution

April 2010

March 2011

Strategic Plan (CL1.4c), Heritage, Culture and Leisure Partnership

Gillian Roberts

CL1.4b

Implement events and activities by the archive service in line with The National Archives self assessment requirements.

Making a positive

contribution

April 2010

March 2011

Heritage, Culture and Leisure Partnership

Gillian Roberts

CL1.4c

Number of collections catalogued to reduce cataloguing backlog as defined by Logjam programme.

Making a positive

contribution

April 2010

March 2011


Gillian Roberts

CL1.4d

Number of record series receiving conservation/preservation treatment as defined by National Preservation Office survey

Making a positive

contribution

April 2010

March 2011


Gillian Roberts

CL1.4e

Supporting digital and records management by actively contributing to the information services strategy group; legal admissibility of electronic records and e-Dudley groups

Making a positive

contribution

April 2010

March 2011


Gillian Roberts


2009/10 result/forecast 2010/11 2011/12 2012/13

Lead Officer

Maintain The National Archives self assessment score for Archives service

2* 2* 2* 3* Archives

Numbers attending archive events and activities 1,368 1,600 1,700 1,800 Archives

ACG0012 ACG0001 ACG008 ACG0003 ACG0004

Services do not meet the needs of existing and potential customers of the Library, Archives and Adult Learning division. Non achievement of LAAL outcomes due to partnerships not working effectively Not achieving improvement in The National Archives self assessment score Loss of unique materials stored at archives Failure to deliver on the relocation of the archives project

Kate Millin

25


Priority CL1 Ensuring that heritage and culture is preserved, developed and promoted for all; and celebrated and used by all Timescales



Objective 5 To increase the number of people celebrating and experiencing diverse traditions and cultural activities

CL1.5a Deliver a shared work plan for archives staff and volunteers

Making a positive

contribution

April 2010

March 2011


Gillian Roberts

Objective 7 To increase people participating in 2012 Olympiad activities

CL1.7a Support and facilitate Dudley's Cultural Olympiad Programme by developing linked programmes of activity

Making a positive

contribution

April 2010

March 2011


Kate Millin


2009/10 result/forecast 2010/11 2011/12 2012/13

Lead Officer

Number of archives projects involving volunteers 1 2 2 2 Archives

ACG0012 ACG0001 ACG0008

Services do not meet the needs of existing and potential customers of the Library, Archives and Adult Learning division. Non achievement of LAAL outcomes due to partnerships not working effectively Not achieving improvement in The National Archives self assessment score

Kate Millin

26

Environment and Housing

Priority EH1 Address the state of the Borough’s environment, through the responsible actions of individual people, groups & organisations

ref Key Activities OHOCOS Timescales Linkages to other plans Lead Officer

Objective 3 To address the local causes and impact of climate change

EH1.3a Support the achievement of the DACHs Sustainability Action Plan outcomes

Making a positive

contribution

April 2010

March 2011

Sustainability Plan Ros Partridge

EH1.3b Enabling access to services by partnership working with co-located or hosted services.

Making a positive

contribution

April 2010

March 2011

Sustainability Plan Kate Millin


2009/10 result/forecast 2010/11 2011/12 2012/13

Lead Officer

Theme 1- Reduce the use of energy Action 1.1 Reduce day to day energy consumption Action 1.2 Begin systematic use of the Carbon Trust’s energy walk-round checklist in offices Action 1.3 Rationalise and reduce number of printers in use in offices

8%+ reduction in Year 1 - 6 month review of progress To be established To be established once baseline confirmed

Ros Partridge

Theme 2 - Evidence and promote the outcomes of sustainability initiatives Action 2.1 Establish Divisional Sustainability Champions to support actions in this plan Action 2.2 Implement the corporate policy on sustainable procurement. Action 2.3 Continually review mechanisms to collect robust data to evidence progress Action 2.4 Promote the good news stories which demonstrate success

Maximise coverage at DACHS buildings Positive influence on procurement decisions & demonstrable evidence tenders start to accommodate sustainability principles Accumulate evidence of how actions have led to savings Demonstrating greater awareness and personal commitment to actions as a result.

