Argyll and Bute Council and Physical Activity Strategy 2005 – 2008

A Review

Final Report

November 2008

Slainte Ltd 19 Lorn Drive, Glencoe, Argyll, PH49 4HR E-mail [email protected] Web: www.slainte.ltd.uk Tel: 01855-811626 or 07717-217898

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Contents

1. Executive Summary

2. The Brief

3. The Context, Nationally and Locally

4. Summary of Key National Strategies for Sport and Physical Activity

5. Argyll and Bute Sport and Physical Activity Strategy 2005-08 in Summary

6. Alignment with National Strategies

7. Effectiveness of Delivery against Intended Outcomes

8. Summary and Conclusion

9. Looking Forward

Appendices 1. Sources of Information 2. Vision and Aims of 2005 Strategy 3. Further details of National Strategies for Sport and Physical Activity

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1. Executive Summary

Ø Argyll and Bute has an enviable range of natural resources including sea and inland waters, mountains and woodland which provide maximum opportunity for participation in outdoor activity for both local and visitor Ø These natural resources attract a number of major national and international events which not only showcase Argyll and Bute to the wider world but also bring significant economic benefit Ø There are a number of national and sectoral strategies which impinge on sport and physical activity and the complete picture is somewhat confusing, making it difficult for local delivery agents to align with the national picture Ø The Aims and target outcomes of the 2005-08 Strategy indicate an inclusive and comprehensive approach to sport and physical activity which touches all dimensions of the local community and active visitors to the area Ø The 2005-08 Strategy well with national programmes and strategies, particularly such as Active Schools and Curriculum for Excellence Ø The Strategy identifies a large number of target outcomes (115). Although this provides a specific “roadmap” for the direction of the Strategy, many of the outcomes are difficult to measure and the identification of a limited number of Key Performance Indicators, related to the outcomes, would allow for easier assessment of the achievement of the Aims Ø There are key indicators that show that the overall delivery of the strategy is successful. These include the national awards given to the Stramash activity programme, the measurement of adult participation in sport that puts Argyll and Bute in the top quartile in ; the explosion in coaching awards taken (from 47 in 2005 to 350 in 2008) Ø It is a major concern that the Argyll and Bute Community Plan 2007-17 almost totally ignores sport and physical activity as a key mechanism for delivering Vibrant Communities and, in the case of one of the national strategic objectives, a Scotland that is Healthier Ø Overall, the Strategy shows a good vision of how to deliver national and local objectives in relation to Sport and Physical Activity with the result that the people of Argyll and Bute are being given, and are responding to, many more opportunities to participate in health with beneficial personal and social impacts.

2. The Brief

In March 2008 Slainte Ltd was asked by Argyll and Bute Council’s Sport and Leisure Services division to carry out a review of the Council’s Sport and Physical Activity Strategy which had been adopted in 2005. The review was to identify how well the strategy aligned with relevant current national strategies; how effective it was at delivering its stated actions and outcomes; and was to offer guidance on how the strategy should be amended to meet the area’s needs, and national priorities, over the period 2008-2014. The result would inform the development of an Action Plan for the next five years, which will be set in set in a standard measurement framework that would align with overall Council measurement.

3. The Context, Nationally and Locally

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Nationally, the over-riding context is a concern over the lack of physical activity being undertaken by Scots which, combined with a generally poor diet, is resulting in poor health, high cost to the NHS for treatment and employers in absence, early death (particularly in poorer neighbourhoods), and serious concerns over a time-bomb of future obesity and ill- health in the generation currently growing through childhood.

These concerns have resulted, over the period 2002 to 2007 in particular, in a number of physical health and activity strategies being produced by a number of bodies with an interest in health and/or activity. There appears to have been no attempt to encourage a common approach, for example, that the strategy to promote cycling would be clearly aligned with the national strategy on physical activity. This has made the national picture unnecessarily confused and, for delivery agents such as local Councils, difficult to identify how best local delivery can be best aligned with national strategy.

The bridge between national and local is being channelled through the Single Outcome Agreement structure, between Scottish and local Government, and through Community Planning as the body that is seen as representing the grass-roots and promoting and monitoring delivery of appropriate activities. The Argyll and Bute Community Planning Partnership does not appear to consider sport and physical activity a priority since the term “physical activity” does not appear anywhere in the Community Plan 2007-17 and “sport” is only used in a general aim to increase sport and culture facilities. Health improvement appears, in the Community Plan, to be focused on achieving a reduction in substance misuse with no reference to plans for encouraging healthier lifestyles. The lack of inclusion of sport and physical activity in local strategic thinking is a major concern.

4. Summary of Key National Strategies for Sport and Physical Activity

4.1 Introduction

It is logical and right that any strategy for sport and physical activity for Argyll and Bute should be aligned with any national strategies and targets. It is also logical and right that the particular economic, demographic and geographic circumstances of Argyll and Bute are taken into account to ensure a strategy that is tailored to the needs of the area rather than simply repeating the national assessment. It is not easy to align the national strategies for a number of reasons, such as they are created at different times; they are created by different agencies; they address particular issues within the physical activity environment. They should also include discrete targets, a baseline for measurement of these, and a measurement mechanism, but frequently these essential elements are not present. This section focuses on the content of national strategies that is most relevant to Argyll and Bute’s Sport and Physical Activity Strategy. Further details of the national strategies are provided in Appendix 3.

An example of the potential for confusion is that the Key Challenge identified in Sport 21, the National Strategy for Sport 2003-07, is to have, by 2020, 60% of adult Scots taking part in sport at least once per week (no length of session, or definition of taking part, is given). The National Strategy for Physical Activity (2003), called Let’s Make Scotland More Active, has a target that, by 2022, 50% of adults over 16 years old will be engaged in

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moderate activity for around 2.5 hours per week . Reaching Higher (2007), the document that updates Sport 21 and is referred to as the new National Strategy for Sport repeats the Sport 21 target in the narrative but offers no details of targets or measurement of these. An enquiry to elicited the response that the document had nothing to do with them and enquiries should be addressed to the . The Auditor General, in A Performance Review of Sport in Scotland (2008), says, somewhat damningly, that “ There are no targets to track progress against national objectives for sport from 2008 ” and “Information on progress against the existing targets is not up to date or complete ” (p21).

A further complication comes in definitions and scope. The National Strategy for Physical Activity uses the following graphic:

Physical Activity

Active Recreatio Sport Dance Play Exercise Living nal Activity

The graphic is repeated in Reaching Higher but while Sport can be seen as a reasonably easily defined element of physical activity, Dance, Play and Exercise are very specific and perhaps unexpected choices for the other key areas. Active Living (encompassing walking to work, gardening, using stairs rather than lifts, etc) and Recreational Activity (for example, walking and cycling as leisure pursuits) bring in a great number of health initiatives, many of which have their own strategic aims and targets.

4.2 National Physical Activity Strategy (2003)

This has the goal “to increase and maintain the proportion of physically active people in Scotland”.

