Basingstoke and Deane –Draft Olympic Strategy by decree


									Draft Olympic Strategy for Basingstoke and Deane

Foreword (to be finalised prior to launch)

The Olympic Movement

At 12.48 pm on the 6th July 2005, Jacques Rogge, the President of the International Olympic
committee, announced that London was the successful city winning the rights to host the
2012 Olympic and Paralympic Games. At the opening ceremony on Friday 27 July 2012
London will welcome over 23,000 competitors and officials to compete for 16 days in the
largest event in the world.

The goal of the Olympic Movement is to contribute to building a peaceful and better world by
educating youth through sport practised without discrimination of any kind, in a spirit of
friendship, solidarity and fair play. The London 2012 Olympic and Paralympic Games will
embrace the Olympic philosophy to celebrate sport, culture and education to inspire a
lasting legacy for London and the whole of the UK.

Purpose of the Strategy

The main aim or purpose of this strategy is to ensure that Basingstoke and Deane achieves
the maximum possible benefits from the opportunities linked to the London 2012 Olympic
and Paralympic Games. In July 2005 the council supported a motion congratulating Lord
Coe, Tony Blair and the Olympic Bid Team for their spectacular success in bringing the
2012 Olympic Games to London and requesting that an Olympic Strategy for Basingstoke
and Deane be devised, working with the Government and private sector. This strategy pulls
together the key issues and priorities for the borough and develops actions to address the
priorities through Olympics related activities.

In presenting to a government Select Committee investigating progress on London 2012, a
representative from the Nations and Regions Group (a sub group of the London Olympics
Organising Committee) suggested that there was a general principle to be followed, “it is not
necessarily about doing lots of new things; it is about achieving existing targets and priorities
and using the Games…as the magic dust to try and actually accelerate the delivery of some
of those existing priorities”. This strategy seeks to adopt that principle.

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The strategy has been developed in such a way as to allow for expansion of the actions
dependent on the level of support and commitment. Using the Olympic analogy, it sets out
bronze medal actions that we can achieve with our current level of resources, and silver and
gold targets which are only achievable with new resources and new commitment from clubs,
businesses and residents across the borough.           A haul of gold medals and associated
benefits is achievable only by everyone working together.

There are three distinct stages to the strategy: i) up to 2008 will be about engaging
businesses, clubs and residents in a call for action so that they can sign-up to play their part;
ii) from Beijing 2008 to London 2012 the focus will be on implementing the strategy and iii)
from 2012 onwards we shall be looking to maximise the legacy of the Games.

Key Impacts of Previous Olympic Games

    Volunteering - There were 47,000 Volunteers involved at Athens 2004.

    Participation - in Sydney 2000 there were 199 nations, 10,651 athletes, 300 events,
    16,033 media.

    It was estimated that the Sydney 2000 Olympic Games would add $6.5 billion to the
    Australian GDP and 100,000 full-time jobs over a 12 year period from 1994-2006.

    Estimated Global TV audience of 4 billion people (

    Prior to the 1992 Barcelona Olympic Games, Barcelona was ranked as the 16th most
    popular tourist destination in Europe. By 1999, it had risen to third.

    From October 1986 (the month Barcelona won the bid) to July 1992, the general rate of
    unemployment in Barcelona fell from 18.4% to 9.6%, a drop of nearly 50%.

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Priorities for London 2012

The London 2012 organising committee aims; “To stage inspirational Games that captures
the imagination of young people around the world and leave a lasting legacy.” This will be
achieved through four clear strategic objectives:

        To stage an inspirational Games for everyone, from athletes to the viewing public

        To deliver all venues on time and on budget, providing a sustainable legacy

        To maximise the economic, social, health and environmental benefits of the Games
        for London and the UK

        To achieve a sustained improvement in UK sport, in both elite performance and
        grassroots participation.

Key to the success of the London 2012 bid was the emphasis the bid placed on the legacy
for the whole country involving sport, culture and education, particularly the opportunity to
enthuse young people and to engage them in active recreation.

The Potential Impact of London 2012

There have been a number of studies of the potential impact of London 2012, including
those by DCMS, London Metropolitan University policy and intelligence unit and Locum
The London Metropolitan University study identified that there would be benefits in terms of
physical infrastructure and regeneration for East London specifically roads, sports facilities
and housing. There are also likely benefits in terms of employment and training which could
have a longer term economic impact on London and a wider region. They identify that large
sporting events have the potential to improve the image of an area and give a boost to local
business. The final benefit identified was that of greater participation in sport with associated
health benefits. The study did not quantify the economic benefits in financial terms or
identify how far the benefits may stretch.

