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									Report To Overview Committee -                                     6 March 2007
Economic and Community Development

Subject:            Draft Olympics Strategy for Basingstoke and Deane
Status:             Policy Matter for Decision
Report Of:          Head of Leisure Services
Ward(s):            All
Contact:            Neil Cole x 2349             Diane Hayward x2384
Appendices:         Draft Strategy and example of actions for theme 1
Papers relied on
                    Locum Economic Impact Study, Regional Economic
to produce this
                    Strategy, Regional Framework for the Olympics


1     This Report

1.1   Presents a draft strategy for Basingstoke and Deane which identifies
      opportunities to maximise the benefits for the borough from London 2012.

2     Recommendation

      It is recommended that:

2.1   The draft strategy is approved for consultation

2.2   The approach to consultation is approved

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Contribution To Council Priorities
This report accords with the Council‟s Budget and Policy Framework
Council Plan Ref 06-09:             2.24 2.10 3.15
Service Plan Ref 06-09:             LE30 LE86, LE92,
Other References:
Contribution To Community Strategy
Community Strategy Ref 06-09:       S4 H5
                                                                  Some         Significant
               Type                               significant
                                                                 impacts        impacts
Impacts for Financial                                                
BDBC        Personnel                                 
               Legal                                  
Impacts on     Equality and Diversity
Wellbeing      Crime and Disorder                                    
               Health                                                                
               Environment                            
               Economic                                                              
Involving      Communication/Consultation                                            
Others         Partners                                                              
Risk Assessment
Number of risks identified:                                     None at this stage
Number of risks considered HIGH or Medium:
Strategic:       Already identified on Corporate Risk Register?
                                                                         No          
Operational:     Already identified in Service Plans?
                                                                         No          

                                        2 of 21

3     Background

3.1   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. The motion requested that an Olympic
      Strategy for Basingstoke and Deane be devised, working with the
      Government and private sector.

3.2   In February 2006 Learning Skills and Culture Overview Committee nominated
      six members to participate in a working party to develop a strategy for the
      borough‟s response to the opportunities offered by London 2012. The first
      meeting took place in March 2006 where there was an exercise to identify
      members‟ aspirations for the strategy. After the change of administration in
      May 2006, the new Economic and Community Development Overview
      committee re-nominated members of the working party and agreed a
      timetable for the development of the strategy. The key dates agreed were:

             Autumn 06 – consultation period

             Jan 07 – update to Overview

             April 07 – draft strategy to Overview

             June 07 – Final strategy to Cabinet

4     Current Situation

4.1   The draft strategy has been developed with reference to a number of local
      and regional documents including the Regional Economic Strategy, the
      Regional Framework for the Olympics, Local Public Service Agreement, the
      Community Strategy, the Council Plan and service strategies for Learning and
      Skills and for Leisure and Culture.

4.2   A number of stakeholder groups were also consulted in developing the issues
      for strategy. They include sports clubs, leisure and cultural facilities,
      Hampshire and Isle of Wight Sports Partnership, Basingstoke 2011+1 group,
      North Hampshire Hoteliers, Youth of Basingstoke and school representatives.

4.3   The approach taken with this draft strategy for Economic and Community
      Development Overview is to show all of the context and background
      information, so that members can see how actions have been arrived at. It is
      envisaged that a more concise version will be developed for consultation.

5     Consultation

5.1   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 standards 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.

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5.2   Examples of how actions might be developed for theme one are included in
      the draft strategy appendix.

5.3   The consultation process will be used as a „call to action‟ to encourage
      partners to sign-up to contribute to the delivery of the action plan. This can be
      by sponsorship, direct delivery of actions or being part of a partnership
      approach offering facilities, volunteers or other resources.

5.4   All stakeholders consulted in the development of the strategy will be given the
      opportunity to comment and sign-up to the draft strategy. It is also proposed to
      promote the draft strategy to residents via the local media and direct them to
      comment and potentially sign-up on dedicated pages on the council website.

5.5   The draft strategy with completed actions will come back to Overview on 5th
      June prior to going to Cabinet for final approval on 26 June.

                                       4 of 21
Draft Olympic Strategy for Basingstoke and Deane                     APPENDIX

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.
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 standards which are only achievable with

                                      5 of 21
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.

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

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

   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.

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   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%.

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 Consulting.
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 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 opportunities identified for the South East that support the RES can be
summarised as:- Business and Foreign Direct Investment; Community and
Participation;  Sports Sector Capacity; Visitor Economy and Transport

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         Infrastructure and Gateways. In order to respond to these opportunities a number
         of regional sub-groups were established.

