Dorset County Council
Sport and Physical Activity Strategy
2008 – 2013
1.1 The Sport and Physical Activity Strategy is the second of its kind for Dorset. The first
one was produced in 2000 and covered the period to 2010.
1.2 This strategy has been produced to achieve a number of aims including:
• to review progress of the 2000 to 2010 strategy
• to review and update the action plan arising from the 2000 to 2010 strategy
• to take account of the 2012 Olympic and Paralympic Games
• to respond to the changing nature of Dorset’s demography, and
• to take account of the public health gains derived from increasing participation
in physical activity.
1.3 The national agenda for sport and recreation now has a higher profile. The challenge
is to develop the profile within local communities, including neighbourhoods,
businesses and families. There is compelling evidence that increased participation in
physical activity can have a profound effect on health and well-being for people of all
ages. The strategy supports participation in sport and all forms of physical activity.
Local Authorities are currently responsible for the inclusion of sport and recreation as
part of a Culture Block measured annually as part of the Comprehensive
Performance Assessment (CPA). Under the new Comprehensive Area Assessment
performance and achievement of outcomes for people will be assessed on an area
basis and will look across partnership arrangements and delivery.
2.1 The first part of this strategy sets out the priorities for the county over the next five
years and incorporates the work undertaken to consult with a wide range of partners
in 2006 and 2007. It includes a description of where we want to be during by 2013
and emphasises the importance of partnership working in the context of the Local
Area Agreement (LAA) 2008-2011.
2.2 The second part of this strategy in Appendix 1 reviews and updates priority areas in
the 2000-2010 strategy. It sets the work in the context of further work plans and
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requirements continually to improve services and people’s health and well-being.
3. The Vision
3.1 The mission statement for the County Council is to “Improve the quality of life for
people in Dorset, now and for the future”. Sport and physical activity has a critical part
to play in helping to deliver this.
3.2 The vision for Dorset is that the health and well-being of people in the county is
improved through engaging in sport and physical activities.
3.3 In order to deliver this strategy we will achieve the following aims:
• Increase the number of people who are currently not involved in any sport or
physical activity so that they participate at least three times per week for
periods of 30 minutes in moderate activity.
• Increase the number of people involved in volunteering in support of sport and
• Support the delivery of the community sports legacy of the 2012 Olympic
• Raise the profile and value of sport and physical activity to improve the quality
of life of people in Dorset including safeguarding the long term provision of
existing facilities and services.
3.4 Sport and physical activity includes a wide range of opportunities which are often not
formal sporting events. Any form of physical exercise is considered to be good and
the definition will therefore be very broad.
3.5 Activities such as recreational walking, recreational cycling, yoga, pilates, indoor and
outdoor bowls, archery and croquet are examples amongst many which would be
included in the definition of sport and physical activity.
3.6 It will be important for all partners involved in various strategies, policies and plans to
ensure that sport and physical activity opportunities have been considered. This
should include a holistic approach in the communities in which we live, work and
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shop. This can be done through assessing in advance what impact any
proposals/changes may have and how any opportunities to encourage and support
physical activity can be incorporated.
3.7 The same process should apply also to other strategic areas such as:
• public open spaces
4. Where Do We Want To Be?
4.1 The work programme in Appendix 2 provides a schedule of activity which is designed
to deliver the aims and objectives of both this strategy and the review of the 2000-
4.2 Diagram 1 below illustrates the range of influences and importance of having a
partnership arrangement to enable successful implementation. The priority areas
emerged from the consultation work undertaken during 2006/07 and are set out in
Appendix 3. These aims coincide with national objectives in support of improving
people’s physical health and are backed by the evidence base in public health.
Furthermore, they equate to outcomes which will be measured through indicators of
the Local Area Agreement for 2008-2011.
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Dorset County Dorset Strategic Partnership
Council Community Strategy
Sports Increase participation in sport Governing
and physical activity
Delivery Bodies of
Encourage and increase
volunteering in sport and
Support the delivery of sports
legacy for the 2012 Games
Raise the profile and value of
sport and physical activity to
improve the quality of life of
people in Dorset including
safeguarding the long term
provision of existing facilities
Government District Council
Policy Active Dorset/Sport England Sports
• Delivering Community
• Encourage Active Living
• Influencing Strategic
• Raising Sports Profile
Diagram 1 – Delivering key themes
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Local Area Agreement – Increasing Physical Activity and Volunteering Levels
4.3 The Active People Survey (2006) attached as Appendix 4 shows the results for
Dorset and identifies detailed baseline data for physical activity levels for 16 yrs+. The
results are of concern, showing that 50.7% of the population of Dorset undertake no
moderate physical activity at all and 78.5% of the population of Dorset do not achieve
the recommended 3 x 30mins moderate activity per week. Clearly to take the majority
of Dorset’s population into the recommended levels of activity will be a very difficult
and challenging task. The Local Area Agreement offers an opportunity to raise the
profile and the need for resources to tackle this target. It is therefore proposed to
introduce progressive targets within the Local Area Agreement. These targets will
take people from 0 to 1 session a week, 1 to 2 sessions a week, and 2 to 3 sessions
a week. This will require pump priming and resources to target mass participation and
try innovative practice utilising all of Dorset’s natural resources such as the
countryside, active cultural activities and non formal physical activity.
4.4 Volunteering in Sport is also monitored through the Active People Survey. The results
for 2006 demonstrate that only 5.3% of the 16+ yrs population volunteer in sport for at
least 1 hour per week. The targets for this are to increase the number of volunteers
by 0.1% each year. Sport in Dorset is primarily managed by volunteers. It is therefore
vital that the number of volunteers in sport increases in order to maximise the
opportunities for all.
Dorset Community Sports Legacy
4.5 Working jointly with Active Dorset Sports Partnership, Dorset Sports Service will help
develop and deliver the Dorset community sports legacy. A draft community sports
legacy and the summary of the 2012 sports legacy consultation day are attached at
Appendix 5. Building on the branded Olympic 2012 approach, and the regional
template, Dorset’s strategy will seek to inspire new generations of people to greater
activity, building on opportunities for everyone to participate in sport and physical
activity. Specific target groups such as early years, people from deprived areas and
disabled and older people will be identified and initiatives will be developed to
improve opportunities and access to physical activity.
4.6 Physical activity is fundamental to improving health both physical and mental and a
range of innovative programmes will be developed to improve people’s lifestyle.
Using the inspiration and excitement of the 2012 Games, there is a real opportunity to
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utilise marketing and promotion for everyone to adopt an active lifestyle.
Contribution to Quality of Life – Sports and Culture Vision
4.7 Sport and culture are fundamental to people’s quality of life. Sport can tackle social
exclusion and increases people’s sense of integration into their local community in
both rural and urban areas. Sport helps young people to reach the Every Child
Matters outcome of “enjoy and achieve”. People who participate in sport are less
likely to slip into anti-social behaviour as sport teaches people the benefits of self
discipline, teamwork, mutual respect and fair play. It enables people to channel their
energy, competitiveness and aggression in a personally and socially beneficial way.
Community ownership and leadership of sports and cultural opportunities has the
potential to fully engage all ages and can be achieved through active community
groups. Community activities and facilities are essential to develop a culture of
4.8 The County Council wishes to promote the long term sustainability and provision of
existing sports and cultural provision across the county, especially in rural locations,
through this means. The benefits of social inclusion, increased self esteem,
leadership skills, family engagement, cultural lifestyle choices and social cohesion will
all be achieved from this approach in improving the quality of life for people in Dorset.
5. Conclusions and How We Get There
5.1 Enthusiastic and committed support from all partners will be required to achieve
delivery of this strategy. The strategy must be underpinned by clear monitoring and
evaluation processes which will be undertaken through the Well-being Partnership
and the LAA. The monitoring process will ensure the delivery of the priorities and
objectives contained within the action plan.
5.2 The strategy has been developed with tremendous support from the Health and Well-
being Partnership and this support will continue to be harnessed in its delivery. It will
be necessary to ensure that good quality information on performance and robust
systems of communication are employed in order to deliver the messages about the
value of sport and physical activity making a positive contribution to people’s health
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DCC REPORT – SPORT AND PHYSICAL ACTIVITY REVIEW
Title: Review to consider how Dorset County Council can utilise physical
activity to improve “Quality of Life for people in Dorset”.
Authors: Dave Franks Date: 2008
To consider how Dorset County Council can utilise physical activity to improve “Quality of
Life for people in Dorset”, including staff infrastructure, staff roles, partnership working,
current responsibilities, future responsibilities and resources required.
A number of factors have come together to support a review:
• The increasing profile of physical activity and sport in improving the lives of people
nationally, and as a result of physical activity impacting many of the key themes within
the Dorset Community Strategy.
• The London 2012 Olympic Games with Weymouth & Portland as the sailing venue.
• Government CPA assessments require Local Authorities to review sports and physical
• Active Dorset has been established as a sports partnership for Dorset, Bournemouth and
Poole. Dorset County Council has a significant role in the delivery of the Active Dorset
• Increasing responsibilities of sports delivery working in partnership with health
authorities to deliver public health outcomes for both physical & mental well being.
The primary objective of the review is:
• To clarify the Council’s ability to utilise physical activity and sport to improve the
quality of life for people in Dorset.
The review aims to:
• Highlight future work plans and requirements to improve this service.
• Summarise the current work undertaken by the Council.
• Consider future work demands and resources required.
• Evaluate and define the required approach to physical activity in support of the
Community Strategy and Corporate Plan.
• Inform the development of the internal structures and processes required for effective
delivery of physical activity within Dorset.
• Supplement and update the existing County Sports Strategy.
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4. SCOPE, EXCLUSIONS AND INTERFACES
The review includes all physical activity related delivery within Dorset:
• County Council infrastructure and responsibilities
• County Council partnership responsibilities
• County Council resources
• Future strategic responsibilities and priorities
• Future implementation needs
There are a number of exclusions:
• Physical Education Curriculum (School and Children’s Services responsibility)
• PPG17 and Planning Gain (District Council responsibility)
• Elite / high level sports clubs (Clubs and National Governing Bodies responsibility)
5. DORSET SPORTS STRATEGY
The Dorset Sports Strategy was prepared by the County Sports and Funding Officer in 2000
as the main strategic document for sport until 2010. This strategy aims to:
• Encourage the delivery of sport to all abilities, across the county
• Provide equal opportunities for the people of Dorset to participate in sport at all levels
• Raise awareness of the benefits of participating in sport, in improving physical and
• Encourage sport participation as part of a healthier lifestyle and as a way to develop
community spirit and reduce anti-social behaviour
• Maximise through partnership all potential resources for the development of sport and
sports facilities in Dorset
• Provide pathways for the attainment of excellence
• Ensure that the most effective and efficient use is made of all existing sports resources
• Safeguard opportunities and resources for sport for the future
In conducting this review, it was recognised that a sports strategy for the county already
existed which a vast majority of the content remains true and relevant to date. The review
therefore was not required to create a new sports strategy for Dorset. The exercise is to
review the work carried out by Dorset County Council for sport and physical activity, to
update where necessary, to produce a new work plan based on current and future work
demands, and to supplement the existing strategy so that both documents compliment each
other in providing strategic direction for the county sports service.
6 STRATEGIC IMPACT
The following strategic documents impact the review of sport and physical activity and its
delivery within the County Council context:
6.1 National Context
With Government support and a range of sectors starting to recognise the role that daily
physical activity, physical education and sport can play in enhancing community life, there
has potentially never been a better time or a better opportunity to be working to increase
There are a number of challenges including:
• continuing reduction in funding and support for local authority leisure provision as a
non statutory service,
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• a history of fragmented and disjointed work to encourage people to participate in
daily physical activity including sport, and
• growing health problems within the community.
However there are a number of opportunities including:
• a refocusing of local authority services for young people through “Every Child
• significant Government investment in PE and school sport ever,
• a real focus on the health of the nation, with daily physical activity increasingly
recognised as a key factor that can make a positive contribution to improving peoples
• the Olympics and Paralympics coming to the UK in 2012.
6.1.1 Choosing Health – The Health White Paper (DfH 2004)
The Government’s white paper, Choosing Heath, was published in November 2004. The
Paper sets out the Government’s strategy for improving the public’s health through measures
aimed at preventing illness. Increasing exercise and participation in daily physical activity are
seen as key measures.
The following measures are identified as being central to achieving better public health:
• more flexibility for local authorities to develop local targets and work in partnership
to respond to local need through the development of Local Area Agreements,
• more support for local authorities on improving parks and public spaces and whole
town approaches to walking, cycling and public transport,
• a national ‘Healthy Schools Programme’ focusing on food in schools, school travel
and physical education, daily physical activity and sport in schools, and
• investment in physical activity – building on local exercise plans.
6.1.2 Every Child Matters (DfES 2004)
Every Child Matters: Change for Children is the Government’s strategy designed to provide a
new approach to the well being of children and young people from birth to age 19 years old.
It sets out an agenda for reform across services for children and young people, allowing
providers to work more effectively.
The Government’s aim is for every child, whatever their background or circumstances, to
have the support they need to:
• Be healthy
• Stay safe
• Enjoy and achieve
• Make a positive contribution
• Achieve economic well being
Organisations involved with providing services to children are challenged to team up and
provide better, more coordinated services for children and young people. Over the next few
years every local authority is expected to work with partners, through children’s trusts, to find
out what works best for children and young people in its area and act on it. Children and
young people will have far more say about issues that affect them. A revised Ofsted
framework will also mean that schools are inspected on the contribution they make to the
delivery of these outcomes.
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6.1.3 Youth Matters – The green paper for young people (DfES 2005)
Linked to Every Child Matters, the emerging Government strategy – “Youth Matters”
provides a framework for providing opportunities, challenge and support for teenagers
through an integration of services around young people’s needs.
Sport and physical activity is given a very high profile within the proposals. It is recognised
that it can make a vital positive contribution within the lives of young people and support the
social and emotional as well as the physical development of teenagers. Physical activity and
sport is accepted as a vital means through which many disaffected young people can be
engaged, supported and find positive direction in their lives.
