Get documents about "09 Cabinet Rpt Re Sports Leisure and Wellbeing Mandate 16 April 2012
Document Sample
AGENDA ITEM No 6
Cabinet Report
Date: 16th April 2012
Classification: For General Release
Title: The Sports, Leisure & Wellbeing Mandate
Wards Affected: ALL
Financial Summary: There are no direct financial implications arising from
this report
Report of: Director of Sports, Leisure & Wellbeing
1. Executive Summary
1.1 The Mandate for Westminster’s Sports, Leisure & Wellbeing Service sets out the
vision and direction for Westminster as we move into becoming a fully
commissioned service.
1.2 It is envisaged that this mandate will last for a period of three years from April
2012, but reviewed each year as part of the council’s business plan.
1.3 The Mandate for the Council’s Sports, Leisure & Wellbeing Service is shown as
Appendix 1.
1.4 Strategies and activities promoted by the Sports, Leisure and Wellbeing service
make a number of positive connections and contributions with wider Council
issues and priorities, including the Civic Contract. These include:
Public Health- the service is working very closely with public health and
already contributes to a variety of public health outcomes (particularly
physical activity, cardiovascular disease, obesity and mental health).
Crime and Disorder- there are a number of strategies, programmes and
initiatives which specifically target issues around youth crime and disorder.
Educational attainment- the service has retained a lead role in the school
sport agenda and provides development and training support for teachers and
a variety of developmental and brokerage opportunities to improve the quality,
quantity and breadth of PE and school sport.
Enterprise and volunteering- the Council’s directly owned/ directly
commissioned sports and leisure services employ over 350 full time
equivalent staff and this number increases significantly when including
provision from partners.
Volunteering, vocational training, continued professional development and
paid employment opportunities all feature as part of the ActiveWestminster
offering.
Civic communities- the delivery strategy for the service mandate focuses on
a ’mixed economy’ and collaborative approach at both a city–wide and
neighbourhood level. This approach promotes positive civic engagement and
this will be further improved through the development and delivery of the
emerging ‘ActiveCommunities’ programme.
The Public realm- a number of capital programme improvements are
planned which will make a significant difference to the community sports and
leisure infrastructure and the built environment in the affected locations.
2. Recommendation
2.1 That Cabinet accepts the attached document as the mandate for Sports, Leisure
& Wellbeing Services in Westminster for 2012/13 onwards.
3. Reasons for Decision
3.1 The Council has agreed to produce clear service mandates to identify the
direction of travel and ‘operating model’ for all services over the medium term.
4. Background, including Policy Context
4.1 The ActiveWestminster strategy (2008- 2013) is one of Westminster’s most
successful strategies and provides a clear framework in which to develop sport
and physical activity services over the identified five year period.
4.2 Development and implementation of the strategy has been led and driven by the
Council and NHS Westminster, in collaboration with a range of public, private
and voluntary sector stakeholders through the established ActiveWestminster
partnership, delivery networks and the ActiveWestminster Board. Approximately
300 organisations are members of the ActiveWestminster partnership networks,
including community clubs, schools and colleges, private health and fitness
facilities, parks and open spaces, professional clubs and community
organisations.
4.3 Sports, leisure and physical activity opportunities in Westminster are delivered
through a mixed economy of voluntary, public, private and charitable
organisations. Over 350 Full Time Equivalent (FTE) people are employed in the
Council’s directly managed or locally contracted sports and leisure services. The
Council’s Sports and Leisure team plays a key brokerage and commissioning
role in coordinating, promoting and developing the mixed economy offer to
ensure the best possible opportunities are available which meet the needs of
Westminster’s diverse communities.
4.4 In a unique approach to sport and leisure provision in Westminster, the delivery
of a wide range of high quality city wide community sports facilities and provision
is planned to deliver operational cost neutrality for the service. Income from
the service will cover all operational costs whilst delivering a range of free or
substantially reduced charges to residents for making use of them. This is
believed to be the first delivery of a cost neutral local authority sports and leisure
service in the UK.
