Scrutiny Committee
Meeting to be held on 8 April 2011
Electoral Division affected:
All
Culture & Sport Strategy
(Appendix 'A' refers)
Contact for further information:
Ian Watson, (01772) 534009, Adult & Community Services Directorate
[email protected]
Executive Summary
The Culture & Sport Strategy for the County Council was approved by the Cabinet
on 13 May 2010 with the intention of the organisation gaining maximum benefit from
all culture and sport related services that it provides.
Recommendation
The Committee is asked to note the report and consider how it wishes to monitor
progress on implementing the Strategy.
Background and Advice
The County Council provides a range of services covered by the definition of "culture
and sport. The Department of Culture, Media and Sport definition is that ”culture
should be taken to include such activities as arts, sports, libraries, museums,
heritage, archaeology, archives, architecture, crafts, children’s play, reading, parks,
tourism, countryside, recreation etc." In Lancashire, the creative industries also have
a key role to play within economic and cultural development and are included in the
strategy.
In order for the County Council to get the maximum benefit in the most efficient way
from these services and to enable the Council to work in effective and appropriate
partnerships with other public, private and third sector organisations, a corporate
strategy for culture and sport was developed for the period 2010-2014. It was
launched by the County Council executive on 13 May 2010,
The strategy sets out the ambition, vision, outcomes and objectives to which the
directly provided culture and sport related services will aspire. The resulting Action
Plan will provide an opportunity to review how those services are delivered and how
they will need to improve over the next three years to achieve those desired
outcomes.
This is the first corporate strategy for this broad definition of culture and sport but it
should not be seen as an inward looking document. The culture of Lancashire is
very diverse and involves the entire population as well as thousands of organisations
and clubs across the County. It is important for the County Council to have a clear
understanding about what it needs its directly provided services to achieve so that
they are as efficient and effective as possible, work with partners in a transparent
and consistent manner and are accountable to the people of Lancashire.
The development of the Culture & Sport Strategy is only the starting point for much
larger pieces of work. However, it provides the organisation, its members and
officers with a clear direction of travel for culture and sport related services and
identifies how those services directly contribute towards other outcomes such as
raising people's aspirations, improving health and lifestyle choices and drive the
creative and visitor economies of the County etc.
1. Culture & Sport Strategy
The Strategy is split into seven sections:
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Raising the Profile
A place to live and work
Shared Experiences
Learning to Grow
Health and well-being
Valuing the Past
Building the Future
In turn, each of these sections builds into the overall Strategy:
2.1 Raising the Profile
It is important to point out what is distinctive and special about Lancashire,
particularly within the large and diverse North-West region as a whole. It is essential
that the County is represented nationally, regionally and sub regionally when arts,
culture and sport are discussed. It should be made clear why Lancashire is a good
place to live and work in and to visit. Opportunities for building on and expanding the
range and quality of what is on offer should be identified and exploited. Examples of
how this can be done are:

ensuring that Lancashire continues to be heard at regional and national levels
in discussions related to cultural and sport related matters
(Example of progress to date: member and officer attendance and
contribution at national, regional and county meetings and events)

maximising inward investment into the County and to participate in regional
initiatives where it is advantageous to do so
(Examples of progress to date: BLAZE project as part of the Cultural
Olympiad; participation in North-West Libraries Shared Services Project)

working with Lancashire organisations to secure sources of funding and to
encourage the development of bids
(Example of progress to date: supporting arts organisations across the
County)
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playing a committed role in supporting the development of culture and sport in
the County
(Example of progress to date: supporting a range of organisations and
activities with funding and/or officer time such as County Sports Partnership)

promoting the County Council's cultural and sporting assets
(Example of progress to date: developing joint marketing of heritage sites in
Pennine Lancashire)