6.1.4 Local Authorities – Modernisation agenda
Local authorities (LA’s) are key players in the delivery of sport and active recreation
opportunities. They have a history of significant investment and support for a wide range of
leisure and recreation services, including facilities (sports/ leisure centres, swimming pools,
parks and open spaces etc) and development work both in a daily physical activity and a
Fundamental changes have taken place in LA’s over the last five years with the introduction
of a number of new initiatives intended to improve performance.
Local Public Service Agreement’s (LPSA) and Local Area Agreement’s (LAA) are vehicles
to develop meaningful dialogue between central and local government. Dorset was one of the
national pilots for the introduction of LAA in 2005.
6.1.5 Comprehensive Performance Assessment (CPA)
The CPA is a public report on LA performance. It provides an opportunity to focus on areas
for improvement, an independent challenge to LA’s and a co-ordinated audit and inspection
framework. A culture block is to be added to the CPA which will include a number of key
performance indicators (KPI’s) for sport/ physical activity. These include:
• percentage of 5 – 16 year olds engaged in 2 hours a week minimum of high quality
PE and school sport with and beyond the curriculum,
• percentage of adults participating in at least 30 minutes moderate intensity sport and
active recreation on 3 or more days a week,
• participation in local authority sport and recreation provision,
• participation in recreation/leisure provision by different social groups,
• percentage of population volunteering in sport and active recreation for at least an
hour a week,
• percentage of population that are within 20 minutes travel time of a range of different
sport facilities which have achieved a quality assured standard, and
• commentaries on service quality and delivery and an assessment of LPSA2, LAA and
local performance indicators.
Local authorities will continue to play a key role in the provision of services however they
face ever increasing financial challenges and sport is a non statutory service. The inclusion of
physical activity and sport within the culture block of CPA, whilst a new challenge in terms
of providing performance improvement information, can also be seen as a positive
opportunity for leisure services.
Subsequently, the Audit Commission decided to withdraw the new Culture CPA requirement
for County Council’s in the short term, but this will be reviewed annually.
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6.1.6 Physical Education, School Sport and Club Links (PESSCL) Strategy (DfES & DCMS
The PESSCL strategy was launched in 2002. It is being delivered by the Department for
Education and Skills (DfES) and Department for Culture, Media and Sport (DCMS). The
strategy has three key aims:
• School improvement
• Improving health
• Creating sporting success.
The overall objective and Public Service Agreement (PSA) target for the strategy is:
‘To enhance the take up of sporting opportunities by 5 – 16 year olds so that the percentage
of school children who spend a minimum of 2 hours each week on high quality PE and school
sport, within and beyond the curriculum, increases to 75% by 2006 and to 85% by 2008, and
to at least 75% in each partnership by 2008.’
The strategy also has a wider vision that:
‘By 2010 all children will be offered at least 4 hours of sport every week, which will comprise
at least 2 hours high quality PE and sport at school and, in addition, the opportunity for at
least a further 2 -3 hours beyond the school day (delivered by a range of school, community
and club providers)’
6.1.7 Game Plan (DCMS 2002)
The Government now fully recognises the debilitating economic and social consequences of
physical inactivity. In ‘Game Plan’ (the Governments long-term vision for sport and physical
activity) the cost of physical inactivity in England is put, conservatively, at £2 billion a year,
representing at least 54,000 lives lost prematurely.
Game Plan sets the ambitious objective of ‘increasing significantly levels of sport and
physical activity with the target of achieving 70% of the population being reasonably active
(for example 30 minutes of moderate exercise 5 times a week) by 2020’. Currently only
about 30% of the English population meet this target. This presents Government and key
partners with an exacting challenge which equates to 100,000 inactive people will have to be
encouraged to be physically active every month for the next 17 years if the Government’s
targets are to be met. For the South West this equates to 10,000 every month for the next 17
6.1.8 Government investment in County Sports & Physical Activity Partnerships (CSP’s)
The Government’s strategy for sport “Game Plan“, called for the strengthening of the 49
CSP’s in England and the development of their capability and capacity to both drive forward
the strategic development of daily physical activity and sport at a county level and to also
access funding to deliver against a wider social agenda of enhanced educational achievement;
improved health and well being; wider social inclusion and economic and community
Game Plan also referred to CSP’s existing structures being used to take a lead in co-
ordinating delivery at a local level, working in the context of the performance measurement
framework, they could identify weakness in provision that needed to be addressed, identify
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key partnerships that needed to be developed and put in place appropriate delivery
All CSP’s will share the following core functions:
• strategic coordination – the interpretation and shaping of national, regional and local
policy to best fit future community needs,
• performance measurement – the development of a single system to support
effective decision making for physical activity and sport to maximise opportunities
available and to make the case for investment, and
• marketing and communications – developing and marketing the CP as a single
point of contact for physical activity and sport and sharing information and innovation
to ensure effective delivery on the ground.
CSP’s will focus on the following areas of work:
Supporting wider agendas
• Using daily physical activity including sport as a social tool to improve the well-being
of the individual and to support the community as a whole
• Helping other agencies meet their objectives and organisational goals as defined in the
national framework for sport
• Helping to link the shared priorities of central and local government on Health,
Community Safety and Regeneration.
Supporting the sports agenda
• Pathways for Young People to create a single system for community sport
• Club Development to increase participation and retention in club sport
• Workforce Development to work through local community networks to create an
effective and diverse workforce by developing the people who support daily physical
activity and sport – teachers, coaches, officials, volunteers and professional staff.
Therefore CSP’s will also work to create a co-ordinated strategic approach at a sub-regional
level helping to achieve economies of scale and allowing for greater investment in physical
activity and sport by:
• Influencing work across a range of sectors and networks
• Influencing Local Area Agreements and Local Public Service Agreements
• Working with Children’s Trusts Services ( Every Child Matters )
• Developing Physical Activity Plans and Strategies in collaboration with Primary Care
Trusts ( PCT’s )
• Providing evidence of daily physical activity and sport contributing to achieving
wider socio-economic outcomes
• Sharing resources for physical activity and sport
• Stretching traditional sports operations through innovation and creativity to deliver
social policy outcomes
• Ensuring the sports system is able to deliver appropriately to meet locally identified
priorities through local community networks.
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6.1.9 Extended Schools and Building Schools for the Future
The Government’s Extended Schools Prospectus refers to the expectation that all children
and young people will have access to a variety of activities, out of school hours, between the
hours of 8.00 am and 6.00 pm on weekdays all the year round. The aim is to create a safe and
stimulating environment with a wide range of activities which will enrich lives and provide
new areas in which to shine, succeed and to have fun.
Whilst the expression ‘Extended Schools’ is well known, it is not expected that schools
themselves provide all this. They may provide the venue, they may provide information and
links and they may provide part of the provision but it is expected that this will really be
achieved through working with a variety of people and organisations including voluntary and
community clubs, private providers and local authorities. Physical activity is a key part of
this and the close involvement of health professionals will also be evident as this is all part of
the public health agenda.
Building Schools for the Future (BSF) is the biggest ever school buildings investment
programme. The aim is to rebuild or renew nearly every secondary school in England over a
10— to 15-year period, beginning in 2005-06. Dorset was chosen as a pilot authority with
one of the first secondary school projects. As this school already had good sports facilities
open to the public, and is a Specialist Sports College, discussion on community sports and
culture facilities was not of a high priority. However, as further phases progress it is critical
that sport and cultural facilities are built in such a way to allow easy access by its local
community. The ‘Win Win Scenario: community sport and arts on education sites’ (2008)
publication by Sport England offers best practice and guidance to schools in order to
maximise the benefits of shared use of facilities and provision of extended services.
6.1.10 Youth Sport Trust
The Youth Sport Trust was established in 1994 as a registered charity with a vision – to build
a better future for all young people through PE and school sport.
The work of the Youth Sport Trust is designed to enable young people to:
• Experience and enjoy PE and sport
• Have a quality introduction to PE and sport
• Have the best teaching, the best coaching and the best resources
• Experience and benefit from positive competition
• Develop a healthy lifestyle
• Progress along a structured pathway of sporting opportunities
• Fulfil their sporting potential.
This work is developed through a range of programmes for children and young people aged
18 months to 18 years, and the coordination and development of the Specialist Sports
Colleges and School Sport Partnerships, alongside supporting the Government’s PE, School
Sport and Club Links (PESSCL) strategy.
6.1.10 National Governing Bodies of Sport – Modernisation
Sport England has been working to encourage and support National Governing Bodies of
Sport to modernise their planning through the production of “Whole Sport Plans”. These are
designed to plan for the sport at all levels – from grass roots through to elite levels.
Sport England funding to National Governing Bodies is based on these plans and how they
contribute to the Sport England vision and objectives.
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The plans cover all aspects of development for the sport, including coaching, clubs and
volunteers and identify partnerships with CSP’s and School Sports Partnerships that are
6.1.12 Vision for Coaching
Sports Coach UK (scUK) are the leading organisation within the UK to support the
development of coaches and are currently in the process of developing a UK Coaching
The scUK Vision is to have quality coaches and coaching interactions operating at every
level within sport, contributing to an increase in participation, enjoyment and success in
sport. scUK’s strategic priorities are:
• Coach education and development
• Coach employment and deployment
• Communication and membership
• Research and innovation.
6.1.12 2012 - Olympics and Paralympics, Community Sports legacy
The successful Olympic and Paralympic bid provides an unprecedented, and once in a life
time opportunity, to develop physical activity and sport in the country.
The legacy element of the bid was a key to the success and everyone involved in physical
activity and sport can harness the profile, inspiration and motivation the games bring to the
The transformation brought through London 2012 will have much wider benefits for
communities placing sport at the heart of positive change. This story however, commences
well before the physical transformation is in place, to boost participation in sport as part of
the candidature, and in the lead up to 2012, to inspire new generations to greater
activity. This is the talent of tomorrow - and Britain is at an exciting moment for sport with
enthusiasm boosted by the success of our athletes in Athens 2004. This enthusiasm can be
nurtured through the right opportunities. This strategy outlines the benefits that can be
engendered through sport. These benefits are founded on a platform of best practice in
community sports development, which can be shaped into a series of initiatives -
communicated and organised under the umbrella of the Olympic rings. By this approach, the
impact that the London 2012 candidature brings can be extended to wider sports development
aims across the community as a whole.
In building opportunities for everyone to participate, to pursue their potential and to
fulfil their aspirations towards excellence, integration is crucial – integration of development
programmes with accessible facility provision; integration of school and university sport with
community opportunities; and between participation – and performance-level provision.
London 2012 offers a unique opportunity to develop the physical and organisational capacity
of sport - not only in London but across the UK and to develop the synergies between the
different types of provision. We will thereby produce a generational step-change in
opportunity for people of all ages and abilities.
This will be achieved through:
• an integrated legacy of world-class talent development facilities and support
systems, located within an enhanced wider network of educational, sports and
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• programme of initiatives designed to develop both direct provision and support
capacity throughout the sports sector, focused on London and the five Olympic Park
boroughs, but radiating out across the country as a whole
6.1.13 Carter Report
The Carter Report (2005) was requested by Government to examine how to ‘ensure far better
co-ordination of effort and resources in sport’. The report identifies five key areas for
consideration and recommends that over the next three years (to March 2008) these are the
priorities of the sports sector:
1) To introduce robust measurement and monitoring systems that inform Government
investment at local level and ensure clear lines of accountability
2) To promote the personal benefits of sport and physical activity and to help people
identify their local delivery points
3) To improve the local delivery of sport and suggest the Government considers how it
can support the co-ordination of public, private and voluntary sector investment - as
well as LA’s and regional bodies – in order to improve local sporting facilities
4) To create, under strong Government leadership, a single access point and brand for
sport in England and to streamline duplicating ‘back office’ functions that would
release more money for front line activity
5) To provide targeted incentives and commercial assistance –via a new National Sports
Foundation (NSF) –to encourage individual and corporate support and to ‘help sport
help itself’. These recommendations directly address the primary issues identified
during the review team’s consultations.
The reports considered opinion is that the above five areas represent the next stage of the
journey for sport and will build upon the momentum already achieved. The report shows that
sport has considerable financial resources which can be redeployed to deliver more and better
services. In addition, innovative capital and revenue funding schemes working with the
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public, private and voluntary sectors could enable us to continue with our programme of
reform and ensure that, at all levels, we are fit for purpose by 2012.
6.1.14 Sport Playing Its Part (DCMS and Sport England 2005)
Sport Playing Its Part is a resource pack aimed at guiding and supporting policy makers and
practitioners through the contribution sport can make in supporting the delivery of local
community and shared priorities of central and local government. The pack includes
evidence of the contribution that sport can make to social, economic and environmental
outcomes and the shared priorities of local and central government. It demonstrates how sport
can be used to deliver priority aims, objectives and targets, as part of local area agreements
and local public service agreements, and confirms the role that sport can play within
comprehensive performance assessment, both as a contributor to the corporate assessment
and to the outcomes of the children and young people, culture and environment service
The government expects local authorities, as well as other public sector agencies and their
partners, to work together to ensure public services meet communities’ needs. Government
strategies, initiatives, improvement tools and performance frameworks require an integrated
approach to addressing cross cutting issues in order to deliver outcomes that really matter to
local people. There is also an increasing emphasis on involvement of the community, not
only in decision making but also in measuring the performance of public sector agencies.
This section offers a summary of some of the key issues within the current national context.
However it is not fully comprehensive and there will be other aspects of work, and strategies
that will be relevant to the Partnership, and there will also be new strategies that emerge that
will need to be considered and encompassed within the Partnership’s work. For example; the
current DfES consultation on the “Education Outside the Classroom” manifesto which
includes opportunities to engage in a wide range of outdoor activities; and, the Office of the
Deputy Prime Minister’s interim report “Excluded Older People”, acknowledges the need for
the older people to remain active and to maintain their independence.
6.2 Regional Context
6.2.1 Sport England
Sport England is responsible for delivering the Government’s objective of achieving a 1%
year on year increase in participation in daily physical activity including sport.
The vision is to: ‘Make England an active and successful sporting nation’
The objectives are to get people to:
• Start in sport – to improve the health of the nation, particularly for disadvantaged
• Stay in sport – through a thriving network of clubs, coaches and volunteers and a
commitment to equity
• Succeed in sport – via an infrastructure capable of developing world class
Sport England has a strategic alliance team that is working with the Government on a number
of initiatives to address the role sport can play in wider agendas. These include:
• Physical activity and health
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• Community cohesion and sport
• Neighbourhood renewal
• Young people.
