Improving the culture and sport offer to our communities'

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Improving the culture and sport offer to our
communities.

• Nottinghamshire Chief Officers Group.
• 20th October 2009

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Work Opportunity come hand in hand but dont
miss the big picture.

• Gordon Ramsay.

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and
People
Places
Culture Sport
An authority that fails to value the power of -
and need for - cultural services, is one which
will struggle to meet the needs and aspirations
of its local communities. Derrick
Anderson Chief Executive London Borough of
Lambeth
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We all have a passion for what we do?

• Participation helps people to
• belong in communities
• Participation helps people
• stay healthy and feel good
• Participation teaches
• tolerance, bonding, and
• reduces anti social behaviour

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Other people are sharing our passion!

• At the end of LAA process
• 104 of 150 LAAs have a sport and
• culture specific indicator as an
• improvement or local target
• Only 9 LSPs have no culture and
• sport related improvement target or local
  indicator in their LAA

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But our impact is patchy!
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But not everyone is satisfied ?
Aggregate scores for single and upper tier
authorities
2008 place survey
2003
2006
satisfied
Parks
Sports leisure
Libraries
Museums
Theatres
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And we are not yet performing well enough?

• For the second year in a row, overall culture
  service assessment scores improved in 2008.
• In total, 44 councils improved their culture
  score between 2007 and 2008.
• However, 22 councils also received a lower
  culture score in 2008 than in 2007.
• 
  2008 CPA

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Looking ahead

• By April 2011we will-
• Have had an election
• Been through a difficult spending review
• Have new relationships between central and local
  government based on..
• Increased localism
• Greater focus on efficiency VFM
• Evidencing contribution to priorities
• New ways of working and innovation

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The commissioning opportunity

• If we attracted just 0.5 of the 284 billion
  spent locally on health, childrens services and
  adult care through commissioning we would
  increase the spend on culture and sport by
  councils by 45.
• Wigan Leisure has been commissioned over many
  years to run a wide range of programmes and
  services on behalf of the PCT, with commissioning
  contracts now totalling over 2 million per
  annum.
• Blackburn with Darwen working with the local
  primary care trust has committed 6 million of
  additional funding to its Healthy Living
  programme to get more people more active more
  often.
• Sefton Leisure Services now has over 2 million
  of external funding for services commissioned by
  the Sefton primary care trust.

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Culture and Sport improvement Toolkit.
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Key principles

• the key benefit comes from identifying areas for
  improvement and producing a clear improvement
  plan to focus on agreed priorities
• the process enables you to identify areas for
  improvement as you assess and provides guidance
  on turning these into a final improvement plan

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Key principles

• judgements must be supported by evidence
• a schedule of evidence and probes is provided
• 360 degree uses a benchmark for partners and the
  corporate centre to assess the organisations
  positioning in corporate and LSP priorities
• (optional but important element of the single
  tool)

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The Themes

• The benchmark measures performance against 8
  themes
• Leadership and corporate governance
• Policy and Strategy
• Community Engagement
• Partnership Working
• Use of Resource
• People Management
• Customer service
• Performance, achievement and Learning
• It measures these using 32 criteria which are
  described by a range of key features

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The levels.

• The criteria and key features are measured at one
  of
• four levels
• Poor
• An organisation where there is little or no
  evidence
• against the pertinent criteria, or no awareness
  or
• commitment to create or develop the criteria
• Fair
• An organisation where there is evidence that the
• processes of planning and developing the criteria
  
• has begun and is progressing
• Good
• An organisation where there is evidence that
• demonstrates the key criteria are in place
• Excellent
• An organisation where the key criteria have

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Validation and peer challenge

• You are encouraged to seek a critical friend who
  can challenge the process while you are carrying
  it out
• The existing process of validation is available
  for use with the toolkit
• Peer challenge is also available an alternative
  to validation

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The self- assessment process
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Scoping the self-assessment

• who and what is the organisation - who is
  responsible for delivering your strategy and
  services?
• should the scope include others who support you,
  internally, external trusts / contractors, vol
  orgs, on whom you are dependent for delivery of
  service?
• who are the leaders community in the
  organisation, managerially and politically?

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Completing the self assessment

• Be open and honest about your current position
• The assessment can then be used to
• Identify areas of strength and of weakness
• Identify, and explain, different interpretations
  of the services position in each element and in
  the eight themes

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Carrying out 360 feedback

• The purpose of the 360 review is to
• Raise awareness and engage the corporate centre
  and LSP in the assessment
• Triangulate your view of the position of
  cultural services with the view of partners and
  stakeholders

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Scoring.
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Improvement planning

• It is important that
• Improvements are prioritised, focusing on those
  that will make the biggest impact
• The improvements are measurable and actions can
  be monitored against the desired effects
• The plan must be SMART specific tasks that are
  realistic, resourced, with clear accountability
  and deadlines for delivery