SR2004 PSA 1 [ENHANCING THE TAKE UP OF SPORTING OPPORTUNITIES BY FIVE TO 16 YEAR OLDS]

Q1.  The Treasury's Departmental Annual Report guidance [PES 07/21] states that departments "must liaise with partner departments to ensure reporting against any joint targets is consistent—at a minimum, the relevant departments should agree on an assessment (although the commentary need not be identical)." Could the Department explain the reasons for a difference in the assessment by DCMS and the Department for Children Schools and Families on PSA 1?

  DCMS described performance against this target as `ahead' whereas DCSF described it as "met early".

  The SR04 PSA target builds on the SR02 target that aimed to enhance the take-up of sporting opportunities by five to 16 year olds by increasing the percentage of pupils in England taking part in at least two hours of high quality school sport and PE within and beyond the curriculum to 85% in 2008. This target was exceeded by one percentage point in 2006-07, when the Annual School Sport Survey showed that 86% pupils were achieving two hours. Both departments fully expect these levels of participation to be sustained, and have expressed this in our annual reports, albeit in different terms.

SR2004 PSA 3 [BY 2008, INCREASING THE TAKE-UP OF CULTURAL AND SPORTING OPPORTUNITIES BY ADULTS AND YOUNG PEOPLE AGED 16 AND ABOVE FROM PRIORITY GROUPS]

Q2.  Could the Department confirm which period the latest outturn data relates to and whether the Department expects to meet its target?

  Latest results were published on 26 June and included data for the first six months of the final year. Data show that there had been change on three of the indicators. These were:

—  a statistically significant increase in those with limiting disabilities attending historic environment sites;

—  a statistically significant increase in those from lower socio-economic background attending historic environment sites; and

—  a statistically significant decrease in those with limiting disabilities participating in active sports.

  All other 17 indicators reported no change. The next and final assessment will be published in December 2008.

  PSA3 set very challenging targets for our sectors. Our current, overall assessment is of slippage against the target—progress is slower than expected to meet the target. Despite this, considerable progress has been made in understanding our sectors and what we need to focus on over the next three years to have greater influence in increasing engagement.

Sport

  Increasing sport participation by 3% over three years is a very challenging target. Only Finland and Canada have achieved these increases and that involved a massive marketing drive and cultural change. Furthermore our targets are focused on the hardest to reach priority groups. We have seen a small but statistically significant increase for all adults participating in moderate intensity sport from 20.2% to 21.6%, and some of this increase could be reflected in the priority groups.

  Given that we are in the final year without a statistically significant increase in the priority groups, achieving the final target is challenging. It represents approximately an additional 120,000 (BME), 260,000 (limiting disability), 470,000 (lower socio-economic) and 620,000 (women). To achieve this in the final 6 months is unlikely.

Arts

  Latest figures from the Taking Part survey show that there has been no statistically significant change in any of the indicators since the baselines were established, suggesting it is unlikely that we will meet our PSA 3 target for attendance and participation in the arts.

  The Arts PSA3 target is a measure of the whole population—it is not just about the proportion of audiences at ACE funded events. It covers all arts activity, including the commercial sector and the voluntary and amateur sector. Both these factors make it a very challenging target for us to influence. It will be disappointing if we fail to meet the target, but we have made progress over the last three years in our understanding of the sector and what we need to focus on over the next three years to have greater influence on attendance and participation in the arts.

Heritage

  We are pleased with the latest results from Taking Part as it indicates a positive shift in the heritage sector engaging with wider audiences. Latest data show a significant increase in attendance amongst those from lower socio-economic backgrounds from 57.3% to 59.8% and amongst those with a limiting disability from 58.4% to 61.5%. There was also a statistically significant increase amongst those from BME background from 50.0% to 54.6% (although this finding was at a slight lower reliability threshold). However embedding long term change will take time and we do not expect the 3% target to be achieved in the next six months.

Museums and Galleries

  The latest figures show that there have been no statistically significant changes to the proportion of the adult population that attends museums and galleries. It is therefore unlikely that we are going to meet our PSA3 target for increasing attendance by harder to reach groups.

  The Museums target applies to the aggregate results for 1,952 museums and galleries in England. The museum sector is a mixed economy: around 42% of all museums are funded from the public purse, while the majority of the rest are classified as either "independent", "private" ventures or are run by The National Trust. This `mixed-economy' makes this a challenging target for the Department to influence.

  We want to drive up all aspects of museum attendance: adults and adults from priority groups; child visits, both primary and secondary as well as special school visits. While the household survey is a record of individuals' propensity to visit, it is not our only measure. We have participation data for both DCMS-sponsored and Renaissance-funded museums for both adults and children that convey a more positive message in terms of direction of travel. However it is not possible to compare visit-based figures with data from this household survey.