4.5 Delivering revenue cost neutrality will achieve £1.3m recurrent savings over the
planning period for the Council and the associated underpinning activities are
summarised in Figure 1. Activities are currently being delivered on time and it’s
anticipated that this full ‘end to end’ service reengineering programme will be
completed on time with anticipated savings delivered in full.
Area Summary Activity Due date/
Progress
Delivering service Deliver all FSR discretionary savings. Complete
efficiencies and
reductions in low Deletion of Performance and Finance roles. Complete
priority areas,
particularly ‘back Reduction in community use of schools budget. Complete
office’.
Schools Sports Partnership programme to cease. Complete
Planned improved financial performance of Complete
Marshall Street Leisure Centre.
Deletion of Strategic Commissioner post. 2012/13
Outsourcing the Externalise community sport & sports development Complete
delivery of all programmes.
services and
programmes. Externalise in house sports centres (Moberly & Complete
Little Venice).
Outsource the management of Sayers Croft. 1/4/12
Area Summary Activity Due date/
Progress
Deletion of Delivery Unit. 2012/13
The re-development Deliver Moberly/ Jubilee re-development. 2015/16
of Moberly &
Jubilee sites.
The re-tendering of Novation of leisure management contract to new Complete
the sports and leisure management contractor.
leisure facility
management Extend the contracts for 4 of the Council’s leisure 2012/13
contract. centres to 2016, to be coterminous with the other 4
centres.
Deliver re-let of leisure facilities contract. 2016/17
Figure 1- Sports and Leisure Transformation- Progress to Date
4.6 From April 2012 all sports, leisure and wellbeing services will be commissioned
but not directly delivered by the Sports and Leisure Department. This represents
a significant shift from the current hybrid delivery/ contract management service
and follows the successful outsourcing to suitable contractors of its previously
directly delivered services. The majority of staff will be transferred to external
providers (subject to a robust business case) and the in house sports and leisure
team will reduce from 78 ‘full time equivalent’ staff to 13.
4.7 The adoption of this fully commissioned services approach offers many new
opportunities to work across wider delivery themes in making the most of joint
service commissioning particularly with Public Health and GP commissioning
consortiums. The traditional and well established joint working with Children’s
Services and Adult Services together deliver a joined up approach in this service
area.
4.8 The role of the Council’s core internal sports, leisure and wellbeing
commissioning team will centre on quality assurance, development and
commissioning of services and will focus on:
identifying and satisfying needs of participants
capacity building and enablement of a mixed economy of delivery providers
development of a high quality delivery infrastructure
brokering partnership funding and service improvement opportunities
4.9 The service attracts approximately 3 million visits each year and this figure will
rise as new facilities are brought into use. The seven contract-managed principal
sports and leisure centres are delivered by GLL (6 sites) and Westminster
Academy, and a series of new community sports facilities are also being
delivered through the Council’s Building Schools for the Future (BSF) programme
all of which will have community use agreements for extended community
access. In April 2012 GLL also took over the operational management of the
Council’s two remaining ‘in house’ managed sites, Moberly and Little Venice
Sports Centres.
5. Financial Implications
5.1 There are no financial implications associated with this report.
6. Legal Implications
6.1 There are no legal implications associated with this report.
7 Equality Impact Assessment
7.1 An Equality Impact Assessment has been undertaken for the agreed Sports,
Leisure and Wellbeing transformation programme, which forms the basis of the
proposed mandate. Robust mitigation arrangements are in place for any
negative impacts for groups with a protected characteristic.