Sport England is also working to provide support to local authorities in relation to the
performance indicators that are included in the culture block (which includes physical activity
and sport) within the CPA for local government. It is expected that the process can reverse
the trend of decline in investment in local authority leisure services and drive an agenda of
change, improvement and growth. A new national participation survey and an expanded
national benchmarking service will be used to measure these performance indicators.
Sport England has a Regional Plan for Sport delivered through the South West Regional
6.2.2 South West Regional Sports Board
The South West Regional Sports Board echoes the Government’s participation target and
Sport England objectives:
”Our challenge is to create a 1% year on year increase in moderate activity levels, leading to
50 % of the South West population being physically active by 2020.“
Ged Roddy, Chair of South West Regional Sports Board
6.2.3 South West Regional Plan for Sport
There are four strategic themes in the South West Regional Plan for Sport:
• Encouraging active living through active travel, active workplaces, employee
release, open access play facilities, the alternative school day and the natural
• Influencing strategic planning through developer contributions, LPSA targets for
physical activity and sub regional strategic plans
• Raising sport’s profile through high profile events and media campaigns, the
physical activity survey and evidence based research
• Delivering community sport through multi sport, hub clubs, community
coordinators, the coaching profession, integrated facilities and CSP’s.
This plan is due for renewal from 2008. Consultation is due to commence shortly on the new
South West Regional Plan for Sport.
6.3 Local Context
6.3.1 DCC – Our Role in Dorset
Sport and physical activity impacts on the following aims within the DCC corporate plan:
Aim 2: – Improve Life Chances for Children and Young People – Physical education and
sport has significant effects on people’s ability to learn and achieve their full educational
potential. The County Council supports a number of sports training programmes targeting
teachers, sports coaches and volunteers within the school and the community.
Aim 3: Help Vulnerable Adults to Maintain Independent Living – “People increasingly want
freedom of choice, to have active and stimulating social and leisure opportunities.” The plan
actively encourages people to take part in their local communities, including through
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Aim 4: Improving Health, Community Safety and Well Being – A number of innovative
projects are being created to improve health and well being through physical activity.
Community safety is a key driver for the provision of sport and diversary activities.
Aim 5: Improve Dorset’s Infrastructure and Strengthen Dorset’s Economy – Sports events
and facilities can be a major influence in developing Dorset’s economy.
Aim 6: Build a Council Fit for the Future – Dorset is a lead pilot for a Healthy Workplace
initiative which will look to increase performance and productivity of staff utilising physical
6.3.2 DSP - Community Strategy
The contributions by physical activity and sport to the Dorset Community Strategy aims:
Affordable, Sustainable and Appropriate Housing
Sport and physical activity influences planning decisions in ensuring adequate community
provisions are provided as a result of new and increased housing provision. This ranges from
play areas for young people to leisure centres for the whole family.
Developing Dorset’s Economy
Provision of well staged sport events and provision of good sports infrastructure adds to
visitor appeal and can help attract new businesses to Dorset. A good example is the National
Sailing Centre which has attracted multi-million pound investment into Weymouth and
Portland, and its events will continue to improve the local economy.
Improving Access to Services, Employment and Leisure
Sport is a key component to the culture of Dorset and is a binding force between generations
and across communities. Developing opportunities in learning to coach and teach sport, in
particular with young people who do not have a clear focus in life, can open their eyes to
their leadership skills, improve their personal confidence and increase their self esteem.
Voluntary activity, encouraging and supporting volunteers is a key element in creating and
sustaining an active and inclusive society. Sport is one of the main ways in which people
choose to put something back into their communities. Sport and physical activity has been
shown to increase academic achievement in schools, help young people focus and
concentrate in academic classes and motivate them to reach their full potential. Evidence
from across the country shows that sport reduces the chances of young people slipping into
lives of crime. There is a reduced risk of a person re-offending if he can be encouraged to
participate in sport. Sport and physical activity can reduce anti-social behaviour when those
individuals are targeted, encouraging them to channel energy and aggression in a controlled
manner, and allowing them to acquire ethical values and mutual respect through the
principals of fair play. The benefits to health if everyone in Dorset increased their physical
activity levels cannot be overestimated. Physical activity improves physical and mental
health. It is key to reduce coronary heart disease, obesity, diabetes (type II), osteoporosis,
incidents of falls in older people and stress.
Safeguarding Dorset’s Environment Now and for the Future
Encouraging physical activity in our coast and countryside is an excellent way to engage
many people who would not consider themselves ‘sporty’. It will also encourage them to
appreciate and protect Dorset’s unique environment.
An Aging Population with a Falling Proportion of Young People
Sporting activities increase people sense of integration into their local community in both
urban and rural areas. Provision of sport and recreation facilities and services within a
community helps to retain the vitality of rural communities and market towns. Physical
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activity and sport initiatives developed through collaborative working between public, private
and voluntary organisations can improve opportunities in external funding and provide
innovative solutions to meet local needs. Children and young people feel more valued and
part of their community when they represent their community in sport teams or are given the
opportunity to participate in physically active pastimes, where they can channel their energy,
competitiveness and aggression in a personally and socially beneficial way. Older people
through being encouraged to be physically active, can enjoy a fuller, socially active and
independent life; Physically active older people are less likely to fall, suffer from a range of
old age conditions and continue to contribute positively to sustaining their vibrant
communities. Supported people in the community and disabled people have most to benefit
from being helped to be more physically active, both for physical and mental health reasons
but also in improving their social well being.
6.3.4 Dorset Sports Strategy (2000)
The strategy recognises: Sport is an important element of the nation’s shared experiences and
values. Sport provides direct social and economic benefits. It contributes to the regeneration
of towns and communities, improving health, productivity and the quality of life. Investment
in sport will contribute to savings in healthcare, play a role in crime reduction and promote
social inclusion. It offers local environmental benefits that can change communities and lead
to increased inward investment. Sport offers the opportunity for social cohesion and pride.
Sport is for all!
The Dorset Aims
• To encourage the delivery of sport to all abilities, across the county
• To provide equal opportunities for the people of Dorset to participate in sport at all
• To raise awareness of the benefits of participating in sport, in improving physical
• and mental health
• To encourage sport participation as part of a healthier lifestyle and as a way to
develop community spirit and reduce anti-social behaviour.
• To maximise through partnership all potential resources for the development of sport
and sports facilities in Dorset
• To provide pathways for the attainment of excellence
• To ensure that the most effective and efficient use is made of all existing sports
• To safeguard opportunities and resources in sports for the future.
This Strategy will be used by the County Council to:
• Work in close partnership with the District/Borough Councils and other agencies
involved with sport at all levels within the county to support the valuable work
currently being undertaken by those organisations in the management and delivery of
• Clarify roles and responsibilities of each agency
• Increase the profile of sports development and delivery across the county
• Identify short, medium and long term priorities
• Encourage the development of best practice and a co-ordinated delivery of quality
sporting opportunities for all
Through this review, a revised action plan will be devised to supplement and update the
existing Dorset Sports Strategy to take forward the county sport and physical activity service
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6.3.5 Active Dorset
Active Dorset Sports Partnership, which includes DCC officers, has been established for
Dorset, Bournemouth and Poole. Funded by Sport England, its role is to compliment local
authority corporate and leisure plans, local strategic plans, and the community strategies.
Active Dorset has the following core functions:
• Strategic coordination – the interpretation and shaping of national, regional and local
policy to best fit future community needs.
• Performance measurement – the development of a single system to support effective
decision making for physical activity and sport to maximise opportunities available
and to make the case for investment.
• Marketing and communications – developing and marketing for physical activity and
sport and sharing information and innovation to ensure effective delivery on the
A business plan from 2006-2009 was produced by Active Dorset. Dorset County sports
service will seek to align, where possible, the new action plan to this plan.
6.3.6 Choosing Health in Dorset – Dorset Joint Public Health Strategy
Written in response to the Government White Paper ‘Choosing Health’, this strategy provides
a local level perspective for Dorset. The Dorset Health Gain Partnership, through its annual
report last year, Health in Dorset, identified five priority areas, which most need attention, in
order that more residents benefit from health promoting opportunities. These are:
• Access in rural areas
• Alcohol reduction
• Sexual health
• Health at work
To set out a clear strategy to improve the health of the population of Dorset over the next
three years the strategy:
• Takes into account the developments within the NHS, local government, the
voluntary sector and the potential for joint working with partners to improve and
influence broad determinants of health, and the views of people in Dorset.
• Will provide a strategic direction for public health improvement, providing leadership
relating to the quality issues of service development, and ensuring equity whilst
considering the needs of vulnerable groups.
• Considers where we are now, where we want to be in three years time and the steps
necessary to get there.
The strategy identifies the following as one of its identified big issue areas:
Healthy Eating and Physical Activity
A co-ordinated approach in public services is required to promote and provide high health
standards for food and drink and opportunities for physical activity. This could include clarity
about what is required and how it is/will be provided: education in schools will be a key
component (eg teaching all children how to swim) and cost constraints affecting the provision
of school, residential and hospital meals will be challenged. The recommendation to join up
public services procurement of food will be pursued.
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6.3.7 Dorset Strategy Physical Education and School Sport
Dorset County Council and Sports Colleges prepared the strategy in 2005 to promote
outcomes through the following five key themes:
1.) Early Years – Early childhood is the optimal time to learn basic movement skills.
Research shows that the best time to develop these is during the first 8 years of life.
Children who develop confidence in body management and motor skills:
• Improve their self image and self confidence
• Have more highly developed social skills
• Are more willing to take risks
• Are more likely to maintain a healthy and active lifestyle
2.) Very Able and Gifted Pupils – The nurturing of very able and gifted pupils and the
extension of opportunities for them within the world of PE and sport is an entitlement.
The development of an effective identification process will facilitate county wide
provision of a process of support and guidance towards suitable access routes in
conjunction with Governing Bodies.
3.) Healthy Lifestyle – The development of healthy lifestyles amongst pupils is an
important priority in ensuring that pupils are not only physically healthy but also that
they benefit fully from their academic education. Schools have a vital role to play,
both in ensuring that students have a healthy lifestyle, and also in fostering the skills
and attitudes necessary in order to adopt healthy lifestyle patterns in later life. Access
to appropriate sporting and other physical opportunities are vital components of this
4.) Extended Opportunities – The provision of opportunities for all pupils to participate in
meaningful physical activity before, during and after the school day is one of the keys
to improving the health of children and young people. This is particularly crucial to
sustain for pupils post 16 in order to encourage lifelong engagement in physical
5.) Leadership – Opportunities to lead others, make decisions and articulate aspirations
are essential elements of developing and achieving as an individual. Development of
independent learning, self confidence, self esteem and many other personal skills may
be achieved through this, as well as preparation of, an experience of, facing
challenges – including the academic.
6.3.8 Dorset Local Area Agreement (LAA)
The LAA has been developed through the Dorset Strategic Partnership (DSP) and its
associated partnerships to explore how service providers could work together more
effectively to improve service delivery within the locality and to better achieve the Dorset
The Government conceived that the LAA would:
• be a catalyst to support improved local delivery by encouraging closer working,
greater flexibility, increased devolution of responsibility and integrated performance
• bring about pooled area based funding to reduce bureaucracy and increase
efficiency and effectiveness of partnerships and service providers;
• draw together and address national and local priorities within a simple single
delivery model that targets activities and reduces fragmentation;
• support improved performance management across partnerships and back to
• provide local accountability, more efficient, shared monitoring and reporting;
• join up services improving communications and understanding between
communities, local service providers, and central government.
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The LAA incorporates outcomes for sport, physical activity and health developed in
partnership with numerous strategies and fully engages County Council sports staff in its
6.3.9 Dorset Play Strategy
The play strategy is conceived as a first step towards developing a long-term and consistent
response to children's right to play. Ultimately the aim is to have a county where all children
and young people have access to quality play opportunities that offer variety, adventure and
stimulus. The vision of the strategy is to enable children and young people to play freely and
safely and make informed choices about how, where and when they play. Play is an essential
ingredient to the holistic delivery of physical activity. Play contributes significantly to
people’s life experiences both physically and mentally and must be considered as a key driver
in increasing physical activity levels through a fun, enjoyable, informal and interactive
6.3.10 Dorset Sport and Physical Activity Consultation 2006
Extensive consultation with a wide range of partners from across Dorset took place in 2006
and again in 2007. This identified partner expectations for DCC sports service delivery,
future direction and priorities. The following summarises identified issues. A full summary
can be seen in appendix one.
o Strategic Lead
o Money and Resources
o 1% increase in Physical Activity
o Target Disabled
o Networking and Partnership
Olympics: o Event and Facility Management / Infrastructure
o Policies that are positive of Physical Activity
Active Dorset: o Countryside
o Deprived Communities
Performance: o Positive Influence
o Culture Legacy / Health Legacy
o Schools and PE / Extended Schools
Young People Strategy: o Active Workplace / Active Living
o Older People
Improve Health: o Co-ordinated Delivery
o Profile of Team
o Conduit for other DCC Departments
DORSET COUNTY COUNCIL SPORTS & PHYSICAL ACTIVITY DELIVERY
7.0 CURRENT INFRASTRUCTURE
The County currently employs two members of staff directly involved with sports and
physical activity. The County Sports and Physical Activity Manager is the lead on all sports
and physical activity related development in the County. The second central staff resource is
the Sports Project Officer who supports in the role of strategic development of sport,
supporting schools, external partners and volunteers to maximise sports funding and increase
the physical activity levels of the population of Dorset.
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The role of County Sports Officers has changed and increased substantially over recent years
due to the increasing profile of sport and physical activity within the many strategies that are
highlighted earlier in the report. With the increasing profile, responsibilities and work load,
the current numbers of staff directly employed by the County are not sufficient to meet these
Budgets specifically allocated to sports development are very low. The County Sports and
Funding Officer has a small development budget of £6,000 a year. This money supports
programmes such as the Dorset Festivals / Events (£2,000) and Dorset Leisure Month
(£2,500). This small budget is tightly managed to ensure best use and best value and many
requests for funding and good initiatives are rejected because of this.