SR2004 PSA 4 AND SR2002 PSA 3 [IMPROVING THE PRODUCTIVITY OF THE TOURISM, CREATIVE AND LEISURE INDUSTRIES]

Q3.  Does the Department have any initial views on reasons for the downturn in the productivity trend for the creative industries as highlighted by the provisional data for 2006? Also, with the delay in data becoming available to measure the performance against SR2004 PSA 4, does the Department expect that projects undertaken over the last two years will ensure that the target is met when the final assessment is made?

  The Department has investigated the downturn in the productivity trend for the creative industries with the Office for National Statistics (ONS) who produce the underlying data for the target. The downturn is largely attributable to a significant decline in the Gross Value Added (GVA) for businesses whose main activity is classified as `Radio and TV activities' (Standard Industrial Classification 92.20).

  The ONS over-estimated the GVA for this class for 2005 which led to a drop of around £3 billion when the provisional 2006 data were released. This over-estimate was corrected in the release of revised results for 2005 and 2006 from their Annual Business Inquiry on 17 June 2008—meaning that the downturn in the productivity trend (shown in the chart and table below) is much less severe.

  However, the problem with over-estimation of GVA for "Radio and TV" class may affect other years prior to 2004. This is being investigated and a full explanation of all these revisions will appear in the progress update for the Department's Autumn Performance Report. Any downward revision to the 2004 figure (the base year for the index) would increase the figures for all following years, improving the general trend in comparison to the target.

  As stated in the Technical Note for this PSA, the Annual Business Inquiry is a sample survey and is not specifically designed for PSA target measurement. The definitions for the Department's sectors use low-level results which are more prone to sampling variation. While ONS use specialized processes to account for this, and the Department works closely with ONS highlighting particular figures for extra examinations, some fluctuations remain in the data. These may indeed be correct, but it nevertheless is advisable to consider the trend and averages over several years, rather than solely the change between any two particular years.

  Over the last two years, the Department has been working on the Creative Economy Programme (CEP), comprising consultation, research and policy development aimed at bringing the creative industries into the mainstream of the UK economy. This culminated in February 2008 with the joint publication by the Department for Business, Enterprise and Regulatory Reform, the Department for Innovation, Universities & Skills and DCMS of a strategy for the creative economy, `Creative Britain—New Talents for a New Economy'. The delivery of the strategy is now underway, led by DCMS, but clearly any impact of this on productivity will fall outside the period in question. In any case, given that the projected downturn in productivity as published in the Annual Report was due largely to an error in the data, as explained above, we have no reason to believe that the target will not be met.

LONDON 2012 OLYMPIC AND PARALYMPIC GAMES

Q4.  Has the Department made any assessment as to how the "credit crunch" will impact on its forecast expenditure for the 2012 Olympic and Paralympic Games village?

  The Department has made a thorough assessment of the risk management and mitigation arrangements that each of the Olympic delivery partners has in place to manage the potential impacts of the global economic situation on the overall Olympics programme and is confident that—although a challenge—this does not represent a major risk to the delivery of the Games. The Department has also ensured that each delivery partner has robust mitigation strategies in place to deal with any risk that may materialise due to the current climate.

  The principal risk that does arise is in relation to the Olympic Village, which is a project intended to be delivered through a private developer scheme raising private sector debt in anticipation of future residential property revenues. The Department has been working closely with the Olympic Delivery Authority (ODA to explore all possible funding and delivery options for this project, with the intention of reaching a deal made up of the optimal mix of private and public sector funding contribution. As such, there is likelihood that the revised funding proposals will require an increased level of public sector investment. The ODA is aware, however, that all options under consideration must be contained within the existing Public Sector funding package and that there can be no increase in the overall agreed budget of £9.3b. It is anticipated that any additional public sector investment required will also attract rights to share in future sale proceeds.

  No new deal on the Village has yet been done—and to speculate at this stage may prejudice the negotiation process—but we are confident that the Olympic Village will continue to proceed without delay, will be delivered within the Olympic funding available and that there will be an appropriate return to the public purse from Village profits.

Q5.  Could the Department provide the Committee with a breakdown of how the £9m investment for the International Inspiration (page 19 of the DAR) is split between the public and private sector bodies?

  The breakdown covers Phase 1 of the International Inspiration programme covering Azerbaijan, Brazil, India, Palau and Zambia from 2007-08 to 2010-11 as mentioned in the annual report.

£ million
British Council	1.50
DCMS	0.28
DiFD	2.00
Premier League	4.20
UNICEF UK	1.46
Total	£9.44 m

RESOURCES AND EFFICIENCY

Q6.  Could the Department explain the following variances identified in the tables on pages 46 to 59 of the Departmental Annual Report

—  the significant changes in the figures for procurement and current grants over the CSR period (2008-09 to 2010-11) when compared with the figures for 2007-08 in the Resource Budget: Departmental Expenditure Limit table (page 48).

  The change noted is due to the fact that this line in the table needs to be apportioned between pay, procurement and current grants. When this is carried out, it is anticipated that it will be more in line with prior years as the department's spending profile has not materially changed. This re-apportionment could not be completed prior to the publication of the report. It is our intention to complete this exercise as soon as the Provisional Outturn White Paper has been published.

