HALTON SPORTS STRATEGY

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APPENDIX 1

HALTON SPORTS STRATEGY

2002-2007

CULTURAL & LEISURE SERVICES

EXB/9/4/9152/sah
HALTON SPORTS STRATEGY 2002-2007

CONTENTS

1. EXECUTIVE SUMMARY

2. INTRODUCTION

3. BACKGROUND

4. WHY A STRATEGY FOR SPORT?

5. MISSION STATEMENT AND AIM

6. STRATEGY CONTEXT

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HALTON SPORTS STRATEGY 2002-2007

1. EXECUTIVE SUMMARY AND FINDINGS
1.1 Extensive research and consultation has been undertaken in producing this draft sports
strategy. The process has established priorities, recommendations and action plans for
the future development of sport in Halton. The findings of this document have been
the subject of a consultation exercise before a final strategy was produced.

1.2 This document sets out:

 The need for a strategy
 The planning framework used
 Priorities for the development of sport and participation in sporting opportunity
 Recommendations for the way forward
 Action plans which outline what needs to be done and who is involved.

1.3 The approach of the Strategy has been to adopt the Council’s strategic priorities and
to consider how sport and recreation can contribute to these. It also takes into account
the Government’s priorities for sport and how it contributes to the social inclusion
agenda. A strong emphasis was placed on consulting with the local sports
practitioners in the Borough.

1.4 Findings

The guiding principles and values which underpin the following proposals are those
of the Council’s priorities and equality of opportunity and access for all. These
findings form the priorities for the next five years.

1 To increase participation in sport at all levels. Within this issue of access,
transport, pricing, marketing and programming will need to be addressed.

2 To assist in the structured development of sports by working with key partners
including voluntary sports clubs, schools and national governing bodies.
Particular attention will be paid to

* Planning and prioritising action
* Maximising effectiveness/resources
* Inclusivity
* Monitoring and evaluation

3 To translate national policies into local sporting outcomes.

4 To increase sports club membership/attendance at organised sessions/leisure
centre attendance.

5 To implement the findings of the Sports facilities Strategy/Action Plan.

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6 To re-position Halton within the Merseyside grouping of local authorities in
respect of sporting issues.

7 To establish partnership working across the Borough, encouraging youth,
community, mentors and other public sector organisations to use sports and
sports facilities as a key facet of programmes geared to the delivery of social
objectives.

8 To work in partnership with the health sector to offer programmes of activities
that help improve health within the Borough.

9 To work with schools to promote PE and sport within the curriculum and as an
extracurricular activity, to promote community use of school facilities and to
promote links with local and regional clubs.

10 To develop a plan for improvement of school facilities using the NOF funding
designated for Halton.

11 To offer a network of support to the sporting sector to enable them to deliver
their aims.

12 To implement the findings of the Best Value Review, including the possibility
of alternative methods of service delivery.

13 To apply for Sport Action Zone status as soon as the opportunity allows.

14 To work with all agencies to promote sports activities contributing to PAT10,
more jobs, less crime, better health and improved educational attainment.

1.5 Halton has established a Local Strategic Partnership and voice of the sporting sector
within the LSP needs to be defined. The sporting sector has much to contribute to the
health and well being of residents and will significantly help progress in the priority
areas.

1.6 The process which has led to these findings being made is outlined within this
document. An Action Plan is attached Appendix 3 and will be monitored by the
Sports Sector and the Social Inclusion PPB.

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HALTON SPORTS STRATEGY 2002-2007

2. INTRODUCTION
2.1 This strategy has been produced in order to provide a clear vision and strategic
process for the development of sport in Halton. It attempts to establish a framework
of partnerships, priorities and action plans leading to high quality opportunities for
participation in sport for all residents and at all levels.

2.2 It is a strategy that sets out to promote the importance of sport as a whole; it is for all
organisations working in sport and for those in other sectors that can use sport as a
way of achieving their own objectives. It presents a challenge for all those who are,
or want to be, involved.