Background papers:
ActiveWestminster Sport & Physical Activity Strategy (2008-2013)
Sports, Leisure & Wellbeing Business Plan- 2012/13
If you have any queries about this Report or wish to inspect any of the
Background Papers please contact:
Richard Barker, Director of Sport, Leisure & Wellbeing, Tel: 0207 641 2693,
Email: rbarker@westminster.gov.uk
Committees\Cabinet\Reports\2012\16 April 2012\Cabinet Rpt Re Sports Leisure and Wellbeing Mandate 16 April 2012
Appendix 1: Westminster City Council’s Mandate for Sports, Leisure and Wellbeing
(April 2012)
1. Context
1.1 Sport, leisure and physical activity opportunities in Westminster are delivered
through a mixed economy of voluntary, public, private and charitable
organisations. The Council is fully committed to work with and to develop this
mixed economy and has a clear ambition to create and sustain a ‘City of Sport’
and a healthier community
1.2 The Council’s Sports, Leisure & Wellbeing team plays a key brokerage and
commissioning role in coordinating, promoting and developing the mixed
economy offer to ensure the best possible opportunities are available to meet the
needs of Westminster’s diverse communities.
1.3 The City Council has committed to an improved range of facilities and services,
funded in partnership with the private sector, at the same time as delivering a
cost neutral sport and leisure service by 2015/16. The service will comprise of
first class facilities, creating and building on the legacy of the Olympic and
Paralympic Games and helping to reduce health inequalities in our communities,
by providing a universal offer of excellent and engaging local programmes that
also target at risk groups and those likely to most benefit from the service.
Westminster believes it is the first public authority in the UK to deliver cost
neutrality for such a wide range of sports, leisure and wellbeing services.
1.4 We pride ourselves on delivering first class services whilst charging considerably
lower than our private sector partners. Within our City-wide fees and charges
arrangements, those that can afford to, will pay a ‘market rate’ and subsidise
target groups, particularly young and older people and those who access our
concession schemes. Additionally Westminster residents will have more
opportunity to have priority access to facilities and incur much lower costs in
using our local services over non-resident users.
1.5 Engagement of young people is essential by offering opportunities to discover
their talents in an encouraging environment with support from role models, and
the schools and club network will be important in developing connections within
local neighbourhoods. We are striving to inspire communities via City wide
provision, programmes and charges that will be among the best in London and
the UK (and at no extra cost to the taxpayer).
1.6 We are working to achieve a measurable improvement in the health and
wellbeing of people who live, work and study in Westminster by encouraging
them to participate in sport and physical activity and to acquire new skills through
high quality casual and competitive activities. These objectives support the wider
national political context with an emphasis on individuals and groups taking an
active interest and responsibility in the services they access and enjoy.
2. What are we trying to achieve?
2.1 The Sports, Leisure & Wellbeing Service is responsible for developing and
promoting Westminster’s sport and leisure policy, service development, school
sport and city-wide delivery programmes and includes:
Sports and leisure facilities
Sports development
PE and school sport, including community use of school sports facilities
Sayers Croft outdoor adventure and environmental education centre
The service is also responsible for a wide range of commissioned activity
including neighbourhood and estate based provision and facilities overseen by
the ActiveWestminster Board and Partnership.
2.2 Living City / Big Society/ and Civic Contract for Westminster
There is strong alignment with the Sport and Leisure programmes and the ten
guiding principles of the Council’s Big Society programme. Sports, leisure and
physical activity opportunities are already delivered through a big society of
voluntary, public, private and charitable organisations. The Council’s
ActiveWestminster strategy and the work of the ActiveWestminster Partnership
(and newly formed Board) ensures a high level of coordination across providers
to ensure those living, working and visiting the City have the best opportunity to
participate and progress in sport and physical activity. The service is well placed
to respond further to community interaction and to promote delivery and
engagement at a neighbourhood level.
2.3 Localism & Neighbourhood Delivery
Officers in the Sport and Leisure team will be allocated Area Forum areas of
responsibility to ensure local needs and priorities are well communicated and met
across an integrated commissioning of services involving all sports and leisure
service delivery. It is also intended that the future leisure facility contract
arrangements will be developed into a ‘hub and spoke’ model whereby facility
managers are responsible for developing services in and around their respective
facility sites (i.e. including local schools, community halls, parks and open
spaces, city estates) which will further connect local opportunities and wider
community wellbeing. Close liaison will also be developed with other
commissioning agencies including Public Health and GP Commissioning
Consortiums.