—  the decrease in spending in Scotland over the period 2007-08 to 2010-11 when compared with 2006-07 in the total spending by country and region table (page 56).

  The figures published in Table 7 for the years 2003-04 to 2006-07 incorrectly allocated a small proportion of the spending by the Big Lottery Fund. The corrected figure for 2006-07 is £162 million. Figures for other years are:

2004-05	2005-06	2006-07	2007-08	2008-09	2009-10	2010-11
197.6	219.1	162.0	144.9	131.6	112.9	112.8

—  the estimated outturn of £54.16 million for 2007-08 on total administration budget (page 54), compared with the planned expenditure of £50.26 million in the 2007 Departmental Annual Report. Is the increase in relation to the expenditure mentioned in Note 7 (page 61) and, if so, was it not originally budgeted for 2007-08?

  The increase is in relation to the narrative in Note 7 (page 61). It was not possible to provide increased funds before the start of the year. The costs were met from the End Year Flexibility Administration reserve, drawn down via the Winter Supplementary Estimate.

—  how the expenditure of £3 million for each of the CSR years (2008-09 to 2010-11) allocated to the creative economy in the Resource Budget: Departmental Expenditure Limit table (page 48) will be spent?

  The Creative Economy Resource budget will be used to meet the commitments and objectives of the Creative Economy Programme. This will include the funding of projects associated with specific commitments detailed within Creative Britain New Talents for the New Economy including the World Creative Business Conference and the RDA regional beacons project, but may also include other projects whose aims contribute to the objectives of the Creative Economy Programme.

—  the decrease in planned spending on the Olympics for 2008-09 when compared with the figures for 2007-08 and 2009-10 in the Resource Budget: Departmental Expenditure Limit table (page 48).

  The outturn data for 2006-07, and estimated outturn data for 2007-08, included the resource cover for the London Organising Committee for the Olympic Games (LOCOG). The amount requested is based on the forecasts in the yearly business plan and is funded via End Year Flexibility. It is anticipated that LOCOG will be virtually self funding in budgetary terms in 2008-09.

Q7.  The Treasury Committee's 2nd Report 2006-07 [on The 2006 Pre-Budget Report] recommended that departments report their efficiency savings with reference to the Office of Government Commerce (OGC) classification of "preliminary", "interim" and "final". The Committee would be grateful for a breakdown of the reported £259.8 million savings into the OGC classifications

  The £259.8 million can be broken down as follows:

—  £234.8 million  —  "Final";

—  £ nil           —  "Interim"; and

—  £25 million     —  "Preliminary".

Q8.  The Committee requests copies of the efficiency reports submitted by the Department to the OGC for the last two quarters

QUARTERLY REPORTING SCHEDULE

Record of Forecasts and Actuals

Department: DCMS

Target: 262.0 £m

Quarter Reported: Q3 07/08

															Update
	Update	FORECAST
Initiative Title	Cashable Savings	04/05		05/06					06/07					07/08
		Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4
		Dec-04	Mar-05	Jun-05	Sep-05	Dec-05	Mar-06	Jun-06	Sep-06	Dec-06	Mar-07	Jun-07	Sep-07	Dec-07	Mar-08
DCMS0101: Budget review	1.4	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	1.0	1.0	1.4	1.4	2.0
	1.4	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	1.0	1.0	1.4	1.4	2.0
DCMS0201: Local authorities	77.9	0.0	28.5	28.5	28.5	28.5	74.6	74.6	74.6	74.6	98.0	98.0	108.9	108.9	154.5
	77.9	0.0	28.5	28.5	28.5	28.5	74.6	74.6	74.6	74.6	98.0	98.0	108.9	108.9	154.5
DCMS0301: Museums and galleries	35.4	0.0	0.0	0.0	0.0	0.0	37.6	37.6	37.6	37.6	52.9	52.9	58.0	58.0	53.5
DCMS0302: Heritage	7.1	0.0	0.0	0.0	0.0	0.0	9.1	9.1	9.1	9.1	12.8	12.8	11.5	11.5	13.2
DCMS0303: Lottery and Grant-Giving and Strategic	54.4	0.0	0.0	0.0	0.0	0.0	35.0	35.0	35.0	35.0	52.0	52.0	57.3	57.3	62.2
	96.9	0.0	0.0	0.0	0.0	0.0	81.7	81.7	81.7	81.7	117.7	117.7	126.8	126.8	128.9
	176.2	0.0	28.5	28.5	28.5	28.5	156.3	156.3	156.3	156.3	216.7	216.7	237.1	237.1	285.4

