In tough times and in tricky situations, you need to make new friends and do things differently.
This is as true for Culture and Sport as it is for the UK Government. We think at Audiences UK we’ve got a pretty interesting model for cost-effective skills sharing and delivery across a number of independent organisations. Our colleagues at MMM think so too and they are including us as a case study in their upcoming publication on Networks.
Local Government has been talking a lot about shared services and joint delivery in Culture and Sport. There seems to be a real appetite from Officers to do things differently. With elections out of the way, is there political support to see some really bold new ways of working?
And the Third Sector – all those independent arts organisations, museums, etc. – need to look seriously at their business models. Is it possible to deliver back office functions more smartly in partnership and sustain (or even increase) what you’re investing in the core function of your business?
Cultural and sporting life in this country is not perfect. There are currently serious geographic inequities, but overall, culture and sport contribute a huge amount to what makes the UK a great place to live and visit. Sustaining and developing the sector’s contribution to the nation’s quality of life in challenging times does require sustained investment in ‘front line services’, but it also means increased focus on research, support for skills development and facilitation of partnership working that will lead to a smarter and better value sector.
David Brownlee, Chief Executive, Audiences UK
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