Specific objectives are to:

• Develop and maintain long-lasting, high-quality physical environments to support inactive people to become active • Provide accurate and evidence-based advice to staff who are involved in government policy and service delivery and who work in the voluntary and private sector • Raise awareness and develop knowledge and understanding about the benefits of physical activity and provide access to information • Carry out research, monitoring and evaluation

Strategic priorities:

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Priorities to support children and young people • Parents should be given support to gain the necessary skills and confidence to take an active role in helping their children to enjoy an active life. • All children and young people, including those with disabilities, should have the opportunity to be physically active through their home, school, college or university and community. This should include: having the opportunity and being encouraged to take part in physical activity for at least one hour a day; and having access to a range of physical activities including play, sports, dance, exercise, outdoor activities, active travel, such as walking and cycling, and being encouraged to be active in daily tasks in and around school, college or university. • Stronger links are needed between school and community, and between nursery, primary, secondary school and further and higher education. • All children, including children with disabilities, should be physically educated in nursery, primary and secondary school. This should include: taking part in at least two hours of quality physical education classes a week (the definition of what we mean by quality physical education is in Annex B); and gaining the appropriate movement and behavioural skills needed for an active life. • It recommends that the Scottish Executive’s Review of Physical Education tackles the status and content of the physical education curriculum and the resources available for its delivery.

Priorities to support adults • Adults who come into contact with primary care should be offered an assessment of the health risks associated with their level of inactivity and then be referred to appropriate counselling and community activities that are tailored to their specific interests. Promoting activities for adults should include a range of things such as environmental changes, social support networks, education and using local media. These should be planned together as community-wide campaigns. • Employers should be given incentives to promote physical activity and this should be developed through initiatives such as Scotland’s Health at Work (SHAW). This is an award scheme to encourage and support employers to develop policies for promoting health in the workplace. • Employees should have opportunities and be supported to be active in their workplace. 25 Priorities to support adults in later life • Adults later in life should have the opportunities and should be supported and encouraged to remain active in the community for as long as they choose. • Frail older people living independently should have self-help resources and staff support to be physically active within their homes. • People living in residential care should have opportunities for physical activity in line with the Care Home Standards 2001.

As mentioned above, the strategy sets discrete targets:

• By 2022, 50% of adults over 16 years old should accumulate at least 30 minutes of moderate activity on most days of the week (taken to be at least 2.5 hours per week).

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• By 2022, 80% of children aged 16 and under should accumulate at least one hour of moderate activity on most days of the week (taken to be 5 hours per week).

“Moderate” is defined as using 5-7 calories per minute, equivalent to brisk walking.

In addition, a key indicator is identified:

• 100% of schools delivering 2 hours of Physical Education per week to each class.

These superseded the targets related to physical activity that were contained in the 1999 White Paper “Towards a Healthier Scotland”: Indicator Level Measure Proportion of 11-15 year olds 32% in 1994. Increase proportion from 32% in taking vigorous exercise 4 times 1994 to 40% in 2005 and to 50% or more weekly in 2010. Proportion of men and women 32% of men and 22% of women 50% of men and 40% of women aged 16-64 taking 30 minutes of in 1995 to be taking 30 minutes of moderate activity on 5 or more moderate activity on 5 or more occasions each week occasions each week by 2005 and 60% and 50%, respectively, by 2010.

The strategy also refers to a Strategic Co-ordination Framework which, at the local level, clearly identifies the Community Planning process as the vehicle and infrastructure for delivering this national policy. The Joint Health Improvement Plan (JHIP), produced by the Community Planning Partnership (CPP) to address common health issues, is the plan which should mesh Physical Activity issues arising out of transport, education, leisure, social services, primary care, care services, health promotion, housing and other aspects of community life.

4.3 National Strategy for Sport (2007)

Titled “Reaching Higher- Building on the Success of Sport 21” this document is produced by the Scottish Government rather than, as might be expected, Sportscotland. It identifies two key outcomes:

• Increasing participation • Improving performance

And proposes four priorities to deliver these outcomes:

• Well-trained people – principally through strengthening coaching and volunteering. Twelve actions are identified. • Providing pathways – this is based on community involvement, partnerships, expansion of the Active Schools programme. Eleven actions are identified. • Strong organisations – This refers to clubs, agencies, links between education and the wider sports agenda. Eleven actions are identified.

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• Quality facilities – referring to the planning, funding, provision, design and operation of facilities. Eighteen actions are identified.

4.4 Sportscotland Corporate Plan 2007-11

This sets out Sportscotland’s role in the delivery of the National Strategy for Sport. The agency sees itself as having a dual role to play in the strategy: firstly, by planning and delivering their contribution to putting in place the building blocks of the strategy; and secondly, by supporting local authorities, Sports Governing Bodies (SGBs) and other partners in planning, developing and sustaining their contributions to this strategy. The Corporate Plan outlines how they propose to deliver their contribution.

The Plan is based on 3 principles, and already common themes are emerging:

• Developing a sporting infrastructure (of people, organisations and facilities) • Creating effective sporting pathways (any level, any stage in life) • Embedding ethics and equality throughout sport

The Plan identifies 7 priorities, and sets out how Sportscotland will work with key partners to deliver these priorities (see Appendix 3 for detail). , for example involving heavy use of terms such as “support”. There are, however, in the table above several references to investment and this is of obvious importance in resourcing a strategy involving sport for Argyll and Bute.

4.5 Performance Overview of Sport in Scotland (2008)

Before leaving Sport it is relevant to refer to the Auditor General’s Performance Overview of Sport in Scotland (2008) as a gauge of how well the national priorities are being delivered. Key points that emerge are:

• An audit of facilities in 2006 identified that £110M is need every year for the next 25 years to brings the nations facilities up to an acceptable standard – this exceeds the budget identified in the Sportscotland Corporate Plan above. • Targets for sport participation levels for adults and young people are not being met and adult participation in sport is declining (from 49% in 2001 to 42% in 2006; target is 60% by 2020). Weekly participation rate in sport in Argyll and Bute in 2003/04 was 49%, placing it 23 rd out of the 32 Scottish local authorities. • There are no clear links between the national strategy and local strategies • The cost of the 2014 represents a significant financial risk to the funding of Scottish sport should the budget over-run. The Scottish government is guarantor of 80% of the public funding, currently estimated to be £298M. • Many schools are not providing the recommended hours of physical education. • Information on the progress against the existing targets is not up to date or complete. • There are no targets to track progress against national objectives for sport in 2008.

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The conclusion has to be that significant improvements could be made in how the national strategy for sport is implemented and measured. This could mean that the support and guidance that Argyll and Bute Council needs from national agencies in order to successfully implement its own strategy may not be as effective as it requires to be.