												Update
ACTUAL
		04/05		05/06				06/07				07/08
		Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4
		Dec-04	Mar-05	Jun-05	Sep-05	Dec-05	Mar-06	Jun-06	Sep-06	Dec-06	Mar-07	Jun-07	Sep-07	Dec-07	Mar-08
DCMS0101: Budget review		0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	1.0	1.0	1.4	1.4
		0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	1.0	1.0	1.4	1.4
DCMS0201: Local authorities		0.0	28.5	28.5	44.7	44.7	44.7	70.4	70.4	84.6	84.6	84.6	108.9	112.9
		0.0	28.5	28.5	44.7	44.7	44.7	70.4	70.4	84.6	84.6	84.6	108.9	112.9
DCMS0301: Museums and galleries		0.0	0.0	0.0	20.2	20.2	37.1	35.5	37.5	39.4	52.9	52.9	58.0	62.1
DCMS0302: Heritage		0.0	0.0	0.0	1.6	1.6	8.5	9.3	5.8	13.0	12.8	12.8	11.5	12.5
DCMS0303: Lottery and Grant-Giving and Strategic		0.0	0.0	0.0	12.3	12.3	41.5	42.1	45.2	46.1	52.2	52.2	57.3	57.3
		0.0	0.0	0.0	34.1	34.1	87.1	86.9	88.5	98.5	117.9	117.9	126.8	131.9
		0.0	28.5	28.5	78.8	78.8	131.8	157.3	158.9	183.1	203.5	203.5	237.1	246.2

QUARTERLY REPORTING SCHEDULE

Record of Forecasts and Actuals

Department: DCMS

Target: 27 Posts

Quarter Reported: Q3 07/08

															Update
		FORECAST
Initiative Title	Cashable Savings	04/05		05/06					06/07					07/08
		Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4
		Dec-04	Mar-05	Jun-05	Sep-05	Dec-05	Mar-06	Jun-06	Sep-06	Dec-06	Mar-07	Jun-07	Sep-07	Dec-07	Mar-08
DCMS0101: Budget review	1	0	0	0	0	0	12	12	12	12	15	18	37	45	45
	1	0	0	0	0	0	12	12	12	12	15	18	37	45	45
	1	0	0	0	0	0	12	12	12	12	15	18	37	45	45
														Update
		ACTUAL
		04/05		05/06					06/07					07/08
		Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4
		Dec-04	Mar-05	Jun-05	Sep-05	Dec-05	Mar-06	Jun-06	Sep-06	Dec-06	Mar-07	Jun-07	Sep-07	Dec-07	Mar-08
DCMS0101: Budget review		0	0	0	6	1	15	18	3	22	19	19	37	45
		0	0	0	6	1	15	18	3	22	19	19	37	45
		0	0	0	6	1	15	18	3	22	19	19	37	45

QUARTERLY REPORTING SCHEDULE

Record of Forecasts and Actuals

Department: DCMS

Target: 600 Posts

Quarter Reported: Q3 07/08

															Update
		FORECAST
Initiative Title	Cashable Savings	04/05		05/06					06/07					07/08					08/09
		Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4
		Dec-04	Mar-05	Jun-05	Sep-05	Dec-05	Mar-06	Jun-06	Sep-06	Dec-06	Mar-07	Jun-07	Sep-07	Dec-07	Mar-08	Jun-08	Sep-08	Dec-08	Mar-09
DCMS0307: Relocation	0	0	16	16	16	16	16	188	188	423	501	501	555	563	936	936	936	960	960
	0	0	16	16	16	16	16	188	188	423	501	501	555	563	936	936	936	960	960
	0	0	16	16	16	16	16	188	188	423	501	501	555	563	936	936	936	960	960
													09/10					10/11
													Q1	Q2	Q3	Q4	Q1	Q2	Q3
													Jun-09	Sep-09	Dec-09	Mar-10	Jun-10	Sep-10	Dec-10
DCMS0307: Relocation													960	960	960	960	960	960	960
													960	960	960	960	960	960	960
													960	960	960	960	960	960	960
																		Update
						ACTUAL
						04/05		05/06					06/07					07/08
						Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4
						Dec-04	Mar-05	Jun-05	Sep-05	Dec-05	Mar-06	Jun-06	Sep-06	Dec-06	Mar-07	Jun-07	Sep-07	Dec-07	Mar-08
DCMS0307: Relocation						0	16	16	16	16	16	16	269	444	517	520	555	563
						0	16	16	16	16	16	16	269	444	517	520	555	563
						0	16	16	16	16	16	16	269	444	517	520	555	563

