Leisure Media Issue 3 2009 - Leisure Opportunities

Ut adiam, quis at, velenim in elent num adip eufaccummod tat. Duismod tis num ipisseq uissectetumvenissi tio et, quatuero cor si. Magnim quis accumdolore feuis nonse tisim nulla feuis nonse esecte tatlutpatinis aci endre feuPHOTO: WWW.ISTOCKPHOTO.COM/FRANKLIN LUGENBEELThere are a number of good case studies on howsport and physical activity can impact health, butless acknowledged is the value of culture and sport toyouth service and adult social care, Bell arguesPHOTO: WWW.ISTOCKPHOTO.COM/FRANKLIN LUGENBEELThe networkcould help by:■ Improving advocacyfor culture and sportin the sub-region■ Sharing good practice incontributing to corporate agendas■ Developing self-assessment andinternal challenge to current provision■ Examining how collaborationcould provide efficienciesLet us look at these in more detail:ADVOCACYWe need to find new ways of advocating thebenefits of cultural services to communities.Advocacy is even better if someone else does iton your behalf! This implies finding new championsin positions of influence, and that meansproving the worth of cultural services to thosepotential champions.CONTRIBUTING TO THEWIDER CORPORATE AGENDAThere are a number of good case studieson how sport and physical activity canimpact health, both mental and physical.A number of leisure managers obtainedfunding from primary care trusts to providehealthy living programmes; thatcontribution is now fully acknowledged.But perhaps less common is the acknowledgementof the value of culture and sportto youth service or adult social care, andthe commissioning of cultural services todeliver outcomes for those services.SELF ASSESSMENTAND PEER CHALLENGETo survive and prosper in thenew economic climate, culturalservices have got to prove they are‘match fit’. Badges such as CharterMark, Quest and Green Flag will notbe enough. Evidence of a robust challengesystem will help to demonstrate thatcultural services have undergone a systematicevaluation and have an improvement andefficiency plan. Working through the cultureand sport improvement toolkit as describedearlier should deliver these vital improvementsand efficiencies.COLLABORATION AND PARTNERSHIPCulture and sport have a strong traditionof working in partnership with avariety of internal and external agencies.Partnerships such as County SportsPartnerships have provided additionalservices and access to funding fromSport England. And Local AuthorityStrategic Partnership bodies such asCrime and Disorder Partnerships andChildren and Young People’s Trustscan provide funding for projects andcultural services that deliver their outcomes.But perhaps the next phase ofcollaboration will be between councilsto jointly provide a service such asarchives or museums, achieving economies.Or to look to external partnerssuch as County Sports Partnershipsto deliver sports development for asub-region. Even more radical alternativeswill need to be examined ifculture and sport are to survive inthe future. ●ISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 59