“Sports are in essence a spiritual activity, a natural religion, a poem to grace, beauty and excellence. It is our task to keep the stream of the sporting spirit running clean and strong.”
Tom McNab
In September 2003 in Cambridge and again in February 2004 in Newmarket, Sport England consulted with key partners and stakeholders to identify and explore the priorities for sport in a range of different settings where sport and active recreation takes place; the home, community, the workplace, primary and secondary schools and Further and Higher Education.
As Sport England assumes its new role as strategic lead for sport in England, we must ensure that key regional partners and share our vision to make England the most active and the most successful sporting nation. The challenge has been firmly identified through the Government’s Game Plan and the road ahead has been mapped out through the Framework for Sport in England. The headline policies below pull together the views of partners and the aspirations of the East Regional Sports Board to meet the targets set by Government.
There are six key policy areas for change identified in the Framework for Sport in England. These can be defined as the interventions that will have the most significant impact on the seven drivers in the five settings, and will ultimately guide the future development and delivery of sport in our region.
Our Plan is for four years so all of the headline priorities below will be addressed through this period. We want sport in our region to significantly improve by 2008; our goal is to become the most active and successful region in England, if not Europe or even the world!
Structures have already begun to change with a fundamental reorganisation of Sport England, the creation of the Regional Sports Boards and emerging sub-structures like County Sports Partnerships.
Never before has sport had so much to gain and conversely so much to lose by not working cohesively and united towards a shared goal.
With these changes comes greater responsibility and accountability, we will be watched more closely, our decisions scrutinized more vigorously, and our outcomes measured more tangibly. Apart we will fail, together we will succeed, at a time when English sport is riding high and an Olympic bid is on the horizon.
So here the journey begins, some will say they have walked this path before and will remain doubtful until the end is reached. For others this is a new path, and sport will be a new companion. Naturally, there will be challenges along the way and leadership will be paramount, as will communication.
A common language will help new partners share the vision and open their eyes to the benefits of sport and active recreation. Ultimately we want everyone to start, stay and succeed in the East of England.
Below are the headline priorities identified for action (2004 to 2008):
Promotion and marketing
1. That sport will contribute to a 1% year on year increase in participation across the region through a 30 minutes a day campaign.
Example: Develop working relationships with key regional media (including BBC, Anglia TV, radio, daily newspapers) sharing joint promotion of the 30 minutes a day campaign, working with Anglia TV promoting Britain on the Move.
2. That we will achieve an effective communications hub recognising different market needs through the creation of a robust communications and marketing network.
Example: Create a Regional Communications Plan to develop systems for better communication, for Example, continuing the success of the monthly email update and moving towards more targeted subscriber-based updates and targeted marketing to different audience groups.
The Henley Centre analysis for Sport England concluded that the promotion of sport is generally uncoordinated, largely ‘invisible’, and that it fails to communicate effectively the benefits of well-being through sport. In addressing this Sport England will lead by Example, through a national campaign promoting sport and active recreation and encouraging the population to become physically active for 30 minutes a day.
Sport England will take the lead to promote the benefits of sport and active recreation to policy makers outside the leisure profession, such as strategic regional partners, and Local Strategic Partnerships. The importance of physical activity is high on the agenda of the key influencers, including school governing bodies, Primary Care Trusts and Community Safety Partnerships. Sport England will lead this work through the creation of a regional communications and marketing network.
Through the development of a Regional Communications Plan we want to see an increase in the local media coverage of grassroots sport, particularly of women’s and girls sports, black and ethnic sport and disability sport. In time, through the support of media partners such as the BBC and Anglia TV, we would like our region to develop an identity for sport, possibly cycling, rowing, sailing or non-traditional sports, making the best of the natural resources found in our region.
We also want to achieve an effective communications hub with the sole purpose of improving everyone’s understanding of the progress we are making in sport and active recreation. There is an obvious link between monitoring and promotion; where best practice exists we should promote it, both regionally and nationally. Through these means we must promote how sport can add value across a range of partners’ sectors.
Through the regional seminars our partners told us that the East Regional Sports Board should promote its role as an advocate for sport and active recreation, especially where cross-sector partnerships have been identified. The Board will encourage investment into sport from the private sector, especially where there are clear benefits to community sport for hard-to-reach groups, and where innovation is particularly evident, encouraging a multi-sport approach, and engaging the elderly.
Legislation and regulatory change
3. We will maximise the investment into sport and active recreation through the land-use planning system.
Example: Use the section 106 planning obligations to secure direct investment into sport in designated regional growth areas such as the Thames Gateway and M11 Corridor.
