Select Committee on Culture, Media and Sport Second Report


2 Annual Report 2002-03: overview

3. The Department for Culture, Media and Sport published its Departmental Annual Report (DAR) in May 2003, covering the previous financial year.[2] Much of the analysis of performance within the DAR is against targets contained in the 2001-04 Public Service Agreement (PSA) agreed with the Treasury in the Spending Review 2000.[3] The next PSA, covering 2003-06, was agreed as part of the 2003 Spending Review and the targets within this process were also set out in the DAR.[4]

4. According to the introduction to the annual report, the primary aim of DCMS is:
to enhance people's lives by supporting and promoting a wide range of activities' within areas which 'people care passionately about such as sport, art, music, theatre, historic buildings and good design, where they are going on holiday and what they watch on TV.'[5]

5. Sitting underneath this aim, since 2001-02, there are four strategic priorities (said to underpin the Public Service Agreement and form the basis of policy development).
  • Children and young people: enhancing access to a fuller cultural and sporting life for children and young people and giving them the opportunity to develop their talents to the full.
  • Community: opening up our institutions to the wider community, in order to promote lifelong learning and social cohesion.
  • Economy: maximising the contribution which the tourism, creative and leisure industries can make to the UK's economy.
  • Delivery: modernising the way we deliver our services, by ensuring our sponsored bodies are set and meet targets which put customers first.
  • 6. DCMS works with around 66 Non-Departmental Public Bodies (NDPBs) and with the local authorities of England who provide many cultural and leisure services. Over 95% of the DCMS annual budget is allocated directly to NDPBs and, in 2002-03, and there is a separate volume of the Report which concentrates on the work and finances of the sponsored bodies.[6]

    7. Underneath the four strategic priorities, the Department has set six objectives and associated performance targets intended to span the work of DCMS, and form tools with which to measure performance. The Treasury has provided guidelines on how to set appropriate measures of progress and a Treasury checklist of effective measures is appended to this Report. The DCMS targets are set out below:
    Target One: To ensure all public libraries have internet access by the end of 2002.
    Target Two: To introduce at least 12 Creative Partnerships by March 2004, targeted at deprived areas, ensuring that every school child in the Partnership has access to an innovative programme of cultural and creative opportunities.
    Target Three: To raise significantly, year on year, the average time spent on sport and physical activity by those aged five to 16.
    Target Four: To increase the numbers of children attending museums and galleries by a third by 2004.
    Target Five: To increase by 500,000 by 2004 the numbers of people experiencing the arts.

    Target Six: To conduct a value for money study of the organisations sponsored by DCMS by April 2002, significantly improving the average performance by 2004.

  • 8. The Secretary of State told us that, in view of the breadth of DCMS responsibilities, PSA targets were needed that drove the key departmental priorities.

    'if you take a department like mine which famously covers everything from the Tote to the Tate, what is it centrally about?[7] My department is about enriching people's lives and particularly enriching the lives of young people who may well be shut out from those opportunities by virtue of deprivation and other lack of opportunity. That sits right at the centre. I want PSA targets that are going to capture our performance against the things which are central to what my department does. We have four strategic priorities that focus on young people, on communities, on our support for the economy through productivity growth and tourism, creative industries and media and a fourth strategic priority which is focused on improving the delivery, our performance as a department and in turn the performance of our non-departmental public bodies. What the PSA targets do is to try to give turbo charge and focus to those strategic priorities.'[8]

    9. The inter-relationship of aim, priorities and targets are therefore important and can be set out as follows:
    AimPriorities Targets
    Enhancement of life by support and promotion of activities in the areas of: sport, art, music, theatre, historic buildings & good design, where people go on holiday and what they watch on TV


    Enhancing access to a fuller cultural and sporting life for children and young people

    Establishment of Creative Partnerships

    Increase of time spent on sport by 4-16 year olds


    Increase in numbers of children attending museums and galleries

    Providing internet access through public libraries

    Increase the number of people experiencing the arts




    Opening up institutions to the wider community to promote lifelong learning and social cohesion

    Maximising the contribution which tourism, creative and leisure industries make to the UK's economy


    Conduct Value For Money studies of DCMS' NDPBs and significantly improve average performance

    (given the responsibilities of the many DCMS NDPBs, this target also applies to priorities 1 and 2)