The Sportscotland document “The Potential of Sport” is useful in addressing the above issues in that it places sporting activities within the framework of the Single Outcome Agreement, of which the Community Plan is the single key delivery mechanism. For the development of sport and physical activity, appropriate inclusion in the Community Plan is essential. This is not happening at present in Argyll and Bute.

4.5 National Dance Strategy (2002-07)

This was developed by the Scottish Arts Council (now Creative Scotland) and has relevance to key themes such as participation and community activity, which have impact on outcomes such as healthy activity, well-being, Active Schools, pathways, etc. The strategy has a local importance to Argyll and Bute given the strength of traditional dance forms in the area. The Highland Gathering hosts the World Championship in Highland Dance each year, with competitors coming from South Africa, New Zealand and North America as well as from all over the UK. There are also significant local events such as the Highlands and Islands Music and Dance Festival in each year which provides not only a major platform for dance participants but also has a significant economic impact. In relation to traditional dance it is useful to highlight the strategy’s approach:

“Traditional dance is thriving – there are a number of organisations, including the Royal Society, Scottish Official Board of Highland Dancing, Scottish Official Highland Dancing Association, and the Scottish Traditions of Dance Trust. Together these are helping to increase opportunities for people to participate in all forms of Scottish traditional dance. This area has been given a boost with some additional funding from the Scottish Executive as a result of the priority given to traditional arts within the National Cultural Strategy.” (From page 18, Overview of Dance in Scotland).

4.7 National Play Strategy

There is currently no national strategy for play, although Argyll and Bute Council is in the process of developing its own.the Scottish Play Commission was established in November 2007 to make recommendations to the Scottish Government that are likely to result in a national strategy. The final consultation phase ended on 30 May 2008 with the findings due to be launched at the in June 2008.

Nine local authorities in Scotland have their own Strategy for Play. These are: , Clackmannanshire, and Galloway, East Ayrshire, Fife, Highland, North Ayrshire, Perth and Kinross, .

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4.8 National Strategies for Recreational Activity

There are a number of national strategies with relevancde to the topic, see Appendix 3 for details.

4.9 Argyll and Bute Community Planning Partnership

The CPP is made up of 26 partners representing every strand of life in Argyll and Bute – public, private, voluntary, agency, and all interest groups. It produces the Community Plan which is aimed at co-ordinating and focusing actions, resulting in reduced duplication and waste.

The aims and outcomes of the Plan are cross-referenced against the Scottish Governments five key themes, one of which is “Healthier”. There are a number of outcomes which are regarded as “ticking” that box, but few have any relevance to a strategy for sport and physical activity. The closest refer to rural deprivation, regeneration and drug and alcohol initiatives and none relate specifically to physical activity or sport (except in the latter case in relation infrastructure rather than participation). It has to be concluded that the current Community Plan does not adequately address sport and physical activity issues in Argyll and Bute. The Health and Wellbeing Theme Group of the CPP has been responsible for the development of the Joint Health Improvement Plan (see below).

4.10 Joint Health Improvement Plan (2005-08)

The strategic priorities of the JHIP refer to issues such as alcohol misuse, coronary heart disease, mental health, social care and health care. There is a reference to national physical activity targets for both children and those over 17 years old and a reference to the Sport and Physical Activity Strategy as the means of achieving improvements. The baseline position, the target improvement and the measurement mechanism are not identified, meaning it is not possible to say when or if the outcome has been achieved.

Considering that the title include the words Health Improvement, it would have been reasonable to expect more content directed at encouraging and supporting increased physical activity, this being regarded as an essential component by the national strategies. The increased emphasis on active living at a national strategic level should result in the JHIP for the next three years giving a higher priority to this aspect of health.

4.11 Other Relevant Strategies

There are a number of other strategies which make reference to health, active living and recreation issues and are therefore relevant to some degree. In the main these focus on very narrow considerations and generally refer back to the national strategies detailed above. As a result they are generally of little relevance to the current review (details in Appendix 3). An exception is:

• Curriculum for Excellence; Active Schools Network; Health-Promoting Schools

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These have a specific focus on encouraging healthy living, physical activity and participation in sport within the school framework and as such make an important contribution to creating good habits at an early age. Active Schools has a clear strategic support from Sportscotland. Curriculum for Excellence makes specific reference to young people becoming “confident individuals with a sense of physical, mental and emotional well-being and able to pursue a healthy and active lifestyle”. All Argyll and Bute schools are now Health-promoting Schools.

4.12 Summary of National Strategies

Strategies relating to sport are relatively specific and also refer to health improvement as one of the beneficial outcomes of participation. Strategies relating to active living and health improvement are generally NHS-focused or specific-interest and are harder to relate to the development of a local strategy. Partnerships formed to co-ordinate and translate national policy into local delivery mechanisms (CPP and JHIP) show considerable room for improvement since they include few references to either sport or physical activity. The introduction of the Single Outcome Agreement between Scottish Government and local authorities provides the opportunity to more closely align national strategy with what is delivered at grass-roots. Most of the strategies looked at are very poor at establishing baselines, measuring mechanisms and SMART targets.

Common themes that emerge from the national strategies are:

o The need for health improvement o The need to encourage greater participation in exercise o Infrastructure and facilities o Access to opportunities o All ages and ability levels o Pathways, for volunteers, coaches, performers o The role of the school o Lack of monitoring and evaluation mechanisms

5. Argyll and Bute Sport and Physical Activity Strategy 2003-08 in Summary

5.1 Introduction

The strategy is anchored on three dimensions – promoting health and well-being through active lifestyles; facilitating pathways through sport; utilising to the full the unique natural environment of Argyll and Bute in designing and delivering the strategy. In doing so it provides a local delivery mechanism for national priorities. It clearly links its Vision and 6 Aims (see Appendix 2) to the targets of Sport 21. The narrative explaining each Aim underpins in a logical manner the purpose and reasoning for each. The Action Plan identifies specific actions intended to deliver the aim plus a timescale and outcomes that would flow from the action. The outcomes are not, in the main, quantified.

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5.2 Aims

The six Aims are clearly developed to meet national priorities, with references to participation levels, active lifestyles, raising standards, voluntary involvement, social inclusion and improving health and well-being. Aim 2 places this in the context of the unique qualities of the natural environment of Argyll and Bute and it is sensible that the strengths of the area should be utilised to the full. The narrative explaining each Aim is logical and makes specific reference to Sport 21 targets and to the national and local contexts.

5.3 Action Plan

The Aims are broken down into between four and six action areas, each with a range of intended actions (64 in total), timescales and intended outcomes. The actions are detailed and comprehensive, linking to national strategy outcomes and also to local circumstances and existing activities. It is significant that the language of the actions appears to emphasise process as much as outcome, with words like review, assess, map, examine, identify, audit, investigate as prominent as provide, create, support, develop. In the second phase of the strategy, with the processes of gathering information and identifying baselines having been achieved, it may be appropriate for the actions to be more outcome-orientated. The result is 115 intended outcomes, very few of which are SMART (Specific, Measurable, Agreed, Realistic, Time-bound) meaning that evaluation of success in delivery is made more difficult.

