Driving Improvement and Efficiency in Culture Services Trust Workshop

1. Driving Improvement and Efficiency in Culture ServicesTrust Workshop The Dome, Doncaster 17th March 2011

2. Welcome and Introductions Project supported by:

3. 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

4. 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.

5. 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

6. 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

7. The Landscape for Sport and Leisure Trusts

8. 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

9. 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

10. 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

11. 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

12. 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!

13. 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

14. 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?

15. Communities of Practice, www.communities.idea.gov.uk 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/ 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….. Where do I find out more?

16. Questions for the Panel

17. Next Steps • Production of guidance document on Trusts • Facilitating sharing of practice across the region • LGYH programme 2011/12

18. Contact Details Andy Parkinson Colin Mitchell ERS Transforming Culture Milburn House 1 Ayton Court, Bedlington, Dean Street Northumberland Newcastle upon Tyne NE22 6NS NE1 1LE Tel: 0191 244 6103 Tel: 01670 827598 E-mail: aparkinson@ers.org.ukE-mail:colin@transformingculture.co.uk www.ers.org.ukwww.transformingculture.co.uk