Ros Partridge

Theme 3 - Reduce the use of Paper Action 3.1 Reduce paper use Action 3.2 Increase the proportion of paper from renewable sources or recycled supplies. Action 3.3 Reduce e-mail traffic Action 3.4 Increase proportion of our waste paper and cardboard that is recycled

Once confident baseline measures identified to set realistic % decreases To be set once baseline established Reduce overall volume/ reduction in proxy indicators Overall reduction and shift in volume and frequency balance from trade waste to recycled waste

Ros Partridge

Theme 4 - Reduce the use of plastic Action 4.1 Reduce use of plastic items in offices

Reduction from baseline on overall use/volumes purchased Ros Partridge

Theme 5 - Reduce the use of transport Action 5.1 Minimise the number of journeys made on Council business Action 5.2 Minimise the number of car journeys made commuting to work

% reduction target to be set once baseline established TBC Ros Partridge

27

Individual and Community Learning

Priority ICL1 Widen participation in adult and family learning to enhance personal and social development, knowledge and skills, employment, health and wellbeing

Objective 1 To increase the number of adults and families engaged in learning for personal interest. Timescales



ICL1.1a Widen participation in personal and informal learning involving adults, families and communities.

Making a positive

contribution

April 2010

March 2011

Council Plan, Post 19 Learning and Skills Strategy,

Kate Millin

ICL1.1b Implement Post 19 learning and skills strategy for Dudley Leadership

Domain April 2010

March 2011

Council Plan, Strategic Plan (ICL1.1a), Post 19 Learning and Skills Strategy,

Kate Millin


2009/10 result/forecast 2010/11 2011/12 2012/13

Lead Officer

KP1 (ACL) Number of adults participating in pre-learning community engagement activities

2600 2700 2700 2700 ACL

KPI 2 (ACL) Individual adult learners 19+ in ACL team programmes 6500 6000 6000 6000 ACL

%from BME groups adult learners 19+ 15% 15% 15% 15% ACL

% from priority wards/neighbourhoods adult learners 19+ 28% 26% 26% 26% ACL

Number of library visits 1,245,150 1250000 1250000 1250000 Libraries

Number of archives visits 3617 3656 3692 3729 Archives

Number of productions of archives materials 2788 2816 2844 2872 Archives

ACG0012 ACG0009 ACG0008

Services do not meet the needs of existing and potential customers of the Library, Archive and Adult Learning Division Adult and Community Learning fail to achieve required standards of service delivery Not achieving improvement in The National Archive self assessment score

Kate Millin Kate Millin Kate Millin

28





Objective 2 To improve numeracy, literacy and life skills of children and adults to improve life chances.

ICL1.2a Provide opportunities for children, young people and adults to develop skills for life and work

Improved quality of

life

April 2010

March 2011

Strategic Plan (ICL1.2a), , Post 19 Learning and Skills Strategy,

Kate Millin

ICL1.2b Provide opportunities for children and young people to develop fluent reading skills.

Improved quality of

life

April 2010

March 2011

Strategic Plan (ICL1.2b), Post 19 Learning and Skills Strategy, Parenting Support and Family Learning Strategy

Kate Millin

ICL1.2c Supporting the implementation of the parenting support and family learning strategy (led by DCP)

Improved quality of

life

April 2010

March 2011

Strategic Plan (ICL1.2c), Post 19 Learning and Skills Strategy, Parenting Support and Family Learning Strategy

Ros Partridge


2009/10 result/forecast 2010/11 2011/12 2012/13

Lead Officer

Rattle and rhyme sessions held in every library 13 13 13 13 Libraries JW/JB

Bookstart packs delivered: stage 1 (new births) 100% 100% 100% 100% Libraries JW

Stage 2 (1 – 2 years old) 100% 100% 100% 100% Libraries JW

Stage 3 (3 years old) 100% 100% 100% 100% Libraries JW

Number of teenage reading groups 3 3 3 3 Libraries JW/JB

Number of family reading groups 1 2 2 2 Libraries JW

Number of NEET young people (16 – 19) engaged with libraries 70 80 80 80 Libraries JW