5.3 Comparisons with Other Local Authorities

Culture and Sport ’s strategy document is strong on the city’s cultural assets and includes sport as a dimension of culture, not as a distinct activity. It is strong on facilities and events, but also has strong participation threads such as free swimming for children at all Council pools. The action plan has some similarities with Argyll and Bute in focusing on participation; pathways; infrastructure; and optimising the “vibrant and distinctive” city (the local dimension). The document is now out of date, talking about making a decision on bidding for the several months after the bid had been won. City Council refer to their document as the Sport and Physical Recreation Strategy and have the ambition of their city being the most active in Europe by 2020, thereby firmly committing themselves to the participation focus, with references also to partnerships, pathways, facilities and equity. This is also out of date (2002). Looking at more rural authorities which are a better direct comparison, Dumfries and Galloway ’s Leisure and Sport Strategy is dated 2001-05 and is sport-focused with out-of-date references to education. Highland Council is currently engaged in consultation which is expected to result in a new strategy being developed. A strategy exists dated 2000, but this is rather non-specific about outcomes.

By comparison with their peers Argyll and Bute’s strategy is imaginative, broad but detailed, and utilising the strengths of the area.

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6. Alignment with National Strategies

6.1 Given the number of national strategies that dip their toes in sport and physical activity the Argyll and Bute strategy does a good job of reducing this range and scope to 6 discrete and relevant Aims. The principal strategy it requires to align with is the National Physical Activity Strategy, and Argyll and Bute’s targets and actions cross- reference well with the national priorities. Examples are clear references to the role of the Community Planning Partnership and the Joint Health Improvement Plan in delivering outcomes, and clear targets for increased physical activity which match the national targets. 6.2 Given the range and complexity of national strategies for general health improvement and active living, it is prudent for the Argyll and Bute strategy to place this within the context of the Community Plan and the Joint Health Improvement Plan, and to seek active representation of the SPA Strategy at a strategic level as a means of ensuring delivery of these multi-agency plans is consistent with the SPA strategy. Identifying key measurable targets that align with national targets should be sufficient to ensure the SPA is relevant in the national context. 6.3 Alignment with the National Strategy for Sport and the Sportscotland Corporate Plan is equally clear. Reference to shared goals such as encouraging excellence, facility development, coaching and volunteering pathways, and Active Schools is evident. The outcomes that would demonstrate achievement of these are generally, however, not specific and measurable. Targets for international representation by Argyll and Bute sportsmen and women would be an example of clearer measurement. 6.4 The Argyll and Bute strategy should make more of the opportunity to align with the National Dance Strategy, since the area is particularly strong in traditional dance (and also, in North Argyll, Ballet). There is no reference to Dance in the strategy although this activity is one of the pillars of physical activity. Development activity in the educational curriculum, in dance activity in the community and in pathways for dancers would be consistent with the SPA strategy and fit with key priorities of the Dance Strategy. 6.5 Although Play is also a pillar of physical activity, and there is no specific reference to play in the SPA, it is perhaps more difficult to have discrete targets in this regard beyond developing a local plan for facility development. Once the national strategy has been completed the wider issue can be addressed. It may be considered that to incorporate Play within the SPA would dilute the focus of the strategy and that this dimension is not appropriate for inclusion. 6.6 In summary, Argyll and Bute’s Sport and Physical Activity strategy is well aligned with the key national strategies. The Aims of the strategy clearly address key national priorities in active lifestyles and participation in exercise and sport, leading to improved health. Implementation methods such as developing volunteering are also identified and match national priorities. Social factors affecting participation are also addressed, as is the necessity for a co-ordinated approach through mechanisms such as the CPP and JHIP. Although some national strategies have been formulated or reviewed since the SPA was drafted in 2003, the strategy is still largely relevant as the authority looks forward to the next phase. Some issues, such as Dance as an element, and perhaps Mountain-biking as a growing sport (with World-ranked performers born and living in Argyll), should be considered in planning specific actions and outcomes for the next phase.

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7. Effectiveness of Delivery against Intended Outcomes

Explanatory Note: Outcomes achieved – Green background Outcomes partly achieved – Orange background Outcomes not achieved – Red background Outcomes not measured or measurable or no longer relevant – White background

Aim 1 - Raise lifelong participation levels in sport and physical activity in Argyll and Bute

AIM Evidence Needed Actual 08 (where available) Target Outcomes Achieved? 1.1 • What proportion of schools meet 2hrs pw PE target? • Some Primary Schools; 1 out of • Partly 10 Secondary

• Evidence of collaboration of school/community/clubs • Conference • Yes

• Evidence of community sports programme development • Coaches Conference; Active • Partly esp in NPDO schools Schools work; delay in NPDO school programme Overall - Yes

1.2 • Evidence of raised participation in target groups • Midnight Leagues; girls • Yes football; Stramash

• Baseline now to be used for future • Health improvement of community measured? • No • No • Any transport plan? • No

Overall - No

1.3 1.3.Infrastructure development Sufficient evidence in Annual report 2007 Yes page 6 and other reports

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AIM Evidence Needed Actual 08 (where available) Target Outcomes Achieved? 1.4 • Sports club development plan? • Coaches Conference; other • Yes activities depend on Sportscotland funding. SFA quality marks; Running Sports • Talented athlete programme? programme • Yes

• WSIS plus Gold Card Scheme; 6 athletes in WSIS; some athletes

in national squads • Yes

• Local sports forums? • Local sports councils struggling; football dev groups; similar Overall - Yes smaller groups for rugby

1.5 • Sports marketing plan? • Event calendar; booklet on the • Partly way • Sporting Ambassadors programme? • No • Still to be established • List of talented athletes linked with ABC? • Partly • Not current but included in WSIS Overall - Partly

1.6 • Co-ordinated programme of participation events • Stramash; events and festivals • Yes programme of Highland Year of Culture

• Baseline data: number/type/dates/location of events; • Evidence on coaching • Yes evidence of rising participation numbers; spectator development numbers since 2007 numbers; tourism numbers Overall - Yes

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Aim 2 – Promote active lifestyles through the unique qualities of the natural environment of Argyll and Bute

AIM Evidence Needed Actual 08 (where available) Target Outcomes Achieved? 2.1 • Baseline of participation in outdoor pursuits • Restricted activities in 2008 due • Yes (based on 2007) to uncertainty over Stramash; Good level of activity in 2007 (see Annual Report)

• Opportunities for increased activity • Youth Leadership Programme; Orienteering Programme • Yes

• Evidence of increased activity • no measurement of target of 15% • No increase over baseline, but new clubs, eg sailing, archery, Overall – Yes, canoeing establishment of Stramash CLG provides opportunity for increased activity

2.2 • New outdoor facilities • See Annual Report 2007 p6 eg • Yes new orienteering, MB and cycle paths/trails

• Marketing plan • Calendar; coaching conf publicity; • Partly active skills website Overall - Yes

2.3 • Audit of outdoor coaches and identification of gaps • Coach database maintained • Yes

• Identify champions • No existing structure • No

• Qualification pathways • Through Coaches Conference • Yes

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AIM Evidence Needed Actual 08 (where available) Target Outcomes Achieved?