QUARTERLY REPORTING SCHEDULE

Record of Forecasts and Actuals

Department: DCMS

Target: 262.0 £m

Quarter Reported: Q4 07/08

															Update
	Update	FORECAST
Initiative Title	Cashable Savings	04/05		05/06					06/07					07/08
		Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4
		Dec-04	Mar-05	Jun-05	Sep-05	Dec-05	Mar-06	Jun-06	Sep-06	Dec-06	Mar-07	Jun-07	Sep-07	Dec-07	Mar-08
DCMS0101: Budget review	1.4	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	1.0	1.0	1.4	1.4	2.0
	1.4	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	1.0	1.0	1.4	1.4	2.0
DCMS0201: Local authorities	77.9	0.0	28.5	28.5	28.5	28.5	74.6	74.6	74.6	74.6	98.0	98.0	108.9	108.9	154.5
	77.9	0.0	28.5	28.5	28.5	28.5	74.6	74.6	74.6	74.6	98.0	98.0	108.9	108.9	154.5
DCMS0301: Museums and galleries	35.4	0.0	0.0	0.0	0.0	0.0	37.6	37.6	37.6	37.6	52.9	52.9	58.0	58.0	70.4
DCMS0302: Heritage	7.1	0.0	0.0	0.0	0.0	0.0	9.1	9.1	9.1	9.1	12.8	12.8	11.5	11.5	13.8
DCMS0303: Lottery and Grant-Giving and Strategic	54.4	0.0	0.0	0.0	0.0	0.0	35.0	35.0	35.0	35.0	52.0	52.0	57.3	57.3	60.8
	96.9	0.0	0.0	0.0	0.0	0.0	81.7	81.7	81.7	81.7	117.7	117.7	126.8	126.8	145.0
	176.2	0.0	28.5	28.5	28.5	28.5	156.3	156.3	156.3	156.3	216.7	216.7	237.1	237.1	301.5
															Update
		ACTUAL
		04/05		05/06					06/07					07/08
		Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4
		Dec-04	Mar-05	Jun-05	Sep-05	Dec-05	Mar-06	Jun-06	Sep-06	Dec-06	Mar-07	Jun-07	Sep-07	Dec-07	Mar-08
DCMS0101: Budget review		0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	1.0	1.0	1.4	1.4	2.0
		0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	0.0	1.0	1.0	1.4	1.4	2.0
DCMS0201: Local authorities		0.0	28.5	28.5	44.7	44.7	44.7	70.4	70.4	84.6	84.6	84.6	108.9	112.9	112.9
		0.0	28.5	28.5	44.7	44.7	44.7	70.4	70.4	84.6	84.6	84.6	108.9	112.9	112.9
DCMS0301: Museums and galleries		0.0	0.0	0.0	20.2	20.2	37.1	35.5	37.5	39.4	52.9	52.9	58.0	62.1	70.4
DCMS0302: Heritage		0.0	0.0	0.0	1.6	1.6	8.5	9.3	5.8	13.0	12.8	12.8	11.5	12.5	13.8
DCMS0303: Lottery and Grant-Giving and Strategic		0.0	0.0	0.0	12.3	12.3	41.5	42.1	45.2	46.1	52.2	52.2	57.3	57.3	60.8
		0.0	0.0	0.0	34.1	34.1	87.1	86.9	88.5	98.5	117.9	117.9	126.8	131.9	145.0
		0.0	28.5	28.5	78.8	78.8	131.8	157.3	158.9	183.1	203.5	203.5	237.1	246.2	259.9

QUARTERLY REPORTING SCHEDULE

Record of Forecasts and Actuals

Department: DCMS

Target: 27 Posts

Quarter Reported: Q4 07/08

															Update
		FORECAST
Initiative Title	Cashable Savings	04/05		05/06				06/07				07/08
		Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4
		Dec-04	Mar-05	Jun-05	Sep-05	Dec-05	Mar-06	Jun-06	Sep-06	Dec-06	Mar-07	Jun-07	Sep-07	Dec-07	Mar-08
DCMS0101: Budget review	1	0	0	0	0	0	12	12	12	12	15	18	37	45	76
	1	0	0	0	0	0	12	12	12	12	15	18	37	45	76
	1	0	0	0	0	0	12	12	12	12	15	18	37	45	76
															Update
		ACTUAL
		04/05		05/06					06/07					07/08
		Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4
		Dec-04	Mar-05	Jun-05	Sep-05	Dec-05	Mar-06	Jun-06	Sep-06	Dec-06	Mar-07	Jun-07	Sep-07	Dec-07	Mar-08
DCMS0101: Budget review		0	0	0	6	1	15	18	3	22	19	19	37	45	76
		0	0	0	6	1	15	18	3	22	19	19	37	45	76
		0	0	0	6	1	15	18	3	22	19	19	37	45	76

QUARTERLY REPORTING SCHEDULE

Record of Forecasts and Actuals

Department: DCMS

Target: 600 Posts

Quarter Reported: Q4 07/08

														FORECAST
Initiative Title	Cashable Savings	04/05		05/06					06/07					07/08
		Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4
		Dec-04	Mar-05	Jun-05	Sep-05	Dec-05	Mar-06	Jun-06	Sep-06	Dec-06	Mar-07	Jun-07	Sep-07	Dec-07	Mar-08
DCMS0307: Relocation	0	0	16	16	16	16	16	188	188	423	501	501	555	563	586
	0	0	16	16	16	16	16	188	188	423	501	501	555	563	586
	0	0	16	16	16	16	16	188	188	423	501	501	555	563	586
					Update
					08/09					09/10					10/11
					Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3
					Jun-08	Sep-08	Dec-08	Mar-09	Jun-09	Sep-09	Dec-09	Mar-10	Jun-10	Sep-10	Dec-10
DCMS0307: Relocation					700	700	700	700	800	800	800	800	900	900	900
					700	700	700	700	800	800	800	800	900	900	900
					700	700	700	700	800	800	800	800	900	900	900
														Update
		ACTUAL
		04/05		05/06					06/07					07/08
		Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4
		Dec-04	Mar-05	Jun-05	Sep-05	Dec-05	Mar-06	Jun-06	Sep-06	Dec-06	Mar-07	Jun-07	Sep-07	Dec-07	Mar-08
DCMS0307: Relocation		0	16	16	16	16	16	16	269	444	517	520	555	563	586
		0	16	16	16	16	16	16	269	444	517	520	555	563	586
		0	16	16	16	16	16	16	269	444	517	520	555	563	586