                          London Organising Committee for the
                               Olympic Games (LOCOG)

                            Nations & Regions Group (NRG)

                              South East Regional Olympic
                            Co-ordination Group (SEROCG)

Visitor Economy    Opportunities for         Sport          Communities and          Physical
                      Business                                Participation       Infrastructure

            The subgroups have all contributed to an over-arching regional plan, called
            the Regional Framework. The Regional Framework gives some direction in
            terms of key deliverables 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 commitment to develop an Olympic Strategy, outlined in the council minute
of July 2005 is now evident in the Council Plan 2007-2010.

Priority AC57: Devise and implement a strategy through which the Borough
can benefit from the 2012 Olympic Games.

The Strategy will be one of the tools through which a number of other aims and
actions in the Draft Council Plan, and which reflect the intent of the original
motion, could be addressed, for example:
A4      Improve the image of the Borough as a place to live, work, invest, do
       business and visit
A8     Improve provision of local leisure, cultural and community facilities and
       encourage and facilitate their use by local people and visitors.

AC1 Work with local businesses and the Borough Business Partnership to
promote the area as a centre for excellence for business, to attract inward
investment and to support and encourage businesses already established in the
borough to grow.
AC3 Promote initiatives jointly with partners to enhance the image of the
borough, adding value to its local and regional importance in terms of business
opportunity, cultural provision and the outstanding natural environment.
AC54 Maintain and where practicable improve the borough‟s council-owned and
council-supported leisure, recreation and cultural assets.
AC55 Work with others to secure continuing investment in broadening and
improving the widest possible range of leisure, recreational and cultural facilities
and activities and to encourage take up by all sectors of the community.
AC56 Encourage and support initiatives promoting and facilitating healthier
lifestyles through increased participation in active leisure.
AC95 Increase participation in sport and recreation by harder to reach groups.
AC96 Encourage volunteering in, sports coaching, arts and community
development activities and the protection and management of the local

The development and delivery of the strategy will be achieved in a way that
reflects the Council‟s core values:
              Delivering community well-being
              Ensuring equality and valuing diversity

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              Social inclusion
              Transparency and accountability
              Securing efficiency and value for money
              Valuing staff
This approach is consistent with the principles of The Local Government White
Paper „Strong and Prosperous Communities‟ which encourages community
engagement and local partnerships to achieve improvement in the quality of life
for local people and long term prosperity for the borough.
The strategy will also enable the council to evidence its commitment to other key
partnership strategies such as the Community Strategy, which includes the
following objectives:

       H5    High levels of participation in cultural and leisure activities are
             maintained for all age groups
       L4    Support for young people is increased through good schools and
             colleges and other appropriate learning opportunities
       P3    The wider world has a positive image of Basingstoke
       C5    There is a thriving voluntary and community sector that benefits the

and the Hampshire Local Area Agreement (2006-2009), for example

Priority 1   Improve the Life Chances of Children and Young People
Action       Widen participation in a range of sport, recreation and cultural
             activities available for young people
Priority 6   Promote the Health and Well being of people in Hampshire
Action       Increase levels of sport and physical activity and healthy eating.
Priority 8   Empower local people to have a greater voice and influence over
             decision making and the delivery of services
Action       Increase capacity of voluntary organisations to deliver public

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.

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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. 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
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 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).

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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.

The opportunities afforded by the Diamonds for Growth status will be assessed in
the context of the Olympics Strategy as this work progresses.

How can the Olympics help us to achieve borough priorities?

The following section analyses the regional and local context and identifies
potential opportunities for the strategy to link in with existing priorities.

   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 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.

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   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 identified opportunities including:
         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 on bidding for Olympic contracts.
         c. The Cultural Olympiad. This will last from 2008 to 2012. £40m trust
            from the national lottery will opened up in 2007 to support cultural
            and sporting activities in the run up to 2012.
         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.
         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 Olympics.

   7. The report to Economic and Community Development Overview in
      January 2007 outlined a number of potential actions grouped under five
      themes. These are discussed in more detail below. An example of how
      these opportunities could translate in to actions with different levels of
      investment is presented at Appendix1 The five themes were:-

Maximise opportunities to create Active, Healthy Communities.

Actions could include

      Increase participation in sport and physical activity with a particular focus
      on young people, older people and hard to reach groups. Meet and
      exceed LPSA target of a 1% year on year increase in adult population
      taking part in 30 minutes of moderate activity 5 times a week.

      Work with the Brighton Hill School Sports Partnership to increase physical
      activity among young people. Target 85% of students taking part in 2
      hours of high quality PE by 2010 (note: The Brighton Hill School Sports
      Partnership includes all junior, primary and secondary schools within the
      borough to raise standards in PE in schools)

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      Deliver a range of Sports Development Programmes to encourage people
      to take part in sport and physical activity. Develop a strong local sporting
      infrastructure of high quality clubs, coaches and volunteers. Provide
      „pathways‟ for people to take part in sport from grassroots to elite level

      Implement a range of health programmes to increase public awareness
      and involvement in active, healthy lifestyles. Deliver projects linked to
      Local Area Agreements and Local Public Sector Agreements (level 2)
      targeting getting older people more active, childhood obesity for 7 – 11
      years, and the Healthy Schools Programme

      Improve access to cycling and walking routes throughout the borough and
      encourage sustainable transport

      Audit local leisure provision through the Leisure Needs Analysis for the
      Local Development Framework. Utilise the Active Places survey to
      ensure facilities meet the needs of the local community.

