I have been asked recently what are the main challenges facing local authority leisure services and how should we tackle them over the next 5 years.
Space is obviously at a premium and knocking down houses to create some more wouldn’t win votes.
Economic inequality is a reality that has been, and always will be, there.
Visitors are not just welcome but also contribute enormously to the local economy.
And to those we should add the following - in no particular order:
Childhood and adult obesity – while the pharmaceutical industry may see this as a development opportunity … the leisure industry should not!
The “Silver Fox” phenomena of an increasingly agile and able 60+ generation. The looming pension crisis is likely to mean that many will have more time than money to occupy themselves as fully as they would wish.
An increasing number of aging people using our facilities brings with it the need to balance active recreation with passive recreation – noisy corners with quiet ones, Japanese Gardens with Adventure Playgrounds etc.
Our biodiversity is under extreme threat and this is demonstrated by the presence of Japanese Knotweed across Britain. The plight of the humble bee is finally starting to strike a chord with the general public… but are we doing enough?
Global warming and climate change – the impact of these upon the residents and wider environment are going to be enormous. How do we cool the atmosphere in a boiler house of concrete, York stone and tar macadam?
Rapidly increasing costs of transport and core key services such as gas and electricity.
Waste reduction and the escalating costs of its disposal to the local authority. Plastic bottled water is now the norm in place of public drinking fountains yet in Australia communities are now banning bottled water… something to watch disappear with the plastic shopping bag?
What to do with green waste generated in the parks? Can it be fully recycled?
The phenomenal cultural diversity of the residents of the country, quite apart the visitors, and the potential conflict that can develop as a consequence: for example, when providing swimming sessions to people of faith who would never think of mixed swimming or, on a more mundane level perhaps, people who view pigeon feeding as an act of religious charity rather than feeding vermin.
Budgets and the financing of the local Government settlement are going to come under increasing strain as the pressures of the current economic recession force a correction in public expenditure. This challenge cannot be over-estimated.
There is the economic well-being of residents to consider as well. If they cannot afford to use our leisure facilities what do we need to do to help?
Gender and race issues. It is probably fair to say that practically every nation on earth is represented in the borough. Economic hardships coming out of the current recession can be very quickly translated into gender, racial, or homophobic attacks and recent events in Northern Ireland, as well as reports from Stonewall, suggest that these are now on the increase.
Security and perceptions of security in public spaces. Addressing anti-social behaviour doesn’t just cost money, it also has a depressing impact upon the lives of many people and there are too many examples of a leisure space right on the front-line.
The holistic well-being of users of not just our leisure centres, but also of all our open spaces. Nuffield Health is doing some extremely exciting and innovative work here – but it needs to somehow be spread beyond the four walls of their centres and the GP surgeries. Green gyms and boot camps for over-weight officers and residents?
The very special needs of sections of the community that have very precise and quite complex requirements such as those which a number of very dedicated charities endeavour to meet.
The skills shortage in the front-line leisure services that we provide via our contractors and the need to offer (as well as to encourage the local take-up) of apprenticeship positions in the parks and leisure centres.
We need to ensure that the skills and competencies of our own client teams meet the challenges that we face.
There is the political landscape and the aspirations of Members to deliver the aspirations of their Cabinet Plans.
There is the need to promote our leisure services using the instruments and technology of the day in order to ensure that we reach a wide audience. This will include the conventional local media and the internet for booking as well as promotion, and the use of social networking sites such as Facebook, Twitter and Socialscope.
And finally, whilst the list could continue for sometime more – there are the complex issues of understanding how leisure impacts upon the individual.
So how do we start to tackle these challenges over the next 5 years?
I am proposing two broad steps:
STEP ONE: OPERATE IN PARTNERSHIP
We must move forward in partnership with the community through, for example, far greater involvement and promotion of volunteer schemes and encouragement of Friends groups.
We must actively support and partner the private sector so as to avoid unnecessary competition for the same services and consequent dilution of quality by saturation at the expense of other opportunities.
We must work closely with the other services such as the Police, Government agencies, the PCT, and other partners.
We must ensure that our contracted providers of front-line services share our vision and, while not setting aside the need for profit, ensure that their services are real value for money and that they play their part in meeting the challenges the local authority faces.
We must work across divides such as political and individual ambition.
We must work as part of a network of local authorities. Co-operation with surrounding boroughs and communities can lead to greater economies and more holistic service provision.
We must foster and encourage initiatives such as Tidy Britain’s Green Flag and Green Pennant initiatives as well as Britain in Bloom which brings together the wider community to improve the overall environment.
OUTLINE ACTIONS:
Identify who are our partners.
Audit what they do, look for synergies and opportunities to either broaden the spread or increase the depth of our joint service delivery.
Step out of the silos – look for grounds maintenance contractors in the leisure centre and indoor leisure managers in the park and the local authority's aspirations in their board rooms.
STEP TWO: DEVELOP THE LEADERSHIP
The leadership, at every level, must be focussed upon the challenges.
The quality of our strategic thinking and processes must be strong – open to challenges, not defensive of the status quo.
Decision making must be transparent and accountable.
We must not shy from taking tough decisions.
While we must foster and encourage the voice and work of the individual, we must speak as one at the point of delivery.
Leaders must, at every level, be given the space and support to lead and develop (am I the only subscriber to McKinsey?).
We need to be present in the workplace as well as working smarter.
All decision making must be inclusive of the people we lead, and the community we serve; the city of which we are a part and the wider community.
OUTLINE ACTIONS:
Carry out an honest and open assessment of ourselves, the organisation and the demands being made of us so as to identify what needs doing and what can be done.
Develop our leadership and technical skills.
Broaden the stake-holder base to encourage individuals to take pride and ownership in their contribution to our public service.
Be ready for risk – without it, the “future” remains grounded.
Be strategic - look outside and around us at what is going on in the wider world – follow Baden Powell's scouts and “be prepared”.