Number of Dads and families sessions 11 12 12 12 Libraries JW/JB

Number of Chatterbooks Groups 5 5 5 5 Libraries JW

Number of 4 – 12 year olds who start the Summer Reading Challenge 3026 3000 3000 3000 Libraries JW

Number of boys participating in the Summer Reading Challenge 701 700 700 700 Libraries JW

Number of starters who complete the Summer Reading Challenge 1714 1700 1700 1700 Libraries JW

Number of 4 – 12 year olds who are members of the Library 73% 73% 74% 74% Libraries JW/JB

% of children in the borough who participate in the Summer Reading Challenge

11% 11% 11% 11% Libraries JW

Number of adults participating in Family Literacy Language and Numeracy programmes.

316 200 200 200 ACL

ACG0012 ACG 0009 ACG0013

Services do not meet the needs of existing and potential customers of the Library, Archive and Adult Learning Division Adult and Community Learning fail to achieve required standards of service delivery Failure to achieve the desired standards for children and young people in Dudley for reading, speaking and literacy skills (Every Child matters & Every Child a Talker)

Kate Millin Kate Millin Kate Millin

29





Objective 3 To improve access to extended-use venues for adults and families in order to participate in learning activities

ICL1.3a Facilitate improved and extended access to venues for informal adult learning.

Improved quality of

life

April 2010

March 2011

Strategic Plan (ICL1.3a), Heritage, Culture and Leisure Partnership, Post

19 Learning and Skills Strategy, Kate Millin

ICL1.3b Support the outcomes of the Learning Revolution through the development of Lead Accountable Body status for the Council

Improved quality of

life

April 2010

March 2011

Post 19 Learning and Skills Strategy, Kate Millin

Objective 4 To increase participation in learning through affordable learning provision

ICL1.4a Facilitate affordable learning. Leadership

Domain April 2010

March 2011

Strategic Plan (ICL1.4a) Kate Millin


2009/10 result/forecast 2010/11 2011/12 2012/13

Lead Officer

Sign the agreement for lead accountable body status � Kate Millin

ACG0012 ACG 0009



30


Priority ICL2 Remove barriers to learning and supporting local people, particularly vulnerable groups, to raise aspirations and to realise their potential

Objective 1 To narrow the gap in educational achievement between vulnerable key groups of children and young people and the borough average Timescales



ICL2.1a

Provide opportunities for children and young people to develop speaking and listening skills as part of their literacy development

Improved quality of

life

April 2010

March 2011

Strategic Plan (ICL2.1a), Post 19 Learning and Skills Strategy, Parenting Support and Family Learning Strategy

Jayne Wilkins

Objective 2 To reduce the number of people who are disadvantaged by language difficulties in accessing services and opportunities

ICL2.2a Implement the Borough English as a Second Language (ESOL) Action Plan

Improved quality of

life

April 2010

March 2011

ESOL Action Plan, Strategic Plan (ICL2.2a), Post 19 Learning and Skills

Strategy Ros Partridge

Objective 3 To equip adults, children and young people with the right skills to meet employer demand in the current economic climate

ICL2.3a

Facilitate the development of a clear learning journey ranging from first engagement of learners to work towards the increase the number of staff and local residents at level 4 and appropriate vocational qualifications.

Improved quality of

life

April 2010

March 2011

Strategic Plan (ICL2.3a) Post 19 Learning and Skills Strategy

Ros Partridge

Objective 4 To provide adults and young people with the best access to careers information, work experience and training/apprenticeship programmes to enable them to make better choices about their future employment

ICL2.4a

Maintain the delivery of good quality accredited information, advice and guidance for Adult Learning.