• Club and coach support and development structure • Coaches Conference • Yes

Overall - Yes

2.4 • Evidence of reduction to barriers to access • Dependent on work of Disability Access Panel; access to Council transport much better than before; Overall - Yes wheelchair access to archery targets; rep on Access Panel; 1-1 activities available

2.5 • Evidence of partnerships • Links with Sportscotland, WSIS, • Yes Lottery; Careers Scotland; AIE

• Scottish Series; Tiree Wave • Evidence of A&B as a destination for outdoor activities Classic; Mull Rally; WH Week; • Yes New MB trails; Kintyre Way; forthcoming international orienteering event Overall - Yes

2.6 • Evidence of link between outdoor learning and curriculum • Stramash Business Plan; Curriculum for Excellence; outdoor classroom; embedded in SPA Strategy; Youth Leader work Overall - Yes

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Aim 3 - Recognise opportunities to develop pathways through sport by developing coaching, raising standards, providing and encouraging the development of high quality facilities and access

AIM Evidence Needed Actual 08 (where available) Target Outcomes Achieved? 3.1 • Baseline numbers of coaches qualifications and • Comprehensive database • Yes experience

• Coach education programme; details plus evidence of outcomes in additional numbers etc • Coaching Conference 2008; Dev • Yes Officers in football, rugby, ; Active Schools

• Evidence of communication network; mentoring system; • Volunteering Policy; Child • Partly recruitment policy; marketing materials Protection liaison

Overall - Yes

3.2 • Talented athlete pathway • Gold Sports Card; WSIS; SIS; • Yes sports-specific partnerships • Satellite academic • Not practicable – likely to be responsibility of WSIS • No

• Evidence of higher standards of performance • B Cathro, C Hutchens (Mountain- • Yes biking), Kyle Dods (Archery) and others Overall - Yes

3.3 • Analysis of club development needs • No budget • No

• Club development programme • Partnerships with football, rugby • Yes

• Evidence of results in club membership nos, junior • Active Schools data on extra- • Yes

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AIM Evidence Needed Actual 08 (where available) Target Outcomes Achieved? sections, volunteers numbers curricular attendance; Stramash Overall - Yes

3.4 • Facilities strategy • All-weather playing fields in Oban, • Partly Helensburgh, Tayvallich; new playing fields;facilities strategy in early stages of development

• Community access to school • Access strategies facilities much better eg adult • Yes soccer leagues; Gold Card

• Gold Card; Some better • Evidence that performance sport is more inclusive; performance (Mountain-Biking, • Partly athletes are performing better Archery)

Overall - Partly

3.5 • Calendar of local to major sporting events • Yes • Yes

• Evidence of economic impact • Tiree Wave Classic; • Yes measurement introduced for Scottish Homecoming 2009

• Evidence/valuation of publicity • Tiree Wave Classic and other • No event TV and print coverage but not measured Overall - Yes

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Aim 4 – Promote and support voluntary and community involvement in the provision of sport and physical activity

AIM Evidence Needed Actual 08 (where available) Target Outcomes Achieved? 4.1 • Database of volunteering network • Active Schools has database; • Yes Stramash, football have volunteer lists Overall - Yes

4.2 • Data on volunteering demographics • Active Schools has data • Partly

• Evidence of development activities relating to volunteers • Running Sport courses; Active • Yes Schools courses; TOPS training; First Aid; Child Protection Overall - Yes

4.3 • Strategy for youth involvement • John Muir awards; Community • Yes Sports Leader qualifications; draft Youth Work Strategy; young peoples leadership training; junior sports young leader

• Increase in numbers of young people volunteering • Active Schools evidence • Yes Overall - Yes

4.4 • Award scheme for volunteers • Yes Overall - Yes

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Aim 5 – Promote the use of sport and physical activities as a means of achieving social inclusion

AIM Evidence Needed Actual 08 (where available) Target Outcomes Achieved? 5.1 • Audit of SPA in deprivation areas in relation to national • Done by Comm Learn and Overall – Not applicable targets/priorities Regen/Fairer Argyll

5.2 • Evidence of increased opportunities and uptake • Active Schools evidence of Overall - Yes uptake; Stramash did targeted work

5.3 • Evidence of co-ordination with Active Schools, • Health Promoting Schools; Sport Overall - Yes Fusions, Comm Learning, Social Work, etc and Physical Activity network groups in all areas (SPANs)

Aim 6 - Improve health and well-being by developing sport and physical activity as an integral part of community planning

AIM Evidence Needed Actual 08 (where available) Target Outcomes Achieved? 6.1 • Evidence of SPA strategy in JHIP • Mentioned only in general terms • No

• Evidence of SPA Strategy in objectives and action • “Sport” specifically mentioned in • Partly plan of Comm Plan new draft constitution for CPP as one target under vibrant communities Overall - No

6.2 • Measurement of children’s fitness levels • Measurement taking place in • Partly some secondary schools and some primary clusters –

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AIM Evidence Needed Actual 08 (where available) Target Outcomes Achieved? evidence of improvement

• Evidence of numbers of children taking 1 hr exercise • Yes in addition to PE • Active Schools – actual numbers Overall - Partly taking part in extra-curricular activities up 82%

6.3 • Numbers of adults participating • A&B adult participation rates • Yes generally above national average across most demographic groups and sports (Sportscotland research 2003- 06)

• Not measured but assumed to • Changes in fitness levels follow participation •

• Number of adults taking 30 mins exercise per week • Programmes such as Argyll • Active, SwimGym, Jog Scotland Overall – Not sufficient but not measured apart from measurement data above

6.4 • Programmes for older people • Not focused on to dat • No

• Measurement of older peoples fitness levels • Difficulties in measuring; no • No national data Overall - No

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8. Summary and Conclusion

On the basis of the evidence that could be gathered, it is considered that 5 out of 6 Aims have been achieved:

Aim 1 Raise lifelong participation levels in sport and physical Achieved activity in Argyll and Bute Aim 2 Promote active lifestyles through the unique qualities of Achieved the natural environment of Argyll and Bute Aim 3 Recognise opportunities to develop pathways through Achieved sport by developing coaching, raising standards, providing and encouraging the development of high quality facilities and access Aim 4 Promote and support voluntary and community Achieved involvement in the provision of sport and physical activity Aim 5 Promote the use of sport and physical activities as a Achieved means of social inclusion Aim 6 Improve health and well-being by developing sport and Not Achieved physical activity as an integral part of Community Planning

It is considered, however, that where non-achievement is recorded this is partly due to the difficulty of providing evidence of the achievement of outcomes due to the way they have been phrased and the lack of baseline comparators which would demonstrate and quantify improvement and/or achievement. Many of the individual outcomes may, therefore, have been achieved but have not been measured as having done so. It is of obvious concern that the Community Plan, as the single most important delivery mechanism of the Single Outcome Agreement, makes no mention of how sport and physical activity will play a role in achieving Scotland’s strategic objectives.