    Modernising the delivery of services by ensuring sponsored bodies are set and meet targets which put consumers first

    Achievements

    10. In the executive summary of the DAR, the Department sets out some of what it regards as the highlights of the work it carried out in 2002-03. These include both outcomes and processes and are: the programming of the Queen's Golden Jubilee events; the staging of the Commonwealth Games; the provision of internet access through public libraries; the first full year of free admission to DCMS - sponsored museums and galleries; the establishment of the First Light programme by the UK Film Council; the establishment of 16 Creative Partnerships; the publishing of the Communications Bill and the Licensing Bill and the preparations for the draft Gambling Bill; and the launch of an initiative aimed at reducing micro-management and giving more strategic direction of the Department's sponsored bodies - known as the 'Touchstone' programme.

    Expenditure

    11. A summary of the totality of the public's money for which the DCMS has direct or indirect responsibilities - public expenditure from the Exchequer, resources for good causes raised through the National Lottery, and the BBC Licence Fee - is set out below.

    2002-03

    amount (£)

    Summary:

    Total public expenditure

    1,211,225,000

    Amount drawn down from the NLDF

    Resources for the National Lottery Distribution Fund (NLDF)


    1,892,799,000

    1,591,781,000


    BBC Licence Fee

    2,658,500,000

    Total

    7,355,305,000


    Breakdown:


    Total Exchequer spend

    1,211,225,000

    Museums, Galleries and Libraries

    Arts

    Historic Buildings, Monuments & Sites

    Broadcasting & Media

    Sports

    Tourism

    Administration & Research

    The Royal Parks

    Spaces for Sport &Arts

    Listed Places of Worship

    Gambling, Licensing & horseracing

    Queen's Golden Jubilee

    National Lottery Commission

    Commemorative Services and Royal Funerals

    Culture Online


    388,154,000

    291,152,000

    148,287,000

    113,073,000

    109,764,000

    69,952,000

    37,872,000

    25,637,000

    10,100,000

    8,453,000

    1,999,000

    3,722,000

    35,000

    2,772,000

    253,000


    Income to the National Lottery Distribution Fund (NLDF)

    Amount drawn down from the NLDF


    1,591,781,000

    1,892,799,000


    New Opportunities Fund

    Community Fund

    Sport England

    Heritage Lottery Fund

    Millennium Commission

    Arts Council England

    NESTA

    UK Sport

    UK Film Council

    Sports Council for Wales

    Scottish Sports Council

    Scottish Arts Council

    Arts Council of Wales

    Arts Council Northern Ireland

    Sports Council of Northern Ireland

    Scottish Screen


    367,000,000

    352,214,195

    307,958,000

    264,828,307

    190,477,000

    178,533,056

    95,000,000

    25,842,042

    24,497,524

    20,632,199

    17,395,791

    15,822,048

    15,549,008

    7,173,681

    5,665,747

    4,210,613


    BBC Licence fee

    2,658,500,000

    Source: DCMS, 2004

    12. For 2002-03, the DAR sets out estimated figures for expenditure, aggregated under five activity areas, and staff numbers, aggregated for the central department (470) and the Royal Parks Agency (249). The outturn figures for 2002-03 are set out below.

    DCMS administration by activity

    (actual outturn for 2002-03, £ millions)

    Activity

    Administration costs

    Total resource & capital outturn

    Administration

    as a % of total

    Staff nos. (FTE)

    Arts & culture

    9

    877

    1.03%

    113

    Sport

    4

    140

    2.8%

    49

    Tourism, Libraries and Communities


    4


    76


    5.3%


    47

    Creative industries, Broadcasting and Gambling


    6


    1,920


    0.31%


    73

    Administration

    12

    39

    30.8%

    191

    Total

    35

    3,086

    1.1%

    473

    Source: DCMS, 2004


    2   Department for Culture, Media and Sport Annual Report 2003 (hereafter the "DCMS Annual Report) Cm 5920  Back

    3   http://www.hm-treasury.gov.uk/spending_review/spending_review_2000 Back

    4   DCMS Annual Report p 34 Back

    5   DCMS Annual Report p 28 Back

    6   DCMS Annual Report p29 Back

    7   A Bill to privatise the Tote is currently before Parliament; the Horserace Betting and Olympic Lottery Bill. Back

    8   Q 28 Back


     
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