Making a positive

contribution

April 2010

March 2011

Strategic Plan (ICL2.4a) Post 19 Learning and Skills Strategy

Ros Partridge

ICL2.4b Providing volunteer, work experience, apprenticeships and training opportunities through applying the DACHS volunteer policy

Making a positive

contribution

April 2010

March 2011

Economic Development Strategic Plan Regeneration Partnership, Strategic

Plan (ICL2.4b) Post 19 Learning and Skills Strategy

Kate Millin


2009/10 result/forecast 2010/11 2011/12 2012/13

Lead Officer

Adults participating in pre-entry and entry level ESOL classes Set base 100 100 100 ACL

No of Libraries volunteers 25 50 50 50 Libraries JW/JB

No of Archives volunteer hours 1514 1530 1545 1560 Archives

ACG0012 ACG 0009



31

Community Safety

Priority CS1 Strengthening trust and confidence by working to prevent and reduce crime and antisocial behaviour

Objective 1 Reduce the number of people who are victims of all crime including antisocial behaviour Timescales



CS1.1a Implement the ‘Be Safe’ / Safeguarding guidelines for learners and staff.

Making a positive

contribution

April 2010

March 2011

Community Safety Plan & H & S Post 19 Learning and Skills Strategy

Kate Millin

Objective 2 Improve confidence in action taken to tackle the problems that matter most to the community

CS1.2a Work with partners to develop a "human library" offer.

Making a positive

contribution

April 2010

March 2011

Heritage, Culture and Leisure Partnership, Equality & Diversity Action

Plan, Council Plan, Strategic Plan (CS1.2a)

Jayne Wilkins

Objective 3 Improve quality of partnership delivery of services to communities

CS1.3a Investigate opportunities for services to work with partners and colleagues to provide improved services for communities.

Making a positive

contribution

April 2010

March 2011

Community Safety Plan & H & S Heritage, Culture and Leisure

Partnership Kate Millin


2009/10 result/forecast 2010/11 2011/12 2012/13

Lead Officer

Run one “human library” event � Libraries JW

ACG0012 Services do not meet the needs of existing and potential customers of the Library, Archives and Adult Learning division. Kate Millin

32

Quality Service ensure we provide efficient and effective services that demonstrate value for money for the people of the Borough

Priority QS1 Governance Objective 1 Achieve a consistent, transparent and effective approach to performance management across the Council



Objective 3 Develop quality community engagement & consultation DACHS Priority 11 Embed community engagement in planning and quality improvement of services

QS1.3a Establish an approved library forum network Making a positive

contribution

April 2010

March 2011


Jen Beardsmore

Objective 4 Transforming services to meet customer needs that maximise tangible returns

QS1.4a Apply DACHS Volunteer Strategy in LAAL Making a positive

contribution

April 2010

March 2013



QS1.4b Revise and update strategy for libraries Leadership

Domain April 2010

March 2011

Strategic Plan (QS1.4h) Heritage, Culture and Leisure Partnership

Jayne Wilkins/Jen Beardsmore

DACHS Priority 10 Transforming services through partnerships and more efficient ways of working.

QS1.4c Developing and maintaining services to meet the existing and emerging needs

Making a positive

contribution

April 2010

March 2011



QS1.4d

To ensure appropriate services are delivered to all community groups through a programme of completing Equality Impact Assessments

Freedom from discrimination

April 2010

March 2011

Equality & Diversity Plan Kate Millin


2009/10 result/forecast 2010/11 2011/12 2012/13

Lead Officer

Libraries Strategy 2011 onwards revised and adopted � Libraries JW

Customer satisfaction and feedback quarterly returns completed � LAAL

Library customer forums to be set up � Libraries JB

ACG0012 Services do not meet the needs of existing and potential customers of the Library, Archives and Adult Learning division. Kate Millin

33

Quality Service ensure we provide efficient and effective services that demonstrate value for money for the people of the Borough

Priority QS1 Governance Timescales



DACHS Priority 10 Transforming services through partnerships and more efficient ways of working.