Discussion of theme

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.

Maximise opportunities for Tourism and Economic Development.

Actions could include:

     Work with the visitor economy regional sub group and the Arts Council to
     develop a regional cultural event within the borough.

     Ensure the borough is engaged in national and regional events linked to the
     Olympic Games e.g. Olympic Flame relay

     Utilise the London 2012 Olympic Games to attract visitors to the borough,
     focus on displaced business from London and business tourism due to the

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     proximity to London. Develop a visitor strategy to showcase the borough as
     a destination to visit and stay

     Utilise the Olympics to improve the „Image of the Borough‟ and attract
     inward investment to the borough

     Provide training and support to local businesses to enable them to gain
     Olympic related business. Provide an improved trained and skilled
     workforce for the future

     Support the bids made for training camps in January 2007 for the Active Life
     Centre (Gymnastics) and Wellington Riding School (Equestrian) and lead
     the submission for Down Grange (Hockey). Use the profile of these camps
     to support all elements of the strategy.

Discussion of theme

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.

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 there may also be external resources
available for celebrating the Cultural Olympiad. There are currently very limited
resources invested in tourism in the borough.

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.

Celebrate culture and bring communities together by developing a feel
good factor and community pride

Actions could include:

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     Build capacity within the voluntary sector to support the delivery of the key
     themes by providing training and development opportunities for clubs,
     groups, coaches, leaders, and volunteers

     Celebrate local diversity through a series of local events celebrating the
     Olympic Games

     Provide opportunities for everybody to „touch the Olympic Games‟ by
     engaging communities in events and activities. Provide young people with
     the opportunity to compete, create, and collaborate with other young people
     from Olympic Countries. Projects may include an Alternative Games or
     Community Games

     Utilise the Paralympics to ensure access to leisure and cultural opportunities
     for all the community, including facilities

     Work with schools to deliver citizenship programmes linked to the Olympic
     Games and the „On your Marks!‟ education programme.              Use the
     information to inspire people to get involved in the Olympics and the
     opportunities they offer

     Build on links with our twin towns and develop opportunities to develop
     further international links.

Discussion of theme

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. The outcomes of this theme in terms of „feel good factor‟
are difficult to measure and also potentially very short–lived. Community groups
may be able to apply for resources from the £40m Olympic Trust to celebrate the
Cultural Olympiad. The Cultural Olympiad has not traditionally been part of the
Games. It is planned as a four year celebration of culture, reflecting the diverse
communities of London and the UK. It is planned to last from Beijing 2008 to
London 2012 and encourage more people especially young people to get
involved with the Games. The Select Committee pointed out that the Cultural
Olympiad had received very little publicity so far and suggest that the
Government should be doing more to publicise and co-ordinate it. At the Select
Committee, the Museums Libraries and Archive partnership suggested that the
Cultural Olympiad would rely largely on local authority cultural services.

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Partnership with Business

Actions could include:

     Maintain a close working relationship with the Basingstoke 2011+1 working
     group in developing links between the business community and the Olympic

     Deliver a series of „master classes‟ in sport and cultural activities to attract
     people to the borough

     Secure an enhanced package of support for local talented athletes to assist
     them to reach their potential in sport. Work with Sport Hampshire and IOW
     to maximise the Hampshire Talented Athlete Scheme in Basingstoke and

     Maintain and enhance partnerships with facility providers to enable the
     delivery of the key themes of the strategy. Maintain current sports
     development schemes including Free Access to National and County Sports
     People (FANS and FACS)

     Develop new partnerships through the cultural forum and the creation of a
     Sport and Physical Activity Alliance (SPAA) to secure investment and
     shared resources between public, private and voluntary sectors.

Discussion of theme

The Basingstoke 2011+1 group are keen to contribute to the Olympic Strategy for
the borough and local business sponsorship could be a source of funding for
activities that otherwise would not be funded by the council. In making the
sponsorship attractive to business we shall also need to ensure that we do not
contravene branding regulations associated with London 2012. 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

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Secure a Long term legacy for the borough as a result of the London 2012
Olympic Games

The legacy benefits of hosting the Olympic Games in London must be
sustainable and „run through‟ each of the previous 4 themes. The legacy for the
borough will be:

    Increased community pride and raise profile of Basingstoke and Deane.