2.4 ActiveWestminster
In 2008 we launched the ActiveWestminster Strategy and Partnership,
Westminster’s Community Sport and Physical Activity Network (CSPAN).
ActiveWestminster works to improve opportunities which encourage those who
live, work and study in Westminster to participate in sport and physical activity.
The strategy will be refreshed in 2014 to reflect the changing needs and priorities
going forward for a five year period. The ActiveWestminster partnership is a local
but key part of the nationwide Delivery System for Sport and Physical Activity,
which provides links between national partners (such as Sport England) and front
line deliverers including health professionals, teachers, instructors, clubs and
coaches and volunteer leaders. The ActiveWestminster Partnership is a key part
of this delivery chain and is well positioned within the national structure for sport.
2.5 The ActiveWestminster Sport and Physical Activity Strategy and its annual
delivery plans sets detailed ambitions for service investments and outcomes
from a range of stakeholder organisations including the City Council. The
Delivery Plan is presented under the five thematic headings: Participation,
Places, Progression, People and Partnership Working.
2.6 ActiveWestminster strategy framework
ActiveWestminster works to improve opportunities which
encourage those who live, work and study in Westminster to
participate in sport and physical activity.
Shared Vision
To see a measurable improvement in the health and
wellbeing of people who live, work and study in Westminster
by encouraging them to participate in sport and physical
activity and to acquire new skills through high quality casual
and competitive activities.
‘Participation’ ‘Places’
Objective Objective
Provide and promote more sport and physical activity Increase and extend the range and quality of sports
opportunities for all members of our community. facilities, active places and spaces and services and
programmes, available in the locations where they are
Strategic Priorities most needed.
Mapping, communication and action planning,
particularly for low participation groups Strategic Priorities
Encouraging those who are active to do more Facility planning and influencing new development
and influence others Widening access and optimising the use of active
Engaging and working with communities in places
deprived areas Targeting interventions in deprived areas
Success Measures Success Measures
1. % increase in participation in sport and 3. % improvement in community access to sports and
physical activity leisure facilities
2. Narrowing of the gap between participation 4. % improvement in resident satisfaction levels for
levels for the population as a whole and low sport and leisure facilities
participation groups 5. Number of parks and open spaces offering
opportunities for active recreation
‘Progression’ ‘People’
Objective Objective
Increase locally available competitive opportunities Increase ‘workforce’ capacity through the development
for people to develop their sporting skills and improve of volunteering, education, training and employment
the sporting ‘pathways’ from playgrounds to podiums. opportunities throughout the sport and active leisure
sector.
Strategic Priorities
Increase the number and quality of clubs Strategic Priorities
Develop competitive opportunities Promote and support volunteering
Support the achievement of excellent Promote and support coaching
performance Training and career development
Success Measures Success Measures
6. Number and breadth of accredited clubs 9. % increase in volunteering in sport and physical
7. % increase in participation in competitions activity
8. Number of young people benefiting from the 10. Number of people in vocational training and
Champions for the Future Programme apprenticeship programmes
‘Partnership Working’
Objective
Encourage partners to pledge their commitment to ActiveWestminster, deliver the strategy and pursue joint
programmes.
Strategic Priorities
Effective operating structure
Agreement and implementation of the ActiveWestminster delivery plan
Encourage partner contributions, attract andobjectives inopportunities
2.7 The delivery of the aims and target funding the Delivery Plan are embedded in
multiple
Success Measure Council wide agendas to:-
11 Number ofactive partners positively contributing to the ActiveWestminster Partnership
tackle health inequalities
aide family recovery and economic growth
develop opportunities for children, young people and older people
reduce crime and foster community cohesion
increase volunteering
2.8 Tackling Health Inequalities
The Chief Medical Officer (Department of Health, 20011) recommends that
children and young people should achieve a total of at least 60 minutes of at
least moderate-intensity physical activity each day. For general health benefits,
adults should achieve a total of at least 30 minutes a day of at least moderate-
intensity physical activity on five or more days of the week. The recommended
levels of activity can be achieved either by doing all the daily activity in one
session, or through several shorter bouts of activity of 10 minutes or more. The
activity can be lifestyle activity or structured exercise or sport, or a combination of
these. “Tackling obesity is the most significant public and personal health
challenge facing our society. The core problem is simple- we eat too much and
do too little exercise” (Foresight Tackling Obesities: Future Choices).