2.3 It demonstrates clear links with the key priorities, guiding principles and values of a
wide range of local, regional and national plans and policies; it shows that sport has a
crucial role to play in the health, educational and social regeneration of local
communities.

2.4 This strategy also attempts to identify the strategic needs of all those involved in local
sports provision; the practitioners and the stakeholders. It is intended as a mechanism
for all-inclusive decision making in relation to the establishment of policy priorities,
action plans and future resource allocation, from both internal and external sources.

2.5 During 2001, the Council employed an external consultant, Knight, Kavanagah and
Page (KKP), to review the Borough’s sports facilities. As part of the facility review
process, KKP were also instructed to carry out a consultation scoping exercise for this
strategy and the resulting recommendations are also included here. It is intended that
the facilities plan and the sports strategy will work in tandem.

2.6 This strategy will cover the period 2002-2007. It is not intended to be over-
prescriptive. To ensure continued commitment to partnership working and
consultation, the strategy’s key priorities and action plans will be reviewed annually.

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3. BACKGROUND
3.1 The provision and development of sporting opportunities and activities has been a
major service provided by local authorities since the 1970’s. It has traditionally
provided facilities and services which would not otherwise be available or exist;
particularly those which other sectors cannot provide or choose to ignore, for
example:

- The developing of sport from grassroots participation to excellence
- Health promotion and rehabilitation through public health programmes
- Education based programmes which provide links and pathways
- Young People – including targeted promotions and unrestricted access
- Non exclusive and targeted charging policies
- Competitive sport and competition training
- Social Inclusion and Equity
- Support to the Voluntary Sports Sector
- Strategic View of Sports and Recreational Services and Provision
- Coach, instructor and officials education and development.

3.2 In the early 1990’s the introduction of CCT legislation (Compulsory Competitive
Tendering) caused local authorities to contract-out many of their services, including
some of sports and recreational facilities. Other Council-run facilities were exempt
from the legislation. This system resulted in local authorities operating services in
different ways and sometimes led to services being “split” between departments, with
some services being operated by the private sector. The effort required to manage this
system resulted in a severely fragmented and unco-ordinated service.

3.3 The legacy of CCT still remains in Halton in that some facilities are not operated by
the Council. However, due to strategic Council re-structuring in April 2001 and the
introduction of Best Value legislation, all sports and recreation services are now co-
ordinated centrally within the Education and Social Inclusion Directorate.

3.4 The Council has also invested appropriately in a Sports Development Unit which
works in close partnership with other stakeholders to meet local need by tackling the
issues identified by the Council’s strategic priorities. The Council has also been
successful in securing external resources to enhance support to the sport and health
sector.

3.5 This consultative and joined-up approach to the provision of sports services will
ensure that this strategy reflects local needs and priorities.

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4. WHY A STRATEGY FOR SPORT?
4.1 It is vital that a Borough-wide Strategy for Sport is developed in order to:

a. provide a clear vision for the development of sport now and in the future

b. create a strategic network of strong, meaningful partnerships to prioritise and
focus effort and maximise effectiveness and resources

c. clarify the local, regional and national context for the development of sport in
Halton

d. identify and ensure that future initiatives take into account specific needs of
sport in Halton

e. demonstrate the Council’s commitment to the provision of sport and clarify
the Council’s role in providing and co-ordinating sporting opportunities

f. ensure that departments within the Council work closely together so that the
Council’s policies and priorities are not formed in isolation

g. raise the profile of sport and its value both within and outside the sports
environment.

4.2 In order to plan and co-ordinate effectively, a clear framework and methodology
needs to be in place. Following extensive research, both internally and externally, and
in consideration of the consultation and strategy scoping exercise undertaken by KKP,
the following overall framework for producing a Halton Sport Strategy has been
established:

 Vision, Mission Statement and Aims and Objectives

 The consideration and context of local, regional and national plans and policies

 The creation and development of a strategic network of partnerships

 Policy framework and Action Plans following the Council’s key priorities of:

- Health
- Urban Renewal
- Enhancing Life Chances and Employment
- Reducing Poverty and Deprivation
- Safe and Attractive Neighbourhoods.