The Locum study started with the DCMS Olympic Games impact study which identified
potential positive impact, but also displacement e.g. it forecasts growth in GDP overall, but
the large growth in London implies a negative impact on GDP of c £4 billion 2005-2016 to

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the rest of the country caused by the displacement of activities and resources towards
London. Locum suggest that nations and regions must avoid the “hype” of London 2012 and
concentrate on developing ideas to capitalise on winning opportunities in a competitive
market place.

Locum suggests that London 2012 represents an opportunity to accelerate the achievement
of SE Regional Economic Strategy (RES). The current RES identifies six sector priorities:
media, marine, health technologies, environment, built environment and aerospace. Locum
identify other competencies which relate to the Olympics - events management, tourism,
travel and culture - and suggest that           the SE   has the following strengths in terms of
maximising benefits and mitigating negative effect:

    Proximity to London/Olympic Park

    Greatest concentration of internal gateways

    Large skilled resident workforce

    Large concentration of high quality sports facilities

    Large concentration of high quality visitor attractions and natural assets

The Regional Framework for the South East outlines how the region can maximise
opportunities from London 2012. Key deliverables are identified. They include targets for
participation and for tourism. There is a commitment to participate in the Cultural Olympiad
by building on the strength of arts provision and festivals and to offer all young people the
opportunity to compete, create or collaborate with a young person from a competitor country
between 2008-2012. There is also a focus on business, launching a business support
programme to enable SE business to secure Games related contracts and a commitment to
„upskill‟ the 14-19 age group to take advantage of the employment opportunities related to
the Games. It is envisaged that a legacy is achieved by developing more volunteers for
sports, culture and community projects and that inward investment is increased               by
capitalising on the locational advantage and competitive regional economy.

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Basingstoke and Deane and the Games

The borough has excellent road and rail links to London with Waterloo 50 minutes away by train.
Basingstoke is also well placed to access gateways such as Heathrow and Southampton and is
with easy range of major tourist destinations such as Winchester, Portsmouth, Windsor, Oxford,
The New Forest and Stonehenge for day visits.

Existing Borough Infrastructure

Sport and Cultural Provision
Residents enjoy a wide range of public, education and voluntary sector leisure services and
facilities in and around the borough. This is complemented by a range of private sector provision.

Flagship sports facilities include the Active Life Centre and Down Grange Sports Complex (both
submitted as bids for Training Camps), Aquadrome, Sports Centre, Tadley Pool, Indoor Tennis
Centre, Golf Centre and Basingstoke Arena Ice Rink. There are in the region of 80 football pitches,
including the Camrose Ground (Basingstoke Town FC), and two football complexes recently
developed at Barlows Park, Tadley and in Winklebury. There are many hundreds of voluntary sports
clubs. A broad programme of sports development supports and enhances these facilities, and the
development of the local Sport and Physical Activity Alliance (SPAA) will strengthen the
coordination and partnership working in the sports sector.
According to the 2006 Active People Survey, 26% of residents participated in moderate intensity
sport and active recreation for 30 minutes three times per week (national average is 21%). The
Local Public Service Agreement target is based on a participation rate of five times 30 minutes per
week and data collated by the Sport Hampshire and Isle of Wight Sports Partnership shows that
across the county 23% of residents meet this challenge. The LPSA target seeks a 1% increase
each year for the next 3 years.

In cultural provision, the Anvil concert hall and Haymarket theatre make a significant contribution to
the image and economy of the borough. The borough‟s track record of delivering major public
events, combined with Basingstoke‟s status as one of the Arts Council South East‟s Regional
Centres for Cultural Development makes the borough well placed to maximise opportunities
associated with the Cultural Olympiad.

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There is an excellent range of 11 three and four star hotels in Basingstoke providing 854 en-suite
rooms. They include major chains such as Hilton and Holiday Inn and privately owned hotels.

Most of the larger hotels have undertaken refurbishment over the last two years, ensuring that a
wide range of services and leisure facilities are available for guests. In addition, all local hotels offer
meals throughout the day in either their restaurants or by offering room service. There are several
budget hotel chains in the Basingstoke area e.g. Travelodge and over 20 graded Bed and
Breakfasts and Guesthouses.

