Pete Gascoigne

1
An Integrated Approach to Delivery

• Pete Gascoigne
• Executive Director
• (Libraries Heritage and Arts)

2
Background to Wigan

• Key facts
• A surprising place contradicting the
  stereotypical image - over 3/4 is open country
• Population 306,500
• 10 Townships
• Traditional employment coal and textiles
• Health
• Employment
• Education

3
Leisure Cultural Services

• Full range of services - cradle to grave
• Sport, Arts, Heritage, Play, Museums, Parks,
  Countryside, Cemeteries, Libraries
• 31m gross budget 800 staff

4
The Drivers A whole cultural approach

• Traditional Trusts single focused e.g. sport or
  museums and small
• Wigan Leisure Culture Trust broad focused and
  large
• size matters
• integrity of cultural package

5
The Drivers Strategic

• Focus change to LSP
• The drive for externalisation
• Control destiny
• Right for Wigan

6
The Drivers Financial

• Annual budget reductions
• No growth
• Huge Investment needs
• Trust Transfer released 700k

7
The Drivers Operational

• Constrained by lack of investment
• Constrained by service straightjacket
• Need for a step change

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Operation

• Structure of the Trust

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Operation
Financial Structure
Parent Corporate Services Sport Healthy
Living Art Galleries Heritage Sites Haigh Hall
Park Parks Countryside Libraries Cemeteries
Crematoria Grounds Maintenance (Leisure) Tourism C
ommunity Development
Trading Company Leisure Venues Haigh Catering
Conferences Non-ancillary trading Grounds
Maintenance (non Trust work)
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New Vision Statement
The Boards 5-10 year vision
Participation Getting Wigan Active and improving
lives physically active mentally and creatively
active active in our communities and as citizens
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WLCT 6 YEAR ACHIEVEMENTS

• During 2007/08 the Trust launched a revised
  business strategy, focusing its services and
  activities on achieving 5 key objectives.
• The achievements and improvements that have been
  made since the Trust was formed have been
  summarised in relation to the 5 objectives

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To sustain develop and expand business activities

• Major library refurbishments - Golborne, Ashton
  and Tyldesley.

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To sustain develop and expand business activities

• Platt Bridge Community First, the first new build
  library in Wigan for 20 yrs
• Co-located with community school and Sure Start
  centre.
• As a result visits have risen by 50
• Will open second library / school co-location
  early 2010

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To sustain develop and expand business activities

• Commissioned by the PCT to deliver a Community
  Weight Management programme in partnership with
  Slimming World, worth 2.1m

15
To sustain develop and expand business activities

• The opening of Leigh Indoor Sports Centre, part
  of the 83m Leigh Sports Village development.

16
To sustain develop and expand business activities

• Development of a new swimming pool and central
  library as part of the 67m PFI scheme in Wigan
  town centre to open 2011

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To sustain develop and expand business activities

• Redevelopment of Mesnes Park investment of over
  4m HLF funding

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To sustain develop and expand business activities

• Redevelopment of the History Shop investment of
  over 1.3m HLF / Wigan Council / WLCT funding

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To get Wigan Active by increasing participation
rates in our services

• Libraries
• Visits up 21.6, opening hours increased 14,
  Adult users satisfaction met national standard
  - 94

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To get Wigan Active by increasing participation
rates in our services

• Introduction of free swimming for the over 60s
  from 2006 and all young people under 17 from 2005
• Average increase of 35 in junior swims and 15
  for over 60s.
• Extended to whole population from April 2009

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To get Wigan Active by increasing participation
rates in our services

• Sports centre usage up 4 - Wigan residents
  amongst the most active in Gtr Manchester

22
To get Wigan Active by increasing participation
rates in our services

• Attendance at Arts events and Festivals has
  doubled - 27k to 54k visits.

23
To develop our services so they have an impact on
peoples lives

• Increased participation for people with
  disabilities including over 600 disabled
  participants receiving curriculum coaching.
• Inclusive Fitness Initiative centres at Robin
  Park and Hindley
• Development of a cultural impact framework
  recognised as an exemplar study by the North West
  Cultural Observatory.

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To effectively manage the organisations
reputation

• Strong in-house Marketing and PR team established
  
• CPA score improved from 2 to 3
• Greenspaces service won North of England
  Excellence Award- Best Public Service 2008.
• NW Tourist Information Centre of the Year 2009

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To improve Service performance

• The improvement of 20 of public use grass
  pitches
• Gained Green Flag status at Alexandra Park
• Charter Mark, VAQAS, Museums Accreditation
  Standard, QUEST
• North of England Excellence Commitment Mark
  2008, aiming for Achievement Mark 2010

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To improve Service performance

• Development of Hindley Pool into a Centre of
  Excellence for swimming.
• Creation of an Active Coaching team to deliver
  activities in schools, clubs, community settings
  and Hindley YOI
• Launch of the SHAPE policy, hailed as innovative
  by the Audit Commission, to drive participation
  across the borough

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The Next 10 years Strategic Commissioning

• April 2003 to date
• a positive and productive partnership
• April 2009 onwards
• context of Strategic Commissioning and outcome
  based accountability.
• Wigan Council appointment of Strategic
  Commissioner Culture Health and Wellbeing

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Strategic Commissioning for Wigan

• Provide the Council with strategic advice on
  Leisure and Culture.
• Champion Leisure and Culture across the Council
  and its Partners.
• Integrate all activity and services including
  Children and Young Peoples Services and
  Environmental Services.
• A co-ordinated approach to the Commissioning of
  all Culture, Health and Well Being Services.

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Framework for Joint Commissioning Purchasing
(Institute of Public Care)
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Health is a state of complete physical, mental
and social wellbeing and not merely the absence
of disease or infirmity.
World Health
Organisation
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An independent view

• We have found much to celebrate in the success
  which has been achieved in Wigan during the past
  five years. We have also found both a
  willingness and a determination to address any
  identified areas for improvement in a creative
  manner

John Davies / Roger Pontefract Independent
Consultants December 2008
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Strategic Commissioning Opportunities Beyond
Wigan

• Future for WLCT is wider than the relationship
  with Wigan Council
• Already growing the trading arm outside the
  borough Salford City Council arboricultural
  work, Housing Association grounds maintenance
  contracts etc
• Acquired own small landscaping business Proco
  Enterprise

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Strategic Commissioning Opportunities Beyond
Wigan

• Commissioned by the PCT for work totalling some
  3m per year and growing
• Commissioned by Selby District Council to manage
  their Leisure Services, 10yr contract commenced
  September 2009, won through competitive tender.

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Long term Business Aspirations

• Become a large mature Social Enterprise,
  providing Cultural, Health and Wellbeing Services
  to a diverse range of clients
• Recognisable in the market place for integrity,
  quality of service, value for money but above
  making a difference and having a positive impact
  on peoples lives.

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Thank you!