The Strategy can claim some significant achievements:

Ø The development of Stramash as an independent Social Enterprise and its success in winning several national awards for excellence Ø The establishment of a number of activity programmes that are providing opportunities for all sectors within the Argyll community Ø Specific programmes to develop the leadership potential of young people in Argyll Ø All Argyll and Bute schools are Health-Promoting

9. Looking Forward

In considering what should comprise a Sport and Physical Activity Strategy for the next period, 2009-14, a number of issues should be taken into account. These include:

• Outcomes should be measurable using data that is readily available from central sources or is being gathered anyway

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• Key Performance Indicators should be identified which summarise the outcomes and give a clear indication whether the Aims are being achieved. There is no problem with having 115 target outcomes, but perhaps 12 KPIs could summarise these. • Baseline data has to be available to track changes over the period of the Strategy • Since Stramash has been born out of the very successful Council activity programme and is now a model Social Enterprise, it should be considered the preferred supplier of relevant services to the Council (subject to fair tendering procedures) • Sport and physical activity has evolved significantly since 2005. This process will continue and the next strategy should both take account of the changes so far and anticipate the opportunities that lie ahead. Mountain-biking is a growth sport with young international performers in North Argyll and new trails such as near Lochgilphead. Adventure/extreme events are rapidly growing and the Coll Challenge is a direct result of this new appetite. The Bens of Jura Race represents an opportunity to offer this type of event as, perhaps, is the new Kintyre Way. Dance is somewhat underplayed in the 2005-08 strategy and could perhaps have a higher profile, given pockets of excellence such as Ballet West and the National Highland Dance Championships at Cowal Highland Gathering. • There is talk in the Scottish Government of providing each schoolchild in Scotland with a week of outdoor learning during their education. This is some way off but the new strategy may wish to take account of the support the idea has gathered and how this might translate into future national policy, budget and actions. • The Council is introducing a standard performance-measuring process and the measurement of the strategy should obviously align with this. • The 6 Aims have proved relevant for the period of the last Strategy and could usefully be retained for the next.

Sandy Slater Slainte Ltd November 2008

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Appendices

1. Sources of Information

• Active Schools Network Year 3 Evaluation (2006/07) • Argyll and Bute Community Plan • Argyll and Bute Joint Health Improvement Plan • Analysis of Regional Variations in Sports Participation in Scotland (2006) Sportscotland • Argyll and Bute Council Sport and Physical Activity Strategy (2005) • Argyll and Bute Council Sport and Leisure Services Annual report 2007 • Being Well, Doing Well – a Framework for Health Promoting Schools (2004) Scottish Government • Better Health, Better Care Action Plan • Curriculum for Excellence • Dance Strategy 2002-07, Scottish Arts Council • Delivering a Healthy Future – An Action Framework for Children and Young Person’s Health in Scotland (2007) Scottish Executive • Developing a Physical Activity Strategy in Scottish Local Authorities (2007) Health Scotland • Dumfries and Galloway Leisure and Sport Strategy 2001 • Edinburgh City Council Sport and Physical Recreation Strategy 2002 • Enjoying the Outdoors (2007) SNH Policy Statement • Glasgow’s Cultural strategy Action Plan • Highland Sports Strategy (2000) • Highlands and Islands Transport Strategy (HITRANS) 2007 • Health Scotland Delivery Plan 2007-08 • Improving Health in Scotland – The Challenge • National Physical Activity Strategy (2003) • National Assessment of Local Authority Cycling Policy (2008) Cycling Scotland • National Transport Strategy • Paths For All/Paths For Health • A Performance Overview of Sport in Scotland (2008) Audit Scotland • Reaching Higher – National Strategy for Sport (2007) Scottish Government • Sportscotland Corporate Plan 2007-11 • Taking Learning Outdoors (2007) Learning and Teaching Scotland • The Potential of Sport (Sportscotland) • Towards a Healthier Scotland (1999) Scottish Office • Woods for Health Strategy (2007) Forestry Commission Scotland • Ydance, Scottish Youth Dance

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2. Visions and Main Aims of 2005-08 Strategy

Vision

The Strategy is intended to maximise the opportunities for people of all ages and abilities within Argyll and Bute to participate in sport and physical activity. By doing this we aim to contribute to the good health, improved quality of life and social inclusion of all our citizens and communities.

Aims

1. Raise lifelong participation levels in sport and physical activity in Argyll and Bute

2. Promote active lifestyles through the unique qualities of the natural environment of Argyll and Bute

3. Recognise potential to enhance sporting opportunities for the population by developing coaching and raising standards

4. Promote and support voluntary and community involvement in the provision of sport and physical activity

5. Encourage the use of sport and physical activity as a means of achieving social inclusion

6. Improve health and well-being by developing sport and physical activity as an integral part of Community Planning

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3. Further Detail of National Strategies for Sport and Physical Activity

These notes are intended to complement the references in the main text.

Sport-specific Strategies

3.1 National Strategy for Sport (2007)

The strategy identifies a large number of actions it regards as the role of local authorities in contributing to the delivery of the outcomes. Many of these have budget implications, many are vague and immeasurable and many are being done on a routine basis already by local authorities. They revolve round the following roles:

• Strategic planning and partnership working • Develop a strategic approach to the provision and management of sports facilities • Increasing participation • Strengthening pathways and improving performance • Support development of a well-trained workforce • Monitoring implementation

No SMART (Specific, Measurable, Agreed, Realistic, Time-bound) targets are set, nor timescale nor measurement process beyond referring to an evaluation framework that will be developed following the European Foundation for Quality Management (EFQM) model. The document makes the point that “the 11 targets of Sport 21 were aspirational but like many national targets they have proved difficult to measure”, but appears to have made the same mistake.

