Hampshire County Council

Policy Review Committee - Recreation and Heritage Item 3(ii)

23 May 2002

Executive Member - Recreation and Heritage Item 2

30 May 2002

Recreation and Heritage Department - Objectives and Management

Report of the Director of Recreation and Heritage

Contact: Yinnon Ezra Ext: 5402

1. Introduction

1.1 As services evolve under the influence of local policy and external pressures on the County Council, the relevance of both the core aims and objectives and the ability of the organisation to deliver must be kept under constant review. The services in the Recreation and Heritage Department are all linked by one fundamental principal - people `choose to use' these services, hence it is imperative that they are responsive, creative, innovative and clearly focused.

1.2 This report reviews the core objectives of the Department and makes some suggested changes to the proposed management structure to ensure it is able to deliver these aims. However, it is essential there is adequate balance between the stability needed for continuing delivery of effective service and the adaptation required in a changing environment.

2. Aims and Objectives

2.1 The vision is really quite simple:-

"To improve the quality of life by providing the best possible access to recreational and heritage services and assets together with developing skills and interests to ensure the better use and care of these valuable resources".

2.2 The objectives are:-

· Customer care and a strong marketing approach to the delivery of services which identify what is needed now, thus building on the rich roots of existing patterns of provision, professional expertise and integration;

· The progressive stewardship of the rich heritage of Hampshire's cultural, recreational and countryside assets so they may be enjoyed equally by future generations;

· Delegating more operational responsibility to front line staff, together with a strong commitment to personal and professional development;

· Developing a strong commitment to high quality services;

· Being indispensable to the delivery of the County Council's core objectives;

· Being a `by-word' for innovation;

· Targeting resources at priority needs and introducing a robust performance regime for monitoring the impact on taking forward the County Council Corporate Objectives;

· A practical commitment to equal opportunity;

· Creating the Cultural Strategy for Hampshire;

· Delivering the County Council's ambition for expanding the user base of all the services.

3. The Recreation and Heritage Organisation

3.1 Although the current structure has certain demonstrated strengths there is a need to move more quickly to an integrated Departmental approach which delivers the real benefits which `cross-cutting' working can unlock for customers and staff. To this end it is proposed that the management of the Museums Service and the Record Office be combined, to be managed by Stephen Locke as Head of Museums and Archives. However, a "County Archivist - Manager of Hampshire Record Office" will be appointed to ensure that this service continues to have a senior professional responsible for its management and direction. Appendix One is a brief summary of the main service reasons for making this organisational change.

3.2 To further advance the objectives it is clear that the new management team require support covering marketing, resource allocation, performance tracking and monitoring, external funding, strategic management and an ability to engage more proactively with Hampshire County Council's corporate priorities. This, together with providing the means for the Department to be creative, in the use of all its resources which may involve multiple and interchangeable use of staff, buildings and space as a development from a single service approach.

3.3 In the original management structure a post of "Head of Resources" had been approved and budgeted for. It is proposed to change and re-orientate this post, now to be called "Head of Business Development" so it is able to provide the department with a wide range of skills and creative support. In addition it is proposed to create two new posts of "Marketing Manager" and "External Funding Manager" to ensure a systematic/effective approach to delivering these important objectives. This increased emphasis on marketing skills, not only the `selling' of services, but also understanding what services are required through market research, consultation groups and feedback from the public must inform directly the development of services. With the huge expansion of external sources of funds available to enhance and develop services managers require informed and focused advice on this rapidly changing landscape so as not to invest time/energy in bids (some of which take days and weeks to prepare) which will not be successful. It is also hoped to link this to the Department increasing its involvement in European and relevant international activity. Appendix Two is a summary structure chart which outlines the proposed changes, including the deletion of the Deputy County Librarian post, the duties of which will be absorbed by both the new Head of Library and Information and other members of the Library and Information Service Management Team.

3.4 Personal and Professional Development

It is essential that staff are fully supported and encouraged to contribute fully to implementing the objectives outlined in this report. For this to take place, it is essential that they are able to set aside dedicated time to take full advantage of a wide range of personal and professional development opportunities available to them either within the County Council or outside - if necessary with their line manager, exploring opportunities which expand their experiences and create new skills.

3.5 As an expression of the Department's unequivocal commitment to Personal and Professional development, it is proposed to set a benchmark for all staff of five days training and development time (pro rata for staff working less than 37 hours a week). These days, which will form part of individual development and training plans, will need to be agreed with line managers to ensure both the relevance to individual personal development plans and the operational requirements of the service. The days will not necessarily be used for course attendances but may also involve shadowing, voluntary work, outdoor education, job swaps both within and outside the department, or the County Council, and other development activities.

3.6 What is also currently being investigated is the creation of a `virtual' development centre for all Recreation and Heritage managers with external consultant support. This facility, available on a " call-off" "self-nomination" basis, would ensure that staff are able to access experienced, independent and individual support.

4. Resources

4.1 The change in management structure and the creation of the additional posts are all contained within the current Recreation and Heritage Budget.

5. Conclusion

5.1 This report has briefly outlined the broad aims of the Recreation and Heritage Department, together with some changes in organisational arrangements which will assist in delivering this vision. In the Department's staff there is a passion for their services, customer care and a willingness to embrace change where it will deliver opportunities to engage those who do not (or cannot because of personal circumstances) use the services. The scene is set for an exciting period of change and service improvement!

RECOMMENDATION

That the approach and changes outlined in the report be endorsed and submitted to the Executive Member for Recreation and Heritage for his consideration.

Appendix 1

HAMPSHIRE COUNTY MUSEUMS SERVICE AND

HAMPSHIRE RECORD OFFICE

TEN GOOD REASONS TO COMBINE THEM

1. It combines the two departments responsible for the permanent curatorship of the County's collections.

2. They share an identity of purpose: the development and preservation of important collections that reflect the history, environment and culture of Hampshire, and provide the greatest possible access to these assets.

3. Although both Services are among the largest of their kind in the country, relative to the Recreation and Heritage Directorate and Hampshire County Council as a whole they are small. There is increasing pressure on general management. Integration creates more critical mass and achieves more scope for developing management.

4. Both departments have reputations for progressive collections management and public service; this creativity will be still more effective if shared.

5. They have an overlapping role in important and popular areas of local history and both have relevant expertise, resources and assets. Integrating them will provide greater effectiveness and the best possible platform for developing policies for dynamic and innovative approaches to delivering better access and use of collections.

6. Both departments have, with limited resources, pioneered education programmes directly linked to their collections; there will be greater scope for effective development in this critically important area.

7. The Museums Service operates sites in all the boroughs of Hampshire. They have worked with the Hampshire Record Office to provide resources rooms in these museums. There is more scope for further integration of services which makes the best use of valuable and expensive space across the county.

8. The Hampshire Record Office holds collections of national (and therefore, being British, international), importance. This is equivalent to a Designated Collection in museum terms and will greatly strengthen the profile of an integrated Museums and Archives Service.

9. At a time when serious proposals are being developed for regional centres of excellence for museums, with a probability that a similar approach to archives, a combination of two outstanding services makes them much more effective contenders in a national frame. Museum and archive combinations elsewhere have proved very successful.

10. Both departments have fostered professional development and expertise and respect each other. There is already close working in a number of practical areas. The proposed combination is natural, evolutionary, organic and progressive.