4.3 The above key priority areas have been evaluated in relation to work presently being
undertaken and research and consultation conducted.

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A proposed future policy and action plan has been outlined by use of the following format
for each key priority:

 Key issues and activities to address them
 Identification of the lead player/partner where possible
 Identification of other key players/partners
 Identification of others to be consulted
 Identification of resources
 Timescales for activity review
 Clear outcomes, outputs and performance review systems

4.4 The final strategy will be effective from April 2002 and serves as an overall
framework for the development of sport in Halton until March 2007.

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5. MISSION STATEMENT AND AIMS

5.1 The strategic vision for sport in Halton is identified and based around its corporate
objectives and local priorities. It recognises the value of high quality and accessible
opportunities to participate in sport in a way that will contribute to the quality of
people’s enjoyment and the environment in which they live. Within it is an
understanding of the contribution that can be made by sport to achieving higher
educational attainment and lifelong learning, community safety, health and economic
development and regeneration.

Halton Sport Strategy Mission Statement:

The Halton Sport Strategy aims to provide a framework for the future planning, co-
ordination, provision and development of an integrated range of sports services. It is
intended to encourage all partners and stakeholders to work together to provide the
highest quality opportunity for participation in sport for all residents and at all levels.

Aims

1. Participation

To increase participation in sport at all levels from grass roots to performance
and excellence.

2. Partnership

To create a strategic network of partnerships, including an overall Sports
Forum, to enable local involvement in the planning and decision-making
process and most effective use of resources through integration and
consultation.

3. Planning and Co-ordination

To ensure that future provision of sporting opportunity is well planned, co-
ordinated and reflective of the specific needs and demands of sport in Halton.

4. Equality and Access

To ensure equal opportunity exists for all people to gain access to and
participate in sporting opportunities in Halton.

5. Health, Quality of Life and the Council’s Key Priorities

To contribute to the general health, well-being and quality of life within
Halton, recognising the importance of sport to both the individual and wider
community.

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6. THE STRATEGY CONTEXT
6.1 This section details the key factors that will affect and contribute to the future
development of sport in Halton. These are:

 The roles and responsibilities of the Council and its key partners

 The National plans, policies and programmes which provide resources and
direction.

By assessing local need and demand, identifying and drawing down available funding
and other resources, a framework for the way forward can be established.

6.2 When the final sport strategy is agreed, the people of Halton will be working towards
achieving its targets alongside others in the Borough who are striving to improve
opportunities and the quality of people’s lives. The strategy will complement all this
work, some of which is outlined below, and will help to move Halton forward as an
exciting and supportive place to live.

6.3 Extensive research and consultation has been undertaken locally in producing this
draft sports strategy. This has included;

a. Halton Sports Facilities Review
b. Year 9 Sports Participation Survey
c. 2001 and 2002 Halton Sports Consultation Conferences
d. Commissioned Sports Strategy Scoping Exercise
e. Research for School Sport Co-ordinator Bid
f. Evaluation of Customer Feedback
g. Sports Practitioners workshops/focus groups
h. Research by Football Research Unit, Liverpool University

6.3.1 The findings of this research and consultation have helped establish the
methodology from which the findings (Executive Summary) and Action Plans
within this document have been formulated. In particular The Sports Facilities
Review audited current provision , both in terms of quality and
appropriateness. The Participation Survey highlighted gaps in provision for
young people, whilst consultation with over 100 sporting organisations
indicated their priorities for the future.

6.3.2 The Year 9 survey is the first of its type in Halton and it has produced useful
data. Those authorities that have conducted this exercise over several years
have more comprehensive data and can reach firmer conclusions.