3.2 Sportscotland Corporate Plan 2007-11

Priority How Sportscotland will work with Local Authorities Planned Investment 2007-11 Active Schools • They will invest in local authority plans to deliver £48-52M plus leverage of Network and develop the Active Schoo £15-20M • ls Network • They will support the recruitment, training and development of people in the network Coaching • They will support local authorities in the strategic £7-9M planning of coaching, including investment in a network of local and regional coaching development posts Community Sport • They will consult with local authorities on the £10-12M plus leverage of needs of clubs in order to enhance their support £2M and investment • They will provide community regeneration investment to develop clubs and sporting opportunities in our most deprived areas • They will invest directly in community sports organisations through Awards for All and SPORTSMATCH

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Performance • Recognising that a performance pathway starts at £42-46M plus leverage of Development local level, they will provide support and £1.5 appropriate links so that local authority sports plans feed into those of the SGBs, regional performance development programmes and the Area Institutes of Sport Quality Facilities • They will work together to identify facility £90-100M plus leverage requirements and develop facility strategies of £340-380M • They will invest in new and re-furbished facilities, prioritising investment where under- provision is identified • They will provide guidance on facility design, management and support • They will use their statutory powers to safeguard the network of local facilities Strong Partners • They will provide research, support and expertise £16-20M plus leverage of to aid local authority sports planning £20.8M • They will bring partners together at a regional level including through piloting Sports Partnerships • They will continue to work with local authorities in supporting the recruitment and development of volunteers Strong Sportscotland • They will add value through their people and Not quantified functions, supporting every local authority with a dedicated Partnership Manager • They will provide support and advice on development of national strategy plans • They will represent and promote the interests of all sports at grass roots level

Strong Partners and Strong Sportscotland are new priorities which may have more to do with the recent threat to Sportscotland’s continuing existence than the needs of sport in Scotland. Volunteering is given higher priority but is considered now to be embedded in all actions rather than separated. Under each priority a number of specific actions are identified. In the main these tend to be general statements of intent rather than SMART actions.

3.3 National Dance Strategy 2002-07

Although focused on professional production and performance, and in audiences rather than participation, Aim 4 of the Strategy has particular relevance:

“Ensure that people of all ages and abilities have the opportunity to learn and participate in dance and that there are routes through to professional involvement.”

This is translated into specific objectives:

• Promote Dance in education • Develop dance activity in the community • Ensure access to vocational training

And specific intended actions:

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• Work with key partners in education to explore options for strengthening Dance in the curriculum and devise and action plan • Fund the Scottish Traditions of Dance Trust • Review Dance Artist/Development posts to assess development needs and identify models of Best Practice; devise phased Development Plan (2002/03). Implement Plan (2003/07). • Investigate opportunities to work collaboratively with other agencies to support community dance participation and establish partnerships as appropriate. • Commission an audit of specialist/advanced dance training provision for under-16s to ensure that talented children and young people are able to access the necessary specialist training to enable them to pursue a professional performance career (2002/03). Implement the recommendations (2003-07).

Although this strategy has “expired” the Scottish Arts Council’s Corporate Plan identifies priorities for 2007-09 which give a guide to current thinking. Although the focus remains on professional production and performing Priorities 4 and 5 are particularly relevant to Dance as a component of Physical Activity (text highlighted in bold to emphasise the conjunction):

“Priority 4. Create opportunities for participation in the arts

Many people in Scotland dance, whether through dance classes or in social contexts such as ceilidhs. Our Foundation Organisations, the dance centres and the growing network of dance development posts play a key role in creating opportunities for people of all ages and backgrounds to take part. We will also support the Scottish Traditions of Dance Trust, as the national development agency to encourage participation in traditional dance forms. The physical nature of dance, which cuts across government agendas such as health and well-being, presents great potential to develop further opportunities in dance. However, until dance is taught in all schools throughout Scotland, opportunities for young people to access and progress in dance will continue to be restricted. We will continue to work with the Scottish Arts Council Education Department and the wider dance sector to promote the importance of dance in education.

Priority 5. Build a culture of co-operation with partners and the arts community

We will continue to collaborate with a range of partners in the delivery of our aspirations for dance. We facilitate the Dance Artists in Residence network and regularly bring together the dance centres in Scotland to encourage their closer working. In 2007/08 we will work with the widest dance community to investigate long-term approaches to strengthen dance in Scotland.”

In addition to the traditional dance sector, Ballet West in Taynuilt is an example of a niche Dance operator providing pathways to professional involvement. It probably needs to be highlighted that the Dance budget for Scotland in 2007/08 was £2.33M, which places it in context with the relatively huge sums made available to Sport. Scottish Youth Dance, branded Ydance, has a number of outreach programmes including those aimed at inservice activities to encourage more dance activities within education.

It may also be relevant to consider Community Drama, which is also strong in Argyll and Bute as also having a role in encouraging people to become active and involved. ABC Sport and Physical Activity Strategy Review 2008 Page 29

Recreational Strategies

3.5 National Physical Activity Strategy (2003)

It is necessary to look in detail at the components of Physical Activity shown in the graphic on Page 5 to look at how the overall strategy is broken down by the agencies involved in delivering it. As mentioned in Section 4 (page 5) there is no obvious logic in the “building blocks” considered to constitute Physical Activity. The Argyll and Bute approach, of two related elements – Sport and Physical Activity seems equally, if not more, logical and practical.

3.5 National Exercise Strategy

There does not appear to be a discrete strategy, with this element being delivered through other strategies.

3.6 National Play Strategy

There is currently no national strategy for play. The Scottish Play Commission was established in November 2007 to make recommendations to the Scottish Government that are likely to result in a national strategy. The final consultation phase ended on 30 May 2008 with the findings due to be launched at the Scottish Parliament in June 2008.

Nine local authorities in Scotland have their own Strategy for Play. These are: Aberdeen, Clackmannanshire, Dumfries and Galloway, East Ayrshire, Fife, Highland, North Ayrshire, Perth and Kinross, Shetland.

3.7 National Strategies for Recreational Activity

As the National Strategy for Physical Activity says, referring to the graphic it uses to illustrate what physical activity comprises: “ Given this very broad range of ways in which we can be active, there is no single department, agency or organisation that currently develops and promotes and delivers all areas of physical activity .”

The definition of Recreational Activity covers the range of physical activities that lie between Sport and Active Living. These would include, for example, walking and cycling as leisure pursuits rather than as a means of getting to work or school; jogging; exercise classes; hill- walking. The exact distinction is relatively unimportant.

There are a number of national strategies relevant to this theme, each with their own particular focus but all reflecting general aims, objectives and priorities which are consistent with the overall strategy for physical activity in promoting healthier lifestyles. Examples are:

3.7.1 The Woods for Health Strategy was produced by Forestry Commission Scotland to highlight its commitment to contribute to “improved health and well being of people and

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their communities with the objective of enhancing the opportunities people have for health and enjoyment. Woods for Health demonstrates Forestry Commission Scotland's commitment to health improvement. It highlights our desire to deliver lasting solutions in partnership. The focus is on making local woodland accessible and welcoming – helping people build healthy activity into their daily lives. It promotes continual improvement informed by research, pilot activity, and communication of the health benefits of woodland to people from priority communities and to health practitioners” .

3.7.2 Paths to Health was established in 2001 to contribute to health improvement in Scotland through the promotion of walking for health . It promotes recreational walking within the overall Paths For All initiative and encourages people to commit to a regular “health walk”, described as a purposeful walk which is undertaken on a regular basis to improve health.

