Developing Multi-Disciplinary Services DOUBLE IDENTITY Developing Multi-Disciplinary Services Barry Sheridan Arts, Education and Development Manager Calderdale Cultural Services

WHY ? INTERNAL Small sub-services are vulnerable Particularly if not seen as ‘core’ Inefficient use of resources To develop a better service EXTERNAL The individual ‘offer’ is limited – unable to meet increased and more complex customer needs Less able to respond to changing environment Presents confusing picture from customer perspective Scale and ‘presence’

CALDERDALE COMMUNITY SERVICES Pre 2004 CALDERDALE COMMUNITY SERVICES Libraries Museums and Arts Children’s Public Library Service Schools Library Service Museums and Galleries Education Service Arts Development and Community Engagement

Pre 2004 Issues - 1 CLS/SLS Resources – staff, finance and learning Status and Visibility (internal and external) Inconsistent quality and quality control SLS customer satisfaction SLS declining membership and income Staff morale

Museums and Galleries Education Pre 2004 Issues - 2 Museums and Galleries Education Internal service issues – support, engagement and outdated ‘professional’ attitudes Site based audience rationale, even for outreach Income targets Some outdated programmes and inconsistent quality In-balance between creative ‘arts’ side and more ‘traditional ‘museums’ side

Pre 2004 Issues - 3 Common to all Ineffective Marketing and Promotion Lack of distinct identity and position Lack of focus on providing for changing customer needs Visibility and Profile with key audiences and stakeholders Some duplication of activities and competition for audiences

CALDERDALE LIBRARIES, MUSEUMS AND ARTS From 2005 CALDERDALE LIBRARIES, MUSEUMS AND ARTS Children’s Library Service Schools Library Service Museums and Galleries Education Schools and Community Outreach

What Are We? LEARNING RESOURCE SERVICE

WHAT WERE THE PROBLEMS? Team Different professional disciplines and attitudes Lack of knowledge and understanding of each other Initially some suspicion and resistance. Perceived lessening of links to ‘core’ professional service and disciplines Others Lack of understanding and support Unchanged expectations – things would carry on as before Success can be an issue for others

Research and Consultation ESSENTIALS Vision Clear sense of what you’re trying to achieve Dynamic leadership and management Willingness to take risks Research and Consultation Build development strategy on what customers actually want Show you’re responsive and that you care Be visible and proactive

Promotion and Networking ESSENTIALS - 2 Promotion and Networking Produce quality promotional material for a quality ‘offer’ Be visible and actively ‘out there’ Sell the ‘business’ Deliver what you promise Develop Effective Partnerships Value yourself Identify where you can add value to others Identify who adds value to you Identify opportunities

Essentials - 3 BUILD AND NURTURE A GREAT TEAM

WHAT WE HAVE NOW – THE BENEFITS Critical mass, high visibility and reputation A clear and strong Brand Identity Perceived as a ‘Player’ – externally and internally more ‘clout’ Coherence - one-stop shop for anything to do with children’s, education and learning services Can respond quickly to changing agendas and priorities Range of resources and expertise – flexibility Strong sense of identity and team ethos Excitement, pride and fun

WHAT DO WE DO?

BUSY BABIES

TELL TALES STORY TIMES

DADS AND LADS

MUSEUMS EDUCATION

MUSEUMS EDUCATION

SCHOOLS AND COMMUNITY PROJECTS

LOAN COLLECTIONS AND HANDLING BOXES

ARTISTS’ HANDLING BOXES

AUTHOR VISITS

CALDERDALE CHILDREN’S BOOK OF THE YEAR

PARTNERSHIP PROJECTS: The Midnight League

The Iron Man Project

Community Projects – Refugees and Asylum Seekers

INTER-GENERATIONAL PROJECTS

THE LIVING LIBRARY

PEOPLE

Where Now? Public Sector Cuts – into the unknown Impacts internally and also with our customers and partners Imperative to explore alternative delivery models and partnerships Maintain flexibility and focus on priority agendas and outcomes Be in there shaping the future Not waiting for the tsunami to hit.