6.3.3 It was hoped to include a study by the Football Research Unit of Liverpool
University within the consultation. Whilst the importance of football is clear,
the study would have helped to co-ordinate the sport in Halton to best effect
for participation and excellence. The work has been delayed but will be
available imminently and the important key strategic issues concerning
football will be progressed with stakeholders over the next few months leading
up to the autumn conference.

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6.3.4 From all this came the following findings:-

 To implement the findings of the Sports Facilities Strategy/Action Plan.

 To increase participation in sports at all levels. Within this issues of access,
transport, pricing, marketing and programming will need to be addressed.

 To increase sports club membership/attendance at organised sessions/leisure
centre attendance.

 To assist in the structured development of sports by working with key
partners including voluntary sports clubs, schools and national governing
bodies. Particular attention should be paid to:-

* Planning and prioritising action
* Maximising effectiveness/resources
* Inclusitivity
* Monitoring and evaluation

6.4 COUNCIL AND KEY PARTNERS

6.4.1 Halton Borough Council

The Council is a major provider and co-ordinator of sport and recreation
facilities and services in Halton. It is also the agent for the implementation at
a local level of a wide range of regional and national programmes.

The strategy is being produced at a time when clear regional and national
guidelines are being set out for improvement in local services. Halton
Borough Council is committed to meet the challenges that these guidelines
present. The strategy is an important element of this work.

The provision of appropriately located and accessible facilities is a crucial
long term issue. The role of Halton Borough Council in guiding and co-
ordinating work to improve the quality, distribution and accessibility of
facilities is vital. A facility development and management process needs to be
established which complements and facilitates delivery of sports strategy
objectives.

The sport strategy’s themes and objectives should be “policy driven”, that is,
they must complement Halton’s wider corporate policy themes and strategic
priorities which are:

a. Health
b. Urban Renewal
c. Life Chances and Employment
d. Poverty and Deprivation
e. Safe and Attractive Neighbourhoods.

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These priorities set out the objectives and work programmes for the services
under each of the five priorities. This system of planning has been
established to ensure that work undertaken on the ground contributes directly
to the Council’s priorities.

In general terms the Council’s Sport and Recreational services contribute to
the five priorities as follows:-

 Health * General provision of facilities for physical activity
* Targeted programmes at different priority groups
* Recipe for Health (GP referral)
* Healthy Living Centre Project.

 Urban Renewal * Provision of services and facilities are a symbol and
indicator of the quality of life and character of a
town.

 Life Chances and Employment
* Education/Training
* Life skills
* Social and personal development.
* Grants for local sports practitioners and talented
sports people

 Poverty and Deprivation
* Encouraging equality of access and opportunity
* Targeted subsidies
* Free coaching and training.

 Safe and Attractive Neighbourhoods
* Constructive, diversionary activities
* Targeted crime reduction programmes.

6.4.2 The Council’s Sports and Recreation Section

Following a strategic re-structuring in April 2001, responsibility for all sport
and sports development now lies in the Cultural and Leisure Services
Department of the Education and Social Inclusion Directorate. This single line
of management has been put in place to ensure a joined up approach to what
could be overlapping of complementary projects. It will ensure that
duplication does not occur and that new work builds on and develops existing
established work. Staff and projects will also have immediate access to all the
existing networks, contacts and partners which have been built up over many
years. It also provides a system whereby the work of special projects can be
integrated and adopted as mainstream activity thereby providing continuity
and sustainability to this work.

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The Sport and Recreation Section provides the following:

a) Sports Development

Although many Authorities employ Sport Development Officers and
may have Sports Development Departments it is difficult to find two
alike. Sports Development is shaped by the priorities of each Council.
In Halton's case the problems of severe deprivation together with the
numerous Government initiatives to address this has led to additional
demands on the service.

The Sports Development Team has 3 core staff (a Senior Sports
Development Officer, a Sports Development Officer and an assistant).
In addition external funding has been achieved through Single
Regeneration Budgets for two 5 year posts to run an Active
Neighbourhoods project. This entails the promotion of healthy
lifestyles, including fitness regimes. New Opportunities Funds
provides a further physical activity co-ordinator post and some
administrative support.