2.9 As well as promoting a high quality and accessible universal sports and leisure
offer, the ActiveWestminster strategy and the work of the ActiveWestminster
Partnership focus on a number of low participation groups which include those
living in deprived areas of Westminster and which correlate very strongly to areas
of high health inequalities.
2.10 The Council and its partners offer promote a significant programme of activity in
a wide range of accessible locations across the City. By increasing participation
across Westminster, the Sport, Leisure & Wellbeing Service is helping to tackle
health inequalities and will directly contribute to improvements in a number of
health related issues including cardio vascular disease and obesity which will
help to ease the pressure on our local healthcare services and resources.
2.11 Family Recovery and Economic Growth
The Council’s Sports, Leisure & Wellbeing services offer in excess of 400 paid
employment opportunities in a variety of roles access the City. The Council’s
contractors work closely with local education and employment agencies to
promote work and career opportunities to local people.
2.12 The Sports, Leisure & Wellbeing service also works closely with a range of
public, private and voluntary sector providers to promote volunteering and
apprenticeship opportunities.
2.13 A number of targeted intervention programmes will continue to be delivered to
provide positive opportunities for residents, particularly young people, who are
disengaged with education, employment or training.
2.14 Opportunities for Children and Young People
Through ActiveWestminster there are many opportunities to help young people
use sport as a positive driver in their development, personal achievement and
educational attainment. Strategies, programmes and initiatives will seek to be
fully inclusive and accessible and will seek to promote opportunities for children
and young people of all abilities whether participating in casual activities or
performing at the highest level.
2.15 Activities such as the Neighbourhood Sports Programme aims to get young
people to be physically active in their communities by offering 8-19 year olds free
activities all year round in targeted locations.
2.16 The Champions of the Future programme supports and develops gifted young
athletes competing at regional and national level by offering mentoring support,
training, targeted funding and access to facilities. This is vital to the development
of future Olympic and Paralympic National and Regional talent within our
communities.
2.17 Crime reduction and Community Cohesion
Sport and physical activity can be a magnet for many young people and a
deterrent from crime. In the most deprived parts of Westminster people have
lower incomes, shorter life expectancies and experience higher incidence of
crime. In these areas, levels of participation in sport and physical activity are
considerably below the national average. The 2011 Active People Survey
confirms high levels of inactivity in the wards of: Queen’s Park, Westbourne,
Church Street and parts of Little Venice.
2.18 Positive Futures is a programme aimed at creating opportunities to address
multiple issues associated with crime, drugs misuse and anti social behaviour,
with a particular focus on education, employment and training (EET)
programmes.
2.19 Increase Volunteering
5.8 million people volunteer in sport contributing 26% to the total volunteering
figures for England. Volunteering contributes to vibrant, strong and active
communities. In Westminster the number of adults and school pupils involved in
sports volunteering is below the national average. ActiveWestminster has
launched initiatives aimed at increasing volunteering and ‘workforce’ capacity
across the City in clubs, schools and the leisure sector.
2.20 The Westminster Sports Unit works closely with the Volunteer Centre
Westminster to help and support people to volunteer in sport as well as assisting
individuals to become a coach, referee, administrator or instructor through
training and mentoring opportunities.
2.21 Transformation and Cost Neutrality
Public Services are by their very nature and complexity difficult to deliver in a
cost effective way. Different services convey different ideas to the individual / tax
payer about their value for money and about the outcomes they deliver.
Hospitals, Police, Fire, the Judicial Courts and Criminal Justice system and Local
Authority services have different levels of transparency and public awareness of
their roles, but most services are subsidised substantially by the taxpayer or
community charge payer.