Further DCC funding is attracted from the Special Projects Fund to support external funding
bids in sport. This budget looks to provide match funding to maximise opportunities for
external funding across all themes within the corporate plan and community plan. Although
this funding is not guaranteed for sport, sport has in the past been fairly well supported by
Direct funding for sport identified by other Directorates includes the annual contribution to
the management of dual use sports facilities on schools sites (£1.2 million pounds a year
approximately) and the Grant to Dorset School Sports Federation £4,000 a year.
The NOF PE and Sport programme has also provided an amount of funding to be utilised as a
development budget for the schools within the portfolio of projects. This funding has very
specific terms and conditions and must therefore can be used for this purpose only and must
be carefully monitored and evaluated.
The sports officers occasionally access other external funding sources to promote sport and
physical activity, but these again are not generic budgets, but very specialist areas. One such
example was Communities for Health Funding accessed in 2005 to promote family
swimming through free swim sessions. These external funding sources are inconsistent and
very specific in their conditions of use and provide one off opportunities, therefore broad
generic sports development funding for the whole county cannot be achieved through
Other Dorset County Council indirect physical activity related delivery
Sport and physical activity is a cross-cutting theme indirectly affecting a number of Dorset
County Council services within all Directorates. The following table gives examples of
services that indirectly contribute to sport and physical activity and of whom the sports
officers advise and support in helping to achieve common goals and objectives.
Directorate Service Sport and Physical Activity Contribution
Children’s Schools Provision and education of sport and physical activity within the curriculum
Services and extra curricular activities. School sports partnerships promoting healthy
lifestyles, enhanced opps & improved provision.
Outdoor Education Provision of alternative outdoor physical activity opportunities.
Youth / Community Provision of facilities and services to enable young people to participate in a
Service variety of sports & physically active opportunities & lifestyle options.
Sure start Provision of active, fun, play opportunities within early education, and
childcare. Provision of funding to provide out of school hours activities.
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Environmental Cycling Team Advice on healthy alternative methods of transport. Provision of cycle routes to
Services increase cycling participation.
Walk to School Team Advice on healthy alternative methods of transport. Provision of routes and
safety measures to increase numbers walking.
Countryside Service Manage country parks and network of country paths and walks which offer vast
opportunities for free physical activity. Promotion of health benefits of utilising
the natural environment for an active lifestyle.
Project Management Designing and building facilities including school and community sports
facilities for the NOPES programme. Consideration of health and safety and
increased healthy lifestyle provision within plans.
Planning Consideration of health and safety and increased healthy lifestyle provision.
Mapping and consultation of community needs. Management of planning gain
funding for the provision of community facilities.
Transport Consideration of health and safety and increased healthy lifestyle provision in
the form of alternative transport methods.
Adult and Elderly Promotion and provision of healthy lifestyle options in the form of diet and
Community activity sessions within care support services.
Learning / Physically Promotion and provision of healthy lifestyle options in the form of diet and
Disabled activity sessions within care support services.
Adult Education Enhancing opportunities for adults to increase their healthy lifestyle awareness
and attend physical activity sessions and courses.
Health Service Strategic support and partnership working with PCT’s and other partners to
improve the health of the community through healthy lifestyles and physical
Cultural Services Provision and promotion of arts and cultural activities such as dance which are
both cultural and active.
Corporate External Funding Additional external funding support through match funding and application
Resources writing to maximise the potential impact of sport and physical activity.
Procurement Service to provide best value advice in the provision of new sports facilities
Human Resources Improve the health and well being of employees to reduce sickness leave and
Chief Policy Development Strategic policy development to shape county resources and objectives in
Executives increasing sports development and the health and well being of the Dorset
Voluntary Sector Strategic support of voluntary sector infrastructure.
Local Area Strategic policy development to shape partnership resources and objectives in
Agreement increasing sports development and the health and well being of the Dorset
8.0 CURRENT ACHIEVEMENTS AND RESPONSIBILITIES
Summary of key achievements: (See appendix 6 for DCC investment in sport and external
Service Achievements Funding Achievements
Support the development of Active Sports Supported both capital and revenue bids
and Active Dorset. across Dorset in excess of £30million.
Continued co-ordination of Dorset Active NOPES facilities worth over £3million.
Leisure Month for the past 7 years.
Managing and establishing numerous St Osmunds School and Budmouth
Technology College sports facilities worth
sports events and festivals for both abled
and disabled participants. over £3million.
Establish healthy workplace pilot. School Sports Partnership Network
investment of over £1 million.
National pilot for ‘Towards An Excellent National Sailing Academy investment of
Service’ for sport and recreation. approximately £6million. Further funding
to follow via 2012 games.
Active Dorset Award for contribution to Healthy Workplace investment of over
Sport in Dorset. £150k.
Development of School Sports Partnership Football Foundation bid investment across
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Network across Dorset. a number of projects over £1.5million.
Provision of a range of new community Active Sports funding of over £2million.
sports facilities across the county.
Assisted the delivery of the National Moonfleet bowling club investment of
Sailing Academy and successful 2012 over £1million.
‘Back the Bid’ campaign.
Supported the establishment of a Healthy Purbeck Sports Centre ATP investment of
Living Centre for Weymouth and Portland. around £1million.
Published Dorset Sports Strategy 2000 and Weymouth and Christchurch skateparks
Dorset Sports Funding Guide. worth over £500k.
Helped to establish a range of networks for Co-ordinated Communities for Health bids
sport, physical activity and health. worth £120k.
• Lead officers for LAA targets (Healthy Workplace and Sport and Physical Activity)
• Represent the Council on numerous sports / play / health management groups
• Sports funding advice
• Sports facility development
• Sports facility operational best practice advice
• Olympic / Paralympic Community Sport and Culture Legacy lead
• Developing Early Years physical activity initiative
• School and CYPP support
• NOPES management and co-ordination
• Supporting deprived communities and groups
• National / Regional / Local liaison with outside bodies on sport and physical activity
• Managing and establishing numerous sports events and festivals for both abled and
• Active Dorset Sports Board member
9.0 CURRENT CONSTRAINTS
Local Area Agreement (LAA)
The LAA for Dorset encompasses two key areas of work for the sports service to deliver
against targets and objectives; these are ‘Healthy Workplace’ and ‘Physical Activity’. This
process has proven to be very problematic and difficult to provide an effective platform to
work from. Partners have been keen to implement new partnerships and joint initiatives
however resources have proven extremely difficult to collate. Unsolicited funding from major
project funding bodies such as Lottery agencies has also not been evident as originally
proposed. Despite these concerns and constraints, sports service officers are leads officers
within the LAA and therefore are responsible for progressing these areas of work.
Changing funding culture
As a non statutory service, sport and physical activity development is unable to rely on huge
resources from councils. The service in recent years has therefore become reliant on external
funding in order to invest in facilities and new projects to develop opportunities. Recently
however external funding has reduced. As a result, sports development is becoming
increasingly difficult to fund.
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Mainstream funding – lottery reliance
For all the positive impact that the huge increase in external funding bought through the
lottery funding programmes, this also resulted in a reliance on this funding. Now this funding
has significantly decreased recently there are obvious signs that non statutory services such as
sport are suffering as budgets become increasingly difficult for councils and agencies to
provide services to communities.
Dorset Playing Fields Association (DPFA)
The DPFA is a vital agency within Dorset connecting the voluntary sector sports clubs with
the councils. Dorset County Council has previously provided an annual budget to the DPFA
to facilitate the good work of the group. Due to budget cuts this service is no longer available
and a valuable sports resource has been lost. The DPFA still exists as a voice for the
voluntary sports sector in Dorset but the loss of this resource has had a significant impact
across the county.
This resource is very limited and provides a financial resource to a tiny percentage of the
work that could be possible. The impact of the team therefore is limited to what the resources
allow which is minimal compared to the potential impact possible. The team maximises the
use of the budget to maximise the impact of sports initiatives.
Gifted and Talented / High Profile Events
Dorset unfortunately has limited resources to attract high profile events and competitors to
help create local aspirations. This aspiration is also lost through the lack of opportunities
through gifted and talented programmes. Dorset is unable to support gifted young sports
persons with facilities, time, resources and transport to enable them to take the next step to
becoming great athletes and inspirational role models for future generations.
Sustainability of Facility Provision
The seemingly increasing demands on local authority budgets have resulted in increasing
pressures on non statutory services which includes sports provision and development. A
significant number of sports and physical activity facilities in Dorset are under serious threat
of closure or reduced capabilities. The impact of such decline in sport and leisure provision
would be disastrous to community sport. Community facilities are a focal point for provision
of a wide range of activities and opportunities.
Sustainability of Sports Development Officers
Similar to facility provision, increasing demands on local authority budgets has resulted in
the loss of a number of key sports development posts around the county. Current only two
districts / boroughs now have sports development officers and without that local link delivery
of the sports strategy has become increasingly difficult.
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10.0 WHERE WE WANT TO BE
Officers anticipate all of the current work responsibilities to continue to be important for the
County Council in the delivery of sport and physical activity. The following key themes are
anticipated to have the biggest impact on the delivery of sport and physical activity in the
Dorset Strategic Partnership
Dorset County Community Strategy
Increase participation in sport and physical
Delivery 2 Bodies of
Encourage and increase volunteering in Sport
sport and recreation.
To support the delivery of sports legacy
for the 2012 Games
To raise the profile and value of sport and
physical activity to improve the quality of
life of people in Dorset including
safeguarding the long term provision of
existing facilities and services
Policy District Council
Active Dorset/Sport England
• Delivery Community Sport
• Encourage Active Living
• Influencing Strategic Planning
Diagram 1 – Delivering key themes • Raising Sports Profile
11.0 PRIORITIES (2008 – 2013)
Local Area Agreement – Increasing Physical Activity and Volunteering Levels
The Active People Survey (2006) results for Dorset identify detailed baseline data for
physical activity levels for 16 yrs+. The results are very concerning and show 50.7% of the
population of Dorset undertake no moderate physical activity at all and 78.5% of the
population of Dorset do not achieve the recommended 3 times 30mins moderate activity per
week. Clearly to take the majority Dorset’s population into the recommended levels of
activity will be very difficult. The Local Area Agreement offers an opportunity to raise the
profile and resources in order to tackle these. It is therefore proposed to introduce progressive
targets within the Local Area Agreement. These targets will take people from 0 to 1 session a
week, 1 to 2 sessions a week, a 2 to 3 sessions a week. This will require pump priming and
resources to target mass participation and try innovative practice utilising all of Dorset’s
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natural resources such as the countryside, active cultural activities and non formal physical
Volunteering in Sport is also monitored through the Active People Survey. The results for
2006 demonstrate that only 5.3% of the 16+ yrs population volunteer in sport for at least 1
hour per week. The targets for this are to increase the number of volunteers by 0.1 each year.
Sport in Dorset is primarily managed by volunteers, it is therefore vital that the numbers of
volunteers in sport increase in order to maximise the opportunities for all.
Dorset Community Sports Legacy
Working jointly with Active Dorset Sports Partnership, Dorset Sports Service will help
develop and deliver the Dorset community sports legacy. Building on the branded Olympic
2012 approach, and the regional template, Dorset’s strategy will seek to inspire new
generations to greater activity, building on opportunities for everyone to participate in sport
and physical activity. Specific target groups such as early years, people from deprived areas,
disabled and older people will be identified and initiatives will be develop to improve
opportunities and access to physical activity. Physical activity is fundamental to improving
health both physical and mental and a range of innovative programmes will be developed to
improve peoples lifestyle. Using the inspiration and excitement of the 2012 Games, there is a
real opportunity to utilise marketing and promotion for everyone to adopt an active lifestyle.
Contribution to Quality of Life – Sports and Culture Vision
Sport and culture are fundamental to people’s quality of life. Sport can tackle social exclusion
and increases peoples sense of integration into their local community in both rural and urban
areas. Young people who participate in sport are less likely to slip into criminal behaviour as
sport teaches people the benefits of self discipline, teamwork, mutual respect and fair play. It
enables people to channel their energy, competitiveness and aggression in a personally and
socially beneficial way. Community ownership and leadership of sports and cultural
opportunities has the potential to fully engage all ages and can be achieved through pro active
community groups. Community activists and facilities are essential to develop a culture of
participation. The sports service wish to promote the long term sustainability and provision of
existing sports and cultural provision across the county, especially in rural locations, through
this means. The benefits of social inclusion, increased self esteem, leadership skills, family
engagement, cultural lifestyle choices and social cohesion will all culminate from this
approach in improving the quality of life for people in Dorset.
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2012 OLYMPICS STRATEGIC PLANNING & COMMUNITY SPORTS
PARALYMPICS FACILITY DEVELOPMENT
OBJECTIVES DEVELOPMENT OBJECTIVES
• Support the delivery of the 2012 • To recommend the production of • Increase the numbers of children
Olympic / Paralympic Games in Sports Strategies by all District taking part in out of school sport.
Weymouth and Portland. Councils. • Utilise school sites and facilities to
• To ensure that the existing increase people’s activity levels and
• Support the delivery of the Dorset infrastructure and sports facility adopt a healthier lifestyle.
Community Sports Legacy. provision is retained.
• Create a strategic plan to
encourage mass participation. • Raise the levels of sports
• Develop new sports and physical participation.
• Support the delivery of the Dorset activity projects. • To support the work of Active
Cultural Legacy. Dorset, Governing Body Sports
Development Officers and other
• Support the delivery of the Dorset • To encourage both the County and sports organisations in their delivery
Health Legacy. District Councils to adopt the of sports development across the
planning policies for sport and County.
recreation recommended by Sport • Provide an events programme for
England. increasing participation and
• Increase awareness and
• To seek with support, sponsorship opportunities for alternative
opportunities to benefit sports community activities.
development across Dorset. • Develop ‘Play’ opportunities across
• Support partnership working and Dorset.
provide advice and assistance to
community organisations on all • To encourage and support sports
sports funding. opportunities for disabled adults and
• Target sports opportunities for
identified disadvantaged areas.
• Develop early years skills
• To encourage best practice in the development.
management of sports facilities on • Encourage older people to be / keep
school sites, including giving active.
advice on dual use agreements. • Support sports opportunities for
• To ensure that schools developing looked after children.
dual use facilities work with and • Ensure equality and equal access to
meet the needs of the community all.
