Activate the Body. Cultivate the Mind.

Create Wellbeing.

Activate Cultivate Generate

A Cultural Commissioning Strategy for Lambeth

Cultural Commissioning Strategy

• Previous inspection highlighted that the division needed a cultural strategy

• Project began in earnest September 2009• Initial work focussed on looking at the

governance for the project, exploring definitions of culture, looking at the scope of the project and potential sources for research

• Way forward agreed by senior management and partnership board. Governance established

People

Money Services

Commissioning Principles

Executive Steering Group (Meet monthly)

Jo Cleary, Ted Inman Ian JacksonKevin Barton, Nick Ephgrave

Project Team (Meet weekly)

•Peter Jones – Chair (Culture)

•Jon Armstrong (Culture)

•Brian Reynolds (Performance)

•Maria Burton (Health & Wellbeing Partnership)

•Derek Prentice (Culture)

• Emma Dagnes (Culture)

•Seona Gordon (Personalisation)

•Valerie Dinsmore (Consultation)

• Chris Sipidias (CYPS)

• Taiye Sanwo (ACS Finance)

• Phil Langslow, (HRE)

• Lynda Jessopp (NHS Lambeth)

•Project support - Lorraine Lynch, Gareth Edmundson, Barbara Smith, Francis Clarke (PEP)

Health and Wellbeing Partnership Board

Children and Young People Partnership Board

Safer Lambeth Partnership Board

Critical Friends Network(Contacted individually)

•Mike McCart (South Bank Centre)

•Deborah Saunt

•DCMS “twin”

•Martyn Allison (IdEA)

•David Littler (London Printworks)

•Wigan MBC

•Tom Bewick (Creative and Cultural Skills)

Place Partnership Board

Partnership Delivery Group for

the Cultural Strategy

(Senior Management

Level)

Economic Wellbeing

Workstream

Social Wellbeing

Workstream

Environmental Wellbeing

Workstream

Greater Wellbeing through employment

Improved health and wellbeing

Young people on path to success

Less poverty & social exclusion

Safe & cohesive places

Mixed sustainable communities

Great place to do business and invest

Internal Management Boards eg. SLB, PCT

Members Advisory Group

Consultation &Stakeholder

Group

(Meeting format tbc)

Scrutiny

November – January

• Conducted extensive research

• Produced a 125 page + 1st stage discussion document

• Attempted to show contribution of culture in the borough against SCS outcomes

• Attempted to find out what Lambeth’s needs are, what people want and what culture is like

• Begin to suggest what needs to change

Prosperous neighbourhoods and communities

Increased economic wealth

Reduced reliance

on benefits

Reduce the need for institutional care

Reduce offending rates

Increased use of public facilities

Increased Community

use of extended

schools

Children and Young People on the path to success•Intergenerational projects•Libraries, play, sport•Healthy lifestyles

Greater wellbeing through employment•Training opportunities

•Experience through volunteering

Great place to do business and invest•Leisure industry

•Creative arts

•Street markets – arts & crafts outlets

Safe and

Cohesive Places•Diversionary Activities•Build creative active communities

Improved health and wellbeing•Arts, sports•Dance and exercise•Things to do, places to go

Lower levels of poverty and social exclusion•Affordable services

•Accessible services

Mixed and sustainable communities

•Integrating art into regeneration programmes

•High quality parks, open spaces and allotments

Activate the body

Cultivate the mind

Generate Wellbeing

DELAY!

• Document presented to Executive Steering Group

• Decision to delay and not put to public engagement till after the election

• Instructed to use time to improve document for post-election engagement/consultation

• Embed and consider work on Cooperative Borough and new research

Critical assessment

• Critical assessment of document started

• Invited Martyn Allison & Sue Thiedeman for challenge session

• Challenge session helped us to conclude that:

NEEDS WANTS PERFORMANCE

Jan to Present

• Restructuring & refining document, new chapters and outcomes, more clear and concise

• Collecting better performance evidence, to improve understanding of services

• Building an initial performance framework for the division

• Using IDeA’s recent research developed new outcomes triangles

• Better understanding of the money and changing future environment

Sport, Leisure and tourism, Parks and open spaces, Heritage, Museums, the Arts, Media,

Libraries. Community buildings and Creative Industries

CULTIVATE THE MIND

ACTIVATE THE BODY

CREATE WELLBEING

Sport, Leisure and tourism, Parks and open spaces,

Heritage, Museums, the Arts, Media, Libraries. Community

buildings and Creative Industries

ACTIVATE THE BODY

Rich culture, dynamic communities, promising

prospects

CULTIVATE THE MIND

CREATE WELLBEING

Supporting creative industries – generate

wealth and jobs.

Get Lambeth active, healthy and happy

Make learning fun to improve life chances for

Lambeth’s young

Make sure everyone can join in – going the extra

mile

1 23

4 5

Increased levels of adult participation, especially in Norwood and Streatham

Increased participation in volunteering

Increased growth and capacity of third sector cultural organisations

Improvements in what people feel about

cultural facilities through Resident’s surveys

Reductions in obesity (particularly young

people)

Reductions in early deaths and disability

through CHD and stroke

Improved mental wellbeing

Local outcome

(Long term)

Local outcome

(intermediate)

Cultural outcome

Be active, healthy and happy

Reductions in drug and alcohol mis-use.

