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

3. 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’

4. 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

5. 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

6. 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Internal service issues – support, engagement and outdated ‘professional’ attitudes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Some outdated programmes and inconsistent quality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

7. 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

8. 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

9. What Are We?
LEARNING RESOURCE
SERVICE

10. 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

11. 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

12. 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

13. Essentials - 3 BUILD AND NURTURE A GREAT TEAM

15. 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

16. WHAT DO WE DO?

17. BUSY BABIES

18. TELL TALES STORY TIMES

19. DADS AND LADS

20. MUSEUMS EDUCATION

21. MUSEUMS EDUCATION

22. SCHOOLS AND COMMUNITY PROJECTS

23. LOAN COLLECTIONS AND HANDLING BOXES

24. ARTISTS’ HANDLING BOXES

25. AUTHOR VISITS

26. CALDERDALE CHILDREN’S BOOK OF THE YEAR

27. PARTNERSHIP PROJECTS: The Midnight League

28. The Iron Man Project

29. Community Projects – Refugees and Asylum Seekers

30. INTER-GENERATIONAL PROJECTS

31. THE LIVING LIBRARY

32. PEOPLE

33. 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.