working with partners to provide support and training to ensure a creative
curriculum in schools
(Example of progress to date: working with Curious Minds and colleagues in
CYP)
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gathering evidence of impact to demonstrate the contribution of culture and
sport towards the County Council's priorities
(Example of progress to date: piloting and now adopting the LGID Framework
for Local Outcomes for Culture & Sport)
2.2 A place to live and work
Creative people will thrive in Lancashire. The majority of district councils include
culture and sport in their plans for regeneration, urban renewal and economic
development. This is fertile soil in which to grow creative and hi-tech industries, to
develop cultural and sport related quarters, enterprise hubs and creation centres, to
expand the economy and create jobs. Creative people are needed in all hi-tech
companies and they wish to live and work where culture and sport are valued. In
addition, cultural, sporting and heritage initiatives promote high spend tourism in an
effective way.
The County Council can support the economic impact of culture and sport related
services by:
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offering a wide range of work experience, training and apprenticeship
opportunities in culture and sport related services
(Example of progress to date: creative apprenticeships and apprentice
opportunities in heritage services)

engaging in the development of the 14 – 19 curriculum including vocational
opportunities related to the cultural and sporting field
(Example of progress to date: working with Curious Minds and colleagues in
CYP)
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supporting primary schools by placing professional creative practitioners into
schools and other learning environments
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exploring opportunities for high value sector development in Lancashire,
including the creative industries sector
(Example of progress to date: developing the Economic Development
Strategy and the role for creative industries across the County through
Lancashire County Developments Ltd)
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developing education and training opportunities relevant to the needs of
business, individuals and the community
(Example of progress to date: Lancashire Adult Learning's programme of
courses)
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providing a range of formal and informal learning opportunities in a range of
settings
(Example of progress to date: Lancashire Adult Learning's programme of
courses)
2.3 Shared Experience
Shared memories and experiences foster understanding and a sense of identity for
groups and communities. Participation in cultural and sport related activities
promotes relationships between groups and individuals, bringing a sense of
belonging and of self worth. Active participation in sport and the arts by young
people raises self-esteem and is shown to reduce levels of youth offending.
Opportunities for actively enjoying cultural and sport related activities should be
fostered near to where people live and be made accessible to all, especially those in
rural and hard to reach communities by:
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developing opportunities for high quality arts activities to take place in rural
and outlying locations
(Example of progress to date: developing a commissioning approach to arts
funding to achieve particular outcomes)
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developing projects, events and activities in partnership with other
organisations to encourage participation
(Example of progress to date: BLAZE project for young people)
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providing opportunities for volunteers to work in culture and sport related
activities
(Examples of progress to date: developing the corporate Volunteering Hub;
recruiting volunteers for the Olympics 2012)
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developing opportunities to celebrate success such as an annual Cultural and
Sporting Awards
(Examples of progress to date: annual district and countywide sports awards
ceremonies; annual Adult Learners awards ceremony)
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helping people to understand and shape their localities
(Example of progress to date: development of an integrated community
history, museum and archives offer to all districts)
2.4 Learning to Grow
Learning is a process of active engagement with experience; it is what helps people
to make sense of the world and to enjoy what it has to offer. It may involve an
increase in skills, knowledge, understanding, values, feelings, attitudes and capacity
to reflect. Effective learning may lead to new developments and cultural and sporting
growth. This process can be encouraged through:
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increasing opportunities for direct participation in culture and sport related
activities
(Example of progress to date: working with the Lancashire Chief Culture &
Leisure Officers Group (LCCLOG) to increase participation)
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promoting life-long learning opportunities in a range of venues across the
County
(Example of progress to date: improving marketing of Lancashire Adult
Learning and other courses delivered by council services)
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developing a Reading Strategy for the County
(Example of progress to date: this is currently being drafted)
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providing support and encouragement for the development of specialist
performing arts, visual arts and sports colleges
(Example of progress to date: use the Arts Development Team, LCDL and
CYP to target support)
2.5 Health and well-being
Involvement in culture and sport related activity can directly benefit both physical and
mental health. However, there are significant health inequalities across the County
