Transcript ERS Presentation Template - Yorkshire and the Humber

Driving Improvement and
Efficiency in Culture Services
Trust Workshop
The Dome, Doncaster
17th March 2011
Welcome and Introductions
Project supported by:
Structure of the Workshop
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
Driving Improvement & Efficiency in
Culture Services project
Project Remit:

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.
Driving Improvement & Efficiency in
Culture Services project
Exploring:

Establishing shared museum services

Establishing shared library services

Establishing shared arts services

Establishing or extending a leisure trust
Driving Improvement & Efficiency in
Culture Services project
Progress:

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
The Landscape for
Sport and Leisure Trusts
A Brief History of Leisure Trusts
 A Trust is a non profit distributing organisation (NPDOs)
 May or may not have charitable status
 First Leisure Trust was in Harlow in 1960
 A small number of others followed but most local
authorities preferred to keep direct control of the services
More recent activity
 As a response from some authorities to CCT more
Trusts created in the 1990’s
 Reasons – as a response to difficult financial times
 Reason – preserve a social welfare orientation as
opposed to commercialisation of leisure services
 Often small covering one local authority area
Why a Trust?
 Financial benefits
 NNDR and VAT
 Growth of income, less reliant on Council subsidy
 Transfer of risk
 Community benefits
 Trustees and local connections
 May access grants not accessible to councils and
provide additional funding
Trusts in the 21st Century
 Trusts emerging with wider service remit
 Trusts growing in number
 Trust operating over multiple sites increasing
 Private sector providers offer Trust vehicles
 Financial climate encouraging development of more
facilities managed by trusts
A Bigger Future for Trusts?
 Opportunities for new and expanded trusts
 Quality standards and positive partnering track record
built up
 What are the key issues and procedures?
 Pitfalls
 Benefits
 Over to our presenters!
Trust Models

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
Considerations, problems and
pitfalls

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?
Where do I find out more?

Communities of Practice, www.communities.idea.gov.uk

MLA Research and Evidence database http://research.mla.gov.uk/casestudies/

Arts Council case studies
www.artscouncil.org.uk/browse/?content=casestudy

Yorkshire and Humber Improvement and Efficiency Partnership
www.yohrspace.org.uk/

Nalgao www.nalgao.org/news.php

CLOA www.cloa.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/

Sporta www.sporta.org

From each other…..
Questions for the Panel
Next Steps
 Production of guidance document on Trusts
 Facilitating sharing of practice across the region
 LGYH programme 2011/12
Contact Details
Andy Parkinson
ERS
Milburn House
Dean Street
Newcastle upon Tyne
NE1 1LE
Colin Mitchell
Transforming Culture
1 Ayton Court, Bedlington,
Northumberland
NE22 6NS
Tel: 0191 244 6103
E-mail: [email protected]
www.ers.org.uk
Tel: 01670 827598
E-mail: [email protected]
www.transformingculture.co.uk