COMPREHENSIVE SPENDING REVIEW 2007

Q9.  The Department's Corporate Plan 2008 states that "we plan to reduce staff numbers by around 30 in each of 2008-09 and 2009-10, although there will be an increase in the GOE (Government Olympic Executive) in the order of 25 over the two years taken together". How reliant is the Department on these headcount reductions in order to meet the target for administration value for money savings?

  The Department's value for money administration savings will be achieved by a range of measures, including savings on non-pay budgets such as accommodation. However, it will indeed be necessary to reduce headcount by about 30 posts a year (excluding the Government Olympic Executive).

Q10.  Has the Department had any discussions with HM Treasury to ascertain whether any possible excess cashable efficiency gains from SR2004 will score towards the Department's CSR value for money target?

  The Department expects to meet its SR2004 Efficiency target. However, as final data have yet to be confirmed, we have not made a request to HM Treasury regarding any excess.

Q11.  The Department's CSR PSA target (PSA22) has five indicators, four of which are directly linked to the 2012 Olympic and Paralympic Games. How will the Department measure the overall performance of the PSA (eg are the five elements individually weighted) and will there be any external validation of the assessment?

  Each of the five indicators making up this PSA has specific reporting requirements, as follows:

Indicator	Data Provider	Frequency of Reporting	Data Quality Responsibility
Indicator 1: Meet critical milestones for venues and infrastructure up to 2011 within budget and applying effective change control.	Olympic Delivery Authority (ODA)	Annual	Government Olympic Executive
Indicator 2: Plan for improving the physical, economic and social infrastructure of East London developed and agreed with key local authorities and regeneration agencies, and pre Games elements implemented by 2011.	DCLG, LDA and ODA	six monthly	Government Olympic Executive
Indicator 3: RAG status of delivery of the ODA sustainability strategy to 2011.	ODA	six monthly	Officer Commission for a Sustainable London 2012 (CSL).
Indicator 4: Number of people across the Nations and Regions of the UK and in other countries taking part in Government supported programmes associated with the 2012 games.	Individual programme leads	six monthly	Government Olympic Executive/DCMS Statisticians.
Indicator 5: Percentage of five to 16 year olds participating in at least two hours a week of high-quality PE and sport at school and the percentage of five to 19 year olds participating in at least three further hours a week of sporting opportunities.	DCSF and DCMS	Local data: Termly/Quarterly Surveys: Annually	Project Director: National Sport Strategy for Children and Young People, DCSF/DCMS.

  There is no weighting of the indicators. Rather than develop a single composite measure across a such broad range of indicators, we will report on each indicator separately as outlined in PSA 22. The data for Indicator 3 will be externally validated by the Commission for a Sustainable London 2012 (CSL). There are no plans to validate data for the other PSA 22 indicators.

Q12.  How will the Department measure and report on progress against each of its new Departmental Strategic Objectives?

  The Treasury is currently consulting on the PSA and DSO reporting system. We will be in a position to confirm how we will fully measure and report on our PSAs and DSOs in the Autumn.

  The following describes our current plans for measurement.

DSO1: OPPORTUNITY. ENCOURAGE MORE WIDESPREAD ENJOYMENT OF CULTURE, MEDIA AND SPORT

  The key indicators for this objective are:

—  Increasing the proportion of children and young people participating in culture;

—  Increasing the proportion of children and young people participating in high quality PE and sport; and

—  Increasing the proportion of adults participating in culture or sport.

  Measurement—Increasing the proportion of children and young people participating in culture.

  This will be measured by Taking Part, the Department's national survey of households.

  Measurement—Increasing the proportion of children and young people participating in high quality PE and sport.

  This will be measured through a combination of DCSF's Annual Sport Survey of all maintained schools in England, and an annual survey of sports participation amongst all 5—19 year-olds including those not in education. These sources will be supported by other sources of participation data including Sport England's Active People survey and Taking Part.

DSO2: EXCELLENCE. SUPPORT TALENT AND EXCELLENCE IN CULTURE, MEDIA AND SPORT

  The key indicator for this objective is:

—  Improving the excellence of the arts organisations, museums and galleries supported by DCMS and its NDPBs.

