Hampshire County Council

Recreation and Heritage Policy Review Committee Item 8

23 January 2003

Sports Strategy

Report of the Director of Recreation and Heritage

Contact: Julie Amies 6029

1. Purpose

1.1 This report recommends a framework for the development of a sports strategy (to include physical education and school sport) for the Hampshire and the Isle of Wight Sports Partnership and invites members to both comment upon the issues raised and in particular any other issues they might like included.

2. Background

2.1 As members will be aware, Hampshire County Council's current Sports Strategy, jointly produced by Recreation and Heritage and Education, is now over four years old. At the sports service's annual planning session in 2001, it became clear that the strategy was reaching the end of its shelf life and it was time to look at it afresh. This was for two reasons. Firstly, many of the targets set had been achieved and secondly, the world of sport is rapidly undergoing change.

2.2 Many developments have taken place in sport and physical education during these four years, including the Active Schools programme and the development of 45 partnerships around the country to deliver the national Active Sports programme. In this area, the sports partnership is based upon all the District authorities in Hampshire, the three unitary authorities of Portsmouth, Southampton and the Isle of Wight as well as the County Council itself. Governing Bodies of Sport are also represented in the partnership.

2.3 It is largely because of this development that a paper was taken to the Chief Leisure Officers Group in July 2002 to seek advice as to whether the County Council should focus on a strategy addressing direct issues for itself or whether it should look at issues that affect the whole of the partnership.

2.4 The Chief Leisure Officers resolved that sports development officers (SDO's)from each of the Districts, Unitaries and the County Council, together with Governing Body development officers should meet to identify if there were shared issues that could form the basis of a strategy for the whole of the partnership area.

2.5 Hampshire County Council appointed Direction Sportive, under the leadership of Mike Whittingham (former elite athlete, coach to Roger Black, Kriss Akabussi and others and former Chief Leisure Officer himself) to run a workshop at Winchester Tennis and Squash Club on 6 December 2002. The aim was to take participants through a planned process that explored common issues and management practices amongst SDO's working in Hampshire and the Isle of Wight. Attendance was excellent, 11 of the 15 authorities (including two of the three unitary authorities) came along and therefore the following findings are very representative of those involved in sport in Hampshire and the Isle of Wight. A full list of attendees can be found in Appendix 1.

2.6 The workshop was able to identify that there were sufficient shared issues that could form the development of a sports strategy across the Hampshire and Isle of Wight partnership area and that this would indeed be the best way forward.

3. Findings

3.1 The findings can be broken down into four areas - purpose, values, vision and strategy. A comprehensive report from the workshop is attached as Appendix 2 but it is proposed that the following summary forms the basis of an agenda for wider consultation with sports groups and organisations.

4. Purpose

4.1 The definition of purpose is about why the organisation exists. It is defined as the unattainable and unchanging and is never reached. For the Hampshire and the Isle of Wight sports partnership this might be:

· To improve the community's health through sport or;

· To create a community passionate about sport or;

· To improve the quality of life through sport.

5. Values

5.1 Values are what the organisation, in this case the Hampshire and Isle of Wight Sports partnership, stands for. They are the ethical principles and accepted standards that each partner signs up to.

5.2 Sports Development Officers had strong consensus on values. It is proposed that the following list forms the basis of the values that the Hampshire and Isle of Wight Partnership will follow:

1. Equity

2. Integrity

3. Commitment to continuous improvement

4. Individual and collective responsibility

5. Innovative

6. Community/individual led

7. Flexible

6. Vision

6.1 The vision is the picture of the desired long term future and goals of the partnership. Many Sports Development Officers talked about the need to be results focused and to prioritise. The vision is all about this as goals should be concrete and time bound.

6.2 The following goals were highlighted (some have been modified to make them more specific, some will need further clarification and modification and clearly there will be more to add following consultation):

1. To work with schools, coaches and National Governing Bodies of Sport to develop and implement robust talent identification and development programmes, using the principles of the Long Term Athlete Development Model, in at least the nine Active Sports, leading to a single sports plan by 2010.