QS1.4e Confident and competent staff and managers contributing to a learning organisation

Leadership Domain

April 2010

March 2011

Post 19 Learning and Skills Strategy, Workforce Development Plan

Kate Millin


2009/10 result/forecast 2010/11 2011/12 2012/13

Lead Officer

PRD interviews and reviews carried out and outcomes implemented � LAAL

ACG0005 Services do not meet the needs of existing and potential customers of the Library, Archive and Adult Learning Division Kate Millin

34

Quality service: Ensure we provide efficient and effective services that demonstrate value for money for the people of the Borough

Priority QS2 Resource efficiency

Objective 1 Effective people management, ensuring we have the right people, in the right place with the right skills Timescales



QS2.1a Implement the workforce development action plan Leadership

Domain April 2010

March 2011

Post 19 Learning and Skills Strategy, Workforce Development Plan

Kate Millin

QS2.1b Implement actions arising from the Employee Survey. Leadership

Domain

April 2010

March 2011

Workforce Development Plan Kate MIllin

Objective 3 Robust planning framework, clarity of what we need to do today and in the medium term

QS2.3a Implement the post-inspection Quality Improvement Action Plan for Adult and Community Learning.

Leadership Domain

April 2010

March 2011

Post 19 Learning and Skills Strategy Kate Millin


2009/10 result/forecast 2010/11 2011/12 2012/13

Lead Officer

ACL Self Assessment Report implemented � ACL ACG0005 Services do not meet the needs of existing and potential customers of the Library, Archive and Adult Learning Division Kate Millin

35

SECTION 7 REVIEW EVALUATION AND MONITORING


Each quarter the action plan contained within this document will be monitored by the Management Information Team. You will each be required to provide a progress report and to identify one of three performance rating symbols (see below) to identify the current progress of the actions that you are responsible for. This information will then be used to inform the Directorate Strategic Plan and Council Plan monitoring report, that contributes to the Directorate quarterly performance monitoring report and the Corporate Performance monitoring report that is presented to Corporate Board. The Management Information Team will work with each of the Divisions to ensure that this information is collated, reported and communicated in an effective and efficient manner.

� Good � Fair � � � � Behind Schedule

36

Appendix 1 Performance/Risk Management Assurance Protocol

Directorate: Adult, Community and Housing Services Division: ................................................................................................. Quarter ended: ........................................................

Review criteria Y N

1 Have any objectives for your Directorate changed, e.g. new services or projects? (Should this be the case, please ensure that new significant risks and corresponding mitigating actions are identified)

2 Have risks been clearly identified and adequately described?

3 Are the risk owners still valid? (e.g. the most appropriate / still in post?)

4 Are the risks still valid? (e.g. still current or have they now past?)

5 Are review dates still valid? (dependant on risk status in accordance with the separate guidance notes)

6 Have all mitigating actions been identified and are they operating as intended?

7 Is the assessment of each mitigating action in reducing the likelihood and/or impact still correct?

8 Is the CURRENT risk rating of the risk still valid? i.e. in accordance with the standard impact/probability guidance (also see note 3)

9 Have there been any significant worsening of risks since last review * (note 2)

Additional information/notes:

1/ The Assurance Protocol will need to be completed by the relevant Director liaising with the Risk Champion to determine the arrangements are place to ensure compliance. 2/ Where significant worsening of risk/s has occurred, directors will also consider additional, formal reports to appropriate committee/s. 3/ All risks with a current risk rating of ‘major’(red) will also be reviewed via the Quarterly Corporate Performance Report.

List of significant partnerships and projects assumed included in the above:

Significant partnership / project DMBC Lead Officer

Health & Well Being Partnership Brendan Clifford

Older People’s Board Maggie Venables

Heritage, Culture & Leisure Partnership Linda Sanders

Adults Safeguarding Board Richard Carter

Physical & Sensory Disabilities Board Maggie Venables

Mental Health Board Richard Carter

Supporting People Commissioning Body Ron Sims

Learning Disability Partnership Board Richard Carter

Assistant Director........................................................ Date: .....................................................................................

libraries, archives and adult learning divisional plan 2010/2011

Documents