Measurement

  The Department is in the process of developing an appropriate and effective measurement system for this indicator, as a key part of taking forward the recommendations in the recent McMaster Report. This system will need to be compatible with the plans for self-assessment and peer review being developed within the Department and with our delivery bodies, such as Arts Council England. Decisions on the final form of the indicator will be taken by the Department's Executive Committee

DSO 3: ECONOMIC IMPACT. REALISE THE ECONOMIC BENEFITS OF THE DEPARTMENT'S SECTORS

  The key indicators for this objective are:

—  increasing the proportion of households that have converted to Digital Television; and

—  reducing administrative burdens on business caused by DCMS regulation.

  Measurement—The proportion of households that have converted to Digital Television.

  There are two main sources of information that we use to feed into the reporting process for digital switchover: the Ofcom Digital TV update and the Ofcom/Digital UK Switchover Tracker Survey. Both are provided quarterly.

  The Ofcom DTV update provides us with the more accurate picture of take-up of digital television services. In Q1 2006, Ofcom estimated that 72.5% of UK households could receive digital TV services; the latest figures for take-up, Q4 2007, stand at 86.7%, so we are on track.

  The Ofcom/Digital UK Switchover Tracker Survey provides us with digital TV awareness figures, as well as a picture of take-up across the regions.

  Measurement—Administrative burdens on business caused by DCMS regulation.

  Measurement will assess the administrative burdens that new pieces of regulation, or changes to regulation, that are the responsibility of DCMS. The measurement will be undertaken using the Standard Cost Model method of measuring administrative burdens eg filling out of forms, keeping of records, being inspected etc

DSO 4—OLYMPICS

  Indicator 1 Priority: Construction of the Olympic Park and other Olympic venues.

Indicator: Meet critical milestones for venues and infrastructure up to 2011 within budget and applying effective change control.

  Success Measure: Delivery of all critical milestones by 2011.

  Measurement: Progress against milestones—ODA reporting

  Indicator 2 Priority: Maximising the regeneration benefits of the 2012 Games.

  Indicator: Plan for improving the physical, economic and social infrastructure of East London is developed and agreed with key local authorities and regeneration agencies, and pre Games elements implemented by 2011.

  Success Measures:

—  delivery of the Legacy Masterplan Framework by mid-2009; and

—  delivery of key milestones relating to Park infrastructure pre-2011.

  Measurement: Reports of Key milestones against the Legacy Masterplan Framework from LDA

  Indicator 3 Priority: The Olympic Park and venues are designed and built according to sustainable principles.

  Indicator: RAG status of delivery of the ODA sustainability strategy to 2011

  Success Measure: Overall RAG rating of green

  Measurement: ODA reports on five sub indicators : Climate Change, Waste, Biodiversity, Health and Safety and Inclusion

  INDICATOR 4 Priority: Public participation in cultural and community activities across the UK and participation in sporting activities both in the UK and in other countries, particularly those in development.

  Indicator: Number of people across the Nations and Regions of the UK and in other countries taking part in Government supported programmes associated with the 2012 Games.

  Success Measure: Meeting individual success measures for each programme: UK Sports Games, Personal Best, International Inspiration and Cultural Olympiad.

Programme	Description	Attendance/Participation	Numbers measured
UKSG	Annual UK sports competition for elite school-age athletes	Participation	—  Athletes competing at the UKSG
Personal Best	Longer term programme to up-skill unemployed people	Participation	—  Numbers taking part in the Personal best
International Inspiration	Facilitating participation in quality sports provision across a range of countries, especially those in development	Participation	—  Nos of young people participating in international school sport/PE programmes —  Nos of young people having access to sport/PE —  Nos of volunteers participating in the programme
Cultural Olympiad—Tier One	Mandatory ceremonies (handover, torch relay etc)	Attendance	—  Numbers spectating at these one-off events
Cultural Olympiad—Tier Two	National cultural projects	Mixed—Attendance and Participation	—  Numbers spectating at one-off events —  Numbers participating in longer term programmes, eg. international music programme; film and video nation
Cultural Olympiad—Tier Three	Locally inspired and run cultural activities across the UK	tbc	tbc

  Measurement—various methods depending on the programme.

  INDICATOR 5 Priority: Creation of a world-class system for PE and sport across England

  Indicator: Percentage of five to 16 years old participating in at least two hours per week of high quality PE and sport at school, and the percentage of five to 19 year olds participating in at least three further hours per week of sporting opportunities.

Measurement

  Progress towards participation in two hours of high quality PE and sport per week for five to 16 year olds in schools will continue to be measured annually, through the national school sport survey, covering all maintained schools in England.

  Progress towards delivery of at least three further hours per week of sporting opportunities for five to 19 year olds will be measured annually through a separate survey. The first report will be in October 2009.

Q13.  The Department's 2008-09 Main Estimate Memorandum states that the agreed settlement enables the DCMS to "deliver new programmes to encourage increased participation across the DCMS sectors in the run up to London 2012". Can the Department provide details of these programmes and the funding available?