The service offered by Halton is run according to the Council’s
Corporate Plan and the Department’s Service Plan. In addition to this
a Divisional Plan is produced each year specifically for Sports
Development. This is essentially the annual work programme which
can change considerably according to the demands on the service.

The service also works in a pragmatic and opportunistic way in order
to maximise its effectiveness. This can take the form of new
partnerships, initiatives or Government funded projects. This
flexibility is seen as a major strength of the service.

Partnership working is key to the success of Sports Development and
to the sustainability of its work. Partnerships vary from the multi-
agency approach to situation where Sports Development are effectively
the managing agents for another organisation or Council Departments.

The Sports Development Team will work closely with the Community
Development Team and the Youth Service to help deliver the
Council’s growing neighbourhood agenda.

The impact and contribution that sport can make to the development of
individuals and communities cannot be under-estimated. This is
recognised in the Government’s PAT 10 document. Reflecting the
Council’s commitment to the development of partnerships and active
and healthy lifestyles for the benefit of local people. Sports
Development has a proactive team with the ability to work easily
across organisational boundaries.

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Findings:-

To establish partnership working across the Borough, encouraging youth,
community, mentors and other public sector organisations to use sports
and sports facilities as a key facet of programmes geared to the delivery of
social objectives.

b) Health and Fitness

Halton suffers from some of the worst health indicators in the country.
People in the Borough die some two years younger than those in
neighbouring Warrington and have lives four years shorter than the
average nationally. Lifestyle, deprivation, diet, smoking and local
environmental issues are thought to be contributory factors.

Fitness is the bridge that links sport and health. Participation in sport
and physical activity programmes is of considerable value to everyone.
It contributes to a reduction in mortality, combats depression and
anxiety and adds to the enjoyment of life; people feel better for it and
they function more effectively.

In recent years there has been an acceptance by Central Government
and growing public awareness of the importance of physical activity in
maintaining reasonable standards of health (most notably in “The
Health of the Nation” document).

Halton Borough Council recognises the important role it has to play in
promoting more healthy and active lifestyles, educating the public and
assisting in preventing many health problems and instances of
premature death. This is why Health is the Council’s number one
priority.

In terms of sport and physical activity, the Council has been successful
in attracting funding to implement projects that aim to help alleviate
Halton’s considerable health problems. Notably, these are the Active
Neighbourhoods project (funded through the SRB programme) and the
Physical Activity element of the Council’s Healthy Living Centre
project (funded through the New Opportunities Fund).

The programmes being established by these projects, including Recipe
for Health, Jump Rope for Heart and community based activities, will
be expanded and developed.

Findings:-

To work in partnership with the health sector to offer programmes of
activities that help improve health within the Borough.

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c) Sports Facility Management

The Council provides a significant number of major community sports
facilities. These include:-

Kingsway Leisure Centre
Runcorn Swimming Pool
Halton Sports Centre
Norton Recreation Centre
Brookvale Recreation Centre
Upton Sports Hall
St. Michael’s Golf Course
Halton Stadium
Parkside Health and fitness Centre
Outdoor Pitches and Pavilions

These facilities are managed so at to provide access for all to a range of
community focused activities.

The management arrangements vary from building to building
according to value for money, contractor specialism and operating
environment.

The future management arrangements must be determined according to
the principles of Best Value which will ensure maximum community
benefit. A Best Value Review of Leisure and Promotions is currently
being undertaken. Within this management options include:-

a. Directly by the Council
b. Through a charitable Trust or a non profit distributive
organisation (NPDO)
c. By a private company
d. Through other public or voluntary organisations.

In any arrangement the Council would retain control of policy to
ensure maximum community benefit.

Findings:-

To implement the findings of the Best Value Review, including the
possibility of alternative methods of service delivery.