• To address where possible the • Increase the number of volunteers in
health related fitness requirements sport annually.
of a community along with its • To support the development of
sports specific requirements. volunteer groups & individuals in
partnership with Active Dorset,
District Councils, National
Coaching Foundation & Sport
• Up-skill active adults.
• To work with the Health Authority • To support and help co-ordinate the
and other health providers to promote Active Dorset Partnership.
the benefits of exercise. • To develop liaison with key
• Encourage healthy workplaces across agencies and establish effective
Dorset. contact network.
• To encourage and support initiatives
• ‘Be Inspired’ marketing and media to develop performance and
campaign. excellence in all sports.
• Promote sport and physical activity. • Increase skilled coaching
• Promote the Olympic and opportunities within communities.
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DRAFT ACTION PLAN
Key to Organisations
DCCss - Dorset County Council Sports Service
DCCcu - Dorset County Council Cultural Service
DCCco - Dorset County Council Countryside Service
DCCen - Dorset County Council Environmental Services
DCCoe - Dorset County Council Outdoor Education Service
DCCad - Dorset County Council Adult and Community Services
DCCys - Dorset County Council Youth Service
DCCae - Dorset County Council Adult Education Service
DCCcs - Dorset County Council Children’s Services
PMG - Property Management Group
SCH - Schools
DSP - Dorset Strategic Partnership
TSW - Team South West
2012 - Dorset Working Group for the 2012 Games
AD - Active Dorset Sports Partnership
PCT - Dorset Primary Care Trust
NGB - National Governing Bodies
LA - Local Authorities
SC - Sports Clubs
SE - Sport England
PC - Parish Council’s
DCA - Dorset Community Action
HLW - Healthy Living Wessex
SC - Sporting Chance Disability Group
LSC - Learning Skills Council
PAA - Physical Activity Alliance
HWP - Health and Well Being Partnership
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2012 OLYMPICS / PARALYMPICS
REF. OBJECTIVE ACTION TIMESCALE LEAD /
OL 1 Support the delivery of • Attendance and secretariat of the Dorset 2012 Working Group for the 2012 Ongoing DCCss, AD
the 2012 Olympic / Games – 6 meetings per annum.
Paralympic Games in • Attendance of the Event Management sub group – 6 meetings per annum. Ongoing DCCss
Weymouth and • Attendance of the Visitor Management sub group and Visitor Experience Ongoing DCCss
Portland. group – 6 meetings per annum.
OL 2 Support the delivery of • Complete the plan for Dorset’ Community Sports Legacy with Active Sept 2008 AD, 2012
the Dorset Community Dorset and partners.
Sports Legacy. • Delivery of the Dorset Community Sports Legacy Plan (draft programme 2008 – 2013 AD
incorporated into this action plan).
OL 3 Support the delivery of • Support the Culture theme group of the DSP and assist in developing a Dec 2008 AD, DSP
the Dorset Cultural Cultural Legacy Plan and delivery of the Cultural Olympiad.
Legacy. • Deliver opportunities to link sport, physical activity and culture. 2008 – 2013 DCCss
OL 4 Support the delivery of • Support the Health Gain Partnership of the DSP and assist in developing a Dec 2008 DCCss
the Dorset Health Health Legacy Action Plan – 6 meetings per annum.
Legacy. • Deliver opportunities to link sport, physical activity and health initiatives. 2008 - 2013 DCCss
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COMMUNITY SPORTS AND PHYSICAL ACTIVITY DEVELOPMENT (INCORPORATING OLYMPIC LEGACY PLAN ACTIONS)
REF. OBJECTIVE ACTION TIMESCALE LEAD /
CS 1 Increase the numbers • Meet with school sports partnerships to ascertain key areas of support from Ongoing SCH
of children taking part Dorset Sports Team – 1 meeting per annum per partnership (4 partnerships).
Schools in out of school sport. • Production of sports funding guide to include specific guidance for schools.
• Update and distribute sports funding guide. Dec 2008 DCCss
Utilise school sites and • Distribute promotional material to all Dorset schools to increase awareness Annual DCCss
facilities to increase of opportunities and events. Ongoing AD, DCCss
people’s activity levels • Complete the construction of 10 new sports facilities on school sites as part
and adopt a healthier of the NOPES portfolio. May 2008 DCCss
lifestyle. • Utilise NOPES budgets for each of the 10 school sports facilities to
encourage extended school and community use and to target community 2008 – 2009 DCCss, PMG
Utilise the ‘Win Win members.
Scenario’ publication • Develop and deliver ‘Schools inspired by Sport’ programme with partners.
to ensure best practice 2008 – 2013 SCH, AD
• Create community coaches priority programme to target extra curricular
in utilising school Dec 2008 AD
sports and culture
• Create up to 6 Community Sports Networks to encourage school club links
facilities for April 2009 AD, LA, SC
as a 2 way process for increasing standards and participation.
• Work with Property Management Group in delivery of BSF programme.
CS 2 Raise the levels of • Increase participation of post 16 yrs by 1% each year as follows: Annual 1% AD
sports participation. < 1 30min session per week (2006) = 60.1% (2008) target 58.1% increase per
Participation 1 30min sessions per week (2006) = 39.9% (2008) target 41.9% year
and Sports To support the work of 2 30min sessions per week (2006) = 28.7% (2008) target 30.7%
Development Active Dorset, 3 30min sessions per week (2006) = 21.5% (2008) target 23.5%
General Governing Body • Attend Dorset Events Management Team meetings – 6 meetings per annum. Ongoing DCCss
Sports Development • Secure resources for the delivery of Dorset’s role in delivering the County
Officers and other Sports Strategy and Sports Service action plan. Ongoing DCCss
sports organisations in • Organise and deliver annual local Sports Festival across the County – at
their delivery of sports least 2 per annum. Annual AD, LA
development across • Deliver a Leisure Month programme annually publicising 1000s of physical
the County. Annual DCCss, LA
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activity opportunities during the month of May and distribute across Dorset.
Provide an events • Support the Annual Dorset Sports Awards. Annual AD
programme for • Develop a range of subsidised recreational opportunities and promotional May 2009 DCCen, DCCoe
increasing campaigns with the outdoor education service and countryside service to
participation and maximise use of the natural environment for physical activity.
physical activity. • Support the completion and implementation of the Dorset Play Strategy and Ongoing DCA
encourage the development and use of free open play and recreation spaces.
Increase awareness • Support District Councils in applying for ‘Children’s Play’ funding of
and opportunities for £200,000 each from the Big Lottery Fund. April 2008 DCA, LA
alternative community • Support the Weymouth ‘Spirit of the Sea’ Festival in creating a lasting
activities. major event legacy for Dorset. Attend 6 meetings per annum and organise Ongoing 2012, TSW
and deliver sporting opportunities in partnership.
CS 3 To encourage and • To develop a work programme for the community coaches to support Dec 2008 AD
support sports disadvantaged and socially excluded groups using poverty mapping data.
Targeted opportunities for • To organise and seek funding for the “Sporting Chance” annual festival to Annual SC, DCCss
Development disabled adults and encourage sport for adults with learning disabilities.
children. • To organise and seek funding for the Disability Youth Games annual Annual AD, DCCss
festival to encourage sport for children with special needs.
Target sports • Produce a sports funding guide which includes information for Dec 2008 DCCss
opportunities for disadvantaged groups to ensure they are aware of potential funding sources
identified to deliver their sports needs.
disadvantaged areas. • Work with Active Dorset to produce an information guide of sporting July 2008 AD
opportunities for people with disabilities.
Develop early years • To encourage other sports providers both private and public to provide Ongoing AD, DCCss
skills development. subsidised or free use of facilities and services.
• Support the production of the ‘Sports Plus’ programme of activities for Annual DCCcs
Encourage older young people with special needs during school holidays.
people to keep active. Annual LA, DCCss
• To work with leisure providers to provide activities during the Dorset
Active Leisure Month during the month of May to attract target groups of
people who would most benefit from adopting a more active lifestyle.
opportunities for 2008 – 2010 AD, DCCcs,
• Carry out a pilot study within nursery and early years environments in
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looked after children. Weymouth and Portland to upskill adults working within early years DCCss
settings and increase basic movement skills of 3-6yr olds.
Ensure equality and • Assess the impact of introducing physical activity at an early age on obesity 2008 – 2010 PCT, SCH
equal access to all. and childhood development monitoring the pilot findings.
• Establish communications with the Fostering Service to ensure looked after December DCCss
children can be specifically targeted and informed of sports and physical 2008
• Produce an annual plan with the POPPS team to identify new activities for April 2008 DCCad
• Attend the Dorset Disability Football Partnership meetings – 4 per annum. Ongoing NGB, DCCss
CS 4 Increase the number of • Increase volunteering in sport of post 16 yrs by 0.1% each year as follows: Annual 0.1% AD
volunteers in sport At least 1hr per week (2006) = 5.3% (2008) target 5.5% increase a yr
Volunteers annually. • Establish a sports volunteer network in Dorset by 2008 through the Active Sep 2008 AD
and Dorset partnership.
Up Skilling To support the • Create up to 6 Community Sports Networks to support the volunteer April 2009 AD, LA
development of network.
volunteer groups & • Support the Adult Learning Service in the development of sports coaching 2007 – 2008 DCCae
individuals in courses. Target to train at least 100 learners per annum.
partnership with • Work with the Learning Skills Council, Governing Bodies and education 2008 – 2012 LSC, NGB
Active Dorset, District services to develop skills opportunities for leaders, volunteers and sports
Councils, National sector networks to meet current service sports needs and 2012 skills
Coaching Foundation requirements.
& Sport England. • Investigate opportunities to encourage sedentary adults to take the first step 2009 – 2013 DCCae
into an active lifestyle. Target 4 pilot courses by 2009.
Up-skill active adults.
CS 5 To support and help • Attend Active Dorset Board meetings and support Active Dorset to Ongoing AD, DCCss
Partnerships co-ordinate the Active encourage a coordinated delivery of sports services across Dorset – 6
Dorset Partnership. meetings annually.
• Attend Active Dorset team meetings to maintain communication network – Ongoing AD, DCCss
To develop liaison with 12 meetings per annum.
key agencies and • Attend Physical Activity Alliance meeting – 4 meetings per annum. Ongoing PAA, DCCss
establish effective • Attend the Dorset Sports Development Officers / Community Coaches Ongoing AD
contact network. Forum – 4 meetings per annum.
• To continue to fund the Active Dorset programme for Dorset. Up to 2009 DCCss
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• Attend and contribute to Sport England South West regional network. Ongoing DCCss
CS 6 To encourage and • To liaise with National Governing Bodies of Sport to ensure there is a co- Ongoing NGB, DCCss
support initiatives to ordinated delivery of sport across the County – 1 meeting per annum.
Excellence develop performance • Provide general information on the website and in the sports funding guide Dec 2008 DCCss
and excellence in all to signpost and show pathways to excellence for potential elite athletes.
sports. • Support school sports partnerships in developing gifted and talented Ongoing SCH, DCCss
programmes – 1 meeting per annum.
Increase skilled • To attend the annual sports coach conference. Annual NGB, DCCss
coaching opportunities • To reward the work of quality sports coaches in clubs and within schools Annual AD
within communities. through continued funding of Dorset’s Annual Sports Awards.
• Utilise further education as a catalyst for sports club development. Meet Annual DCCss
with further education colleges – 1 meeting per annum.
• Develop a work programme for the Active Dorset community coaches to Dec 2008 AD
target specific areas of the county and specific user groups to provide high
quality coaching for sports and multi skills activities.
• Consider possibilities to introduce multi skills camps and academies across 2008 – 2013 AD
the county targeting 5-11 year olds – 5 camps per annum.
CS 7 To work with the • Attend the Health 7 Well Being Partnership board meetings – 6 per annum. Ongoing HWP, DCCss
Health Authority and • Produce a web based guide to promote initiatives in liaison with health Dec 2008 DCCss
Health other health providers providers for increasing awareness of the benefits of exercise.
to promote the benefits • Support the development and the delivery of a Dorset Health Pentathlon 2009 – 2013 HWP
of exercise. each year to raise awareness and increase participation in healthy lifestyle
Encourage healthy • Work with the PCT to support the LAA and LPSA targets for obesity. 2007 – 2010 PCT, DCCss
workplaces across • Lead the LAA 3 year pilot study of 3 workplace settings to introduce a 2007 – 2010 HLW, DCCss
Dorset. cultural change in providing a healthier more active workplace.
• Utilise the findings to promote best practice and the benefits across the 2008 onwards HLW, DCCss
County in raising awareness of the benefits of a healthy workplace across all
• Attend Healthy Early Years Development Group – 4 meetings per annum. Ongoing DCCcs, DCCss
CS 8 ‘Be Inspired’ • Contribute to the Active Dorset monthly news letter distributed by email to Monthly AD, DCCss
marketing and media all partners.
Promotion campaign. • Develop and maintain an up to date website for Dorset Sports Service with Mar 2009 DCCss
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hyperlinks to other sports sites.
Promote sport and • Utilise the 2012 Games in Dorset to facilitate an ‘Inspired by Sport’ 2008 – 2013 2012, AD
physical activity. campaign working with the 2012 communications sub group and Active
Promote the Olympic • Produce regular press releases of team and partnership activities – at least 5 Annual DCCss
and Paralympics per annum.
STRATEGIC PLANNING AND FACILITY DEVELOPMENT
REF. OBJECTIVE ACTION TIMESCALE LEAD /
SP 1 To recommend the • To support and advise District Councils in their production of sports Ongoing LA, SE
production of Sports strategies and encourage use of Sport England guidance where appropriate.
Strategic Strategies by all • Work with District Councils to raise the profile and priority of existing
District Councils. sports facilities to ensure the resources are secured to provide current 2008 onwards LA, SE
opportunities into the future. Prepare a bid from Sport England for a facility
To ensure that the plan for Dorset.
existing infrastructure • Work with North Dorset District Council to sustain or find alternative
and sports facility arrangements for the management of their leisure facilities. 2007 – 2010 LA, DCCss
provision is retained. • Work with ‘The Front’ (major county skate park) to ensure its future
sustainability. 2007 onwards DCCss, DCCys
Create a strategic plan • Utilise a programme of sports festivals and wide reaching promotional
to encourage mass campaigns such as Leisure Month annually to promote mass participation Ongoing AD, DCCss
participation. physical activity opportunities.