The borough‟s Leisure Strategy 2006-2010 „Making Culture Count‟ sets out the council‟s strategic
objectives for leisure, recreation and cultural services.

Business and Economic Development
As a Regional Hub, as identified in the Draft South East Plan, Basingstoke is well placed in terms of
accessibility not just to London but to other Olympic venues within the South East. There are
opportunities to support one of the aims of the Games, which is to maximise the use of public
transport use for accessing events. There are also opportunities to engage with key partners to
achieve environmental improvements and enhanced wireless technology at strategic locations such
as Basingstoke Railway Station to support several of the South East Region's transport and
infrastructure objectives. Not only will this support the Games, but will also contribute to the desire
for a lasting legacy and in doing so it will also support corporate priorities in relation to the image of
the borough and economic prosperity.

Basingstoke‟s strategic location has contributed to its economic success as a thriving Borough with
high levels of employment and many major businesses based in the town and surrounding area.
The borough‟s Learning, Jobs and Skills Strategy „Partnership for Success‟ was developed to
underpin work contributing to the council‟s priority, „To improve opportunities in learning and skills to
support individual development, community organisations and local business‟. Projects with the
education sector and with the local Business Partnership have been key to delivering the actions of
the strategy and will develop to assist delivery of the Olympics Strategy.

In particular, the business community has been engaged and is supportive of the opportunities
presented by London 2012 and set up a steering group (Basingstoke 2011+1) initially to explore the
issue of training camps. The contribution of the business community to the broader outcomes of the

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Olympics Strategy, such as improving the image of the borough, will be important to the success of
the strategy, as will developing the regional relationship with the South East England Development
Agency (SEEDA).

Basingstoke is one of eight Diamonds for Growth identified in the Regional Economic Strategy for
the South East. These are major centres of economic activity that can act as a catalyst to stimulate
prosperity, but which needs to be reinforced by selective infrastructure investment as a stimulus to
further economic growth.

The Government has stated that New Growth Points, which include Basingstoke, will form a key
feature of its approach to growth in preparation for the next Spending Review. Under this initiative,
the borough council will be in receipt of £340K towards infrastructure investigations. The indications
from Government are that, following completion of these studies, further significant funding could be
available for infrastructure investment.

How can the Olympics help us to achieve local priorities?

There are opportunities for this strategy to link in and support existing priorities at regional, county
and district level.

    1. The Community Strategy – Pride in our Place identifies four priorities that can be linked to
        Olympic related activity. They are increasing participation, improving the image of the
        borough, supporting the voluntary sector and supporting young people.
    2. Basingstoke and Deane’s Council Plan has two aims and a number of actions which can
        be supported by Olympic related activity. The aims relate to improving the image of the
        borough and improving the leisure, cultural and community facilities.
    3. LPSA2 (Local Public Service Agreement) identifies three priorities that can be delivered by
        activity linked to London 2012. They are increasing participation, improving health and
        increasing voluntary sector capacity.
    4. Local Consultation. Workshops were held with key stakeholders during the development of
        this strategy including sports clubs and sports organisations, hoteliers, young people, HCC
        and other partners. Feedback was also received from the Basingstoke 2011+1 group. A
        wide range of issues and suggestions came out of the consultation including: increasing
        sports opportunities; encouraging healthy lifestyles; hosting training camps; maximising

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        tourism opportunities; promoting the borough‟s image; securing opportunities for business to
        win contracts; celebrating the Cultural Olympiad; improving access to facilities; developing
        stronger communities; supporting local sporting talent; developing partnerships with
        business; ensuring the right mix of facilities, improving infrastructure, transport and access
        and ensuring a legacy for local communities.
    5. Members of the Olympic Strategy Working Group identified their own priorities at the
        outset of the project which are included in the consultation summary. In discussing the
        consultation they could see the merit in most of the suggestions, but identified their top
        priority as increasing access and participation in sport for young people.