More opportunities to get involved in

local decisions

More people gaining new knowledge and skills through culture

Better value for money in the

delivery of culture and sport

Improved equality of access to services

At the top of the triangle will be the chapter heading. The chapter heading is at the top because this is our overall goal to aim for.

In the middle section you will find more specific medium and long term aims to show the impact and contribution that culture makes to things like improving health, making people safer or increase employment chances

At the bottom of the triangle, you will find what we are calling our “Cultural outcomes”. For example, in this section of the triangle you will find statements that start with “increase participation” or “more opportunities”. These statements are important because these are the things that, through implementing our proposal, we can directly influence and measure to monitor our performance and improve culture in Lambeth.

Increased levels of adult participation, especially

in Norwood and Streatham

Increased participation in

volunteering

Increased growth and capacity of

third sector cultural

organisations

Improvements in what people feel

about cultural facilities through

Resident’s surveys

Reductions in obesity

(particularly young people)

Reductions in early deaths and disability

through CHD and stroke

Improved mental

wellbeing

Local outcome

(Long term)

Local outcome

(intermediate)

Cultural outcome

Be active, healthy and happy

Reductions in drug and alcohol mis-

use.

More opportunities to get involved in local decisions

More people gaining new

knowledge and skills through

culture

Better value for money in the delivery of culture and

sport

Improved equality of access to

services

PerformanceParks• 64% of people are satisfied with parks London average

72% - Residents Survey 2009

Arts• Relatively high level of engagement in the arts

(55.58%) London average 49.36%, England average 42.95%

Sports and Leisure Centres• Spent £3.6m in 2009/10 on leisure centres (net of

charges income) & invested £0.5m in Community Sports

Libraries • In 2008/09 Lambeth had, per ‘000 population lowest

number of issues from and visits to Libraries in London

Targeted Services by CommissionerCYPSNHSAdult Social CareCriminal JusticeHRE

Universal

Available to everyone (including visitors)Libraries, archives,

maintained and landscaped parks and open spaces,

Sports facilities, arts

Targeted At specific groups of the population served by that

commissioner – some joint commissioned

Segment universalAvailable to all of the population in Lambeth

London Borough of Lambeth - Revenue

09/10 – Actual - £’000

10/11 – Budget - £’000

Universal services: Libraries Parks and Open Spaces Sports and Leisure Arts ) Events ) Strategy ) Divisional Management

4,8767,1184,205

841

641

5,1796,8032,722

877

621

Total Universal Services 17,681 16,202

Children and Young People Community Youth Play & sports Music Service School facilities (extended provision)

9,4391,618

9141,574

8,7711,642

9002,040

Total Children & Young People 13,545 13,353

Adult and Community Services Day care

Older people and people with disabilities

Adults with Learning Disabilities Mental Health

2,0303,1031,319

2,0303,1881,157

Total Adult and Community Services 6,453 6,376

Just some of the figures

Key Issue

Cooperative Borough

We think that a cooperative approach will: • Allow public organisations like Council, NHS,

Police and others to work more closely together in partnership

• Build better relationship between citizens, communities and public services where power and responsibility shared more equally

• Allow our public services to better meet the needs and aspirations of our citizens

• Allow our services to be more personalised, this could be for a specific individual, a family, or a community

Cooperative Principles to underpin service delivery

• Principle 1: Public services as strong community leaders• Principle 2: Providing services at the appropriate level,

personalised and community based• Principle 3: Citizens and communities empowered to design

and deliver services and play an active role in their local community

• Principle 4: Public services enabling residents to engage in civil society through employment opportunities

• Principle 5: A settlement between public services, our communities and the citizen (this is what we provide, this is what you do for yourself) underpinned by our desire for justice, fairness, and responsibility

• Principle 6: Taking responsibility for services – regardless of where they are accessed or which agency provides them

• Principle 7: Simple, joined up and easy access to services – location and transaction; “one place to do it all”, “one form, one time to do it all” – providing visible value for money

What might this mean?

• Joint management of Parks/Leisure centres etc?

• A radically different library service?

• Community ownership of assets?

• Cooperatives, trusts, mutuals, social enterprises?

Timescales

• Discussion Document - Oct ‘10

• “Discussion” phase Oct/Nov ‘10

• Final strategy with proposals Nov/Dec ‘10

• Formal consultation Dec ‘10 - Feb ‘11

• Final strategy for sign off Apr/Jun ‘11

Challenges• Partnership document – difficult to asses cultural

spend in some departments – e.g. Environment? NHS – clinical intervention vs culture

• The project is big and complex, not easy to explain and some departments have a greater affinity with culture than others

• Some benchmarking data is unreliable, boroughs all do things differently! Data has to be tested and further research is needed to tell an accurate story

• How do we show culture’s contribution – can we show commissioners in the partnership that investing in culture will bring efficiencies and savings?

• And the biggest of all….can we deliver the same, or improve services using commissioning and cooperative borough with less money?

Still working on!

• Planning for future budget cuts – is it possible to deliver same service with a 20% or 30% cut?

• How will we deliver cultural services – will politicians agree with a radical approach?

• How can we maximise income to mitigate budget cuts?

• How much will we invest in a universal offer vs targeted programmes to meet need?

• Are Lambeth’s third & cultural sectors ready for new commissioning model?