Feedback from the regional consultation focused on the need to create the environment within which sport can make a difference. The top priorities identified relate less to direct legislation, and more to fiscal measures, the planning system, and removing ‘red tape’ for sporting organisations.
We must ensure that sport benefits from Regional Planning Guidance (RPG14) (and the Regional Spatial Strategy which will replace RPG 14) and can prosper from the land-use planning system. At sub-regional level we must ensure that RPG14 enables sport to flourish in newly built facilities and activity environments. As Local Development Frameworks (LDFs) emerge, stakeholders are to be encouraged to take responsibility for ensuring sport and active recreation is fully integrated and seen as ‘common ground’, with wider access in stronger and safer communities.
We have to be smart - using section 106 obligations, making sure that every opportunity is taken to secure direct investment into sport and active recreation in new developments, particularly major growth areas as identified in the Sustainable Communities Plan. Working with regional partners such as the Environment Agency and the Countryside Agency, we will look to create innovative activity environments making the most of rich regional assets such as the Norfolk Broads and the Suffolk wetlands.
For its part, Sport England will vigorously maintain its statutory role, continuing the protection of playing fields across the region; and will continue to invest in the enhancement of existing, and provision of new facilities, favouring a multi-sport approach; and will encourage a stronger link between elite sport provisions through National Governing Bodies with community sport. Sport has begun to modernise with new structures emerging. The drive for more local ‘needs-led’ decisionmaking should be at the forefront of any investment, and promoting the value of sport within Local Strategic
Partnerships is key as they will be pivotal in the creation and delivery of community plans in the future.
Quality and improvement
4. We will have a culture of continuous improvement in the planning, delivery and evaluation of sport and active recreation through the introduction of quality assurance standards and promotion of good practice.
Example: Work with local authorities to ensure that significant numbers gain the Towards an Excellent Service standard. Also working with sports clubs and encouraging the take-up of Clubmark.
5. We will create a best practice forum to recognise, showcase and celebrate the value of sport and active recreation through innovation and creativity.
Example: We will in the future, facilitate seminars that bring together ‘beacon’ agencies to share Examples of best practice, for Example, successes in raising participation in low participation groups.
6. We will build quality and capacity into the professional and volunteer workforce through improved professional development and training opportunities.
Example: Improve the continuous professional and volunteer development, through increased training opportunities, and utilising new investment through the Sector Skills Council (Skills Active UK).
From the analysis of the regional seminars, there was a widespread view from regional partners that there should be a clear priority for improving the way we do things, making sure that investment and resources are targeted in a co-ordinated fashion, and focused on what works best to achieve this goal. Feedback focused on the need for standardisation of performance indicators, consistent and coordinated collection of data on sports participation, and selfassessment to create a culture of improvement across the sports sector. Typical of the feedback received were comments such as ‘rewarding achievement and encouraging risk taking’ through to ‘withdraw funds from those who don’t achieve’.
We do, however, live in an age when there is so much choice for individuals to decide how they spend their limited free time. The quality of the delivery agents becomes key and we must ensure that participants get the best experience in sport and active recreation so they continue to participate time and time again, and for us to take responsibility for showcasing the best examples.
Recognition is a key driver for pursuing quality accreditation, and where links can be made to improved health or increased productivity in the workplace, especially where these can be attributed to sport and active recreation, the sector will benefit as a whole.
Using benchmarks such as QUEST we should be able to promote a culture of continuous improvement for leisure providers improving the planning, delivery and evaluation of sport and promoting good practice widely. Suggestions from the seminars have included the development of ‘a best practice forum’ helping sports providers recognise and share good practice. Model policies already exist around child protection, ethics and equity, and clubs of excellence are rewarded with a prestigious Clubmark. Also for consideration is performance-related funding for sports clubs linked to participation by target groups and retention.
Time and time again we hear that volunteers are the backbone of sport. We must all make a concerted effort to recognise and reward volunteers. We should promote the good work they do, offering improved training and self-development opportunities and providing real gratitude and recognition for volunteers and professionals who make sport and active recreation happen. To translate policy into practice we must strive to improve the quality of training available to the workforce in sport and active recreation, ensuring that training providers are also able to meet the needs of trainees.
A preliminary step would be to collect baseline data on the sports workforce to enable suitable workforce development planning. Working with the East of England Development Agency (EEDA) and Skills Active UK to ensure there is opportunity for individuals to develop through a better co-ordinated career pathway.
We also want to maximise and promote the quality of the workforce and feel confident they can deliver sport and active recreation in a way that encourages others. Where professional registers exist, for example, Register of Exercise Professionals (REPs) and the Coach Management Information System (CMIS), we want users to feel confident about the quality of service they will receive.