    6. The Regional Framework, ‘Compete, Create, Collaborate for a World Class
        Performance’ was launched in May 2007.
        The framework was developed by the „South East Partnership for the 2012 Games‟
        consisting of regional agencies, SEEDA, GOSE, Sports England, Arts Council, Tourism
        South East with a remit to optimise the transformational opportunities presented by the
        Games before, during and after 2012. Officers from the council contributed to the working
        parties that developed the framework and specific plans for inward investment; education
        and employment; sport; culture and communities; transport and infrastructure; and the visitor
        The framework has three key priorities: building on the South East‟s strengths; Showcase
        the South East‟s world class offer and create a sustainable legacy. Specific opportunities to
        contribute to the framework include:

        a. Pre-Games Training Camps. LOCOG will be preparing a guide to pre-games training
            facilities which will be circulated to competing nations at Beijing 2008. Applications to be
            included in the guide were sent out on 31 January 2007.
        b. Business Opportunities. Regional training and support will be provided for bidding for
            Olympic contracts.
        c. The Cultural Olympiad. This will last from 2008 to 2012. £40m trust from the national
            lottery will be launched in 2007 to support cultural and sporting activities in the run up to
        d. Volunteering. 70,000 volunteers need to be recruited and trained for London 2012.
        e. Education. London 2012 has launched an education toolkit designed to help excite and
            engage children and young people about the Games.

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        f.   Skills. £6m has been made available in the South East for businesses from the
             construction and leisure industries to upgrade their skills and help deliver a successful

These opportunities presented by London 2012 can be summarised in terms on long-term aims for
this strategy.

Securing a long term legacy for the borough from London 2012

The over-arching aim of this strategy is to secure a long-term, sustainable legacy for the borough.
This can be defined in the following areas:

      A sustainable increase in the number of young people taking part in a range of cultural /
      sporting activities

      Improved health and reduced obesity through a sustained increase in participation that
      continues to increase after 2012

      A sustainable leisure infrastructure including facilities, club, coaches and volunteers to meet
      demand created by the Olympics

      Improved visitor economy and inward investment

      A commitment to training and skills for the local workforce across public, private and voluntary

      Increased community pride and enhanced profile for Basingstoke and Deane.

      Long term support for talented athletes, supported by business, to enable local athletes to
      reach their potential in sport as future Olympians

The Nations and Regions Group was set-up to ensure that the whole of the UK is engaged in the
Games. They have described London 2012 as, “a UK Games hosted in London”. They suggest that

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nations and regions should benefit from increased participation in sport, increased awareness of the
UK as a tourist destination, engagement with elite sport through contact with national teams in
training, and cultural spin-offs. The Select Committee reviewing progress on London 2012 suggest
that, “the legacy of the Olympics should not start after 2012, but rather right now.”

How the legacy will be achieved

In line with this view, this strategy seeks to deliver the legacy by focussing on the following four

Encourage and support active, healthy communities.

The government has set a target of 70% adults weekly taking part in five times 30 minutes
moderate activity by 2020. The Central Council for Physical Recreation (CCPR) described a legacy
of participation as, “ a main plank in the success of the bid” to host the Games. The Select
Committee reporting on progress towards London 2012, also suggest that possibly the greatest
prize to emerge from the Games would be demonstrable increase in participation in sport
throughout the community. However a report by Demos in 2004 found that although hosting the
Olympics could deliver a sustained increase in participation, past Olympics had not automatically
done so.
This theme would contribute to current Council Plan priorities and also to LPSA2 and is building on
the current work of the Sports and Recreation Team. To be really effective this work needs to tie-in
and complement national, regional and county initiatives. There are some existing resources in this
area and there is potential for external resources through LPSA.

Create opportunities for tourism and economic development.

Although there will be other towns and cities across the region competing for visitors, Tourism
South East is targeting a 10% ongoing growth in visitors numbers to the region as a result of
London 2012. There is however some debate nationally about the impact of the Games on tourism
and when and where any benefits may accrue. The Tourism Alliance has stated that, “most in-
bound Olympics related tourism will be a substitution for leisure and business tourism that would
otherwise occur.”      There is more optimism for increasing tourism after the Games with many
tourism organisations seeing the potential to use the Games as a „shop-window‟ for the UK.

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There is potential to develop an improved visitor economy in the borough with substantial hotel
capacity at weekends. External resources are available for „upskilling‟ in the leisure industry and for
supporting local business in tendering for Olympic contracts. There may also be opportunities to
build on Basingstoke‟s existing strengths in the arts and events and to develop a major event for
the Cultural Olympiad. The Cultural Olympiad is a four year national festival of events and activities
leading up the Games in 2012. As well as the traditional art forms, the programme aims to
encompass culture in its widest sense including food, design and fashion.