2. To provide at least one sustainable, community driven sports club in each local authority area by 2005.

3. To raise the profile of sport and develop a sporting culture in schools and the community throughout the life of the strategy.

4. To encourage schools to work towards fully implementing the two hours of Physical Education entitlement across the partnership area by 2010.

5. To increase adult participation in sport and physical activity by x% by 2010 focusing on women, young people, disabled and older people and economically disadvantaged groups for health benefits.

6. To increase the number of coaches and volunteers working with schools and sports organisations by x % by 2010.

7. To continue to improve and use the database of approved coaches and volunteers able to work in schools, clubs and other sport environments to ensure that all coaches working in these environments are registered by 2010.

8. To develop and expand links between schools and sports organisations to provide increased opportunities for both recreational and competitive sport throughout the life of the strategy.

9. To establish up to 14 school sports co-ordinator partnerships within the Hampshire and Isle of Wight area to include all primary, secondary and special schools by 2005.

10. To work with each school sports co-ordinator partnership to establish and guide a new sports network within each local authority in order to increase participation and provide new roles in sport for young people, leading to a healthy and active lifestyle and increasing wellbeing and citizenship.

11. To provide annual training and development programmes for coaches and volunteers across the partnership area in at least nine sports, leading to the retention of at least 90% of the coaches registered on the Active Sports Programme linking them to stage 1 and 2 activities.

12. To develop x school club links across the partnership area by 2010.

13. To attract a minimum of 50% partnership funding to the Hants and IoW sports partnership.

14. To work with x clubs in each authority area in each year of the strategy to achieve their respective club accreditation ensuring that they are Safe, Effective and Child friendly Clubs.

15. To develop two multi sports club in each District Authority area by 2010.

16. To commission benchmark research to measure levels of participation by April 2005 with a follow up survey in 2010.

17. For at least 50% of the local authorities to have achieved QUEST (a Quality Assurance measure specifically designed for sports and leisure management) by 2010.

18. To develop a facilities strategy for the partnership, linked to club development by 2005.

This vision will be further enhanced by evaluations of community strategies across the partnership area.

7. Strategy

7.1 These are the specific initiatives necessary to achieve the vision. Each partner, including the County Council would develop their own annual plan, linked to their respective organisation's corporate, service specific and/or community strategies to determine what their priorities will be and what resources they have available to deliver the priorities.

7.2 Many of the Districts already have strategies that already compliment the shared purpose and vision.

7.3 Some examples that an organisation might cover include:

· Attracting funding for sport - this can be for specific projects or for our voluntary sports sector who require funds to develop facilities, deliver activities etc.

· Strategies for recruiting, retaining, recognising, supporting and developing volunteers

· Access - working towards the minimisation of barriers to participation

· Providing clear pathways for people to develop from grass roots to elite

· Work with schools

· Developing specific facilities etc.

8. Conclusion

8.1 In the words of the consultant, Mike Whittingham, Sports Development Officers (SDO's) "...displayed a very positive attitude and strong desire to explore new ways of building new partnerships and of working together to become an even more effective team. The SDO's came across as young, dynamic, innovative and very professional in their outlook. As a group it is apparent that they are a strong unit and this can be built upon in the future.

8.2 The SDO's were also very clear about the benefits of working together in terms of maximising resources, improving communication, sharing good practice, improving standards and co-ordination etc. and it is this clarity of vision that will ensure that a partnership strategy will be owned and delivered across the partnership area".

8.3 With the arrival of both the Government's new sports strategy and the regional sports boards in 2003, a partnership strategy is going to place Hampshire and the Isle of Wight in a strong position to draw down new and additional resources to implement its strategy.

8.4 In conclusion, Members' views are sought on the proposed way forward and the framework outlined in this report that will help to develop the first consultative draft of a sports strategy for the Hampshire and Isle of Wight Sports Partnership.