    Increase in tourism and visitors to the borough

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

    Improve health and reduce obesity - sustained increase in participation that
    continues to increase after 2012 to meet government target of 70% adults
    taking part in 5 x 30 minutes moderate activity by 2020

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

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

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

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 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 suggest that, “the legacy
of the Olympics should not start after 2012, but rather right now.”

                                   18 of 21
On the Podium: Examples of actions for the Active / Healthy Communities theme of the Olympic Strategy.
The options are presented using an Olympic Medal analogy. Bronze level represents what can be achieved within existing resources, Silver and Gold
Levels require additional resources and commitment from partner organisations.

       Active Healthy
       Communities                                                                                                                        Project
       Project /                           BRONZE                              SILVER                             GOLD
       1. Audit local          Maintain current facility           Increase access to                Undertake Leisure
       leisure                 provision focusing on               current facilities for            Needs Analysis
       provision to            Management contracts,               minority sports                   Provide a dedicated
       ensure that             Service Level Agreements            (Volleyball, martial arts,                                      BDBC – Leisure /
                                                                                                     facility for multi sport
       facilities meet         and Capital Grants                  table tennis)                                                   Sport
                                                                                                     including minority sports
       the needs of            Offer Free Access to                Improve access for                Re-surface Hockey pitch
       the local               National Sports People              disabled users via                Enhance athletics track
       communities             and a „capped‟ number               programming of activities         to 8 lanes and spectator
                               County Sports People                Support community                 facilities
                               during off-peak times               sports facilities to              Review QMC and
                                                                   achieve accreditation for         Cranbourne Pools
                                                                   service delivery                  Enhance rural leisure
                                                                   Offer uncapped provision          provision
                                                                   for County Sports People          Offer full peak access to
                                                                                                     HTAS, FANS and FACS

                                                                      19 of 21
Active Healthy
Communities                                                                                                       Project
Project /                      BRONZE                       SILVER                        GOLD
2. Deliver a       Develop young volunteers      Develop capacity of key    Develop capacity of key
range of Sports    through „Step into Sport      clubs to respond to        clubs to respond to                BDBC –
Development        programme‟                    increased demand from      demand from the                    Leisure / Sport
programmes to      Provide Ad-hoc Club           the Olympics - Target 3    Olympics - Target 6
encourage          development support           Clubs                      Clubs
people to take     Run a programme of CPD        Proactive CPD for          Needs led programme of
part in sport      courses for coaches /         coaches / volunteers       CPD for Coaches /
and physical       volunteers                                               volunteers
activity,                                                                   Employment of
including a                                                                 Community Sports
strong                                                                      Coaches
infrastructure                                   Improve co-ordination of
of clubs,                                        sport specific
coaches and                                                                 Ensure that sport
                                                 development to meet
volunteers         Deliver sport specific                                   specific programmes
                                                 local need
                   development in 9 target                                  meet need and create a
                   sports for young people                                  „lifelong‟ involve in sport /
                                                                            active lifestyles

3. Implement a     Deliver the „Return to        Return to Sport – 2        Return to Sport – 3             BDBC – Leisure /
range of health    Sport‟ programme for          courses per sport per      courses per sport per           Sport
programmes to      Adults – 1 course per sport   year                       year
encourage          per year                      Increase Health Walk
active / healthy   Deliver Health Walks for      Scheme
lifestyles         Older People – 5 different

                                                    20 of 21
Active Healthy
Communities                                                                                                Project
Project /                       BRONZE                     SILVER                     GOLD

4. School Links    Deliver Hampshire Youth,    Deliver Borough Youth      Co-ordinated programme    BDBC – Leisure /
– Work with        Mini and Parallel Games     Games leading up to the    of after school club      Sport
Brighton Hill      Contribute to the Healthy   Hampshire Games            sports programmes
Sports College     Schools Programme           Extend involvement in      linked to Borough and
to increase                                                               Hampshire Games           Brighton Hill
                                               Healthy School
physical                                                                                            Community
activity among                                                                                      College
young people
5. Improve         Deliver Cycling Festival    Identify and deliver ad-   Deliver a programme of    BDBC – Leisure /
access to          linked to Le Tour           hoc events linked to the   events linked to the      Sport
cycling and                                    Olympics                   Olympics and active /     Planning and
walking routes                                                            healthy communities       Transport
throughout the                                                            from 2008 to 2012 e.g.
borough and                                                               Olympic Flame,
encourage                                                                 Commonwealth Games
sustainable                                                               2010
6. Increase        Deliver Summer Outreach     Deliver Summer             Deliver a Year round      BDBC – Leisure /
participation in   Project with young people   Outreach Project with      (other school holidays)   Sport
sport and          in targeted Urban Wards     young people in targeted   Outreach Project across
physical                                       Urban and Rural Wards      the borough
focusing on
young people,
older people
and hard to
reach groups –
linked to 1%
increase in 5 x

                                                  21 of 21

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