• Monitor and review Dorset Sports Team action plan.
Develop new sports Annual DCCss
• Assist in the delivery of the Actively Building Capacity Sport England
and physical activity funded programme. 2007 – 2009 SE
• Respond to consultation of strategic documents which impact on sport and
• Arrange an annual meeting for DCC officers who impact on physical
activity to ensure a co-ordinated approach to delivery.
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• Lead on the development of Beaminster Sports Centre.
2007 - 2008 DCCss
SP 2 To encourage both the • Work with Sport England to produce a report setting out an agreed Dec 2008 SE, LA
County and District methodology for all local authorities in Dorset to collect developer
Planning Councils to adopt the contributions for sport and active recreation.
planning policies for • To encourage the production of playing pitch studies by every District. Ongoing LA
sport and recreation • To encourage closer links with planning departments in ensuring sports and Ongoing LA
recommended by Sport recreation needs are identified in the Local Plan process.
England. • Utilise the facilities planning model and Active Places methodology to Ongoing AD, DCCss, LA
make strategic decisions on future sports provision.
SP 3 To seek with support, • To target sponsorship for major county sport initiatives, such as the Youth Ongoing AD, DCCss
Finance opportunities to benefit • To help co-ordinate external funding applications and identify appropriate Ongoing DCCss
sports development partners.
across Dorset. • To continue to produce the Dorset Sports Funding Guide and update Annual DCCss
Support partnership • To meet and advise community organisations. Ongoing DCCss
working and provide • To keep district councils and national governing bodies of sport fully Ongoing DCCss, NGB,
advice and assistance informed of funding applications in their locality and seek their active LA
to community support where possible.
organisations on all • To prioritise advice and support on the award for all applications targeting Ongoing DCCss
sports funding. disadvantaged groups and deprived areas.
SP 4 To encourage best • To liaise with Children’s Services Directorate, schools, District Councils Ongoing DCCcs, DCCss
practice in the and other partners to ensure best practice is achieved in managing sports
Management management of sports facilities on school sites.
facilities on school sites, • To issue good practice sports management guidelines to schools who have Dec2008 DCCss
including giving advice community use or are considering community use. Incorporate into website
on dual use information.
agreements. • Meet with the extended Schools Advisor to identify initiatives to help Annual DCCcs, DCCss
schools make best use of their facilities – 1 meeting per annum.
To ensure that schools • To encourage more flexibility in the programmed use of school sports Ongoing SCH, DCCss
developing dual use facilities during term time days, by organised disadvantaged groups from
facilities work with and
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meet the needs of the their local community. Ongoing SCH, DCCss
community they serve. • To encourage schools who have fitness facilities, or have a potential fitness
area, to open up their facilities to their local community. Ongoing DCCss
To address where • Attend facility management groups to give advice on best practices and
possible the health ensure community provision – various meetings.
requirements of a
community along with
its sports specific
Page 39 of 61
Theme 1 - 2012 Olympics and delivery of community sports
legacy for Dorset.
Facilitator: Fiachra O’Mathuna
The successful Olympic and Para Olympic bid provides an unprecedented, and once in a life time
opportunity, to develop physical activity and sport in the country. The legacy element of the bid was
a key to the success and everyone involved in physical activity and sport can harness the profile,
inspiration and motivation the games bring to the UK.
The transformation brought through London 2012 will have much wider benefits for communities
placing sport at the heart of positive change. This story however, commences well before the
physical transformation is in place, to boost participation in sport as part of the candidature, and in
the lead up to 2012, to inspire new generations to greater activity. These benefits are
founded on a platform of best practice in community sports development, which can be shaped into
a series of initiatives - communicated and organised under the umbrella of the Olympic rings. By
this approach, the impact that the London 2012 candidature brings can be extended to wider sports
development aims across the community as a whole.
In building opportunities for everyone to participate, to pursue their potential and to fulfil
their aspirations towards excellence, integration is crucial – integration of development programmes
with accessible facility provision; integration of school and university sport with community
opportunities; and between participation – and performance-level provision. London 2012 offers a
unique opportunity to develop the physical and organisational capacity of sport - not only in
London but across the UK and to develop the synergies between the different types of provision.
We will thereby produce a generational step-change in opportunity for people of all ages and
Page 40 of 61
Key Discussion Points:
1. What is DCC’s role in creating an Olympic legacy for Dorset?
• Awareness – event 1st benefits • Needs to have defined objectives
• Coordinating role – facilities and time, • Many elements of DCC to share best
clubs and schools practice consistency of delivery across
• Building it into the fabric of what we do boundaries and borders
• Money and resources • Communication more effective structure
• Infrastructure and process
• Community leadership – motivation • Achieving things.
• Defining and understanding what we mean • Focus on the event economy, active living
• Potential elite competition / sports participation.
• Differs depending on the area of legacy • There must be something inspirational
• Cultural (arts and sports) infrastructure • Don’t forget the Para Olympics ensuring
economic etc local involvement at every level –
• Strategic level – representation of groups volunteering, spectating, participating.
• Define the legacy – what this means for • Steps for DCC 1.
Dorset – targets (e.g. 1% increased Determining 2.
• Spark plug igniting change, e.g. volunteers 3. Monitoring
increased 4. Inspire and achieve
• Tourism – economic • Take a lead on the networks
• Expectations – planning • Strategic lead
• Matching expectations with resources • Lead on lobbying for Dorset
• Join everything together • Coordinating sponsorship
• Lobby for additional sources of funding • Single Dorset brand for the Olympic
• Key joining up role legacy
• Conflict resolution role – manage • Definition of what we mean by legacy
• Discussion and compromise • Defining the legacy
• Managing change and expectations • Make it tangible
• Generate support for the Olympics from a • Something different and done better
communication strategy • Hosting camps
• Legacy is for all of Dorset • Legacy post 2012
• Legacy could be about changing the image
of the county
• Soft and hard legacies
• Education service
• Dorset working group not side lined
2. What structures do you feel need to be in place to support the delivery of the legacy in
• Exploit existing networks and structures • Active Dorset to take the lead on sports
• DCC support Active Dorset as a key legacy
• Sailing works well at the moment
• Don’t change already successful sailing
• County council as a whole to embrace the
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Theme 2 – Creation of Active Dorset as a
County Sports Partnership (CSP).
Facilitator: Fiachra O’Mathuna
Active Dorset Sports Partnership, which includes DCC officers, is currently being established for
Dorset, Bournemouth and Poole. Funded by Sport England, its role is to compliment local authority
corporate and leisure plans, local strategic plans, and the community strategies. Active Dorset has
the following core functions:
• Strategic coordination – the interpretation and shaping of national, regional and local policy
to best fit future community needs.
• Performance measurement – the development of a single system to support effective
decision making for physical activity and sport to maximise opportunities available and to
make the case for investment.
• Marketing and communications – developing and marketing for physical activity and sport
and sharing information and innovation to ensure effective delivery on the ground.
Examples of key achievements of Active Dorset so far:
• Employment of Dorset Community Sports Coach team
• Dorset Youth Games
• Dorset Coaches Conference
• Theme group for Dorset Strategic Partnership
• Initiate Leadership Journey for Dorset
• Active Dorset website
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Key Discussion Points:
o What do you believe is needed to provide a successful CSP and how does DCC fit into this?
All deliverers to agree to work in unison Buy into the vision by all the
Structures are in place [schools] organisations [DCC to support it]
Communications [effective] Active workplace
Use Olympics to engage all young people Deliver healthy workplaces
More opportunities and provision Incorporating active green travel
Incorporate key strategies into one DCC sports staff to be key deliverers
strategy for sport and physical activity The smoke stop example
Revising and reintroduction of activity of Investor’s in people
sport and PE Champion - lead organisations
Active Dorset means more than sport Active Dorset recognised as inclusive of
Identify who is involved in DCC with all partners not separate body
promoting Active living
o How can DCC support the activities of the CSP?
• Support the Olympics • Creating the link between club and
• Promote the Olympics schools
• Understanding of structures –explanation • DCC be a champion of active Dorset and
• Clarity about how people can get involved its vision
• Establish a level of trust in the legacy • Act as a conduit for other departments in
groups and process DCC
• Picture • Support more linkages
• CSP & DCC re their lobbying role • Strategies developed jointly
• Do as we say • Theme groups RE com strategies
• Active sport and sport history • Professional sports development remit
• Good staff / team • Local authorities need to invest in sports
• Play involved development
• Broadening partnership representation • Look at other models in place that have
• Health, voluntary sector, young person, worked
Dorset youth partnership • Use the Olympics to support sports
• Sustainable - commitment from partners / development objectives
funders • Sports section linked in with other groups
• Works with others and as a partnership – structural issues
• Have a simple pattern like the Dorset • Engage with the com planning process
school sports strategy • Listed on statements of com involvement
• Professionals on the school side
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Theme 3 – Introduction of New Corporate
Performance Assessment (CPA)
Performance Indicators for Sport (2006).
Facilitator: Chris Skinner
The CPA is a public report on Local Authority performance. It provides an opportunity to focus on
areas for improvement, an independent challenge to Local Authorities and a co-ordinated audit and
inspection framework. Sport is to be added to the existing culture block within the CPA which will
include a number of key performance indicators (KPI’s) for sport/ physical activity. These include:
New Performance Indicators
Percentage of adults participating in at least 30 minutes moderate intensity sport and
active recreation (including recreational walking) on 3 or more days a week.
Percentage of the population volunteering in sport and active recreation for at least
one hour a week.
Percentage of population that are within 20 minutes travel time (urban areas by
walk; rural areas by car) of a range of 3 different sports facilities of which one has
achieved a quality assured standard.
Representative-ness of 11-19 year olds participation in recreational / leisure
Representative-ness of social class D/E participating in recreational / leisure
Representative-ness of over 60 year olds participating in recreational / leisure
Representative-ness of BME participating in recreational / leisure provision.
Percentage of participation in recreational / leisure provision by people with
– Culture PI Distribution CPA 2006 – Potential Culture PI Distribution
A rt s - 4 %
Arts - 8% G a lle rie s & M us e um s -
Galleries & Museums - Libra rie s - 4 0 %
Libraries - 59% S po rt - 3 0 %
P a rk s & C o unt rys ide -
Sport - 8%
C o ns e rv a t io n - 4 %
Parks & Countryside -
A ll C ult ure - 4 %
Local authorities will continue to play a key role in the provision of services however they face ever
increasing challenges within the overall financial constraints that they face, given the non statutory
status of the service. The inclusion of physical activity and sport within the culture block of CPA,
whilst a new challenge in terms of providing performance improvement information, can also been
seen as a positive opportunity for leisure services.
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Key Discussion Points:
1. How can DCC best use its resources in light of these targets?
• Sport officers work with sports districts • Strategic response to raise awareness –
• Issue – contacts dwindling! How? roles
• Conflict – districts / county • DSP key priority? Partners take on
• Concentrate on facilities that can • Key sports priority with community
influence good practice developing strategy
schools – extended schools agenda • Concentrate on key priorities – across all
• Countryside access to natural environment themes
• Is sport team best placed in authority to be • Broader opps for junior sports leaders
effective • Club acceptance to absorb junior vol
• Influential-whole authority response • Proactive promotion of good practice –
• Emphasis on play and recreation options
• Publication/awareness of good practice – • Focus on facilities willing and able to
signposting change –DCCs,LAs
• Utilise service deliverers in county and • Encouragement of local skill base – utilise
externally – partnership • Youth service - expand across other areas
• Pro active planning departments – (good practice)
investment through planning • Districts – sports centres
• Pro active transport provision • Difficulty – keeping sports facilities
• LPSA – multi organisations sampled - running
publicise volunteer opportunities • Prioritisation – questions – best spent
• Rationalisation – priorities – identify • Increased cross service partnerships –
current proposed share benefits
• Restrictions lifted – LAA deal! Insurance • Difficult balance – sustainable –accessible
/ licenses etc service
• Need districts to take on some • Changing habits, publicity, promotion
responsibility • Maximising resources in partnership
• Club / facility – capacity issues
• DCC try to influence
2. What partners does DCC need to pro-actively work with to improve these performance
• Other authorities • DCA – play forum –Groups
• General public • Voluntary sector
• DSP – theme – leadership • DSP – culture theme group – contacts –
• Health whole – into networks – LAA
• Club/schools • Sport England
• Private sector industry • Active Dorset
• DPFA / wildlife etc • DSP –districts/ health etc
• Internally – stronger links • Comm Clubs – volunteers
• Districts feed through Active Dorset - • Vol Bureau
direct resources • Vol sector – DCA etc
• Sport England – culture blocks /tools/
surveys / facility development
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Theme 4 – Children and Young People’s Plan for Dorset, and
the Contribution of Sport.
Facilitator: Chris Skinner
The Children and Young People’s Plan (CYPP) is an important element of the changes proposed in
the Children’s Act 2004. The Government intends that all authorities should produce a single,
strategic, overarching plan for all local services for children and young people. It should identify
areas where outcomes for children and young people need to be improved and how and when this
will be achieved. The plan will need to be drawn up from a number of partners who impact on
children and young people’s services.
There are six key themes, one of which is ‘Enjoy and Achieve’. Its priority issue is: To provide
more opportunities for play, recreation and improved health for children and young people.
DCC sports service incorporated the following specific actions into the CYPP:
• Fully endorse and implement the Dorset Sports strategy though partnership working
with Active Dorset.
• Deliver the Dorset Sports Partnership programme including community coaching,
working with gifted and talented and developing schools / club links.
It is clearly understood that sport and physical activity will impact across the whole of this key
theme and address issue within other themes.
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Key Discussion Points:
1. With current sports service resources and other DCC services, do you believe DCC is able to
impact on the children’s plan?