Recommendation

1. That the framework for the development of a sports strategy for the Hampshire and Isle of Wight partnership be supported and submitted to the Executive Member for Recreation and Heritage for his consideration.

Section 100 D - Local Government Act 1972 - background papers

The following documents disclose facts or matters on which this report, or an important part of it, is based and has been relied upon to a material extent in the preparation of this report.

N.B. the list excludes:

1. Published works.

2. Documents that disclose exempt or confidential information as defined in the Act.

TITLE LOCATION

Direction Sportive report "Hampshire Sports Attached as appendix 2

Development Officers "Strategy" Workshop

Appendix 1

Appendix 2

Hampshire Sports Development Officers

"Strategy" Workshop

The workshop took place at Winchester Squash & Tennis Club on December 4^th .The main objectives were to lead participants through a planned process that explored the theme of "Commonalities" amongst the work and management practices of Sports Development Officers in the county.

(More specific outcomes /objectives were outlined in the preparation material).

The workshop concentrated on a number of specific areas. Twenty four Sports Development Officers from within Hampshire attended the workshop representing Hampshire, unitary authorities, local boroughs and specific sports (Rugby, Tennis, Football) .The group, initiated by the facilitator Mike Whittingham of Direction Sportive, carried out discussions and group activities based around the following key areas:-

1. What values do you share?

2. What are your key objectives and purpose?

3. What vision do you share for sports development?

4. What is the current position in relation your approach to strategic plans?

5. What are the benefits of the whole county /region taking a more shared strategic approach?

6. What factors affect your ability to be more effective?

7. What additional support do you require to help achieve greater performance?

8. What are the key strategic areas where a new approach could be beneficial and deliverable (agreed core elements).

The following points are a summary of the key points arising from the day `s activities. They have been taken directly from the work of the individual groups These points have been unedited.

Senior Management may wish to use these notes as "triggers" or even a catalyst for a change in the way Hampshire Recreation Department approach its strategic planning.

What factors affect your ability to deliver?

_ Changing Agendas

_ Communication amongst organisations

_ Prejudices (disabled)

_ High turnover in SDO staff-move posts

_ No clear staff structure force SDO 's to move around

_ Cultural barriers

_ Delegation not happening

_ Skills gap -Continuing Professional Development

_ Reactive work-bolt on initiatives

_ All things to all people- remit too large

_ Ability to say "No"

_ Lack of support from admin and line manager

_ Allow different timescales for city/rural initiatives

_ Economy-pressure on budgets

_ Work-loads need to be constantly prioritised

_ Delays on decision-making should be avoided

_ Inter-planning exercise amongst departments and staff to be encouraged

_ Certain Individuals identified need for better personal time management skills

_ Period of stability through clearer clarification of job roles and responsibilities

_ Clear targets or outcomes required in some instances

_ Lack of facilities

_ Infrastructure

_ Conflict of interest within policies, units, members, organisations

_ Job assurance & stability

What additional Support would be useful?

_ More quality time

_ More quality staff with appropriate skills

_ Working environment

_ Clear planning

_ Mentoring

_ Networking case histories

_ Opportunities for progression

_ More Continuing Professional Development

What values do you share as a group?

_ Passion for sport

_ Belief in what we do

_ Enthusiastic

_ Committed-to embrace change

_ Creating a legacy

_ Flexible

_ Equitable

_ Approachable

_ Equality

_ Integrity

_ Community/individual led

_ Commitment to continuous improvement

_ Individual & collective responsibility

_ Innovative

_ Ability to prioritise

_ Results focused

_ Team players

_ Ability to communicate

_ Knowledge and understanding

_ Facilitator

_ Ethical

_ Transparent

_ Fun & enjoyment

_ Accessible

_ Knowledgeable

_ Dedicated

_ Strategic

_ People orientated

_ Supportive

_ Diplomatic

_ Objective driven

_ Education-life long learning

_ Child friendly/safe environment

What objectives do you share as a group ?