6.4.3 Education

Many people working in education believe that sport can be effective in promoting
academic achievement and self-confidence as well as contributing to improved quality
of life and community regeneration. The importance of the delivery of sporting
opportunity through curricular and extra curricular activity, and the value of linking
school based experience into voluntary sector participation, cannot be over estimated.

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The Council has a full time externally funded Physical Education Advisory Teacher
working to oversee and co-ordinate a number of important initiatives that contribute
to raising standards including teacher training, the School Sport Co-ordinator
Programme and extending the links and pathways from school sport to clubs and the
community. Schools have expressed a keen interest in embracing these ideas and
initiatives and are looking to strengthen curricular and extra-curricular sport delivery.

The Government has identified improvements in education and educational
achievement as a high priority. The policy document “Excellence in Schools” sets
out national plans targeting resources and support in the Education sector and, in
partnership, the raising of standards.

Particular emphasis is placed on improving and maintaining standards in urban
deprived areas. This recognises that a variety of economic and social factors impinge
on the work of schools in the most disadvantaged areas.
Unemployment, poverty, poor health and a low quality physical environment are seen
as all making a difference.

A number of agencies including Halton Borough Council, the voluntary, private and
Further Education sector are working to improve education, qualification and training
opportunities in the Borough for post-16 year olds. Participation in sport through
coaching is, for example, one element of this. Community Sports Leader Award
(CLSA) and Junior Sports Leader Awards (JLSA) as well as governing body
qualifications are being accessed.

Provision of accredited and non-accredited courses linked to sports leadership,
management and/or participation is important. Creating and supporting opportunities
for people in Halton to gain confidence, skills and experience through sport should be
seen as a priority both in a wider regeneration as well as a sporting context.

Paralleling the Government’s drive to improve attainment in schools, Learning
Partnerships have been developed to promote Life Long Learning aims to provide
post school opportunities to gain educational experience. This includes, although not
exclusively, qualification and vocational opportunities linked to sports clubs and
youth organisation infrastructures. Similar agencies and health professionals working
to promote improvement in young peoples’ health should be engaged at both a policy
and “day-to-day” working level.

The establishment of Early Years Development and Childcare Partnerships (EYDCP)
is intended to develop a comprehensive, integrated approach to good quality early
years education and childcare. The Green Paper “Meeting the Childcare Challenge”
outlines a National Childcare Strategy covering children aged 0 to 14 years. Its main
objective is to draw together a range of service providers in local partnerships to
develop an integrated approach to the development of good services for children,
young people and their parents.

The Government has identified the importance of learning opportunities outside of
school in helping to raise general standards of educational achievement. Its purpose is

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to improve young people’s motivation, build self-esteem and help them to become
effective learners.

After school activities, incorporating sport are, and can be in the future, developed as
vital stepping stones into real improved opportunities. Halton is working to integrate
this initiative within the wider development of its services.

6.4.4 Sporting Sector And Specific Sport Work

The valuable contribution and long-standing commitment to sport made by Halton’s
voluntary sport sector cannot be underestimated. Their role as coaches, facility
providers and sports organisers is vital to the success of sports development in Halton
and must be encouraged and supported.

In recent years the Council has established and co-ordinated specific sports
development groups, “fora”, which bring together representative individuals from
sports clubs, facility providers and education. They identify, co-ordinate and monitor
sports specific development work and implement initiatives and programmes
available through Sport England and National Governing Bodies.

The effectiveness of sports specific development work is increased by prioritising
sports and the resources they need. This is determined by local need and demand as
well as regional and national programmes. Sports selected as priority can be
developed on a “rolling programme” and other sports should not be overlooked but
considered for support on a case-by-case basis.

Existing sports fora will continue to develop and new fora established where
necessary. A Halton Sports Compact should be established to oversee the work
undertaken by fora, thereby providing a more co-ordinated direction and delivery of
resources, as well as improve links to policymakers. A Halton Sports Partnership for
sports practitioners will also be developed.