• Funding access – more needed - county • Need for internal partnership – same
• Schools moving in the right direction • Assess priorities for resources
• Working document – already started • Active Dorset strategy retract other
• Some positives – room for improvement strategies
• Connections / partnerships need to be • Sign up to countywide strategy – shared
• Cohesion / joint up thinking – could meet • Stronger partnerships on lead – DCA rob
plan objectives Griffith
• Need for new member of staff to focus • Community strategy and corporate
activities strategy emphasis. Control strategy
• Expand on initiatives – healthy schools • Difficulty – sports cross cutting
• Children’s centres • Within school captive audience – yes
• Exercises referral • Networks of sports colleges rolled out fail
• School travel plans from 5pm onward
• Extended schools agenda • School club links – strengthen signposting
• Active Dorset – build on • DCC role through Active Dorset
• Maximise use of coordinators • Infrastructure
• Marketing connecting with Young People • Sports / activity prospectus – E Dorset
• Limited impact at present good practice
• Can’t drop current responsibilities • Publicity and growth of events / initiatives
• Others need to perform outdoor environment
• Less responsibility on districts • Growth of adult volunteers
• Unless shared targets – unrealistic and • Facilitate opportunities
same priority 4 targets
2. What partners does DCC need to pro-actively work with, and what would you consider as
priority areas of work?
• Strategic working with partners • Promotion of talented – encouragement –
• Publicity role models
• Play – coordinate play provision access • Need to exert influence on DCC facilities
• Play service for community wide benefit
• DCC service coordination of holiday • Extended schools agenda
activities • DCA
• Quality volunteers including young • Internal relationships
people • Active Dorset
• Support recognition reward and • Dorset Youth Partnership – guides etc
recognition publicity • Governing bodies
• Info service expand from childcare • Adult sports leaders – junior development
• Utilise bodies such as DPFA
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Theme 5 – Utilising Sport and Physical Activity to Improve
Health and Well Being.
Facilitator: Dave Franks
The benefits to health if everyone in Dorset increased their physical activity levels cannot be
overestimated. Physical activity improves physical and mental health. It is key to reducing coronary
heart disease, obesity, diabetes (type II), osteoporosis, incidents of falls in older people and stress.
A range of DCC services impact on physical activity and health indirectly but currently most
services work independently.
Directorate Service Sport and Physical Activity Contribution
Children’s Schools Provision and education of sport and physical activity within the curriculum and extra curricular
Services activities. School sports partnerships led by specialist sports colleges promoting healthy lifestyles,
increased standards, enhanced opportunities and improved provision.
Outdoor Education Provision of alternative outdoor physical activity opportunities to schools and the community.
Youth / Community Provision of facilities and services to enable young people to participate in a variety of sports and
Service physically active opportunities. Advise and educate healthy lifestyle options.
Sure start Provision of active, fun, play opportunities within early education, and childcare. Provision of
funding and opportunities to provide out of school hours activity programmes.
Environmental Cycling Team Advice on healthy alternative methods of transport. Provision of cycle routes to increase cycling
Walk to School Team Advice on healthy alternative methods of transport. Provision of routes and safety measures to
increase numbers walking.
Countryside Service Manage country parks and network of country paths and walks which offer vast opportunities for
free physical activity. Promotion of health benefits of utilising the natural environment for an active
Project Management Designing and building facilities including school and community sports facilities for the NOPES
programme. Consideration of health and safety and increased healthy lifestyle provision within
Planning Consideration of health and safety and increased healthy lifestyle provision. Mapping and
consultation of community needs. Management of planning gain funding for the provision of
community sports and play facilities.
Transport Consideration of health and safety and increased healthy lifestyle provision in the form of
alternative transport methods.
Adult Services Elderly Promotion and provision of healthy lifestyle options in the form of diet and activity sessions within
care support services.
Learning / Physically Promotion and provision of healthy lifestyle options in the form of diet and activity sessions within
Disabled care support services.
Adult Education Enhancing opportunities for adults to increase their healthy lifestyle awareness and attend physical
activity sessions and courses.
Health Service Strategic support and partnership working with PCT’s and other partners to improve the health of
the community through healthy lifestyles and physical activity.
Corporate Cultural Services Provision and promotion of arts and cultural activities such as dance which are both cultural and
Human Resources Improve the health and well being of employees to reduce sickness leave and increase performance.
Chief Policy Development Strategic policy development to shape county resources and objectives in increasing sports
Executives development and the health and well being of the Dorset community.
Local Area Agreement Strategic policy development to shape partnership resources and objectives in increasing sports
development and the health and well being of the Dorset community.
Resources External Funding Additional external funding support through match funding and application writing to maximise the
potential impact of sport and physical activity.
Procurement Service to provide best value advice in the provision of new sports facilities and equipment.
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Key Discussion Points:
1. What are the key health priority areas for DCC sports service and how can DCC as a whole
authority; improve health in a co-ordinated fashion?
• Coordinate service delivery • Cultural is cross cutting – walk
• Children services/school engage creative/cycling
• Rural access • Work together/ cross directorate
• Urban alternative opps • Network role
• Joined up /link across • Broader roles
• Awareness raising/health • Education / healthy schools
• Sport local identity • Encouraging role
• Cultural change • Set up a cross directorate forum to
• Professional linkages improve physical activity
• School – link to clubs • Elderly
• Healthy lifestyle • Obesity in young and old
• Alternative sports • Existing priorities link of DCC
• High over 65’s catered for • All DCC services must work together in a
• Awareness / marketing co-ordinated way to impact on physical
• Get to health activity
• Village halls/ school use
2. How can DCC, working with external partners, improve health utilising physical activity?
• Health gain group • Is it cool to do sport
• Sport facility providers – new customers • Adventure sport
• New community hubs • Use Olympics as legacy
• School / village halls • Media
• How to break down cultural issues • Once a week message better
• Need to bring in public health • DSP across themes
• Adult sports clubs support • Resources to link in to groups
• Finland did cultural shift • Prove value for money
• Health must start in workplace
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Theme 6 – Delivery of the Local Area Agreement (LAA) for
Sport, Physical Activity and Health Priorities.
Facilitator: Dave Franks
The LAA has been developed through the Dorset Strategic Partnership (DSP) and its associated
partnerships to explore how service providers could work together more effectively to improve
service delivery within the locality and to better achieve the Dorset Community Strategy.
The Government conceived that the LAA would:
• be a catalyst to support improved local delivery by encouraging closer working, greater
flexibility, increased devolution of responsibility and integrated performance management;
• bring about pooled area based funding to reduce bureaucracy and increase efficiency and
effectiveness of partnerships and service providers;
• draw together and address national and local priorities within a simple single delivery
model that targets activities and reduces fragmentation;
• support improved performance management across partnerships and back to government;
• provide local accountability, more efficient, shared monitoring and reporting;
• join up services improving communications and understanding between communities, local
service providers, and central government.
The LAA incorporates outcomes for sport, physical activity and health developed in partnership
with numerous strategies and fully engages County Council sports staff in its delivery.
Sport and Physical Activity Specific indicators
The % of adults participating in at least 30 minutes moderate intensity sport on
3 or more days per week.
Increase in 13-19 year olds participating in physical activity (local)
The percentage of the population volunteering in sport and active recreation for
at least one hour per week.
Healthy Workplace Specific Indicators
Number of participating public sector employers reporting a fall in general
sickness absence after one year’s practical participation
(BVPI: average number of days/ shifts lost to sickness absence per FTE
Number of participating other employers (e.g. SMEs) reporting a fall in general
sickness absence after one year’s practical participation
Number of employers reporting increased levels of physical activity of staff
after one year’s practical participation
Number of employers reporting improved levels of well-being of employees
after one year practical participation
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Key Discussion Points:
1. Discuss how these indicators may impact on sport and physical activity delivery within the
• Junior Sports Leader 13-19 yrs • 10 mins exercise a day for school children
• Work With Elderly/Adult Groups • Countryside use
• Health workplace monitored • Risk adverse / adapt indicators
• Dorset Business (Awards) • Infrastructure / awareness / accessibility
• Corporate Games • Champions in local area
• Children can bring on their family • DCC role in doing exercise / healthy
• Dance/alternative workplace.
• Olympics • Use catchphrase
• Benefit to lead on sport • Use of word sport
• Consider trends / health link • Profile of sport /physical activity
• 13-19 alternative exercise
• Fundamental movement LTAD
2. Consider how the LAA can influence DCC’s future corporate policy.
• Model for all employees
• Research is Key
• Corporate Games
• Deliver healthy workplace across whole
• Peer group pressure
• Influence delivery of all services/policies
• Publicise evidence of LAA
• Diverting resources from primary care to
• Health promoting
• Employer role
• Consider how other DCCs services can
impact on physical activity of their clients
• Spend to save
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ACTIVE PEOPLE SURVEY RESULTS 2005/2006 (16+yrs)
DORSET COUNTY COUNCIL BOUNDARY PHYSICAL ACTIVITY SUMMARY
• Only 21.5% of all adults achieve the recommended 3 times 30mins moderate participation per week.
Male 22.9% 16-34yrs 34.9% 24.10% 23.90%
Female 20.2% 35-54yrs 25.0%
Wiltshire 24.1% North Dorset 24.0% 21.50%
Hampshire 23.9% East Dorset 22.3% 20.90%
Devon 22.0% Wey & Portland 21.3%
Somerset 21.8% Purbeck 20.6%
Dorset 21.5% West Dorset 20.4%
Cornwall 20.9% Christchurch 20.3%
Wiltshire Hampshire Devon Somerset Dorset Cornwall
• A massive 50.7% of all adults do no moderate physical activity 30mins a week.
Male 48.0% 16-34yrs 27.4%
Female 53.2% 35-54yrs 41.3% Recommended
Hampshire 44.4% North Dorset 47.1% Less than
Wiltshire 45.7% East Dorset 50.2% 50.7% recommended
Devon 49.5% Christchurch 50.7% 27.8%
Dorset 50.7% Purbeck 51.4% None
Somerset 51.4% West Dorset 51.7%
Cornwall 51.4% Wey & Portland 52.9%
The current adult population of the Dorset County Council boundary is 330,886. To meet the objectives of the Department of
Health and Sport England of a 1% increase each year in population achieving the recommended levels of physical activity,
3309 more adults need to participate in at least 3 times 30 mins sessions of physical activity a week each year. Current
Recommended = 21.5% = 86,236 adults
Less than recommended = 27.8% = 111,506 adults
None = 50.7% = 203,358 adults
• Only 22.7% of all adults participate in at least 1 recreational walk a week lasting 30 mins.
• Only 10.0% of all adults participate in at least 1 recreational cycle a week lasting 30 mins.
• Only 5.3% of all adults volunteer in sport at least 1 hour a week.
Male 5.4% 16-34yrs 6.1% 92.3%
Female 3.3% 35-54yrs 7.5%
>1 hr a
Cornwall 6.2% Wey & Portland 6.2%
Hampshire 6.0% West Dorset 6.1% <1 hr a
Somerset 5.7% East Dorset 4.9%
Devon 5.7% North Dorset 4.9% None
Wiltshire 5.4% Purbeck 4.5%
Dorset 5.3% Christchurch 4.4% 5.3% 2.4%
• Only a further 2.4% of all adults volunteer in sport less than 1 hour a week.
• 81.6% of club members do not do any volunteer work in sport.
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The current adult population of the Dorset County Council boundary is 330,886. To meet the objectives of Sport England of a
1% increase each year in population volunteering in sport, 3309 more adults need to volunteer in sport at least 1 hour a week
each year. Current Figures:
> 1 hour a week = 5.3% = 17,537 adults
< 1 hour a week = 2.4% = 7,941 adults
None = 92.3% = 305,408 adults
• Only 7.6% with a limiting disability participate in the
recommended 3 times 30mins moderate participation per Non limiting
week. disability 5.5%
• Only 24.2% with a no limiting disability participate in the
recommended 3 times 30mins moderate participation per
Non limiting 24.2%
• Only 4.4% with a limiting disability volunteer in sport at Limiting
least 1 hour a week. disability 4.4%
• Only 5.5% with a no limiting disability volunteer in sport
at least 1 hour a week. 7.6%
• 72.5% of all adults are satisfied with local sports provision.
Male 72.2% 16-34yrs 66.9%
Female 72.8% 35-54yrs 70.6%
Hampshire 74.0% Christchurch 78.3%
Somerset 72.5% East Dorset 77.0%
Dorset 72.5% West Dorset 72.5%
Wiltshire 72.1% Purbeck 72.0%
Devon 71.8% Wey & Portland 70.0% EDDC NDDC
CBC WDDC PDC WPBC
Cornwall 69.5% North Dorset 65.4%
• 24.6% are a member of a physical activity club.
Male 29.2% 16-34yrs 29.6% 55yrs+ 22.5%
Female 20.3% 35-54yrs 24.3%
Hampshire 28.6% East Dorset 27.7%
Dorset 24.6% Purbeck 24.9% 16-34yrs 29.6%
Wiltshire 24.2% North Dorset 24.3%
Devon 23.8% Christchurch 23.7% Female 20.3%
Somerset 22.5% West Dorset 23.6%
Cornwall 22.5% Wey & Portland 22.8%
• 18.3% of all adults have received tuition from a coach in the last 12 months.
Male 17.0% 16-34yrs 30.0% 21.70% 21.90%
Female 19.4% 35-54yrs 20.3% 18.30% 18.00% 17.70% 17.30%
Hampshire 21.7% East Dorset 20.2%
Wiltshire 21.9% Christchurch 19.0%
Dorset 18.3% Wey & Portland 17.8%
Devon 18.0% Purbeck 17.7%
Cornwall 17.7% North Dorset 17.7% Hampshire Wiltshire Dorset Devon Cornwall Somerset
Somerset 17.3% West Dorset 17.3%
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APPENDIX 5 DORSET’S COMMUNITY
2012 Be inspired by Sport…
Fit 4 Club
Skills 2012 • Club focus – support and accreditation of community
• Early Years skills development - pilot targeting nursery clubs.
and early years through play, fun and core skills. • School / club links – 2 way support process.
• Athlete education – health and wellbeing • University and Further Education Sports Clubs –
• Upskill active adults – Adult Education and Learning catalysts for club development.
Skills Council support to increase participation and • Encourage – clubs and sports provider network promote
activity. and develop community festivals to encourage wider
• Community coaching – extend community coaches participation.
programmes within deprived communities.