The three main strands that are expected to make up the four-year festival are;
1) Mandatory ceremonies - including the torch relay and the opening and closing ceremonies for
both games
2) Bid Projects and Major 'Signature' Events - including a World Culture Festival, International
Music Programme, Olympic Carnival and International Shakespeare Festival
3) UK Cultural Festival intended to involve arts institutions and community organisations across the

Some of the budget for the Cultural Olympiad is expected to come from the £40 million Olympic
Legacy Trust Fund set up to support sporting and other initiatives around the UK such as the UK
School Games. However, LOCOG has already warned that the vast majority of available funding for
the Cultural Olympiad will go towards the major ceremonies and that there is minimal funding
available for the other elements. This will come as a further blow to arts organisations and
community groups following the recent news that an extra £675 million has been diverted from the
Lottery to pay for the increasing cost of the games, as it will effect their ability to deliver a Cultural
Olympiad. LOCOG has subsequently stated that one of their tasks will be to design a programme
that enables everyone that wants to be a part of the Cultural Olympiad to identify sources of
In terms of training camps, the Select Committee concluded that, “training camps are unlikely to be
of great economic benefit to the nations and regions”.         However grants of £9m will be made
available to encourage overseas competing teams to use training camps in the UK in the lead up to
the Games.

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Celebrate culture and develop community pride

This theme again is building on existing work and links to Council Plan priorities. Basingstoke and
Deane has higher levels of volunteering in sport than many other local authorities, 6.3% against a
national average of 4.7%, according to Sport England‟s nationwide survey, however these levels
can still be substantially increased. There are a number of programmes currently supported by the
council which contribute to developing skills for community volunteers. There are also grant
schemes such as the „Leisure Initiatives „ grants which offers start-up funding for local community
activities. This could be extended to cover activities to celebrate the Cultural Olympiad. Community
groups may be able to apply for resources from the Olympic Trust to celebrate the Cultural

Twinning programmes could also be developed which build on existing projects and would support
the regional objective that every young person should have an opportunity to compete, create or
collaborate with a young person from another Olympic country.

Secure partnerships with business

The Basingstoke 2011+1 group were originally set-up as a result of locally based business
proposing that Basingstoke should develop a project to host a large scale, high profile training
camp. They have subsequently supported the development of this strategy.

Local business will be offered the opportunity to be involved in the borough‟s Olympic programme
through direct financial support and by giving employees the opportunity to volunteer. One way of
engaging business would be to develop a „business club‟ model, where contributors would receive
defined benefits depending on the level of their contribution. The resources generated would be
used to achieve the aims of this strategy such as supporting young talented athletes.

In making the sponsorship attractive to business there is need to ensure that branding regulations
associated with London 2012 are not contravened. Although the Secretary of State, in appearing
before the Select Committee did suggest that she wanted a common-sense approach to be taken ,
“consistent with all our expectations of proportionality”. The Select Committee suggested that this
was essential if community involvement and legacy were to be realised to their full potential.

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Strategy Delivery

This strategy has aims which are to be delivered in the long-term, beyond 21012 and there are
going to be a number of major national policy developments and initiatives announced between
now and London 2012. For these reasons it will be important to constantly review the strategy and
update it, taking in to account any new opportunities.

Accompanying this strategy is the first phase of an action plan which starts the process of delivery.
At this stage the actions are graded as bronze, silver and gold actions. The bronze actions are
more detailed and can be delivered with current resources. Silver and gold actions are more
aspirational and are not currently fully resourced. In a number of cases there are bronze level
actions which are focussed on developing a feasible, funded project to deliver silver or gold actions.

It is envisaged that the strategy and action plan will be reviewed and updated annually with input
from stakeholders and reported back to Economic and Community Development Overview.

Glossary of abbreviations

GOSE             Government of the South East

SEEDA            South East England Development Agency

SE (SE)          Sports England (South East)

ACE (SE)         Arts Council of England (South East)

MLA              Museums, Libraries and Archives

TSE              Tourism South East

LOCOG             London Organising Committee of the Olympic Games and Paralympics

ODA              Olympic Delivery Authority

RES              Regional Economic Strategy

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