  The CSR settlement enabled DCMS to deliver new programmes to encourage increased participation across DCMS sectors in the run up to London 2012. These include:

—  increased funding for sport, including the additional offer on school sport—£39.5 million;

—  contributing to flagship cultural capital projects, including Tate Modern 2—£50 million;

—  creating a new capital challenge fund for Local Authority cultural projects including:

—  the Seaside Initiative in which DCMS have allocated a total of £45 million to fund the regeneration of English seaside resorts. £15 million a year over three years (2008-11) will be spent on heritage and cultural projects; and

—  "Free Swimming" where DCMS is contributing £30 million to a £142 million package of funding programmes designed to extend opportunities to swim and to maximise the health benefits of wider participation in swimming.

Q14.  Could the Department provide a breakdown of its CSR settlement for the next three years (2008-09 to 2010-11) by strategic objective? Could the Department undertake to ensure that any changes to this breakdown in future Main and Supplementary Estimates are reflected in an updated breakdown in the Estimates Memorandum?

  The Department does not breakdown the CSR allocation in advance in this way. However, this information will be available retrospectively for the years covered by the 2004 Spending Review (2005-06; 2006-07 and 2007-08) when the Department's Resource Accounts (schedule 5) are published in July.

CAPABILITY REVIEW

Q15.  What progress has the Change Programme made to address the areas identified as "urgent development areas" in the 2007 Capability Review?

  Urgent development areas were:

—  Leadership—Take responsibility for leading delivery and change.

—  Strategy—Focus on outcomes.

—  Delivery—Develop clear roles, responsibilities and business model(s).

  The transformation programme has been addressing these through the five key areas for action as identified by the 2007 Capability Review:

(i)  Define the department's added value and pursue relentlessly

  The department has developed a framework to help assess whether a particular departmental activity adds value. This should help to ensure that we achieve the maximum impact with the resources at our disposal. The "SNaP" test is what staff will use to gauge whether an activity should be continued or even whether an activity should be started: is the activity "Strategic", "Necessary" and "Proportionate"?

  The DCMS Corporate Plan was published on 15 April, setting out how we will deliver results, how we will work with partners and what our departmental capability is. The plan includes a new set of departmental strategic objectives (DSOs), and our mission and goals which are set out in the new DCMS "Arrow"—the arrow represents the current set of Ministerial priorities to address the DSOs and PSAs (Public Service Agreements).

(ii)  Refocus the Board's role, relationships and engagement

  New governance structures have been put in place for the department. The DCMS Board now comprises four executive members, including the Permanent Secretary as Chair, and three non-exec members. A new Advisory Board has been established which has representatives from our NDPBs and this Board has been feeding into policy development. The Executive Leadership Team has now become the Executive Committee: a body that decides the allocation of resources to support the delivery of departmental priorities and is the mechanism for accountability on programme delivery and core departmental business. Specifically, the Committee meets every six weeks as the Programme Board to agree how resources should be allocated to departmental priorities, and to monitor progress on existing projects.

(iii)  Develop a risk-based framework for engagement with sponsored bodies

  Further to consultation with NDPBs and stakeholders, we want to have a strategic relationship with our bodies going forward. We have introduced some "stop-its" to help lessen burdens on our NDPBs (for example, the number of museum performance indicators and targets significantly reduced and from April, bodies with less than £5 million turnover to move to quarterly grant in aid returns from current monthly returns). Discussions on further "stop-its" are progressing with HMT and Cabinet Office.

  All NDPBs have been classified for risk purposes by a panel and these will be reflected in the differential monitoring arrangements from April 08 and in the new Funding Agreements.

(iv)  Redistribute resources and restructure to strengthen the department

  One of the biggest changes implemented from April was the introduction of a new Programmes team. The key role of the newly established programmes team is to manage a succession of projects, many of them crosscutting. Projects will draw in from an early stage information from sector team members, departmental experts—such as analysts and communications people—and NDPB colleagues. A dedicated group within the programmes team will lead work on scoping projects, ensuring that the department uses its limited resources on activities that are genuine priorities.

  A new public engagement and recognition unit (PERU) also became operational and now plays a greater central role in the handling of PQs, speeches, briefing, FOI and correspondence. Staff in this unit prepare standard or core responses and briefings, drawing as necessary on factual material from NDPBs relating to their Funding Agreement objectives and on evaluation/reports from DCMS sectoral, programme or corporate service teams. This allows staff in the sector teams to focus on building knowledge of their sectors and maintaining key relationships with them.

(v)  Build research capability based on strategic outcomes

  A comprehensive set of tools are in place to help staff develop their skills in using evidence and analysing results. These include training already provided to senior staff (with training for all staff to follow), a new evidence standard, desktop databases and the decision to recruit more analysts. A shared budget is also in place with NDPBs for strategic research.

  All the work under these five key recommendations has helped to address the areas that were identified as "urgent" by the Capability Review. For example, the work on re-focusing the Board's role and engagement will have an impact on how we lead on delivery change; by defining the department's added value, we will become more focused on outcomes; and by developing a risk-based framework for engagement with our NDPBs, we will be clear about our respective roles and responsibilities.