• Young leaders – co-ordinated approach to developing Talent 2012
young leaders for 2012. • Multi skills camps – community skills camps and
• Volunteer network – established sports volunteer academies across the county targeting 5 – 11 year olds.
network by 2008. • Programme of events – Paralympics, sports festivals,
disabled youth games, Sporting Chance.
Fit 4 2012 • Gifted and talented – school sports partnership talent
• Health and well being targeted programmes – health programmes.
Pentathlon, older people, disabled, obesity, mental
health. Access 2012
• Outdoor / Countryside programmes – adult and • Targeted access – develop programmes for
community alternative activity. unrepresented groups and deprived communities.
• Active Workplace – pilot and encourage active • Facility access – ensure facility access and availability
workplaces. to all.
• Elite athlete support – signposting and pathways to • Facility development – retain and develop existing
excellence. sports facility provision.
• Be Inspired - Marketing and media campaign. • Facility management – coordinated approach to
• Schools Inspired by Sport – programme to inspire improving the management and operation of sports
youths. facility provision.
• Mass Participation Campaign’s – Dorset Active Leisure • Sports festivals – encourage new and wider
• Development of Cultural / Sport / Tourism link
programmes and the Cultural Olympiad.
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‘Dorset’s 2012 Community Sports Legacy’ Event
(ACTIVE DORSET ENGAGEMENT EVENT #2)
31st January 2008; 9.30am-3.30pm
Weymouth & Portland National Sailing Academy, Dorset
The purpose of the event is to answer questions people and organisations had about the
expected and potential ‘legacy’ for community sport in Dorset. It was also intended to
be a focal point for discussion and debate from a broad range of stakeholders about
what they understood and would like ‘legacy’ to be. The event was planned to be both a
‘catalyst’ and an ‘accelerant’ for exploring, identifying and agreeing what a proposed
community sports legacy might be for Dorset. A detailed draft of the first ‘Community
Sports Legacy Plan for Dorset’ will be produced by April 2008. The other materials and
presentations produced for this event including notes from panel discussions and
workshops will be available by the end of February.
Organisation and delivery:
The event was planned, organised and run by the Active Dorset (County Sports
Partnership) team with support from the Dorset 2012 Legacy Manager, Gary Fooks, the
South West Region’s 2012 Director, Guy Lavender and Dorset County Council’s Sport
and Physical Activity Manager, Dave Franks. In addition many individuals and
organisations offered and provided their support to ensure the day was successful and
the stated objectives and anticipated outcomes of the event were achieved.
The event – 31st January 2008:
The date and event mark a milestone in sport and the social history of Dorset. For the
first time an audience from a broad range of agencies met and worked to clarify for
themselves first what they understood ‘legacy’ to be and second what and how they
could support its realisation. This sits well within the broader movement for consultation
with ‘sectors’ on issues relevant to them but which in practice is particularly challenging
for the sports sector. The interest in attending was far in excess of the number of places
available and is indicative of the interest in the opportunity to engage as well as the
relevance of 2012’s legacy to sport for Dorset.
One key element of this was the signing up to ‘Team Dorset’ of almost everybody there,
over 90 people, and the organisations they were representing. Critical to achieving this
was a commitment to the notion of legacy for Dorset, and community sport, being real
and achievable but in particular that they felt party to its content and will be active
agents in achieving it as we move forward collectively.
Phil de Glanville, Guy Lavender and Gary Fooks set out key perspectives and the current
situation in terms of ‘community sport’, the regional work and plans for legacy and
existing and planned legacy in Dorset. The audience reacted positively to the
presentations and in particular to what has already been achieved.
Following the morning’s presentations there were a series of workshops to facilitate
people to discuss potential ideas for community sport legacy, including practical steps to
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bring any potential projects about. A summary of the output from these sessions is
- Legacy needs to be inspirational, leading people to taking part through being
inspired directly or through Olympic related programmes;
- Legacy should mean a greater understanding of the Olympic ideal and values for all
people in Dorset;
- Legacy must be for all people and all sports;
- A need to improve existing and support the development of new facilities (where
- Better communication and networking, including all sports, to disseminate and
advocate the message of legacy and the ‘Olympic’ ideals as well as good practices in
sports clubs and schools;
- Better promotion and advocacy of the ‘benefits’ of sport in terms of enjoyment for
participants in addition to the many spin-off benefits enjoyed by those involved;
- Better ‘partnership working’ across Dorset;
- The ‘legacy’ and related benefits do need to be shared/spread across the whole of
Dorset – Weymouth receives a large proportion of attention but this should not
mean all benefits/resources are directed and retained there;
- The ‘legacy’ should be of benefit to everybody (it was acknowledged that the bid
focused on changing a future generation by inspiring young people – who will remain
the focus for LOCOG related legacy work);
- The removal of ‘barriers’ generally and participation in sport in particular were cited
as important potential legacy benefits.
These four workshops were structured to provide participants with examples of existing ‘good
practice’ which could be described as legacy or have as a legacy its extension or expansion to
other areas/people. The wide range of examples illustrated the depth of quality provision in
different parts of Dorset and in different sports. One clear challenge was raising the bar for
areas not enjoying the benefits of, for example, the FANS initiative. Sharing this information was
a first step and illuminating for many the next will be to examine how best to develop
sustainable models for extending work with the greatest potential impact on people in Dorset.
The workshops were;
- Extending access and inclusion to all people.
- Developing skills: learning and legacy for Dorset.
- Positively impacting on health and the community.
- Providing pathways for participation and excellence in sport.
Dorset’s Community Sports Legacy Plan 2008-2012: some proposed key points and
Some principles and values must first be set out as part of any plan pertaining to Olympic
related sports legacy. First amongst these is an adherence to the Olympic values themselves
and a commitment to promote and support their embedding in our own local sport. Second,
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informed by the approaches and philosophy of Active Dorset, Team Dorset and those who are
directly involved in sport (particularly local volunteers) all efforts to develop legacy must be
inclusive and based on a partnership based approach to identifying priorities, progressing
actions and acknowledging success. These both came through the event itself and must be
reflected with the same approach moving forward.
Legacy is not a mystery, but a lack of information and knowledge result in misconceptions,
misunderstanding and alienation for many people (not only in sport). A core and critical element
of any successful legacy will be a clear statement of what ‘legacy’ means – for each element of
the ’12 for 2012’ including sport – followed up with an effective communications strategy to
disseminate this message. Further work is required in this area and this will only be enhance
with the launch of Team Dorset’s website.
Some key areas of work clearly articulated as being important for local community sport
- Support for local sports coaches (including education, mentoring, support, reward).
- A dedicated ‘legacy fund’ to support local community sport (including talented athletes)
funded by commercial sector in Dorset.
- A strategic and robust assessment of provision of built facilities for sport and recreation
across Dorset followed-up by a joined-up plan for developing, running and sustaining an
appropriate level of provision for all people in Dorset (issues include accessing school
facilities out of school hours, making existing facilities more accessible and developing new
facilities where there is identified need).
- Learn about what additional resources are going to be made available for ‘legacy’ related
work from government (including programmes to go into schools, volunteering etc.).
- Maintain a network across sports and other agencies working against the legacy plan. The
most important element of this will be the grassroots network of local sports clubs and their
volunteers. Engaging with and supporting this group is a critical element of making any
- Sign-up and support the ‘Team Dorset’ approach as an illustration of the belief that Dorset
will have a brighter future as a result of the Olympics in 2012 and that sport will both
contribute to and benefit from this commitment.
- Continued linkages with the lead legacy agencies for Dorset, the Dorset Strategic
Partnership, the ‘Dorset Working Group for the 2012 Games’, Dorset’s ‘Olympic Legacy
Board’ and the other relevant stakeholders and partners.
The feedback from those who attended, both as delegates and contributors, as well as our own
assessment in terms of achieving our goals for this event was that is was important, successful
and timely. Having a clear starting point and focus moving forward is critical for each legacy
theme and sport in particular by the nature of the sector and those involved – who tend to be
clear minded, goal oriented, competitive, committed and results focused.
Our next step is to capture and digest fully the input received from the event and then produce
our first draft of ‘Dorset’s Community Sports Legacy Plan – Beyond 2012’. This will enable us to
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retain the interest, embed the commitment to and concept of Team Dorset amongst the sporting
community and build into thinking and future action ‘legacy’ as agreed through this process. All
attending felt that the potential to ‘maximise’ what is already there is not being achieved and
this should be one early objective.
The challenge will be to manage expectations and maintain perspective while attracting
sufficient resources for us to achieve and leave an ambitious and worthy legacy from 2012,
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DCC Investment in Sport (some figures are estimated due to archived files)
Funding Estimate Project
Project Year Funding Source Commitment Total Core Funding
Wey & Port National Sailing
Academy 2001 Special Projects Fund - Revenue £1,128.00 £1,128.00
Weymouth Athletics Track 2001 Special Projects Fund - Revenue £5,000.00 £5,000.00
Swanage Sports Centre 2002 Special Projects Fund - Revenue £3,000.00 £3,000.00
Weymouth Rugby Club 2002 Special Projects Fund - Revenue £1,500.00 £1,500.00
Weymouth Skate Park 2003 Special Projects Fund - Revenue £743.00 £743.00
St Osmunds Sports Centre 2003 Special Projects Fund - Revenue £7,000.00 £7,000.00
Maiden Newton MUGA 2003 Special Projects Fund - Revenue £1,250.00 £1,250.00
Sporting Chance 2003 Special Projects Fund - Revenue £6,000.00 £6,000.00
Support to Olympic Athletes 2004 Special Projects Fund - Revenue £1,000.00 £1,000.00
Dorset Youth Sailing Trust 2005 Special Projects Fund - Revenue £3,889.00 £3,889.00
Sports Aid South West 2007 Special Projects Fund - Revenue £850.00 £850.00
Beaminster Swimming Pool 2002 Special Projects Fund - Revenue £4,000.00 £4,000.00
Beaminster Sports Hall 2002 Special Projects Fund - Revenue £1,000.00 £1,000.00
West Bay Angling Jetty 2002 Special Projects Fund - Revenue £3,363.00 £3,363.00
Chickerell Youth Football Club 2003 Special Projects Fund - Revenue £1,272.00 £1,272.00
Active Sports - Dorset 1999-05 Special Projects Fund - Revenue £30,500.00 £1,200,000.00 Sport England
Lyme Regis Football Club 2003 Special Projects Fund - Revenue £3,000.00 £3,000.00
Wey & Port Healthy Living
Partnership 2002-07 Special Projects Fund - Capital £50,000.00 £1,000,000.00 New Opportunities Fund
Portland Boxing Club 2002-07 Special Projects Fund - Capital £5,400.00 £5,400.00
Beaminster Sports Hall 2007 Special Projects Fund - Capital £140,000.00 £787,000.00
Dorset Sports Partnership 2004-09 Special Projects Fund - Capital £19,000.00 £2,000,000.00 Sport England
Ironman UK 2006 Special Projects Fund - Capital £5,000.00 £0.00
Bridport Football Partnership 2007 Special Projects Fund - Capital £10,000.00 £500,000.00 Football Foundation
Walditch Play Area 2007 Special Projects Fund - Capital £1,000.00 £20,000.00
Dorchester YMCA 2007 Special Projects Fund - Capital £20,000.00 £250,000.00
Thornford Play Area 2007 Special Projects Fund - Capital £3,000.00 £40,000.00
Purbeck Sports Centre 2008 Special Projects Fund - Capital £12,500.00 £270,000.00 SITA
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Wey & Port National Sailing
Academy 2005 Special Projects Fund - Capital £20,000.00 £0.00
Queen Elizabeth School/Leisure
Centre 2005 Special Projects Fund - Capital £130,000.00 £670,000.00 Big Lottery Fund
Wey & Port National Sailing
Academy 2003 Special Projects Fund - Capital £100,000.00 £8,000,000.00 Sport England
Ironman UK 2003 Special Projects Fund - Capital £10,000.00 £0.00
Weymouth Tennis Club 2003 Special Projects Fund - Capital £2,000.00 £40,000.00
Lyme Regis Playing Fields 2004 Special Projects Fund - Capital £2,000.00 £2,000.00
Weymouth Skipping Event 2004 Special Projects Fund - Capital £1,000.00 £5,000.00
Corfe Castle Sports Trust 2005 Special Projects Fund - Capital £7,500.00 £300,000.00 Football Foundation
Budmouth Sports Centre 2000 Special Projects Fund - Capital £1,000.00 £1,500,000.00 Sport England
Lytchett Minster Sports Centre 1999 Special Projects Fund - Capital £80,000.00 £500,000.00 Sport England
Purbeck Sports Centre 2000 Special Projects Fund - Capital £140,000.00 £1,000,000.00 Sport England
Moonfleet Bowls Club 2000 Special Projects Fund - Capital £10,000.00 £1,000,000.00 Sport England
Weymouth Skatepark 2001 Special Projects Fund - Capital £5,000.00 £250,000.00 Sport England
Weymouth Skatepark 2001 Special Projects Fund - Capital £5,500.00 £350,000.00 Community Fund
Christchurch Skatepark 2002 Special Projects Fund - Capital £5,000.00 £120,000.00
Healthy Workplace Pilot 2007 DCC Financial Services £20,000.00 £185,000.00 Sport England
Royal Manor Arts College MUGA 2006 DCC Environmental Services £60,000.00 £260,000.00 Big Lottery Fund
Royal Manor Arts College MUGA 2007 DCC Financial Services £14,000.00 £0.00
Thomas Hardye Sports Hall & WDDC / Poundbury
Pool 2008 DCC Capital Programme £1,500,000.00 £7,000,000.00 (Duchy)
St Osmunds Sports Centre 2000 DCC Capital Programme £590,000.00 £2,300,000.00 Sport England
Ferndown Leisure Centre 2000 DCC Capital Programme £1,055,000.00 £1,055,000.00
Westfield College Sports Hall 2000 DCC Capital Programme £200,000.00 £200,000.00
Beaminster Sports Hall 2007 DCC Capital Programme £420,000.00 £0.00
New Opps for PE & Sport
Facilities 2002-07 Big Lottery Fund £1,493,691.00 £1,674,231.20 Big Lottery Fund
DCC Sports Development 1997-07 DCC Sports Officer Budget £60,000.00 £600,000.00
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Additional items not included:
Joint use agreements
School sports facility investment
School Sports Partnership
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