3.7.3 Regional Transport Strategy (HITRANS, June 2007)

This document makes specific reference to actions HITRANS intends to undertake which will directly contribute to active living and recreational activity and is therefore very relevant to the Strategy for Sport and Physical Activity The first of 10 horizontal themes is: “Promoting the long term development of walking and cycling across the region to reduce the use of cars for short journeys and to contribute towards health”.

Key policies under the Active Travel theme are:

o Clearer development control policies requiring walking and cycling infrastructure o Land-use planning should recognise the hierarchy of walking, cycling, public transport, other motorised transport. o Infrastructure audits of Regional Centre to provide baseline information o Longer term core funding for a programme of investment in response to the audits o Travel behaviour change programme.

The policy is encouraging in making a clear link between its intended activities and the beneficial effect of active living, and one of the supporting outcome objectives is “Improve the health of the Region’s people”.

3.7.4 National Assessment of Local Authority Cycling Policy (2008)

There is a UK National Cycling Strategy but this dates from 1996 and it is considered more relevant to use the above as the baseline, even if it is not a Strategy. It is a very length document (134 pages!) which contains a very large number of ambitious, aspirational and uncosted recommendations that local authorities should adopt. Those pertaining to Argyll and Bute are shown below.

Argyll & Bute Council is cited as an example of Good Practice (p31) – “The Scottish Cycle Training Scheme is available to all primary schools and is delivered as an on road activity in 74 of the 80 schools. Cycle training is seen as an integral part of road safety education, and

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is looked at as an investment in giving future drivers a more holistic appreciation of road safety; Argyll and Bute has lower incidence young driver casualties than the Scottish average”.

It provides a detailed summary of each local authority’s performance against the assessment standards. Argyll and Bute’s is given below:

Argyll and Bute Level of Development: Level 2 – Isolated Approach (on a scale of 0 – No Approach to 5 – Integrated Approach)

Mode share of journeys to work/ study by cycle – 1% % of journeys to work/ study under 5km – 55%

The Local Authority delivers on-road training to approximately 93% of primary schools, however multi-stage delivery could be maximised and it would be beneficial to see a greater focus on cycle training for its wider benefits rather than solely as a road safety issue. The Local Authority has secured significant funding for long-distance cycle routes and commuting. The Local Authority has also engaged widely in developing the LTS and Core path Plan, however more needs to be done to consider the on-road network. The network would benefit from a coordinated monitoring and maintenance strategy with a specific budget. Promotional strategy is weak and the Local Authority needs to develop specific campaigns for key target groups. Cycle use data needs to be appropriately collated and made available across departments.

Planning 2008: 54% 2005: 24% Actions 2008: 43% 2005: 38% Monitoring 2008: 32% 2005: 14% Recommendations: Recommendations K Incorporate indicators on cycle use into the Single Outcome Agreement K Develop a cycling strategy K Maximise delivery of multi-stage child cycle training K Develop introductory adult led-cycle rides K Introduce infrastructure delivery targets K Develop an outcome-based marketing strategy for cycling, cutting across departments K Partner with Visit Scotland and local businesses to identify and develop the cycling tourist market K Develop local outcome indicators for cycling policy actions K Develop public reporting of local cycle use indicators K Monitor perceived safety among cycle users and non-cycle users K Improve knowledge of cycle user needs across departments K Consult user groups on cycling .

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Health-orientated Strategies

3.8 Improving Health in Scotland – The Challenge (2003)

This is a useful “anchor” for Active Living strategies since it includes references to delivery mechanisms such as Community Planning and Joint Health Improvement Plan and therefore links with the ABC Sport and Physical Activity Strategy. There are a number of documents all contributing to actions to improve the health of the nation, most of them with a clear NHS, rather than local authority, focus. Examples are the “Better Health, Better Care Action Plan” (2007) and “Delivering a Healthy Future: An Action Framework for Children and Young People’s Health” (2007), Being Well – Doing Well, a Framework for Health Promoting Schools (2004). The extract below from Better Health, Better Care illustrates the breadth of the approach and the NHS focus:

“We will: • Address stigma, prejudice and discrimination around mental health • Enhance the mental health literacy of key workers such as teachers, social workers, community staff, employment support officers and health care staff • Publish a new smoking prevention Action Plan in 2008 supported by additional funding of £3 million per annum and continued investment in a network of cessation services • Expand significantly access to treatment and support for those with alcohol problems as part of a new strategy for tackling alcohol misuse to be published in Spring 2008 and supported by additional investment of £85.3 million over three years • Support drug treatment services and work with partners to introduce a new drugs strategy and delivery framework in 2008 • Improve Scotland’s diet through a Food and Health Delivery Plan and the development of a national food policy for Scotland • Tackle obesity by delivering consistent weight management strategies across Scotland • Work with partners to address the environmental influences on obesity including the greater provision of opportunities for safe walking and cycling • Implement Scotland’s sexual health strategy and increase the availability of independent sexual health information • Modernise health protection in Scotland by taking forward a new Public Health Bill in the Scottish Parliament during 2008 • Introduce an immunisation programme to combat cervical cancer available to all girls aged 12-13 years from Autumn 2008 and introduce a “catch up” campaign for girls aged up to 18 years at the time of introduction • Enhance treatment and testing services for Hepatitis C • Commit more than £100 million over three years to increase Scotland’s resilience to a flu pandemic • Review and clarify the role of Scotland’s public health community to ensure that major financial and service strategies improve health and prevent disease

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• Develop a coherent, integrated approach to social marketing covering key health promoting messages” (page 25).

The action point in bold above, which is directly relevant to a local strategy on Sport and Physical Activity, shows how difficult it is to extract from national strategies the issues that are relevant to a specific local strategy. The challenge is to arrive at local actions that contribute to the national outcomes and, crucially, to do so in a way that can be measured.

One relevant target identified in this document and not seen elsewhere is “ The ideal is that each person over the age of 55 has a programme of strength and balance training that continues for the rest of their lives ” (page 29).

Improving Health in Scotland – The Challenge makes specific reference to Community Planning Partnerships and Joint Health Improvement Plan as being key local delivery mechanisms, for example saying (page 25) that “CPPs will be the overarching framework”. Since the CPP and the JHIP already bring together a number of agencies to translate national policy and deliver it at a local level, it makes sense to relate the local strategy for sport and physical activity to the objectives of these bodies.

3.9 Active Living Strategies

Where “active living” encompasses such variables as diet, lifestyle, age, geographical location, health, attitude and personal economic circumstances it is inevitable that there will be a number of national strategies, directed at a wide variety of issues. This will make it difficult to place Argyll and Bute’s Sport and Physical Activity in the national context. For example, the Health Scotland Delivery Plan for 2007-08 mentions physical activity only in passing, within one of the 5 organisational priorities (obesity). The health aspect of physical activity brings in a host of different initiatives in the fields of social inclusion, drug and alcohol misuse, employability and mental health. For the purposes of the Argyll and Bute Sport and Physical Activity Strategy and, not least, effective monitoring and evaluation of progress towards its targets, it is proposed to use the following strategy as the baseline.

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