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Driving Improvement and Efficiency in Culture Services Trust Workshop. The Dome, Doncaster 17 th March 2011. Welcome and Introductions. Project supported by:. Structure of the Workshop. 1:30pm Welcome and Introductions
The Dome, Doncaster
17th March 2011
Project supported by:
1:30pm Welcome and Introductions
1:40pm Overview of the Improvement and Efficiency Project and discussion on the landscape of sport and leisure trust provision
2.00pm John Sherburn, Leisure Services, Doncaster Council
2.30pm Michael Woodward, Commercial Director, York Museums Trust
3.00pm Shirley Collier, Chief Executive, Scarborough Museums Trust
3.30pm Alternative service delivery models – considerations, problems and pitfalls
4.00pm Questions to the panel
4:15pm Next Steps and Close
To drive the improvement and efficiency agenda;
To increase understanding and demonstration of the value of culture services;
To identify long term improvements in culture services and cost reductions;
To research and share good practice and solutions for long-term improvements; and
To identify quick wins, long-term improvements and opportunities for joined-up service delivery.
Establishing shared museum services
Establishing shared library services
Establishing shared arts services
Establishing or extending a leisure trust
Update consultation with councils on their priorities and aspirations for culture services
Research on national emerging practice and models
Generic workshop for councils held in January 2011
Culture Network meeting held in February 2011
Bespoke assignments with a number of councils, including:
East Riding of Yorkshire Council & Hull City Council (shared museum services)
Calderdale Council (sport and active recreation)
Yorkshire Libraries and Information (shared library services)
Dissemination of guidance documents
Sport and Leisure Trusts
Partially externalised service- some aspects of a service are contracted out to a private contractor or trust (e.g. single arts venue or leisure centre)
Fully externalised service- all culture and sport provision is transferred to a private contractor or trust at one go. This can include buildings and assets as well as services such as sports development and arts development
Hybrid model- formation of a trust who then partially or fully contract out the service to an external management company for an agreed contract period.
Independent voluntary trust- similar to partially/fully externalised service but may focus on managing and delivering services and projects rather than a building
Trusts as a panacea? Is in-house still feasible?
Focusing on finance v focus on quality services
Customer insight and responding to demand & need
Length of Council funding agreement
Proliferation of Trusts within a Council boundary
Cross boundary competition and delivery
Trust rationalisation, merger, collaboration and sharing
Does the community understand/care about the distinction between Council and Trust?
MLA Research and Evidence database http://research.mla.gov.uk/case-studies/
Arts Council case studies www.artscouncil.org.uk/browse/?content=casestudy
Yorkshire and Humber Improvement and Efficiency Partnership www.yohrspace.org.uk/
Society of Chief Librarians www.goscl.com/
Museums Association www.museumsassociation.org/home
The Institute for Sport, Parks and Leisure (ISPAL) www.ispal.org.uk/
From each other…..
Where do I find out more?