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Summary Leisure Direction book introduction to leisure
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- Institution
Summary chapters 6-7-8 of the book Introduction to leisure for the exam of Leisure Direction from the NHTV
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Leisure Direction ILM2Summary book leisure
By Claudia Kreileman
,Chapter 6, The public, private and voluntary sectors in leisure provision
(Torkildsen) People’s leisure and recreation is made possible through a wide range of providers’ and many of these roles
now overlap as they have evolved and organizations have adopted different roles and responsibilities towards leisure.
Public sector = a somewhat nebulous grouping of organizations which comprise a range of government and government
based organizations. The unifying focus is to deliver government policy and they have power to make decisions of
strategic importance. The public sector bodies with an interest in leisure are linked together in a complex set of working
relationships, with their principal purpose to work towards objectives that improve the public good. To achieve these
objectives, the public sector uses revenue which it generates through taxation to develop and then implement policies and
initiatives which will benefit the resident population, particularly the communities which it serves.
National policy is normally formulated by national government organizations with economic and social factors in mind,
and they often fund other government agencies which operate at arm’s length from government as quasi-autonomous non-
governmental organization (QUANGOs).
The nature of state involvement in leisure has been based on a number of principles :
1. A coordinating function: so that they can work with other government organizations and the private sector as well
as voluntary bodies to develop a common strategy for leisure provision to join together the multitude of provision.
2. A planning function: so that they can make provision for the types of facilities and services required among the
current and future population as well as the physical infrastructure and investment that they may be needed for the
future of leisure needs.
3. To create legislation and also to regulate the sector: e.g. in relation to gambling and drinking alcohol as leisure
pursuits; so that growth and development issues are managed in a way which is tailored to government objectives
as well as community needs.
4. To stimulate the sector, by providing incentives to achieve development and other social objectives e.g.
employment generation.
5. Marketing and promotion: to raise public awareness of government strategies and programmes such as healthy
living and the importance of leisure activities to achieve these objectives.
6. Intervention in the free market where there is a perceived market failure, where different leisure facilities may not
be provided without public sector assistance or where there is a demonstrable benefit from intervention.
7. To protect the public interest and to mediate between competing interests so that the immediate short-term
economic gains are balanced with longer-term needs.
Leisure provision is a part of the political system and a number of key concepts affect the way provision is managed and
provided in the public sector: first is the notion of accountability in relation to the spending and provision which results;
second is the diverse role of stakeholders whose interest and activities need to be recognized and accommodated.
The term policy is frequently used to denote the direction and objectives an organization wishes to pursue over a set
period of time. The policy process is a function of 3 interrelated issues:
The intention of political and other key actors.
The way in which decision and non-decisions are made.
The implications of these decisions.
Policy making helps to understand how people make decisions that affect others. Therefore, policy making is important
within leisure because it helps us to understand the political nature of provision, resulting from policies which have been
developed along with the sources of power which exist in terms of the policy making that shapes the approach to leisure.
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,The policy-making process:
Policy-makers and other decision-makers
i s sue/problem
defi nition
process of policy
defi nition
pol icy formulation
pol icy i mplemention
probl em superseded
or redefined
pol icy outcome
(Henry) public policy includes the actions of governments, both their stated intentions as well as the unintended
consequences of the policies they had considered and rejected and options they hadn’t considered. Four types of public
policy which focus on:
Distributive policies, which are likely to benefit all of the population without any particular targeting e.g. funding
of sport.
Redistributive policies, which are designed to focus on one particular group or section of the population e.g.
unemployed and leisure provision.
Constituent policies, which set out the procedures to be followed within society.
Regulative policies, which are associated with the management of the behavior of the population e.g. no smoking
in public places.
Government intervention is sometimes characterized in terms of two simple positions: to facilitate or regulate a particular
activity and, in some cases, to bring order to the different components of the leisure system so that the public sector and
other agencies can operate in harmony for the wider public good.
Four types of service provision which local authorities undertook to provide in relation to service delivery:
need-based services, which are provided free of charge to all citizens and these may also have the leisure
dimension e.g. education and social services.
Protective services, which include policing and other security-related services e.g. fire brigade.
Amenity services, often based on the needs of the local community e.g. open space provision.
Facility services, e.g. leisure centres where there may be a direct charge, or provided free of charge e.g. libraries.
2
, “New managerialism” a growing professionalization in relation to the development of policy and management. (Robins)
The process behind the development of new managerialism that has pervaded many areas of the public sector, as a
result of:
A growing trend towards consumerism.
A greater focus in central government policy and legislation on competition in the public sector and attempts to
try to introduce measures associated with the free market.
A greater use of commercial management techniques to shift the focus towards a professional approach to leisure
delivery.
What this meant for leisure service provision was:
The greater focus on consultation in the provision of leisure services.
A focus on joined-up government, with policy making and delivery harmonized rather than separated out.
The greater use of partnerships involving the commercial, voluntary and public sectors to deliver leisure services.
The greater focus on integration in terms of the planning of leisure through strategies and cooperation between
different public sector agencies.
The replacement of the former Compulsory Competitive Tendering (CCT) model in local government services
with a new concept entitled Best Value.
Best Value set out a series of new concepts to drive local leisure provision focused on two specific principles:
Fundamental service reviews: where local authorities have to examine their service provision in considerable
detail in relation to four key concepts: to challenge, compare, consult and compete – the four C’s. The four C’s
meant:
1. Challenge the existing rationale of existing provision and the way it is delivered.
2. Consult with the diverse range of stakeholders to ensure provision meets local needs.
3. Compare the performance within a local authority with national and local performance standards to ensure
that provision is of the highest possible standard, with a focus on best practice from elsewhere.
4. Review the Competitiveness of service delivery so that it represents the best value for money available from
the potential option available for delivery so that efficiency and effectiveness are embodied in delivery.
These principles follow the current government linking that aspire to high standards of transparency and
accountability in public service delivery.
These four principles would then be audited by the Audit Commission in terms of the regular reviews they
undertake of local authority service provision.
The development of the Best Value Performance Plans, which needed to build in national and local standards of
provision and set specific targets for the performance service delivery as well as ensure wide consultation
amongst the community being served. In the Best Value approach, leisure service delivery needs to contribute
towards the wider social priorities of the specific local authority in question, often set out in its corporate
objectives. These corporate objectives are normally aligned with central government policies. The consequence
for local authorities is that the former focus in the previous decade of Conservative government administration at
a national level, with its emphasis on the three E’s (economy, efficiency and effectiveness) was replaced with the
four C’s approach.
(Robinson) Best Value involves consideration of four potential delivery mechanisms:
Continuation of in-house provision.
The pursuit of external partnerships.
The establishment of trusts as a non-profit or charitable undertaking.
The development of a public-private sector partnership.
(Coalter) Evidence-based policy making: policy is designed to increase participation and then develop a series of
specific outcomes from policies.
The logic behind these approaches to policy making and interventions are that leisure provision will contribute to
increased participation that leads to positive impacts for the individuals and may lead to behavior change. This then feeds
into more strategic outcomes whereby investment in leisure has a wide-ranging benefit for the community via the
collective outcomes of such provision.
In other words, leisure is used by the state to achieve not only leisure outcomes but to contribute towards a cumulative set
of social and economic outcomes.
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