A strategic approach to sport and physical activity services and provision, which identifies and delivers local priorities, can make such a difference. A clear, strategic and sustainable approach to guide you when developing capital projects can play an important role in making sure investments into services and facilities are effective.
Our guidance explores the key principles and important aspects of delivering a major sport and leisure project, from the all-important early vision through to design, procurement and sustainable operation. It also signposts where additional help, advice and guidance can be found at various stages along the way.
Supporting local priorities with a strategic approach
The Strategic Outcomes Planning Guidance has been developed to help local authorities take a deliberate approach to maximising the contribution sport and physical activity makes to its local priorities.
Local authorities face many challenges when developing capital projects, from resourcing pressure on budgets to changing demographics and increasing demands on services. As a result, they and their partners are increasingly having to prioritise what they continue to invest in and support.
That means sport and physical activity is increasingly being incorporated into solutions designed to tackle issues such as educational attainment, social cohesion, obesity, social isolation and mental health issues.
With that in mind, we’re keen to support local authorities through this journey and help them make better, more impactful investments into facilities and services.
You can also use our Procurement Toolkit to help you select a suitable management model. The guidance sets out a strategic approach to sport investments and helps you deliver an efficient and sustainable facility network, which can increase participation and deliver on a range of project-specific outcomes.
How does the guidance work?
The Procurement Toolkit helps local authorities select and optimise their leisure delivery mechanism with detailed guidance on issues specific to their long-term goals and chosen management model.
For example, the section on procurement retains the purpose of aiming to reduce time and cost within the procurement process for clients and potential partners.
The guidance will continue to be updated on an annual basis or when there are legislative changes.
Importantly, it doesn’t replace the need for specialist legal and consulting advisors. It supports their optimal use to ensure that they're deployed as effectively as possible, enabling them to add value in key areas.