2.22 In a unique approach to sport and leisure provision in Westminster, the delivery
of a wide range of high quality city wide community sports facilities and provision
is planned to deliver operational cost neutrality for the service. Income from the
service will cover all operational costs whilst delivering a range of free or
substantially reduced charges to residents for making use of them. This is
believed to be the first delivery of a cost neutral local authority sports and leisure
service in the UK.
3. How we work/future of the service
3.1 From April 2012 all sports, leisure and wellbeing services will be commissioned
but not directly delivered by the Sports, Leisure & Wellbeing Service. This
represents a significant shift from the current hybrid delivery/ contract
management service and follows the successful outsourcing to suitable
contractors of its previously directly delivered services. The majority of staff will
be transferred to external providers (subject to a robust business case) and the in
house sports and leisure team will reduce from 78 ‘full time equivalent’ staff to 13.
The adoption of this fully commissioned services approach offers many new
opportunities to work across wider delivery themes in making the most of joint
service commissioning particularly with Public Health and GP commissioning
consortiums. The traditional and well established joint working with Children’s
Services and Adult Services together deliver a joined up approach in this service
area.
3.2 As illustrated in Figure 1, the Council’s core internal sports, leisure and wellbeing
commissioning team will focus on quality assurance, development and
commissioning of services and will focus on:
identifying and satisfying needs of participants
capacity building and enablement of a mixed economy of delivery
providers
development of a high quality delivery infrastructure
brokering partnership funding and service improvement opportunities
Figure 1- Sports, Leisure & Wellbeing Operating Model
3.3 The service attracts approximately 3 million visits each year and this figure
will rise as new facilities are brought into use. The seven contract-managed
principal sports and leisure centres are delivered by GLL (6 sites) and
Westminster Academy, and a series of new community sports facilities are
also being delivered through the Council’s Building Schools for the Future
(BSF) programme all of which will have community use agreements for
extended community access. In April 2012 GLL will also take over the
running of the Council’s two in house sites, Moberly and Little Venice Sports
Centres.
3.4 Westminster Sports Unit
The unit seeks to promote, facilitate, develop and deliver innovative, high quality
sports and physical activity programmes and consists of 4 key work areas: The
School Sports Partnership (SSP); Sports Development (Participation); Sports
Development (Progression) and Sports Facilities Team (Little Venice Sports
Centre and Moberly Sports & Education Centre). As an integrated community
focused service it delivers services to every neighbourhood across the City.
3.5 Facility Management
The two contract managers are responsible for overall contract management of
the Council’s six sports and leisure facilities as well as the school sports facilities
available for community use. They are also responsible for service development
and capital works and issues.
3.6 Project Management
The project manager is responsible for co-ordination of major capital projects and
redevelopments including the Moberly/Jubilee sports centre redevelopment in the
north, new sports centre at Chelsea Barracks in the south and the listed
redevelopment of the Seymour Leisure Centre in the centre of the City which will
run from 2012-2017.
3.7 Sayers Croft
Management of Sayers Croft Field Studies Centre located in Ewhurst, Surrey. The
centre has access to a 56 acre shared landholding within the site offering
residential accommodation for 200 visitors and mostly used by visiting school
children. Westminster City Council works closely with the Sayers Croft Trust in the
delivery of its programs using some 28 acres of land in the ownership of the trust.
4. Summary
4.1 The Sports, Leisure & Wellbeing Service has an ambitious and defined plan for the
coming years, one that will make a huge impact on frontline service delivery during
challenging times.
4.2 The ActiveWestminster partnership, programmes and principal facility developments
are at the heart of Westminster’s corporate outcomes and Living City agenda.
4.3 We will continue to be an industry leader whilst delivering the first fully cost neutral
Sport and Leisure service in the UK by 2016. We will continue to work with our
stakeholder partners in a proactive and innovative way through ActiveWestminster
and its Board to deliver enhancements to the City infrastructure, community
programmes and build on the London 2012 Olympic and Paralympic momentum and
legacy.
Committees\Cabinet\Reports\2012\16 April 2012\Cabinet Rpt Re Sports Leisure and Wellbeing Mandate 16 April 2012