_ Passion for Sport

_ Strategic planner

_ Diverse knowledge of sporting structures & partnerships

_ Provide quality service

_ Improves a quality of life

_ Knowledge and understanding

_ To provide one effective system for sport to enable people to enjoy participate, develop and excel

_ Raising standards

_ Raising profile

_ X-cutting

_ Increased opportunity

_ Delivering political agenda

_ Community building

_ Responding to customers needs

_ Part of bigger picture/initiatives

_ Create: Enable: Support: Sustain -Quality Opportunities

_ To provide accessible and sustainable sporting opportunities that will enable people to achieve their personal goals

_ Attract funding for sport

_ Recognising & supporting volunteers

_ To create opportunities by minimising the barriers to participation in all aspects of sport throughout the community

_ Supporting pathways from grass roots through to elite

What vision do you share as a group

_ To have a complete structure ensuring the route to excellence

_ A sustainable network of community driven sports clubs providing opportunities to all

_ All people to access quality sporting opportunities at the level they desire

_ To provide opportunities for all to take part in vigorous physical activity for an active and healthy lifestyle

_ Quality sustainable opportunity for all

_ Higher profile for sport

_ A statutory well funded service

_ Effective pathways

_ Creating sustainable opportunities across a spectrum of sports-enabling accessibility to all.

_ Existence of sporting opportunities at all levels for everyone in the community through strong and structured clubs

What are the benefits of having shared, uniform, core elements of a strategy across the county/region?

_ Maximise resources-staff/finance/equipment/knowledge/skills/facilities

_ Better communication

_ Maximise output-minimise input

_ Defined pathways

_ Signing up to shared good practice

_ Improve partnership working (building on existing practice)

_ Co-ordinated approach

_ Joint ownership

_ Common aims & objectives

_ Improve standards

_ Breaks down borders/barriers

_ More effective avoids repetition

_ Structured but flexible

_ Bigger and stringer voice

_ Building on existing good work

_ Economies of scale

Give example of areas where a shared more uniform approach could have a strategic impact across the county/region?

_ NGB strategy adopted within region more readily

_ Club accreditation

_ More multi-sports clubs linked to school sites

_ Research on participation & patterns of participation levels

_ Use of national P.I's. to benchmark sports development

_ Use of agreed performance management tool across Hants

_ Facility strategy

_ Standardisation of pay for coaches & professionals

_ Awards for all &Grants

_ Archive Communities

_ Importance of flexibility for local delivery

_ Local facilities & multi-purpose facilities

_ Health Initiatives

_ Replicate sports specific development days across the county

_ Active Sport

_ Centres of excellence

_ Sports Colleges as sporting centres

_ Child protection

_ VIP & lobbying

_ Achievable targets- disability

_ Equity discussions

Main Proposal arising out of Workshop based on full support of participants:-

_ That Hampshire and partners should consider agreeing core generic areas where a shared approach to a county wide Sports strategy will help provide more efficient partnerships leading to better delivery of services and a more effective long-term planning process

_ At the same time agreement should be reached on specific areas that should remain the domain of local and unitary authorities/ NGB's..

Summary

The group worked extremely hard all day and were very cooperative. They displayed a very positive attitude and strong desire to explore new ways of building new partnerships and of working together to become an even more effective team. The SDO 's came across as young, dynamic, innovative and very professional in their outlook. As a group it is apparent that they are a strong unit and this can be built upon in the future. They are also an important group in terms of making things happen across the county. Their work is valued and respected by many partners county- wide.

With the arrival of new Regional Boards in 2003, Hampshire `s forward thinking approach, through sessions like this , will have an important impact o the direction and scope of work the new region might take.

Hampshire is clearly ambitious but also keen to move ahead in a manner that helps promote sound management and best practice.

Mike Whittingham , Direction Sportive. December 2002