Structures and partnerships
7. We will have a fully co-ordinated sports development system with delivery led by County Sports Partnerships, School Sports Partnerships and National Governing Bodies
Example: Establish County Sports Partnerships ensuring core plans deliver Sport England objectives linking school sport, NGB Whole Sport Plans and community sport.
8. There will be greater opportunities for low participation groups through the promotion of effective partnerships and targeted communication.
Example: Highlight effective practice of joint-agency work, for Example, piloting and testing new opportunities for low participation groups, such as GP referral for physical activity for black and ethnic communities.
Game Plan called for reform, and for sport to get its act together. Sport England has started this reform process and is looking for more effective delivery through priority sports and local communities, and through the creation of effective partnerships at every level to deliver for and through sport. There is an emerging structure for sport, creating effective partnerships for strategic development, delivery and ‘joined up’ working with health, education and other sectors. Our partners, through the regional seminar analysis, have asked us to ensure that the structure is implemented effectively and resourced appropriately through an agreed agenda, helping people to start, stay and succeed in sport at every level.
The East Regional Sports Board has lead responsibility for developing partnerships across the region, using the East of England Plan for Sport as a launch pad, securing investment, and working with local partners to deliver sport. The East Regional Sports Board will now focus on strengthening sport in our region through capacity building and securing investment from key regional agencies, optimising partnerships and evidencing the value of sport.
County Sports Partnerships have a particular focus on helping people to stay in sport, working to build up and sustain a dynamic network of clubs, coaches, volunteers and competitive opportunities. The partnerships have committed funding from Sport England to 2009, and will seek to add value and make the connections between national planning and local delivery linked to National Governing Body Whole Sport Plans and sportscoach UK’s ‘UK Vision for Coaching’. Sport England will be working closely with each partnership to develop effective plans to lead a sustainable single approach to sport by 2007.
Through the development of partnerships we will ensure there is the capacity to meet the needs of new participants from across all sectors, such as the ageing population and health. This is naturally linked to facility provision, and where educational facilities can be utilised, a natural continuum can be created between schools, colleges and clubs, effectively doubling the provision and helping address issues such as rural access.
The levels of physical activity in our region are amongst the highest in the country [37%] and whilst this is encouraging, these numbers are still a long way from the Government target of 70% by 2020. At national level, the Government has established the Activity Co-ordination Team (ACT) to join up policy-making, investment and delivery. ACT will be responsible for co-ordinating activity through nine Government departments and key national agencies and will drive forward radical change to increase and widen participation within sport and physical activity.
Innovation and delivery
9. We will strengthen the London 2012 Olympic and Paralympic bid in the East of England through focused activity and promotion.
Example: Promote the bid through campaigns to various sectors in the east, raising the profile and capturing volunteer interest, such as a cultural campaign.
10. We will increase participation in the region’s isolated rural communities through innovation and creativity.
Example: Test new approaches to rural isolation (Rural Activity Partnership), for Example, the partnership between Sport England and the Forestry Commission, Countryside Agency, Rural Action East.
11. We will maximise the role of education by increasing participation through the support of the PESSCL project and the promotion of greater community use of educational facilities.
Example Encourage educational establishments to open their doors to the public outside of curriculum hours, and facilitate partnerships with the private sector.
12. We will increase participation in wider forms of active recreation and sport, such as extreme sports, utilising innovation, promotion and support.
Example: County Sports Partnerships and other community providers to promote a wider variety of active recreation, not just traditional sports.
13. Opportunities will be increased for people to participate in sport and active recreation in their sports club, school, workplace or home through better access and improved understanding.
Example: Promote and recognise that active recreation can take place in a wide range of environments, promote family activity at home (walking to work/school initiatives).
Preparation for the 2012 Olympic and Paralympic Games is already underway, as a region we should lend as much support as possible to bringing the Games to Britain. The socioeconomic impact and legacy of the Games is legendary, and it’s for us to promote its value to other sectors in our region and use it as a catalyst for lasting cultural changes in participation and national pride.
Sport has to take the ‘needs-led’ approach to heart and become more ‘customer facing’, painting new scenarios for the future and keeping track of its customers to provide special targeted offers. Sport has to become a modern ‘product’, with a social and health ethos that fits comfortably alongside other modern leisure provision and exploits joint marketing opportunities, especially to those under-represented in sport. To achieve this, there is a need for a long-term culture shift, in the development and operation of sports facilities, in the development of multi-sport and activity environments and the use of new technology.
Evidence from around the world suggests that local innovation is fundamental to increasing and widening the base of participation. A key priority from the regional seminars was the creation of a network of multi-activity/multi-sport centres - an environment for sport with strong marketing and image promotion, linking to, and receiving support from, other community facilities. We are fortunate to now have devolved decision making on funding through the East Regional
Sports Board. This will allow greater flexibility and innovation for trying new ideas; suggestions that are innovative and different,‘needs-led demonstration projects, if you like, a golden age for sports development visionaries and entrepreneurs.