The consultation highlighted the need for a resource centre for the many volunteers
who help to keep sports in Halton operation. Further work needs to be done to assess
the level of need and the best location or locations for such a resource centre.
Provision needs to be facilities which are accessible and managed and there are a
range of options across the borough including Leisure Centres, the Stadium, Libraries
and so on.

In order to move quickly before longer term decisions are made and as resources are
developed and in order not to incur additional costs, the Lugsdale Road Centre will be
used in Widnes and the library in Halton Lea in Runcorn.

Findings:-

To offer a network of support to the sporting sector to enable them to deliver
their aims.

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6.5 NATIONAL PLANS, POLICIES AND PROGRAMMES WHICH PROVIDE
RESOURCES AND OTHER DIRECTION.

6.5.1 Department for Culture, Media and Sport (DCMS)

DCMS is the government department with the lead responsibility for sport in
addition to its other areas of responsibility.

DCMS policies help to deliver the government agenda for 'sport for all.' They
oversee the work of Sport England and UK Sport and set the overall strategy
for sport from schools to international sports policies.

Important documents include 'A Sporting Future For All' which sets out the
government's vision for sport in the 21st century. DCMS have also published
'A Government Plan for Sport' in March 2001 which sets out how government
will support a programme of action to delivery the vision in 'A Sporting Future
For All.'

6.5.2 The Cabinet Office drew up a number of document sin Social Exclusion and
Neighbourhood Renewal.

The National Strategy for Neighbourhood Renewal, Policy Action Team 10
(PAT 10) concluded:

“Participation, and the provision of Services to support participation in arts
and sports can help address neighbourhood renewal by improving
communities performance on the 4 key indicators of more jobs, less crime,
better health and improved educational attainment.”

In order for this to be a reality the sports sector needs to work in partnership
with the full range of public, private and voluntary agencies. These will need
to combine to use the benefits of sport to reduce the incidence of youth
nuisance, to promote health lifestyles and to help make the future citizens of
Halton one's for whom sports and recreation is an important part of their
regular activity. Everyone would benefit from this.

In 2001, the Home Office allocated funds towards a 'summer splash' and a
wide range of activities were organised, including many sports related. The
number of incidents of youth nuisance reduced by approximately 50%.

6.5.3 Sport England Policy

The objective of Sport England is to lead the development of sport in England
by influencing and serving the public, private and voluntary sectors. Its aim
is:-

 More people involved in sport
 More places to play sport and
 More medals through higher standards of performance in sport.

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Sport England is seeking to promote the involvement of the entire community
in sport – as participants, spectators or volunteers and has recently published
its new corporate plan (2001-2004) which identifies priorities for its work and
allocation of resources with the aim of creating a comprehensive sports
development system. It’s new programmes are:-

 Active Schools
 Active Sports
 Active Communities
 Volunteer Management in Sports
 Sport Action Zones.

These are backed up by support programmes for education and training,
ensuring equality of opportunity in all parts of the sport and sports
development process.

a) Active Schools

Active Schools is the foundation of Sport England’s commitment to involving
more young people in sport. TOPS is the most widely adopted element of the
Active Schools programme, which includes the following Sport England
sponsored initiatives:

 School Sports Co-ordinator Programme
 Sportsmark/Activemark
 TOP Programmes
 Coaching for Teachers
 Sporting Ambassadors
 Panathlon.
b) Active Communities

Active Communities is a programme designed to increase and sustain lifelong
participation in sport and recreation and to promote continuous improvement
in the delivery of sporting opportunities and services at a local level for all the
community. It builds on the well-known former English Sports Council
slogan: “Sport for All”.

 Community TOPs
 GirlSport
 Volunteer Investment Programme
 Running Sport
 Sportstrain

c) Active Sports

Sport England recognises that it needs to work hard to retain the interest and
commitment of young people in sport. The Active Sports programme has
been established to help address this issue.

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It is a five-year development programme targeting ten sports. Building on
current good practice within these sports, the programme’s main aim is to help
young people get more from their involvement in sport. At its heart is local
sports clubs, the organisations at the grass roots of sport in England.

