Issue - meetings

To inform Members of the very latest independent thinking and conclusions around Strategic Commissioning within Leisure and Culture.

At its meeting held on 20^th April 2009, the Sub-Committee had agreed that consultants be commissioned to provide an options appraisal for the future delivery of leisure facilities in Cheshire East.   

The Sub-Committee considered the report of the Head of Health and Well-Being which outlined current independent “thinking” and conclusions in respect of strategic commissioning within Leisure and Culture. 

It was noted that the contract for an Options Appraisal was to be awarded shortly and the conclusions outlined in the report would be used to inform the consultant’s evaluation as the Authority moved towards a strategic commissioning model of procurement.

The report included a summary of four national events organised by IDeA with the intention of increasing understanding of the re-orientation of public services around the “commissioning model”. The events had been held in Birmingham, Ipswich, Rochdale and London respectively. The Service Development Manager spoke to the report and highlighted the key strategic issues which had emerged.  Members made comments, as appropriate.

Ø                        Working effectively within LSPs to define need, and influence decision-making on priority outcomes and commissioning was important in raising the profile of culture and sport. It was important, therefore, that the current practice of using different data sets be replaced with a pooling of information using common data sets. Combining information and expertise at the planning stage was critical in the strategic commissioning processes. Councils had shown that by investing in shared need assessments at the outset, the contribution of culture and sport was better recognised.

Ø                           It would be important to consider how culture and leisure contributions could feed into the Comprehensive Area Assessment (CAA) framework as a tool to support ambitions for the area.

Ø                           There were tensions between a “needs-led” approach to service planning and delivery which was perceived by some as rationing services to particular client groups. The way in which public services was perceived was changing and services should be aimed at meeting needs of local people rather than being defined around services currently offered by providers.

Ø                           Although Trusts had formerly been considered a reasonable option for the delivery of culture and leisure services on behalf of local authorities, this was no longer appropriate.  There was a tendency for them to feel disempowered and isolated from the new commissioning framework agenda. This was particularly true in small districts with small trusts or small contracts where “client” capacity no longer existed in the Council.   Many providers were too small and were only able to operate facilities rather than commission voluntary and community organisations to assist in their delivery. 

During discussion, a Member referred to a community group with which he was associated. The Group had little difficulty raising funds for sporting and other physical activities, but was unable to attract volunteers.  As a consequence, it had now sponsored a Street Sports scheme operated by the Borough Council for young people up to 19 years of age.

Ø                           Investing in third sector capability would be advantageous in the longer  ...  view the full minutes text for item 11