and culture and sport should be used to make a contribution towards redressing
these where they exist. We will do that by:
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working with partners to increase participation in physical activity
(Example of progress to date: working with the Lancashire Chief Culture &
Leisure Officers Group (LCCLOG) to increase participation)
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encouraging involvement in a wide-range of cultural and sporting activity to
contribute towards improved mental health
(Example of progress to date: work with the emerging public health role within
the County Council and the GP consortia as established)
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improving the quality of life for residents by working with partners to provide
access to a wide-range of cultural and sporting events and activities
(Example of progress to date: consider developing a Cultural Partnership for
Lancashire)
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ensuring that the physical environment of the County is of the highest quality
(Example of progress to date: work of the Environment Directorate)
2.6 Valuing the Past
By valuing culture in all its forms, this generation can help to pass on what it holds
dear to future generations. But there is a need to balance use for recreation and
cultural and sporting activities with its conservation and to make it accessible to all.
This can be achieved by:
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encouraging the development of a Heritage Strategy for Lancashire
embracing public, private and voluntary sectors
(Example of progress to date: still to be proposed)
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continuing to ensure that the land, buildings and other heritage assets in
County Council ownership are preserved for current and future generations
(Example of progress to date: the Museum of Lancashire refurbishment
project that is currently underway)
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supporting organisations
(Example of progress to date: providing technical advice and support to
Lytham Hall)
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continuing to provide information, advice and practical assistance to the
public, landowners and parish councils about countryside management and
access issues, including information about rights of way
(Example of progress to date: on-going initiatives)
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continuing to provide urban design advice on major development proposals
(Example of progress to date: on-going initiatives)
2.7 Building the Future
Infrastructure includes buildings, facilities and networks. The challenge is to help to
meet changing expectations and the need to upgrade facilities to meet rising
standards for access. An infrastructure for cultural and sporting development in
Lancashire would be aided by:
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creating a Culture and Sport Strategy for Lancashire as a whole through
Team Lancashire
(Example of progress to date: not yet progressed until a Cultural Partnership
is considered)
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providing strategic direction for sub-regional partnerships on funding
opportunities, joint bids and shared service proposals
(Example of progress to date: Pennine Lancashire Culture, Sport and Leisure
Investment Plan)
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seeking opportunities to work in partnership to provide communities with
access to cultural and sporting facilities
(Examples of progress to date: Silverdale Library; review of facilities in
Garstang as part of enhanced three-tier working)
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supporting and encouraging bids to improve facilities and access
(Example of progress to date: responding positively to approaches received
and building capacity of community groups and other organisations to develop
plans and funding bids)
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valuing and encouraging imaginative use of culture in regeneration
(Example of progress to date: building on initiatives and approaches used to
date)
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supporting schools and other organisations wishing to improve their sports
facilities for use by the wider community
(Example of progress to date: forthcoming review of facilities in the Garstang
area)
3. Progress to date
3.1 Corporate Strategy
The Corporate Strategy for 2011-14 is currently being drafted and there are a
number of proposals for culture. The priorities proposed are:
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Modernise cultural services and implement the culture and sports strategy
Raise the profile of cultural and sporting opportunities
Contribute to health outcomes and sense of wellbeing through sport and
cultural opportunities
Improve the understanding of Lancashire's past by promoting and
understanding of the county's heritage
3.2 Business Plans 2011/12
All directorate and service business plans will be analysed in April/May 2011 once
they are published for all entries related to sport and culture. This analysis will
identify how far the corporate Culture & Sport Strategy is already embedded in the
thinking of all directorates.
The draft Cultural Services Business Plan for 2011/12 is attached as an example of
what has already been produced (Appendix 'A').
3.3 Re-structuring Cultural Services
The process of re-shaping the arts, archives, libraries and museums services to
deliver elements of the Culture & Sport Strategy has begun.
Consultations
N/A
Implications:
There are no direct implications at this stage.
Risk management
There are no risks at this stage.
Local Government (Access to Information) Act 1985
List of Background Papers
Paper
Date
Culture and Sport Strategy
for Lancashire County
Council 2010 - 2014
Reason for inclusion in Part II, if appropriate
N/A
Contact/Directorate/Tel
Ian Watson, Adult &
Community Services
Directorate, (01772)
534009