As well as clubs, it involves local authorities, education services, schools and
National governing bodies (NGBs) of sport, working in partnership to give
young people local opportunities for participation, competition and skills
improvement.

d) Volunteer Management Programme

As the importance of volunteers has been recognised and in the knowledge
that the sports sector is reliant upon a large number of volunteers, Sport
England is promoting a Volunteer Investment Programme.

VIP is committed to encouraging sports volunteers with development
programmes which ensure that volunteers are valued, but that they also have
the necessary skills and attitudes to deliver the sports agenda. This can only
be helpful to clubs and participants locally as well as more widely.

e) Sport Action Zones

Sport Action Zones are a recent Sport England initiative which aims to bring
local partners around sport and community development officer, coaches,
sport leaders and other outreach workers together to test new ways of working,
new partnerships that will benefit English sport in the future.

It is proposed to develop new Sport Action Zones across England during 2002.
It should be Halton's aim to apply for and achieve Sport Action Zone status.

Findings:-

To apply for Sports Action Zone status as soon as the opportunity allows.
To work with all agencies to promote sports activities contributing to
PAT10, more jobs, less crime, better health and improved educational
attainment.

f) Sport England Northwest

Sport England operates on a regional basis. Sport England Northwest has
historically included Halton in the Cheshire grouping of local authorities and
its programmes have been delivered on that geographic basis.
Since Halton became a Unitary Authority it has gradually developed far
greater synergies with other Merseyside authorities it is therefore felt that
Halton’s position in respect of sport should be re-considered with a view to
Halton being included in the Merseyside group.

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Findings:-

To re-position Halton within the Merseyside grouping of local authorities
in respect of sporting issues.

f) Other Sport England Initiatives and programmes include:

Facility development and the Facility Planning Model

Sport England’s Facilities Planning Model (FPM) is a tool used for assessing
the demand for a sporting facility in a given area. Based upon current
provision and population, the FPM provides a coloured map to show where
there is a shortfall in facilities such as sports halls, swimming pools or
artificial turf pitches. The FPM can be used to enhance the case for, or in
some cases, rule out a SELF application.

Awards for All

The Awards for All programme funds a wide range of groups. The
programme aims to provide small grants (of up to £5,000) for small, local
groups/organisations with an annual income of less than £15,000.
Applications are accepted with no partnership funding. Contributions of time,
effort or materials are accepted as legitimate project inputs.

6.5.4 OTHER NATIONAL LOTTERY DISTRIBUTORS

Other National Lottery distributors include:

New Opportunities Fund. (NOF)

This was set up in 1998, with responsibility for distributing National Lottery
Grants throughout the UK for health, education and environment initiatives.

Most recently, NOF has announced a programme of funding to improve
sporting facilities in schools for the benefit of extra-curricula activity and
community use. A potential sum of £2.3million is available for Halton to bid
for up to 2005.

Findings:-

To translate national policies into local sporting outcomes.

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Charities Board

Another of the 6 good causes the Charities Board acts, in administering
awards to charities, in a similar way to Sport England.

Foundation for Sports and the Arts

The FSA is an organisation that gives grants along similar lines to the Sport
England Lottery Fund (SELF). The money it distributes is sourced from the
football pools and therefore can be used to match-fund Sport England Lottery
Fund supported projects.

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SUPPORTING DOCUMENTATION

Supporting Documentation

Halton Sports Facilities Review – Knight, Kavanagh and Page

Year 9 Sports Participation Survey – Knight, Kavanagh and Page

National Strategy for Neighbourhood Renewal, Policy Action Team 10

Excellence in Schools – DFEE

Meeting the Childcare Challenge – Government Green Paper, National Childcare Strategy

National Facilities Strategies for individual sports

Sport for Life – North West Sports Board

Active Britain – The Central Council of Physical Recreation

Performance measurement for the Development of Sport

(Best Value Through Sport) – Sport England