The Framework for Sport suggests more emphasis on multi-sport environments (indoor and outdoor), modern social venues with ease of access. As part of the culture and possible identity of the East of England, this could include investment in greater cycling provision through cycle-lanes and the development of safe walking spaces linking to community safety and the involvement of the police.
There is no escaping the fact that the region is predominantly rural with access being a major issue. There simply isn’t enough funding to build facilities on everyone’s doorstep. We can ho: wever, be smarter about where we do invest through improved mapping and needs analysis. We can also be a lot smarter about what facilities exist already. We should be encouraging (and incentivising) more schools to open their doors to their communities. The proposed Private Finance Initiative (PFI) and ‘Building Schools for the Future’ are golden opportunities to improve sport in schools and community access to school sites. Working with education partners we want to see sport and active recreation as part of the ‘Extended Schools Programme’ and establishing strong school-club links through the support of the PESSCL Project (Physical Education, School Sport and Club Links – DfES/DCMS).
A big message for us is the need for a community-oriented approach in line with much of the thinking behind community development. Sport Action Zones and other community-based sports projects have adopted this new approach, creating a working environment that listens to local partners, adopting a needs-led approach.
Our region has an abundance of natural assets and great ecological beauty. Countryside sport and outdoor activity are important contributors to regional tourism and the rural economy, particularly in more remote areas where opportunities for diversification and enterprise may be limited. Many opportunities exist for better co-ordination of the planning, promotion, marketing and delivery of the countryside and for the provision of new activity environments in community forests, waterways and coastline. Making the most of these assets and linking to the urban-fringe of the larger towns, greater provision should be made for extreme and informal activities, such as scooters, blades and boards.
Strategic planning and research
14. We will develop a comprehensive evidence base that will be used to measure and promote the value of sport and active recreation.
Example: Embrace innovation, test new concepts, measure the results, and promote success.
The need for a new approach to strategic planning was high on the agenda at the regional seminars, with a call for evidence to be standardised around the value of sport for educational results, economic benefits, health, social inclusion and social capital, national pride and achievement, crime and community safety, and cost benefits. There is a need for robust baseline data on participation rates, better understanding of barriers to participation and more information on local demographics linked to participation as part of the ACT strategy. The overriding message was for study methods to be consistent, comparable and standardised, with evidence collected in planned cycles.
Stakeholders agreed that performance indicators at all levels should be clearly defined and consistent, with agreed targets and benchmarks, and links should be established with FE/HE research communities to share data and coordinate findings, led by Sport England.
Sport England is taking the lead to develop a new, comprehensive facilities database called ‘Active Places’, as a strategic planning tool for sport, as a source of public information on sports and sports facilities that will encourage non-participants to become active.
A key criticism from Game Plan was that insufficient evidence existed to make a case for sport, something that is vital as future Lottery income is uncertain beyond 2009. Coupling this with the Government’s target of increasing participation to 70% by 2020, we really need to learn what are the motivations and attitudes of non-participants, so we are able to engage them effectively and to provide information on participation levels.
Monitoring and evaluation are critical at every level of delivery. The DCMS is accountable to the Treasury through PSA (Public Sector Agreements) targets, Sport England is accountable to the DCMS, and all recipients of Sport England funding will also be accountable. Monitoring is not just about tracking projects but intervening positively to ensure the most efficient and cost-effective use of funds. Evaluation ensures outcomes and targets have been met and will provide evidence to the top of the chain ensuring greater future investment for sport.
What we MUST do
At a time when investment into sport from the Government and from National Lottery has incrementally decreased over the past few years, we MUST ensure that future funding decisions are taken in the full knowledge that sport and active recreation are delivering against the targets identified in Game Plan.
We MUST increase participation rates in sport and active recreation by 1% year on year, working towards the Government’s target of 70% by 2020.
As participation numbers have remained static over the past few years (despite National Lottery investment), we MUST now think and act differently. We MUST take the best practice from what has gone before and combine it with new innovative approaches to delivery, looking for a step-change in the way the sporting culture exists in England.
We MUST build comprehensive monitoring and evaluation into the delivery of sport and active recreation across the East of England. We MUST be able to evidence changes against the seven main outcomes identified in the Framework for Sport in England.
Once we have good evidence about sport, we MUST market and promote it, as widely and as high as we can. With a Rugby World Cup win and a current Olympic bid the opportunities have never been so great. As well as promoting sport we are promoting ourselves and want to show the world our passion, enthusiasm and commitment.
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